Political Science Coursework Essay

Newsmap 2A No, the intention of the news aggregator is to be biased because what they are presenting in the website is the biased pattern of news information and presentation. 2B According to them (the owners of the website), â€Å"it [the website] is thought to ironically accentuate the bias of it [news]† (Newsmap). They are biased in that they are showing the biased patterns of news information and presentation by showing the underlying connections and relationships between bits and pieces of news information and putting them altogether to present a tree map. Date of Access: Saturday, March 29, 2008 – 7:48 A.M 4A U.S. Nation: Suspect Arrested in Virginia Highway Shootings 4AA The alleged person responsible for the Highway Shootings in the state of Virginia was arrested by the state’s police department. Reports have confirmed that the suspect is a 19-year-old who is facing a criminal case due to another shooting that happened the day before that in Waynesboro. Slade Allen Woodson is also the singular suspect in the highway shootings in Charlottesville where six vehicles were hit and two people obtained minor injuries. Prior investigation led the police to trace a vehicle that was seen in surveillance tapes at the scene of the crime to be owned by Woodson. (Grynbaum) Date of Access: Saturday, March 29, 2008 – 10:01 AM 4B U.S. Business: American to Resume Normal Schedule 4BB Due to inspection and repairs, American Airlines, Inc. was forced to cancel some of their flights yesterday. The airline conducted repairs for four of the planes yesterday morning and continued general plane inspections in the afternoon. According to the airline representative, almost half of the 300 planes needed modifications. Delta Airlines, Inc. has also completed plane inspections; however, they finished earlier than American allowing them to proceed with their Friday flight schedule. Southwest Airlines Co. and American Eagle also conducted the same inspection earlier than the aforementioned two. The inspection is part of the FAA’s program of aircraft safety checks. (East Bay Business Times) Date of Access: Saturday, March 29, 2008 – 12:22 PM 4C U.S. Technology: Shuttle Crew Reflects on Marathon Mission 4CC The astronauts from the space shuttle Endeavor has landed earth last Wednesday night. The said mission, composed of seven astronauts, was the longest shuttle expedition. The astronauts shared their enjoyable experiences while they were still in the shuttle and also their trip to earth and their landing after staying for such a long time in space. They all agreed that they find it difficult to adjust to the gravity here on earth. Aside from their previous revelations, they also revealed their experiences while they were still in space. (Malik) Date of Access: Saturday, March 29, 2008 – 10:05 AM 4D U.S. Health: U.S. to Study Drug for Suicide Links 4DD The alleged connection between Singulair and suicide stirred up investigation in the Food and Drug Administration (FDA). Singulair is product manufactured by Merck, which markets itself for allergies and asthma. Due to numerous attacks on the side effects of the drugs, Merck has placed great efforts in repackaging their product in order to include about several side effects, risks involved, anxiety and depression, etc. in the drug’s literature. The FDA focused on the case as soon as they received numerous reports from people who have used Singulair and have experienced dangerous side effects. The results of the study will be known after nine months of investigation. (The Associated Press) 5 I cannot help but think about the politics involved between business advertising and the media. In the article â€Å"American to Resume Normal Schedule,† there seems to be substantial evidence that proves the link between businesses and media. From the title of the article itself, the article is supposed to be informing the public of the flight schedules in the American Airlines, Inc. Moreover, the article is supposed to reveal why there were flight cancellations and the company should have used the media opportunity to apologize for any inconveniences that they might have caused to the public. These, I think, should have been the content of the article because of its title, and because of the need to inform the public about the issues behind the flight cancellations. However, the article was used as an advertising strategy for the aircraft business, especially the Oakland International Airport (OIA). First, three airlines who serve OIA were mentioned in the article; especially their efforts to adhere to the safety check programs of the FAA. Second, despite added information that the FAA is conducting safety checks for all major airlines, only the airlines that are connected with OIA were mentioned. Third, since Southwest Airlines Co. is the most dominant carrier among the three making it the most bankable airline, it is only strategic to market other airlines, such as the American Airlines, Inc. Thus, the title and that impression that it is trying to exude. 6 Yes, in a political society, being aware of the news and current events is important. 6A Basing from my response to the article about American Airlines, Inc. and advertising, being aware of all the current information that is going on nowadays is very important, especially when looking at a particular issue in a 360-degree angle, because it is instrumental in reading between the lines and understanding what is really going in society. Through the news, people are able to see the politics there is in all aspects of society. Buzztracker 7A The primary objective of Buzztracker is to utilize global news releases to present an illustration of locations that are interrelated. Although places in the world are separated by distance, the buzztracker shows their connection through a diagram and through the news that these countries share. (Buzztracker) 7B Date Accessed: Saturday, March 29, 2008: 12:25 PM Most Prominent Location: Washington 7C The news event that brings Washington to the forefront is the issue published by Express India, wherein it advocated the support the Bush administration should give to the new Pakistani government. For some, this would somehow alleviate harsh judgments on the U.S. government by its relationship with previous Pakistani president, which was tainted with dishonesty and misgivings. The Bush administration’s ability to lean towards democracy and help Pakistan could change how people see the U.S. government. 7D The buzztracker is a great help in understanding the significance of one location to others. It keeps people on track about the global community and gives them a clear understanding of what is happening in society by relating it to external situations outside the country. The top Location is significant in world affairs it enters the news because of the significant role it is playing the world. Washington is the seat of the U.S. government, which we all know is active and influential in almost all parts of the world. Works Cited The Associated Press. (28 March 2008). â€Å"U.S. to Study Drug for Suicide Links.† Retrieved from The New York Times Company. 29 March 2008. . Buzztracker. (2007). â€Å"Buzztracker.† Retrieved from Craig Mod. 29 March 2008. . East Bay Business Times. (28 March 2008). â€Å"American to Resume Normal Schedule.† Retrieved from the American City Business Journals, Inc. 29 March 2008. . Grynbaum, Michael. M. (29 March 2008). â€Å"Suspect Arrested in Virginia Highway Shootings.† Retrieved from The New York Times Company. 29 March 2008. < http://www.nytimes.com/2008/03/29/us/29cnd-virginia.html?_r=1&ref=us&oref=slogin> Malik, Tariq. (27 March 2008). â€Å"Shuttle Crew Reflects on Marathon Mission.† Retrieved from Microsoft. 29 March 2008. . Newsmap. (2008). â€Å"Newsmap.† Retrieved from Markos Weskamp. 29 March 2008. .

