Lynching and Women: Ida B. Wells Essay -- History Historical Essays

Lynching and Women: Ida B. Wells Emancipated blacks, after the Civil War, continued to live in fear of lynching, a practice of vigilantism that was often based on false accusations. Lynching was not only a way for southern white men to exert racist â€Å"justice,† it was also a means of keeping women, white and black, under the control of a violent white male ideology. In response to the injustices of lynching, the anti-lynching movement was established—a campaign in which women played a key role. Ida B. Wells, a black teacher and journalist was at the forefront and early development of this movement. In 1892 Wells was one of the first news reporters to bring the truths of lynching to proper media attention. Her first articles appeared in The Free Speech and Headlight, a Memphis newspaper that she co-edited. She urged the black townspeople of Memphis to move west and to resist the coercive violence of lynching. [1] Her early articles were collected in Southern Horrors: Lynch Law in All Its Phas es, a widely distributed pamphlet that exposed the innocence of many victims of lynching and attacked the leaders of white southern communities for allowing such atrocities. [2] In 1895 Wells published a larger investigative report, A Red Record, which exposed how false or contrived accusations of rape accompanied less than one third of the cases documented around 1892. [3] The statistics and literature of A Red Record denounced the dominant white male ideology behind lynching – the thought that white womanhood was in need of protection against black men. Wells challenged this notion as a concealed racist agenda that functioned to keep white men in power over blacks as well as white women. Jacqueline Jones Royster documents the... ...english.uiuc.edu/maps/poets/g_l/lynching/lynching.htm>. [3] Tabulating the statistics for lynchings in 1893, [in A Red Record] Wells demonstrated that less than a third of the victims were even accused of rape or attempted rape. [4] Royster. Southern Horrors and Other Writings (30). [5] Brown states, â€Å"Southern white men [had a compelling urge] to avenge even a hint of impropriety that encroached on their ownership of white women’s virtue† (21). [6] From Royster’s explanation of white men’s justification for lynching (32). [7] Women in History. [8] From George Washington University’s webpage on Anna Julia Cooper, under the â€Å"Social Activism† section.

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It feels like such a long time since I last saw you. I know I've only been away for only a few weeks, but so far my vacation here at Greece has been great! I'm currently staying at the Academy.I found a friend who shares the same passion with me in philosophy and he asked me to come with him to this place to meet other people. I'm very glad to stay here, I've learned a lot from various people.Anyways, yesterday I was walking along Agora or the city market and found some really great stuffs to buy and take home. In this place I found many people who are trading and talking about gossip (for women) and politics (for men). After hours of walking, I was able to get to the Hephaisteion.   I stayed for a while and witness the beauty of the temple.At noon, the heat at Athens   is topnotch so I stayed at the Stoa for cover. There are two kinds of Stoa, the one I stayed at was the Painted Stoa. It is a long covered hall that is open in one side and is decorated with many beautiful paintin gs.I spent almost an hour there and spent the whole time talking to people who get to engage in a conversation with me. It's really funny though for they will just come up to me and ask me something all of a sudden.I was so dumbstruck. At the right of Agora are the sacred places that can be found in the city like the Theatre of Dionysos, the Askelpieion, and most of all the Acropolis.After a while of wandering around, my attention got caught by a group of man loudly arguing among one another. I happened to ask someone about what's going on and he told me that the male citizen are debating about big decisions that affect the city.This place that I got into was called the Pnyx, the home of the assembly of people. However, I want to go to some quiet place instead and got interested in following young children each carrying small vases. I noticed I was back at the entrance of the city which was the Karameikos for I used the potteries as a landmark.By the end of the day, I decided to spe nd my time at the cemetery and stayed there till sunset. The cemetery was great for it really depicts the culture of the Athenians with their pottery and carvings.But what interests me most is the people's daily activities on the city. By what I've observed, they're almost routinary. Different kinds of people have specific type of jobs to finish each day. Even before the day starts people can be seen from all over the place.I came to ask a man why he was up so early and he said he had a trial and he have to prepare. Women get water from the fountains and traders are up for early trading. By mid-morning, servants are already working on their respective jobs. And by noon, the Agora and almost every plac ein Athens is so busy with people talking, doing business and many more.By mid afternoon, the place starts to quiet down and shops are preparing to close, this is my favorite part of the day in Athens for it is very peaceful and relaxing. And at last by midnight, servants start to rela x and even play games with their friends.I somehow got used to the busy and loud environment here at Greece. Though I'm not quite used to talking about politics all the time, or even some serious or religious topics like religion and life. Athens is a very economic centered city and almost all people has something to trade and has something to offer as livelihood. All over Greece, the people grew olives, grapes, and figs. They kept goats, for milk and cheese. In the plains, where the soil was more rich, they also grew wheat to make bread. Making it smell like a combination of vegetables and farm animals at the same time.I really liked it here so far. I wanted to explore the city more but I guess need to have more time. Nevertheless, today I was invited to go to a friend's house and spend the night there. I'm gonna have to take a look at a Greek house and be amazed once again.I'll write to you again very soon. Take care always. See you!

Balanced Scorecard Essay

A balanced scorecard is very helpful to any organization and should be viewed as a very important document throughout the company. Wal-Mart has developed a scorecard so that their customers can see what goals that the company wants to achieve and also how to achieve those goals. If you look at the scorecard on a regular basis, then you will know exactly how your company is running and what areas you need to work on. Wal-Mart wants everyone to know where to look at their scorecard and how to achieve the goals that they feel will make them even more successful. Wal-Mart also expects that every employee should follow this scorecard to guarantee they are doing the right things to make the company grow even faster and stronger than they already are (Balanced Scorecard Basics, 2014). The financial part is a very important part to Wal-Mart. With this part being successful you will be able to pay all the employees the right amount and also pay all the bills so that the company can make more money and keep thriving in the world today. Also with the financials down, the shareholders will see an increase in the amount of what the shares are selling for and that lets them know what they are making for owning those shares in the company. A competitive position is a major key within a huge retail chain like Wal-Mart. They are number one compared to other store chains similar to them. They continue building stores all over the world while a lot of the competitors keep shutting their stores down. Staying atop of this list is what makes Wal-Mart the leader in general merchandising stores (Wal-Mart Stores, 2013). Another major area of a balanced scorecard is how the customers see what Wal-Mart is doing. This is the most important part other than the  financials but work hand in hand with the financials. If the customers see Wal-Mart as a bad company then they will not buy the items that Wal-Mart is selling and then Wal-Mart will not be able to afford their bills and payroll and eventually have to close down. If they see Wal-Mart as a great place to shop then they will tell everyone that they know to shop there and that will make the revenue rise and make more profit for the company so that they can become even more successful in the future. The customers perspective always pays a big role in any company, if you keep them happy, then the will spend more money and time and energy with your company instead of your competitors (Balanced Scorecard Basics, 2014). Innovation is what you need to do to improve the company and learn how to grow and become a stronger economy. Wal-Mart is trying to be innovative in how they get their ads out to the general public. They are starting to email adds out to individuals emails letting their customers know of great deals and opportunities that are coming up in the local stores (Balanced Scorecard Basics, 2014). They are also developing an app for the smart phones of today with the deals and specials going on within the company. They are trying to get their products and service out in the community. Last but not least are the internal methods. They look at areas they think they will excel in and also the areas that will not excel so much at. The areas that Wal-Mart plans to excel at are usually the electronics. They look at other ideas to help them excel even more than usually and develop a plan to implement how to excel further in these areas. The Ares that are weak, they look for reasons that they are weak and how can they implement a plan to make those areas excel in also. When they can get all the areas in the store to excel greatly then they will become very successful and continue to grow beyond measure. This paper has demonstrated how a strategic plan of a balanced scorecard can help any company grow to a different standard. With these scorecard in effect and followed out completely then any company will succeed in everything that they want to do and become very successful. References Wal-Mart Stores. (2013, November 6). Retrieved March 31, 2014, from Forbes. Balanced Scorecard Basics. (2014). Retrieved March 31, 2014, from Balanced Scorecard INstitute: https://balancedscorecard.org/Resources/AbouttheBalancedScorecard/tabid/55/Default.aspx

buy custom 3D Jigsaw Puzzles essay

buy custom 3D Jigsaw Puzzles essay SUMMARY The name of the new business is JP Limited which sells 3D interlocking jigsaw puzzles. The main core of the business is to sell the jigsaw puzzles on line. The delivery of the order will be done the following working day after all orders being processed on line. This report entails explanation and description of the components and product marketing mix respectively. Illustration from SWOT analysis was carried out on the basis of the opportunities of the business, strength and as well as the weakness and threats. Proposed marketing research was provided and further goes ahead and explained the concepts of creativity, innovation and asset competency management. Strategies and few recommendations were also issued. Apart from 3D interlocking jigsaw the business can also be used to sell other products INTRODUCTION A 3G Jigsaw Puzzle is a three dimensional figure that is tremendously growing on the business entity. These toys are mostly meant for children. The market toy is estimated to be worth 2.83 billion in 2010 at the United Kingdom. Innovation and creativity of toys has led to increase in profitability and productivity despite challenges. Companies which have shown increase in profitability are such as Zhu Zhu pets and Crayola. Most parents prefer toys to their children because its cost effective than spending on leisure therefore, leading to increase in production. Due to production of toys, the name of the business will be JP Limited. The sales of puzzles will be on line using e-commerce platform. Due to technology services, on line firms have lead to increase in production and profitability. A survey carried out showed that 7 out of 10 meet their targets in 2009. Limited company has an added advantage since it can have access to a better opportunities regarding borrowing. The growth of the business will be considered to be easy hence eliminating doubtfulness. With this report we will be capable of attaining a market plan for JP limited and its product which is the 3D interlocking jigsaw puzzle. Marketing Mix Elements of the marketing mix which are being found in all marketing plans include: product, price, promotion and place. Product