Human Services Essay

Human Services help provide essential resources for those in need. Dedication by advocates and human services workers help assist a wide range of social needs. Areas of focus are mental/physical control, self-sufficiency, and rehabilitation. The professionals that make up the human services industry are unique, their passionate about helping others. When working with clients it’s important to gain trust and relationship building is a must. Familiarity will help produce everlasting bonds and increase overall client progression. I am passionate about raising the awareness and help prevent the revolving door of men going in and out of prison. The picture is very predictable as it is distressing about the revolving door of men going to prison. Once these men leave prison they come home with few new positive or marketable skills and more bad habits than they had before they went to prison. They have little supervision, which will show encouragement to these men that someone will hold them accountable to make sure they are during what they are suppose to be doing. These men have a hard time finding gainful employment that they can take care of themselves. As a result, they fall back into the same behaviors that sent them to prison in the first place. Rather we believe this or not, the prison system is not to rehabilitate people, it is there to punish people for braking laws. All of this leads to high rates of recidivism and a virtual revolving door, with people going back into prison almost as fast as they leave it. Be able to be a good advocate you have to be able informed those who don’t really know what it is you stand for. As an advocate about the resolving doors of prison I have to be able to present facts about why this happening to these men and what it is I can do to help slow down this ongoing crisis. For example, it is a known fact that every year that over 50% of every person that is release from prison will either catch a new case or return back to prison in Missouri. The reason this is happening at a rapid rate here in Missouri is because there is not a lot of programs on the state level to help those who are being release to help with job opportunities, educational programs besides retaining a GED if you don’t have one, but after that a person has to make a decision on their own if they wish to further their education. So as an advocate of stopping the resolving doors, I will give the facts to those individuals that their chances of just making it on GED are slim to none. An advocate has to be proactive in what they believe in to get the results that will help those who they believe in.

Drink Business Plan Essay

The following marketing plan forms the basis for the introduction of an innovative new product by the Coca-Cola Company. The analysis allows us to outline the best strategies to follow for the achievement of the company’s strategic goals. â€Å"Bubble Buzz† will be marketed as a unique functional drink while striving to reinforce the company’s status as the leader in innovation and successful product launches. The marketing strategies will enable to reach a market size of an estimated 8,688,300 people (targeted) with a forecasted sales growth prospect of 7. 3% over the next 4 years ($243,029. 47 profits), while satisfying the needs of the still-unserved market for ready-to-drink bubble tea. Success will be reflected by a sizeable capture of market shares within this market, while strategically carrying the company up to the top spot as the market leader in the functional drinks segment of soft drinks. Export potential will be considered in China. [pic] Brief description of the company The Coca-Cola Company’s core undertaking is to benefit and refresh everyone it reaches. Founded in 1886, we are the world’s leading manufacturer, marketer, and distributor of non-alcoholic beverage concentrates and syrups, which are used to produce nearly 400 beverage brands that make up for our wide portfolio. Our corporate headquarters are established in Atlanta, and we are holding local operations in over 200 countries around the world. Our activities cover all sectors of the beverage industry. We are the second leading player in functional and Asian specialty drinks, while ranking number one in value for the ready-to-drink tea sector (ref. 1, p. 1). Brief description of the new product, & strategic role in the future position of the company â€Å"Bubble Buzz† will be a bottled beverage and will be positioned as the only ready-to-drink Bubble Tea product available on the market. The beverage will have a green tea base with enhanced fruit flavors (passion fruit, strawberry and lime) as well as tapioca pearls. It will bring an entirely unique drinking experience to its consumers. It will present itself as a funky and unusual alternative to traditional tea while providing the great taste of authentic fruit juice in an attractive and convenient packaging. The strategic role of Bubble Buzz for The Coca-Cola Company is centered around three objectives: †¢ To stay at the forefront as the market leader in innovative product introductions and successful product launches; †¢ To strengthen and satisfy the needs of the more adventurous Generation Y consumers with a new eye-catching and FUNctional product; †¢ To become the market leader in the functional drinks segment with increased market shares. [pic] INDUSTRY ANALYSIS Consumption: The sales volume for the functional drinks segment (ref. D2) in Canada has reached $342. 2 millions in 2004 for a volume of 125. 9 million liters (ref. 2). This product segment has shown a steady growth since 1999: an increase of 13. 5% over a period of 6 years (Appendix A). The consumption rate per capita in 2004 has reached 3. 94 liters, which represents a 4. 0% increase compared to 1999 (ref. 3). The growth of this particular market is largely due to a slow shift in consumer trends. Trends: Through the early 1960s, soft drinks were synonymous with â€Å"colas† in the mind of consumers. In the 1980s and 1990s, however, other beverages (from bottled water to tea) became more popular. Coca-Cola and Pepsi responded by expanding their offerings through alliances (e. g. Coke & Nestea) and acquisitions (e. g. Coke & Minute Maid), but also by focusing efforts on portfolio diversification. Today, while the soft drink industry’s value has increased in 2004, the volume sales of carbonated soft drinks has declined due to a large proportion of consumers who are opting for the trend towards healthier alternatives in the functional drink segment (energy drinks, smoothies, milk & juice drinks, sports drinks) as well as bottled juices and water (ref. 5). Companies have been actively engaged in new product developments in order to counter the growing concerns about negative health impacts of high-fructose drinks, but also to increase the demand in a market where product offerings are quickly maturing (ref. 4). New flavor introductions and health-conscious formulations have been launched in an attempt to offset the decline in carbonated soft drink sales (ref. 6). The functional market is expected to show sustained growth and consumer interest in the future years as consumption shifts to trendier, healthier and more sophisticated products (ref.7). Profitability & future growth potential: In 1993, Concentrate Producers earned 29% pretax profits on their sales, while bottlers earned 9% profits on their sales, for a total industry profitability of 14%. While the functional drinks sector only accounts for 3. 7% of the total soft drinks sales in 2004 (Appendix B), estimates are forecasting a growth of 7. 3% in sales and 11. 0% in volume consumption by 2009 (ref. 4). SWOT ANALYSIS (Strengths and weaknesses, opportunities and threats) |Strengths |Weaknesses | |Brand strength |Reliant upon line extensions | |Effective stride in new markets |Reliant upon particular carbonated drinks | |Results of operations |Brand dilution | |Strong existing distribution channels |Entrance into difficult non-core categories | | |Saturation of carbonated soft drink segment | |Opportunities |Threats | |New product introductions |Strong competition | |Brand is attractive to global partners |Potential health issues | | |Free trade | Explanations in APPENDIX C COMPETITION Coca-Cola’s top competitors for the soft drinks industry are PepsiCo (31. 6%) and Cadbury-Schweppes (15. 8% of market), which combined, represent about 48% of the total market (ref. 9). Coca-Cola is leading with 43. 7% of the total soft drinks market. In the functional drinks sector, PepsiCo is the current market leader with 60. 5% of the market shares in 2004. Coca-Cola Co is second with 32. 8% (ref. 2, see Appendix D1). Bubble Buzz will launch into a currently unserved subset of that market (RTD â€Å"Ready-To-Drink† Bubble Tea), which is until now unexisting. It is anticipated that the following brands could potentially compete with Bubble Buzz in the functional drinks market: Brisk, Lipton Iced Tea, Sobe (owned by PepsiCo), as well as Snapple’s and Hawaiian Punch (owned by Cadbury/Schweppes). Bubble Buzz also creates a potential situation for cannibalism with Coca-Cola’s very own brands of iced tea and other functional drinks. The current market for traditional Bubble Tea is fragmented, since the distribution is restricted to local outlets and selling points such as counters and small Bubble Tea shops in scattered locations across Canada. However, direct competition from these local players is not anticipated, since the marketing roll-out will initially emphasize on product awareness and both sales channels do not reach or serve the same market (retailing vs. counter/restoration). A strong distribution system already exists with Coca-Cola, since partnerships and channels are already in place. This will facilitate the product’s reach into its target market. Further data concerning competing market shares and distribution channels are available in Appendix D(1-3). Barriers to entry: |Business practices |Manufacturing | |Due to the number of competitors, it will be hard to prevent |Producing bottled Bubble Tea requires sizeable capital | |imitation behaviour (especially from PepsiCo) |investments for the specific needs of the manufacturing chain | | Risk of competing with emerging private labels (e.g. President’s|(from ingredients to final packaging specifications) | |Choice) |The marketing campaign to make this unknown brand popular | |Given the wide array of brands (saturation in the soft drink |requires more promotional expenditures than a traditional brand | |market), it becomes a challenge for Bubble Buzz to stand out |extension | TARGET MARKET. Segment identification: RTD (Ready-to-drink) bottled Bubble Tea, to be established within the Functional Drinks sector Segment needs: The product will cater to both physiological needs (hydrating and nutritional value) and social needs (perception of a social, fun drink with a sense of belonging within peer consumer groups) † (ref. 11, p. 127). Segment trends: The current trends include a shift away from junk foods and carbonated drinks, a growing interest for healthier / beneficial products for the â€Å"mind and body† (ref.10), the trend towards the availability of on-the-go products for those with an active lifestyle, as well as the trend for personalization through customization (or for beverages, through variety-seeking in a wide introduction of flavours † ref. 6). Segment growth potential: Statistical reports anticipate a segment growth of 1. 72% over the next 9 years (2015) for the 10-29 years old subsets (ref. 12). Refer to Appendix E. Size of the segment (population): 8,688,300 (329,600 L). Refer to Appendix E. |Segmentation variables and breakdowns for Canadian consumer market of Bubble Tea | |MAIN DIMENSIONS |VARIABLES |BREAKDOWNS | | |Region |Nationwide (all provinces and territories) with emphasis on urban / metropolitan areas, and| | | |adapted strategies for all geographical groups | | |Area size |5000-19,999 to 4,000,000+ | | |Density |Urban, suburban | | |Climate |All (East, West) | | |Age |10-29 years old (teenagers, studying age and young adults) | | |Gender |Male and Female | | |Income |All under $30,000 | | |Occupation |Students; new graduated; new workers; young professionals | | |Education |Elementary 4th grade, High school, CEGEP and University | | |Race |All: Asian, Black, White, Native; other; with adapted strategy for Asian consumers already | | | |familiar with Bubble Tea | | |Home ownership |Renting apartment/condo, living with parents | | | |(Highly discretionary in personal spending) | | | Personality |Brand conscious, anchored in popular culture, inclined for differentiation and | | | |sophistication, very tolerant towards multiculturalism and internationalism (open-minded), | | | |quick