The target customers include both children and adults, either male or female who range at the age between 13 and 30 years. Products being sold include education toy, brochure, puzzle, 3D puzzle .e.t.c. To ensure this product is successfully sold; we try to meet a specific existing market demand. Place Place is anyway and anywhere so long as the customer can get access to the product. This means include a retail store, by mail, via downloadable files, or a cruise ship. The mostly known places are Canada, United States, Japan and China. Amazon as a website can also be used in a manner that it displays keywords hence promotes the product after sealing the deal with them. Orders are being processed online after being received and delivered to the customers door the following day in the morning. An enquiry was made such that when orders are being received at 6pm the day before, the parcel force will be collect from the warehouse and delivered to by next morning at the rate of 2.00 per order. Price Price is the main factor of marketability. It determines the quality and quantity of goods and services. Puzzles are sold at an average price of 14.50 including packaging and postage that contribute 30%. The difference between the selling price and variable cost is what is referred to as contribution. Discount is given to the customers who buy goods in bulk. Products are being sold at different prices depending on the type and quality of goods. This occurs mainly because of test and preferences of the customers. Promotion For the people to know about the product, the following is done to promote the product. We carried out advertising, point of sale displays, public relations and word of mouth. This is done to facilitate the selling of the product. Most of the money allocated for promotion will be spent on developing and launching the companys website. It should interactive, informative and should meet international standards like w3c. For the website to be effective it must entails best images and graphics that will attract the customer. SWOT analysis It provides direction for the development of marketing plans. It includes strengths, weakness, opportunities and threats. Strengths Strengths of JP Limited is having personal service, outstanding value and no hidden charges therefore; being optimistic that customer will enjoy shopping with them. Through this strength stuffs generate self esteem that lead to achieving the objective of the organization. Weaknesses The business has no alternative but just to depend on the trade relationship with china and politics behind it hence becoming its weakness. Products are mostly preferred by the young people hence weakening the market of the product Opportunities Deal is made with Amazon hence the customer looking for puzzles or toys which can be easily directed to JP Ltd. Payment are being processed and collected free of charge. Threats Competition from other firms is the major threats since there are more advantageous than us in terms of buying and selling. Additionally, they have better resources hence multitask differently and target customers via email. Marketing Research In this report data was collected by means of questionnaire. This method was selected since its easy and less expensive way of gathering information. The research shows that most of the country that manufactures jigsaw puzzle is USA, Canada, Australia, Italy and Spain. We were able to questions manufactures such as Buffalo Games, Clementoni, Educa Borrass and Great American Puzzle Factory (Jobber, 2007). We were able to come up with new ways to improve on our goods, services and marketing strategies. Innovation Due to stuff who have skills, new combination of knowledge have being achieved which have lead to innovation. JP Ltd has lead to inclusion of computer chip with its puzzles which will store information regarding the date and time required to be completed. Asset Competency Management We formulate the following strategies to develop JP Ltd products whenever there is a competition: I. Asserts which are exploitable and competency have to be identified II. Reviewed exploitation of effectiveness III. Identification of the shape and future of JP Ltd IV. Decision on how to change the company assets over the next few years V. Building and exploitation of assets and competency VI. Comparison of assets, competencies and future opportunities. Recommendation and Conclusion When there is notification of profit in the first couple of years, it will be expended to sell other products which are similar products. For the business to be expanded we require a well trained staff and more warehouses. They should consult a local IT for the maintenance of the website which play a major role in the business. A business should consider an exit strategy at challenging times. Use a cheap way of advertising .i.e. email customers with special offers and information. The business also requires more suppliers so that to compliment with each other. Buy custom 3D Jigsaw Puzzles essay

Sortie essays

Sortie essays This story had a lot of good ideas but I couldnt really follow what was going on. I thought that the narrative paragraphs made complete sense.... Then I would get to the dialogue and be scratching my head. I think the dialogue is where you lost me. Your character has a good strong voice... I can feel her emotions. Also your descriptions of people and the coffee shop were really good. I knew exactly what it looked like or what the person looked like. I didnt feel like the story had good movement... it didnt seem to flow very well. That was the only thing that I think was really wrong with the story. It seemed like you were jumping back and forth between different fragments of this girls life.... And I could really follow the general ideas. I realized that you were saying something about the concept of life and how different people were but I guess I didnt really understand what you wanted me to understand. One thing that may help the story just look better is the font.... It really confused me. I think it made me cross-eyed.... But that just could have been me. I really loved the girls character.... She was hilarious... I just got lost when she started talking. Maybe if you just shaped up the dialogue a bit it would be a masterpiece. I couldnt figure out the general motive of the story... or really the plot. However, I could have just totally missed the entire point. The story was really funny though. ...

Case Nestle

In 1905, the company merged with the Anglo-Swiss Condensed Milk, thereby broadening the company’s product line to include both condensed milk and infant formulas. Forced by Switzerland’s small size to look outside’ its borders for growth opportunities, Nestle established condensed milk and infant food processing plants in the United States and Britain in the late 19th century and in Australia, South America, Africa, and Asia in the first three decades of the 20th century. In 1929, Nestle moved into the chocolate business when it acquired a Swiss chocolate maker. This was followed in 1938 by the development of Nestle’s most revolutionary product, Nescafe, the world’s first soluble coffee drink. After World War 11, Nestle continued to expand into other areas of the food business, primarily through a series of acquisitions that included Maggi (1947), Cross Blackwell (1960), Findus (1962), Libby’s (1970), Stouffer’s (1973), Carnation (1985), Rowntree (1988), and Perrier (1992). By the late 1990s, Nestle had 500 factories in 76 countries and sold its products in a staggering 193 nations-almost every country in the world. In 1998, the company generated sales of close to SWF 72 billion ($51 billion), only 1 percent of which occurred in its home country. Similarly, only 3 percent of its- 210,000 employees were located in Switzerland. Nestle was the world’s biggest maker of infant formula, powdered milk, chocolates, instant coffee, soups, and mineral waters. It was number two in ice cream, breakfast cereals, and pet food. Roughly 38 percent of its food sales were made in Europe, 32 percent in the Americas, and 20 percent in Africa and Asia. Management Structure Nestle is a decentralized organization. Responsibility for operating decisions is pushed down to local units, which typically enjoy a high degree f autonomy with regard to decisions involving pricing, distribution, marketing, human resources, and so on. At the same time, the company is organized into seven worldwide strategic business units (SBUs) that have responsibility for high-level strategic decisions and business development. For example, a strategic business unit focuses on coffee and beverages. Another one focuses on confectionery and ice cream. These SBUs engage in overall strategy development, including acquisitions and market entry strategy. In recent years, two-thirds of Nestle’s growth has come from acquisitions, so this is a critical function. Running in parallel to this structure is a regional organization that divides the world into five major geographical zones, such as Europe, North America and Asia. The regional organizations assist in the overall strategy development process and are responsible for developing regional strategies (an example would be Nestle’s strategy in the Middle East, which was discussed earlier). Neither the SBU nor regional managers, however, get involved in local operating or strategic decisions on anything other than an exceptional basis. Although Nestle makes intensive use of local managers to knit its diverse worldwide operations together, the company relies on its â€Å"expatriate army. †Ã‚   This consists of about 700 managers who spend the bulk of their careers on foreign assignments, moving from one country to the next. Selected primarily on the basis of their ability, drive and willingness to live a quasi-nomadic lifestyle, these individuals often work in half-a-dozen natiosn during their careers. Nestle also uses management development programs as a strategic tool for creating an  esprit de corps  among managers. At Rive-Reine, the company’s international training center in Switzerland, the company brings together, managers from around the world, at different stages in their careers, for specially targetted development programs of two to three weeks’ duration. The objective of these programs is to give the managers a better understanding of Nestle’s culture and strategy, and to give them access to the company’s top management. The research and development operation has a special place within Nestle, which is not surprising for a company that was established to commercialize innovative foodstuffs. The RD function comprises 18 different groups that operate in 11 countries throughout the world. Nestle spends approximately 1 percent of its annual sales revenue on RD and has 3,100 employees dedicated to the function. Around 70 percent of the RD budget is spent on development initiatives. These initiatives focus on developing products and processes that fulfill market needs, as identified by the SBUs, in concert with regional and local managers. For example, Nestle instant noodle products were originally developed by the RD group in response to the perceived needs of local operating companies through the Asian region. The company also has longer-term development projects that focus on developing new technological platforms, such as non-animal protein sources or agricultural biotechnology products. A Growth Strategy for the 21st  Century Despite its undisputed success, Nestle realized by the early 1990s, that it faced significant challenges in maintaining its growth rate. The large Western European and North American markets were mature. In several countries, population growth had stagnated and in some, there had been a small decline in food consumption. The retail environment in many Western nations had become increasingly challenging and the balance of power was shifting away from the large-scale manufacturers of branded foods and beverages, and toward nationwide supermarket and discount chains. Increasingly, retailers found themselves in the unfamiliar position of playing off against each other – manufacturers of branded foods, thus bargaining down prices. Particularly in Europe, this trend was enhanced by the successful introduction of private-label brands by several of Europe’s leading supermarket chains. The results included increased price competition in several key segments of the food and beverage market, such as cereals, coffee and soft drinks. At Nestle, one response has been to look toward emerging markets in Eastern Europe, Asia and Latin America for growth possibilities. The logic is simple and obvious – a combination of economic and population growth, when coupled with the widespread adoption of market-oriented economic policies by the governments of many developing nations, makes for attractive business opportunities. Many of these countries are still relatively poor, but their economies are growing rapidly. For example, if current economic growth forecasts occur, by 2010, there will be 700 million people in China and India that have income levels approaching those of Spain in the mid-1990s. As income levels rise, it is increasingly likely that consumers in these nations will start to substitute branded food products for basic foodstuffs, creating a large market opportunity for companies such as Nestle. In general, the company’s strategy had