maturation with modern products | | |Lifestyle |Most of them dependent on parents, no major responsibilities, highly influenced by peer | | | |groups, active life, importance of school, work and social life | | |Benefits sought |COMMUNICATION BENEFITS | | | |-Nutritional information | | | |-Informational text on history of product | | | |FUNCTIONAL BENEFITS | | | |-Healthier than soft drinks | | | |-Convenient, easy to take out | | | |PERCEPTUAL BENEFITS | | | |-Quality/Premium price | | | |-Social standing/good-looking | | | Usage rate |Seasonal (peak in summer), daily-basis, weekly basis | | |User status |Non-user, regular user (current user through existing bar-shops) | | |Loyalty status |None, medium, strong | Positioning strategy: The only RTD bottled bubble tea available. Funky & eye-catching bottle, functional packaging, premium-priced, cool, new and unusual, unique drinking experience, aspects of play (tapioca pearls, oversized colored straw), variety of flavors, sweet, refreshing, for hip & young people, healthier alternative to heavy-sugar drinks. CUSTOMER ANALYSIS Profile: Name: Bob Thomson Date of Birth: 25. 03. 85 Age: 20 Occupation: University Student Country: Canada Needs: Healthy lifestyle/Social belonging People: Roommate/Friends/Family Places: Clubs/Coffee shops/University/Gym Activities: Basketball Team Due to his active and quick-paced life, Bob wakes up at 6:30AM every morning. Today, he puts on his trendy Lacoste Polo and Diesel Jeans, and of course, he always has his Puma shoes on. After having called his friends with his new Samsung camera phone, he leaves his apartment and goes to his gym by metro, while listening to his favourite music that he downloaded to his iPod. Bob usually likes to work out before he has to head to University. That way, he feels he has more energy and feels ready to confront his busy day attending courses and getting things done. On his way to school, Bob knows he is thirsty and he feels the need for something very refreshing. He stops at a convenience store next to the gym. Standing in front of all the choices in the beverages aisle, one particular bottle catches his sight. And he instantly recognizes the brand. He knows that this is a bottle of Bubble Buzz, because not only does his other friends often drink it, but he also heard them talk about this brand new product that Coca-Cola just launched. He also previously saw Bubble Buzz ads when he surfed on his favourite websites. He grabs a bottle, and takes a closer look at the nutritive information label. He is very pleased to see that the new drink is more nutritive and definitely healthier than the other soft drinks that were available on the shelves next to it. The higher price of the product doesn’t bother him, since he perceives â€Å"Bubble Buzz† as a high-quality, functional product, which is manufactured by a well renowned company. Plus, he did not feel like simply buying bottled water, or carbonated soft drinks. Because of his inclination towards more sophisticated tastes, and because he likes to try new products on his own, he thinks this bottle is worth the price. Because of his busy schedule, Bob prefers to save time as much as he can. Thus, he decides to buy two bottles. One to quench his immediate thirst, and another one that he wants to save for later in the day. He sees that the packaging is so convenient and easy to carry, and so when he exits the store, he puts the second bottle in his backpack. He attends all of his classes. During his break, he always hangs out with his friends. A lot of them are drinking from different â€Å"Bubble Buzz† flavours. He opens his second bottle, since he had such a great experience with the first one. He liked that the beverage was so unusual, yet refreshing. The drink surpassed many of his expectations. He has no doubt about it. Bob will continue to buy Bubble Buzz for its good taste, and also because at his age, he sees it is the coolest trend right now. [pic] Based on the aforementioned analysis, Bubble Buzz appears to be a profitable and innovative product with a strong outlook for market share presence and segment growth opportunity. Upon implementation of the marketing plan, the Coca-Cola Company will regain increased market shares and claim its targeted situational position of market leader in the functional drinks segment as well as keeping its long-standing consumer recognition for innovative and successful product launches in diversified markets. Projected profits will be $243,029. 47 (see financial projections). Marketing Plan Part 2: Marketing Strategy [pic] The objectives of the marketing plan are strategically centered around 3 criteria: to create a strong consumer awareness towards a completely new bubble tea product from Coca-Cola, to establish a wide brand recognition through the capture of market shares in the functional drinks segment, and to become the top market leader in that particular segment within the forecasted sales figures. [pic] PRODUCT STRATEGY The core o Bubble Tea beverage in a pre-bottled, ready-to-drink format. The actual product o Packaging and labeling: see figure below o Branding: colorful, aspect of play, round shaped, prominent Bubble Buzz logo written in modern font, catchphrases such as â€Å"Think outside the Bubble† and â€Å"Get Your Buzz†. o Trade name: Bubble Buzzâ„ ¢, a Coca-Cola product o Brand personality: energy, funky, cool, functional, original, funny, healthy, etc. o Brand equity: Coca-Cola provides a quality, consistent, innovative and accessible soft drink reputation. Augmented product o Nutritional information, Status (social drink), Features promoting the website, Health benefit of a green tea base (ref. 17) Marketing considerations o Product life cycle: Bubble Buzz is a low-learning product. With a strong marketing campaign, â€Å"sales [will] begin immediately and the benefits of the purchase are readily understood† (ref. 11, p. 301). Since Bubble Buzz is prone to product imitation, Coca-Cola’s strategy is to broaden distribution quickly, which is currently feasible thanks to the company’s high manufacturing capacity. o Product class: Food & beverage ( Soft Drinks ( Functional Drinks (refer to Appendix D2 for a break-down of the functional drinks market). o Bubble Buzz follows the practice of product modification (ref. 11, p. 304): Coca-Cola is introducing an existing beverage (bubble tea) but redefines the drink with a new, more convenient package. Bubble Tea will now become a widely available drink in multiple retailing (distribution) channels. [pic] PRICE STRATEGY The price strategy that will be undertaken should consider the following aspects: 1. Consumer demand 2. The product lifecycle 3. Potential substitutes Customer demand. Customer demand is a crucial factor which is driven by tastes, income and availability of others similar products at a different price (mentioned later in the potential substitutes section). For a lot of consumers, value and price are highly related: ‘’the higher the price, the higher the value’’. Consequently, Coca-Cola’s intention to position Bubble Buzz as a unique, innovative and attractive product gives it a certain control over Bubble Buzz price. To be able to implement higher pricing though, the minimization of the non-monetary costs to customers should also be include along with awareness of the product (notably by advertising) and value (benefits) . The product lifecycle. The company should take advantage also to the fact that the newer the product and the earlier in its lifecycle the higher the price can usually be. It ensures a high profit margin as the early adopters buy the product and the firm seeks to recoup development costs quickly and it also brings a certain prestige to the product. Potential substitutes Coca-Cola is constrained by the monopolistic market in which it competes. The main characteristic however is product differentiation. Other constraints (See Appendix M) PROMOTION STRATEGY Objectives: †¢ To initiate strong awareness about the launch of Bubble Buzz throughout Generation Y (10-29 years old) consumers as well as their parents. †¢ To win market shares over our top functional drinks competitor, PepsiCo. Message: The promotional outputs will convey the clear message that â€Å"Bubble Buzz is a healthy drink for sporty and young people who simply enjoy taking care of their body and life. † Concepts: †¢ â€Å"Think outside the bubble†: Be Bold, Be Original, Be Different, Be Yourself. †¢ â€Å"A good spirit in a good body. † †¢ â€Å"For the out-of-the-ordinary individuals who like to challenge themselves. † Media selection: Before choosing the appropriate medias, it is important to note that Generation Y consumers only give partial attention to media. However, they can be reached through integrated programs. They are typically using more than one communication media at a time; a behaviour that is often called â€Å"multitasking†. This group of consumers doesn’t give its full attention to one single message, but rather uses continuous partial attention to scan the media. Marketers can still communicate with Generation Y by using a variety of targeted promotional tools. Another important tactic to reach our target market is through â€Å"Viral† or â€Å"Buzz† marketing, which Coca-Cola will heavily use in this campaign (campus, contests). Advertising: Refer to APPENDIX H for detailed explanations |Output |Examples | |Television |MTV, Much Music, VrakTV, YTV | |Radio |MIX96, CKOI 96. 9, 94. 7 FM, Universities | |Magazines |For girls: Cosmo, Elle | | |For boys: Sports Illustrated (or Kids edition) | |Internet |Banners on select websites (gaming, sports, etc. ) | | |Official promotional website: www. BubbleBuzz. ca | |Outdoors |Billboards and prints in select areas including: | | |Campuses, transportation (bus, metro, stations) | | |Tourist areas in high seasonal periods | | |Outskirts of key cities in geographical reach | | Others |Not relevant | |Personal selling |Direct contact with retailers, sales kit strategies to be explained later in the | | |text. | |Public relations |Stands or special displays and events in schools, malls, sports events (i. e. 2008 | | |Beijing Summer Olympic Games), sponsorship activities | |Publicity |Conferences, press releases (print and online), buzz marketing through TV coverage | Promotional Mix: Consumer oriented: †¢ Contests: â€Å"Win another Bubble Buzz flavour†, â€Å"Uncover a secret code underneath the bottle cap and win sporting goods and electronics by logging on the website†, â€Å"Win a trip for the 2008 Olympics in Beijing†. (Arguments: It will increase consumer purchases and encourage consumer involvement with the product). †¢ Samples: distributed in supermarkets, school/universities. Samples are a way to avoid product resistance since people are not used to find bubbles in their drinks. Arguments: It will encourage new product purchases and it represents low risk for consumers since they get it for free. They have nothing to loose by trying it. †¢ Point-of-purchase: in supermarkets (to reach the parents of generation Y). Arguments: It is also a mean to increase product trial and provides a good product visibility. †¢ Others: In subsequent years, engage in product placement in TV shows or movies. Trade oriented: †¢ Allowances and discounts: case allowance (Arguments: The â€Å"free goods† approach will be used so it can encourage retailers to buy more of the product to get a certain amount for free). †¢ Cooperative advertising: to encourage retailers to buy our product and to maintain our high level of advertisement that consumers expect from Coca-Cola. Other considerations: †¢ Scheduling of the advertising: Pulse scheduling (promotional presence year-round, but emphasized and intensified before and during summer). †¢ IMC (integrated marketing communication) Target Audience: †¢ Intermediary: personal selling will be more often used. †¢ Ultimate consumer: Coca-Cola will use more of mass media because the amount of potential buyers is large. PLACE (DISTRIBUTION STRATEGY) Bubble Buzz will be distributed through these channels: supermarkets, convenience stores, independent food stores, discount stores, multiple grocers, vending machines, direct sales. [pic] |Projected Financial Performance | |Revenues |$ 597,124. 00 |Based on sales @ different channel’s price | |COGS |214,964. 64 |Based on weighted average percentage in past data | |C. M. |382,159. 36 |Revenues – COGS | |Fixed Costs : | | | |SG&A cost : |113,453. 56 |Half of the O/H costs estimated, based on past data | |Capital expenditures : |25,676. 33 |4. 3% of revenue, based on past data | |Profits |243,029. 47 |CM † SG&A † Capital expenditures | Requirement for success analysis: C. M. per bottle = 382,159. 36 / 328,000 = $1. 17 Break-even: (113,453. 56+25,676. 33) / 1. 