been to enter emerging markets early – before competitors – and build a substantial position by selling basic food items that appeal to the local population base, such as infant formula, condensed milk, noodles and tofu. By narrowing its initial market focus to just a handful of strategic brands, Nestle claims it can simplify life, reduce risk, and concentrate its marketing resources and managerial effort on a limited number of key niches. The goal is to build a commanding market position in each of these niches. By pursuing such a strategy, Nestle has taken as much as 85 percent of the market for instant coffee in Mexico, 66 percent of the market for powdered milk in the Philippines, and 70 percent of the markets for soups in Chile. As income levels rise, the company progressively moves out from these niches, introducing more upscale items, such as mineral water, chocolate, cookies, and prepared foodstuffs. Although the company is known worldwide for several key brands, such as Nescafe, it uses local brands in many markets. The company owns 8,500 brands, but only 750 of them are registered in more than one country, and only 80 are registered in more than 10 countries. While the company will use the same â€Å"global brands† in multiple developed markets, in the developing world it focuses on trying to optimize ingredients and processing technology to local conditions and then using a brand name that resonates locally. Customization rather than globalization is the key to the company’s strategy in emerging markets. Executing the Strategy Successful execution of the strategy for developing markets requires a degree of flexibility, an ability to adapt in often unforeseen ways to local conditions, and a long-term perspective that puts building a sustainable business before short-term profitability. In Nigeria, for example, a crumbling road system, aging trucks, and the danger of violence forced the company to re-think its traditional distribution methods. Instead of operating a central warehouse, as is its preference in most nations, the country. For safety reasons, trucks carrying Nestle goods are allowed to travel only during the day and frequently under-armed guard. Marketing also poses challenges in Nigeria. With little opportunity for typical Western-style advertising on television of billboards, the company hired local singers to go to towns and villages offering a mix of entertainment and product demonstrations. China provides another interesting example of local adaptation and long-term focus. After 13 years of talks, Nestle was formally invited into China in 1987, by the Government of Heilongjiang province. Nestle opened a plant to produce powdered milk and infant formula there in 1990, but quickly realized that the local rail and road infrastructure was inadequate and inhibited the collection of milk and delivery of finished products. Rather than make do with the local infrastructure, Nestle embarked on an ambitious plan to establish its own distribution network, known as milk roads, between 27 villages in the region and factory collection points, called chilling centres. Farmers brought their milk – often on bicycles or carts – to the centres where it was weighed and analysed. Unlike the government, Nestle paid the farmers promptly. Suddenly the farmers had an incentive to produce milk and many bought a second cow, increasing the cow population in the district by 3,000 to 9,000 in 18 months. Area managers then organized a delivery system that used dedicated vans to deliver the milk to Nestle’s factory. Although at first glance this might seem to be a very costly solution, Nestle calculated that the long-term benefits would be substantial. Nestle’s strategy is similar to that undertaken by many European and American companies during the first waves of industrialization in those countries. Companies often had to invest in infrastructure that we now take for granted to get production off the ground. Once the infrastructure was in place, in China, Nestle’s production took off. In 1990, 316 tons of powdered milk and infant formula were produced. By 1994, output exceeded 10,000 tons and the company decided to triple capacity. Based on this experience, Nestle decided to build another two powdered milk factories in China and was aiming to generate sales of $700 million by 2000. Nestle is pursuing a similar long-term bet in the Middle East, an area in which most multinational food companies have little presence. Collectively, the Middle East accounts for only about 2 percent of Nestle’s worldwide sales and the individual markets are very small. However, Nestle’s long-term strategy is based on the assumption that regional conflicts will subside and intra-regional trade ill expand as trade barriers between countries in the region come down. Once that happens, Nestle’s factories in the Middle East should be able to sell throughout the region, thereby realizing scale economies. In anticipation of this development, Nestle has established a network of factories in five countries, in the hope that each will, someday, supply the entire region with different products. The company, currently makes ice-cream in Dubai, soups and cereals in Saudi Arabia, yogurt and bouillon in Egypt, chocolate in Turkey, and ketchup and instant noodles in Syria. For the present, Nestle can survive in these markets by using local materials and focusing on local demand. The Syrian factory, for example, relies on products that use tomatoes, a major local agricultural product. Syria also produces wheat, which is the main ingredient in instant noodles. Even if trade barriers don’t come down soon, Nestle has indicated it will remain committed to the region. By using local inputs and focussing on local consumer needs, it has earned a good rate of return in the region, even though the individual markets are small. Despite its successes in places such as China and parts of the Middle East, not all of Nestle’s moves have worked out so well. Like several other Western companies, Nestle has had its problems in Japan, where a failure to adapt its coffee brand to local conditions meant the loss of a significant market opportunity to another Western company, Coca Cola. For years, Nestle’s instant coffee brand was the dominant coffee product in Japan. In the 1960s, cold canned coffee (which can be purchased from soda vending machines) started to gain a following in Japan. Nestle dismissed the product as just a coffee-flavoured drink rather than the real thing and declined to enter the market. Nestle’s local partner at the time, Kirin Beer, was so incensed at Nestle’s refusal to enter the canned coffee market that it broke off its relationship with the company. In contrast, Coca Cola entered the market with Georgia, a product developed specifically for this segment of the Japanese market. By leveraging its existing distribution channel, Coca Cola captured a 40 percent share of the $4 billion a year, market for canned coffee in Japan. Nestle, which failed to enter the market until the 1980s, has only a 4 percent share. While Nestle has built businesses from the ground up, in many emerging markets, such as Nigeria and China, in others it will purchase local companies if suitable candidates can be found. The company pursued such a strategy in Poland, which it entered in 1994, by purchasing Goplana, the country’s second largest chocolate manufacturer. With the collapse of communism and the opening of the Polish market, income levels in Poland have started to rise and so has chocolate consumption. Once a scarce item, the market grew by 8 percent a year, throughout the 1990s. To take advantage of this opportunity, Nestle has pursued a strategy of evolution, rather than revolution. It has kept the top management of the company staffed with locals – as it does in most of its operations around the world – and carefully adjusted Goplana’s product line to better match local opportunities. At the same time, it has pumped money into Goplana’s marketing, which has enabled the unit to gain share from several other chocolate makers in the country. Still, competition in the market is intense. Eight companies, including several foreign-owned enterprises, such as the market leader, Wedel, which is owned by PepsiCo, are vying for market share, and this has depressed prices and profit margins, despite the healthy volume growth. Discussions: 1. Does it make sense for Nestle to focus its growth efforts on emerging markets? Why? 2. What is the company’s strategy with regard to business development in emerging markets? Does this strategy make sense? From an organizational perspective, what is required for this strategy to work effectively? 3. Through your own research on NESTLE, identify appropriate performance indicators. Once you have gathered relevant data on these, undertake a performance analysis of the company over the last five years. What does the analysis tell you about the success or otherwise of the strategy adopted by the company? 4. How would you describe Nestle’s strategic posture at the corporate level; is it pursuing a global strategy, a multidomestic strategy an international strategy or a transnational strategy? 5. Does this overall strategic posture make sense given the markets and countries that Nestle participates in? Why? 6. Is Nestle’s management structure and philosophy aligned with its overall strategic posture? Case Nestle In 1905, the company merged with the Anglo-Swiss Condensed Milk, thereby broadening the company’s product line to include both condensed milk and infant formulas. Forced by Switzerland’s small size to look outside’ its borders for growth opportunities, Nestle established condensed milk and infant food processing plants in the United States and Britain in the late 19th century and in Australia, South America, Africa, and Asia in the first three decades of the 20th century. In 1929, Nestle moved into the chocolate business when it acquired a Swiss chocolate maker. This was followed in 1938 by the development of Nestle’s most revolutionary product, Nescafe, the world’s first soluble coffee drink. After World War 11, Nestle continued to expand into other areas of the food business, primarily through a series of acquisitions that included Maggi (1947), Cross Blackwell (1960), Findus (1962), Libby’s (1970), Stouffer’s (1973), Carnation (1985), Rowntree (1988), and Perrier (1992). By the late 1990s, Nestle had 500 factories in 76 countries and sold its products in a staggering 193 nations-almost every country in the world. In 1998, the company generated sales of close to SWF 72 billion ($51 billion), only 1 percent of which occurred in its home country. Similarly, only 3 percent of its- 210,000 employees were located in Switzerland. Nestle was the world’s biggest maker of infant formula, powdered milk, chocolates, instant coffee, soups, and mineral waters. It was number two in ice cream, breakfast cereals, and pet food. Roughly 38 percent of its food sales were made in Europe, 32 percent in the Americas, and 20 percent in Africa and Asia. Management Structure Nestle is a decentralized organization. Responsibility for operating decisions is pushed down to local units, which typically enjoy a high degree f autonomy with regard to decisions involving pricing, distribution, marketing, human resources, and so on. At the same time, the company is organized into seven worldwide strategic business units (SBUs) that have responsibility for high-level strategic decisions and business development. For example, a strategic business unit focuses on coffee and beverages. Another one focuses on confectionery and ice cream. These SBUs engage in overall strategy development, including acquisitions and market entry strategy. In recent years, two-thirds of Nestle’s growth has come from acquisitions, so this is a critical function. Running in parallel to this structure is a regional organization that divides the world into five major geographical zones, such as Europe, North America and Asia. The regional organizations assist in the overall strategy development process and are responsible for developing regional strategies (an example would be Nestle’s strategy in the Middle East, which was discussed earlier). Neither the SBU nor regional managers, however, get involved in local operating or strategic decisions on anything other than an exceptional basis. Although Nestle makes intensive use of local managers to knit its diverse worldwide operations together, the company relies on its â€Å"expatriate army. †Ã‚   This consists of about 700 managers who spend the bulk of their careers on foreign assignments, moving from one country to the next. Selected primarily on the basis of their ability, drive and willingness to live a quasi-nomadic lifestyle, these individuals often work in half-a-dozen natiosn during their careers. Nestle also uses management development programs as a strategic tool for creating an  esprit de corps  among managers. At Rive-Reine, the company’s international training center in Switzerland, the company brings together, managers from around the world, at different stages in their careers, for specially targetted development programs of two to three weeks’ duration. The objective of these programs is to give the managers a better understanding of Nestle’s culture and strategy, and to give them access to the company’s top management. The research and development operation has a special place within Nestle, which is not surprising for a company that was established to commercialize innovative foodstuffs. The RD function comprises 18 different groups that operate in 11 countries throughout the world. Nestle spends approximately 1 percent of its annual sales revenue on RD and has 3,100 employees dedicated to the function. Around 70 percent of the RD budget is spent on development initiatives. These initiatives focus on developing products and processes that