17 = 118,914 (bottles) Market share: 118,914 / 1,000,000 = 11. 9% In one year, if Coca-cola can sell 118,914 bottles of Bubble Buzz, or in other words achieve 11. 9% of the functional drink market share, it will break even. After this point, every bottle Coca cola sells will generate average $1. 17 towards the profits. The potential profits can up to $1,030,770. 00[1] based on our target market. Expected Costs: COGS: $597,124 * 36% = $214,964. 64. O/H: $597,124* 38% = $226,907. 12 Expected Revenues (total) = $597,124 (refer to Appendix J) [pic] China is the target country we’re going to expand our product. Reasons: 1. With a total population of 1,313,015,000 in the end of 2005 and 327,714,000 in our target market (age 10 to 25 years old), compared with the total population of Canada—304,453 million, there definitely is a great potential worth to work on. 2. absolute expenditure on food and non-alcoholic beverages is expected to increase from 1,777 billion in 2005 to 2,154 billion in 2010 (though the proportion of consumer expenditure on this part is decreasing from 28. 39% to 25. 75% ) 3. Soft drinks industry is one of the fast growing industries in China, especially fruit/vegetable juice, RTD tea, and Asian speciality drinks and bottled water have shown a sharp increase during 1998 to 2003. 4. Bubble tea was originated in Taiwan. Soon after its introduction in China, it became one of the most popular beverages sold in tea stores on the streets due to the similar taste and similar cultural background. So, it is a good chance for us to enter into this market. 5. Since we are the top sponsor for the upcoming Beijing Olympic in 2008. With more opportunities to expose to the public, it is going to benefit our sale there. Our entry-strategy for entering China is through licensing. Reasons: 1. We have already provided licenses for manufacturing our products in China (licensing the bottlers and supply them with our syrup required for producing). Therefore, added in one or two more products in our production chain would not be that difficult. 2. It is relatively low risk when compared with direct investment there. It is low cost to export our new products there since we can maintain lower labour cost and lower material cost if we produce our products locally, especially in China. Changes to be made: 1. Price: Price sold in China is going to change to accommodate the local desire. As we set our price sold in Canada $2. 00. Compared to the price sold in the bubble tea store ($ 3. 50), it is about 57. 14%. So, with the information we gathered from the tea store in China[2], the price sold there would be 57. 14% of what sold in the tea store—$12 Yuen in China currency. Then, it would be around $7 Yuen, about CAD$1[3]. 2. Naming the product: In order to be recognized and accepted more easily for the local market, we need not only translate our product name but also make sure there’s not hidden unintended meaning that would damage our product. 3. Develop other flavours that would attract the local market: Since milk based bubble tea sell better in China, we will add in this product line. Also, we will avoid using too many artificial colors as they are not appreciated as much as in Canada. Moreover, people in China are becoming more and more health concerned, especially the amount of sugar and additives added in the drinks. We will make some changes in the ingredients used to appeal the local market, i. e. less sugary drinks. 4. Promotion: In contrast to the radio ads in Canada, we will use more TV and Web advertisement there due to the highly exposed environment in China. Also, we will put more emphasis on the ads on the public transportation such as underground/subway system and bus service due to the more frequent use of the public transport service there. Also, since the outdoor display screen is quite popular in big cities, we will also take advantage of it. [pic] [pic] APPENDIX A (ref. 2) [pic] APPENDIX B (ref. 4) [pic] APPENDIX C (ref. 1 & 8) STRENGHTS Brand strength (see Appendix F for brand rankings) The Coca-Cola Company is the largest manufacturer, distributor and marketer of nonalcoholic beverage concentrates and syrups in the world. The Coca-Cola brand is unarguably one of the most recognizable brands in the 200 countries where it sells its products. The strong brand name is one of the basis for the company’s competitive advantage on several of its core markets. Effective strides in new markets. Coca-Cola has partnered with several companies (such as the joint venture with Nestle) in order to increase the ability to react to demands and changes in the markets of iced tea, coffee and juices. The developing markets are more complex than the carbonated soft drinks. Results of operations In 2004, net-operating revenues totaled approximately $21. 9 billion, an 8% increase from 2002. Gross profit totaled $14. 3 billion in 2004. The company generated $5,968 million from its operating activities and re-invests heavily into its business. The ability to generate significant cash flows is one of the its key strengths (ref. 16). Strong existing distribution channels Coca-Cola has operations worldwide and is well established in its distribution channels (such as store retailers or vending machines). Therefore, a new product launch can typically rely on the existing distribution system in order to reach the majority of its target market while requiring no major supply / delivery developments. WEAKNESSES Relying upon line extensions Coca-Cola is relying on brand extensions increase sales in specific lines, particularly its long-time carbonated soft drink products (i. e. the introduction of Vanilla Coke helped maintain sales for the core Cola beverages). However, there is a strong risk of cannibalizing existing sales in the long term (for example, Bubble Tea might deter on sales for iced tea). Reliant upon particular carbonated drinks The long-time presence of Coca-Cola’s Coke beverage has established this particular line as a flagship product. While the core Coke products bring a solid base of sales and loyalty to the company, consumers’ expectations also become more and more anchored and single-lined, taking away freedom in the areas of line diversification and product modifications (taste, packaging, price). Brand dilution The tremendous amount of existing brands and new product being introduced by the company could diminish