fulfill market needs, as identified by the SBUs, in concert with regional and local managers. For example, Nestle instant noodle products were originally developed by the RD group in response to the perceived needs of local operating companies through the Asian region. The company also has longer-term development projects that focus on developing new technological platforms, such as non-animal protein sources or agricultural biotechnology products. A Growth Strategy for the 21st  Century Despite its undisputed success, Nestle realized by the early 1990s, that it faced significant challenges in maintaining its growth rate. The large Western European and North American markets were mature. In several countries, population growth had stagnated and in some, there had been a small decline in food consumption. The retail environment in many Western nations had become increasingly challenging and the balance of power was shifting away from the large-scale manufacturers of branded foods and beverages, and toward nationwide supermarket and discount chains. Increasingly, retailers found themselves in the unfamiliar position of playing off against each other – manufacturers of branded foods, thus bargaining down prices. Particularly in Europe, this trend was enhanced by the successful introduction of private-label brands by several of Europe’s leading supermarket chains. The results included increased price competition in several key segments of the food and beverage market, such as cereals, coffee and soft drinks. At Nestle, one response has been to look toward emerging markets in Eastern Europe, Asia and Latin America for growth possibilities. The logic is simple and obvious – a combination of economic and population growth, when coupled with the widespread adoption of market-oriented economic policies by the governments of many developing nations, makes for attractive business opportunities. Many of these countries are still relatively poor, but their economies are growing rapidly. For example, if current economic growth forecasts occur, by 2010, there will be 700 million people in China and India that have income levels approaching those of Spain in the mid-1990s. As income levels rise, it is increasingly likely that consumers in these nations will start to substitute branded food products for basic foodstuffs, creating a large market opportunity for companies such as Nestle. In general, the company’s strategy had been to enter emerging markets early – before competitors – and build a substantial position by selling basic food items that appeal to the local population base, such as infant formula, condensed milk, noodles and tofu. By narrowing its initial market focus to just a handful of strategic brands, Nestle claims it can simplify life, reduce risk, and concentrate its marketing resources and managerial effort on a limited number of key niches. The goal is to build a commanding market position in each of these niches. By pursuing such a strategy, Nestle has taken as much as 85 percent of the market for instant coffee in Mexico, 66 percent of the market for powdered milk in the Philippines, and 70 percent of the markets for soups in Chile. As income levels rise, the company progressively moves out from these niches, introducing more upscale items, such as mineral water, chocolate, cookies, and prepared foodstuffs. Although the company is known worldwide for several key brands, such as Nescafe, it uses local brands in many markets. The company owns 8,500 brands, but only 750 of them are registered in more than one country, and only 80 are registered in more than 10 countries. While the company will use the same â€Å"global brands† in multiple developed markets, in the developing world it focuses on trying to optimize ingredients and processing technology to local conditions and then using a brand name that resonates locally. Customization rather than globalization is the key to the company’s strategy in emerging markets. Executing the Strategy Successful execution of the strategy for developing markets requires a degree of flexibility, an ability to adapt in often unforeseen ways to local conditions, and a long-term perspective that puts building a sustainable business before short-term profitability. In Nigeria, for example, a crumbling road system, aging trucks, and the danger of violence forced the company to re-think its traditional distribution methods. Instead of operating a central warehouse, as is its preference in most nations, the country. For safety reasons, trucks carrying Nestle goods are allowed to travel only during the day and frequently under-armed guard. Marketing also poses challenges in Nigeria. With little opportunity for typical Western-style advertising on television of billboards, the company hired local singers to go to towns and villages offering a mix of entertainment and product demonstrations. China provides another interesting example of local adaptation and long-term focus. After 13 years of talks, Nestle was formally invited into China in 1987, by the Government of Heilongjiang province. Nestle opened a plant to produce powdered milk and infant formula there in 1990, but quickly realized that the local rail and road infrastructure was inadequate and inhibited the collection of milk and delivery of finished products. Rather than make do with the local infrastructure, Nestle embarked on an ambitious plan to establish its own distribution network, known as milk roads, between 27 villages in the region and factory collection points, called chilling centres. Farmers brought their milk – often on bicycles or carts – to the centres where it was weighed and analysed. Unlike the government, Nestle paid the farmers promptly. Suddenly the farmers had an incentive to produce milk and many bought a second cow, increasing the cow population in the district by 3,000 to 9,000 in 18 months. Area managers then organized a delivery system that used dedicated vans to deliver the milk to Nestle’s factory. Although at first glance this might seem to be a very costly solution, Nestle calculated that the long-term benefits would be substantial. Nestle’s strategy is similar to that undertaken by many European and American companies during the first waves of industrialization in those countries. Companies often had to invest in infrastructure that we now take for granted to get production off the ground. Once the infrastructure was in place, in China, Nestle’s production took off. In 1990, 316 tons of powdered milk and infant formula were produced. By 1994, output exceeded 10,000 tons and the company decided to triple capacity. Based on this experience, Nestle decided to build another two powdered milk factories in China and was aiming to generate sales of $700 million by 2000. Nestle is pursuing a similar long-term bet in the Middle East, an area in which most multinational food companies have little presence. Collectively, the Middle East accounts for only