the value and differentiating strength of each product that is being manufactured. Entrance into difficult non-core categories The Coca-Cola Company is a truly global multinational business giant. While some categories of products are distributed in many areas of the globe (Coke, Powerade, etc. ), geographical needs already require that these global brands are heavily adapted to their target region. Furthermore, many smaller and diversified product lines are more or less popular in one particular region over another. Therefore, the process of diversifying the production and marketing each product involves costly investments. These capital requirements typically increase as the product becomes heavily focused (for example, since the Coca-Cola brand is highly recognizable worldwide, marketing a bottle of Coke in Japan would be less difficult than marketing a bottle of â€Å"Qoo† in that same country † â€Å"Qoo† being a lesser-known non-carbonated drink which was one of Coca-Cola’s newest brand introduction in 1999). Saturation of carbonated soft drink segment Due to the countless number of brands available on the market, it becomes increasingly difficult in the soft drinks segment to innovate and create new products that genuinely stand out from their competition. And as we have seen, an analysis of the industry has shown that growth in the soft drinks market becomes difficult and challenging when the conditions and consumer trends cause a market demand that stays stagnant. OPPORTUNITIES New product introductions The functional drinks market is one that particularly allows more innovation opportunities and gives greater freedom for creativity in the design, production, manufacturing, distribution, promotion and retailing choices and processes. Brand is attractive to global partners. Because of the company’s size (including value, brand name and operating revenues) and wide portfolio base, Coca-Cola enjoys a strong purchasing power over its suppliers, and also attracts large partnerships with various levels of consumer reach (e. g. Burger King, movie studio promotions, sponsorship agreements, etc. ). Existing brand awareness also provides an international playing field for powerful marketing strategies. THREATS Strong competition Coca-Cola is competing in a global market that is characterized by an oligopoly between several (but few in numbers) competitors. The fight for market shares and sales in crowded markets becomes a complex one. Potential health issues. The current trend of consumer and consumers groups’ awareness towards goods and services is both beneficial and threatening for companies in the food and beverages industry. Over the last few years, concerns over health issues have risen in the media through an expanded and ever-growing network of â€Å"knowledge outputs† (journals, TV channels, internet and so on). The move of the younger generation towards a healthier lifestyle call for careful planning and decision-making in new product developments. Large companies can also easily become the target of consumers’ apprehension.

As Ict

txt, haway_practice. txt This scenario should be used for the purposes of preparing candidates for the examination. This copy must not be taken into the examination. The information contained in the scenario will be included in the examination paper. Further details are in the Instructions of the Conduct of Examinations (ICE), available from the Edexcel website for this qualification. Edexcel will not accept any request for special consideration should candidates be given the incorrect scenario for the examination they are sitting. Turn over W41049A Â ©2013 Pearson Education Ltd. 6/ *W41049A* Scenario Havering Whitecaps Maddy Wright and Katy Parrish have supported Havering Whitecaps since their boyfriends played for the team. Their boyfriends’ careers and the teenage romances are now very much in the past but their support of the team remains as strong as ever. Until 15 years ago the Whitecaps were a struggling non-league team with little support. There were times, on wet and cold November afternoons, when Maddy and Katy were the only supporters. In 1999 a magical thing happened to the Whitecaps. At that time the team’s position, both in football terms and financially, was perilous to say the least. However, a financial backer appeared in the form of Harold Adenyi. Harold had studied at the local college and even played a few games for the Whitecaps. His progress as a footballer was hampered by a lack of ability. He gave up on a career as a footballer to concentrate on what he was good at, which was IT and mathematics. He made a large amount of money by creating an online accountancy website called lesstax. com. Harold was looking for things he could offset against a huge tax bill and a loss-making football club seemed to be a good start. He bought the Whitecaps from the previous owners for ? 1 and immediately started to spend money on it. Harold’s flair for business meant that the loss-making football club did not stay loss-making for long. Harold signed a talented former football league manager and with his advice, spent money on players who all turned out to be good investments. The way the manager had the team playing soon started to increase its fan base, so Harold built a new stadium. The team continued to be successful and the new stadium was soon filled at every match, putting the club on a healthy financial footing. Financial success and playing success went hand-in-hand and, in 2001, Havering Whitecaps was elected to the Football League. After a few seasons, when the Whitecaps struggled to establish themselves, there followed a eriod of gradual success including promotion to the 1st Division and two years later the Championship. Last season the Whitecaps won the Championship and are currently looking forward to their first season in the Premier League. Throughout this period of development, Maddy and Katy have been screaming encouraging words to their team (and the occasional discouraging one to the opposition) and they have hardly missed a match. It was inevitable that as the Whitecaps’ two most dedicated supporters they would become the chairman and secretary of the supporters’ club. One of their main tasks is to organise away trips for fans. This involves buying the tickets, booking the coaches and deciding what to charge for the ticket and transport packages. With 14,678 registered supporters, organising the away trips is not an easy task. With the possibility of over 400 coaches travelling to an away match, the number of transport firms the pair could use was limited. Since the Whitecaps were promoted to the Championship Maddy and Katy have used ‘Rubicon Transport’ whose rates are reasonable and who can supply enough coaches on a match day. 2 W41049A Rubicon charge a fixed sum of ? 