about 2 percent of Nestle’s worldwide sales and the individual markets are very small. However, Nestle’s long-term strategy is based on the assumption that regional conflicts will subside and intra-regional trade ill expand as trade barriers between countries in the region come down. Once that happens, Nestle’s factories in the Middle East should be able to sell throughout the region, thereby realizing scale economies. In anticipation of this development, Nestle has established a network of factories in five countries, in the hope that each will, someday, supply the entire region with different products. The company, currently makes ice-cream in Dubai, soups and cereals in Saudi Arabia, yogurt and bouillon in Egypt, chocolate in Turkey, and ketchup and instant noodles in Syria. For the present, Nestle can survive in these markets by using local materials and focusing on local demand. The Syrian factory, for example, relies on products that use tomatoes, a major local agricultural product. Syria also produces wheat, which is the main ingredient in instant noodles. Even if trade barriers don’t come down soon, Nestle has indicated it will remain committed to the region. By using local inputs and focussing on local consumer needs, it has earned a good rate of return in the region, even though the individual markets are small. Despite its successes in places such as China and parts of the Middle East, not all of Nestle’s moves have worked out so well. Like several other Western companies, Nestle has had its problems in Japan, where a failure to adapt its coffee brand to local conditions meant the loss of a significant market opportunity to another Western company, Coca Cola. For years, Nestle’s instant coffee brand was the dominant coffee product in Japan. In the 1960s, cold canned coffee (which can be purchased from soda vending machines) started to gain a following in Japan. Nestle dismissed the product as just a coffee-flavoured drink rather than the real thing and declined to enter the market. Nestle’s local partner at the time, Kirin Beer, was so incensed at Nestle’s refusal to enter the canned coffee market that it broke off its relationship with the company. In contrast, Coca Cola entered the market with Georgia, a product developed specifically for this segment of the Japanese market. By leveraging its existing distribution channel, Coca Cola captured a 40 percent share of the $4 billion a year, market for canned coffee in Japan. Nestle, which failed to enter the market until the 1980s, has only a 4 percent share. While Nestle has built businesses from the ground up, in many emerging markets, such as Nigeria and China, in others it will purchase local companies if suitable candidates can be found. The company pursued such a strategy in Poland, which it entered in 1994, by purchasing Goplana, the country’s second largest chocolate manufacturer. With the collapse of communism and the opening of the Polish market, income levels in Poland have started to rise and so has chocolate consumption. Once a scarce item, the market grew by 8 percent a year, throughout the 1990s. To take advantage of this opportunity, Nestle has pursued a strategy of evolution, rather than revolution. It has kept the top management of the company staffed with locals – as it does in most of its operations around the world – and carefully adjusted Goplana’s product line to better match local opportunities. At the same time, it has pumped money into Goplana’s marketing, which has enabled the unit to gain share from several other chocolate makers in the country. Still, competition in the market is intense. Eight companies, including several foreign-owned enterprises, such as the market leader, Wedel, which is owned by PepsiCo, are vying for market share, and this has depressed prices and profit margins, despite the healthy volume growth. Discussions: 1. Does it make sense for Nestle to focus its growth efforts on emerging markets? Why? 2. What is the company’s strategy with regard to business development in emerging markets? Does this strategy make sense? From an organizational perspective, what is required for this strategy to work effectively? 3. Through your own research on NESTLE, identify appropriate performance indicators. Once you have gathered relevant data on these, undertake a performance analysis of the company over the last five years. What does the analysis tell you about the success or otherwise of the strategy adopted by the company? 4. How would you describe Nestle’s strategic posture at the corporate level; is it pursuing a global strategy, a multidomestic strategy an international strategy or a transnational strategy? 5. Does this overall strategic posture make sense given the markets and countries that Nestle participates in? Why? 6. Is Nestle’s management structure and philosophy aligned with its overall strategic posture?

Analysis of Aphids by Giving Reference to Their Living Habits, Food Research Paper

Analysis of Aphids by Giving Reference to Their Living Habits, Food Pattern - Research Paper Example Among the known 4,400 species of 10 families, some species of aphids have asexual reproduction capability. Among the identified species, around 250 are most destructive pest causing threats to agriculture, forestry, and gardening. Aphids generally vary in length from 1 to 10 millimetres. Predatory ladybirds, hoverfly larvae, crab spiders, aphid midge larvae, lacewings, and Entomophthorales are some of the natural enemies of aphids. This paper will deeply analyze about aphids by giving reference to their living habits, food pattern, and special effects in nature and plants. The basic classification about aphids indicates that they include to the Kingdom-Animalia, Phylum-Arthropoda, Class- Insecta, Order-Hemiptera, and Family-Aphididae. Last year, my colleagues and I had a trip to a reserve park in the Sepulveda basin wildlife reserve. The trip was greatly helpful for us to understand more about aphids, their life circulation, and their impacts on nature. Non-native invasive weeds and trees are not allowed in that area (Sepulveda Basin Wildlife Reserve). While examining aphid symbioses, and mutualism and bacterial endosymbiosis are two important phenomena to be considered. It is observed that some farming ant species collect and protect aphid eggs in their nests over the whole winter and bring back the newly hatched aphids back to the plant (Aphid). In turn, the farming ants feed the honeydew released by the aphids due to the terminations of their alimentary canals. A similar relation is seen between daring ants and aphids. In addition, an endosymbiosis with micro-organism is common insects; with almost 10% insects including many aphid species largely depend upon intracellular bacteria for their growth and survival. The most important feature of the living habits of aphids is that they live in large groups and don’t migrate to other regions unless it is absolutely necessary.