350 per coach, plus a ? 1. 50 fuel surcharge for every 100 miles travelled. In addition, Rubicon’s regulations state that a driver cannot be in charge of the coach for more than 9 hours a day. Should the whole trip last more than 9 hours (including the match time) a second driver would be required. There is a charge of ? 75 for the second driver. Premier League ticket prices vary greatly and Maddy has been quoted a range of prices varying between ? 30 and ? 54 by the Premier League clubs. Maddy and Katy do not need to make an overall profit. Their main aim is to get as many fans as possible to away matches. Although they can afford to make a loss on individual trips, they cannot afford to make a loss overall. Therefore an accurate prediction of the number of people who will want to go to a particular match is vital. They are also aware that more people will want to go to some matches than others. To help find out how many people are likely to go to each match they ran an online survey. This was completed by 94% of their registered supporters. To make data analysis easier, Katy has classified the teams as shown in the table. EG Teams fighting for European glory MT Mid-table teams RD Teams likely to be involved in the relegation dogfight PR Newly promoted teams In addition to the classification of the team, she found that other things affect the number of people likely to go to away matches. Fewer people would go if the match was played on a weekday rather than a Saturday (or Sunday). The longer the travelling time, the fewer supporters were prepared to travel. Finally, the overall cost of the package would discourage some from attending certain matches. W41049A 3 Turn over Description of the model Maddy and Katy have to be as accurate as they can when setting the prices as they don’t need to make a profit but cannot afford to make a loss. Maddy and Katy need a model to help them decide on prices. Therefore, Maddy has persuaded her brother Kieran, who works in IT, to create a model. Kieran wanted to make the model reusable so that he could sell it to other supporters’ clubs. Unfortunately, before he could finish the model, the company Kieran worked for sent him to Dubai on a three-year contract. Maddy has asked you to complete the model and use it to suggest prices for the next season’s away matches. Kieran has left you these notes. Worksheet Description Teams This is the worksheet that will be used to set the package prices. I have listed the teams in the Premier League along with Katy’s classifications. For ease of viewing I have included information from other worksheets and have calculated the total costs, revenue and profit. There is a profit for each trip and a total profit for the season. The worksheet will also calculate the total number of supporters going to away matches. Cell B2 contains a drop-down box to choose the team you support. Fixtures This worksheet is a calculated page which lists the dates of the home and away fixtures. Lookups This worksheet contains a number of lookup tables. There are two blank areas, these will contain the fixture information provided by the Premier League. There are other tables to look up the day of the week, the likely support based on the teams’ classification, the number of registered supporters and the ticket costs for the various clubs. Distances, Times These worksheets contain the distances between the grounds and the average times it would take a coach to travel those journeys. I got these from a very helpful man at the RAC. Customer This worksheet is incomplete. Once completed it will predict the number of supporters who would travel to each away match. This is based on the number of registered supporters and then adjusted according to the home team classification, then package price and finally the travel time. I haven’t finished the analysis of the survey yet so I cannot put in formulae to take into account the travelling time and the overall cost. A friend of mine is doing the analysis for me and he will forward the results to you as soon as he has them. Transport In this worksheet I calculate how many coaches are needed, the cost per coach and the overall transport cost for the trip. Transport Rates In this worksheet I have entered the transport rates as quoted by Rubicon Transport. I hope you find it easy to understand my notes. Good luck completing it. Kieran Wright 4 W41049A Some cells in the model are password protected. Should you wish to experiment with the model, the password is edexcel. Be aware that if you change the contents of any protected cell the model may not work. Please note that the Football League and Premier League referred to in this scenario are fictitious. W41049A 5 As Ict txt, haway_practice. txt This scenario should be used for the purposes of preparing candidates for the examination. This copy must not be taken into the examination. The information contained in the scenario will be included in the examination paper. Further details are in the Instructions of the Conduct of Examinations (ICE), available from the Edexcel website for this qualification. Edexcel will not accept any request for special consideration should candidates be given the incorrect scenario for the examination they are sitting. Turn over W41049A Â ©2013 Pearson Education Ltd. 6/ *W41049A* Scenario Havering Whitecaps Maddy Wright and Katy Parrish have supported Havering Whitecaps since their boyfriends played for the team. Their boyfriends’ careers and the teenage romances are now very much in the past but their support of the team remains as strong as ever. Until 15 years ago the Whitecaps were a struggling non-league team with little support. There were times, on wet and cold November afternoons, when Maddy and Katy were the only supporters. In 1999 a magical thing happened to the Whitecaps. At that time the team’s position, both in football terms and financially, was perilous to say the least. However, a financial backer appeared in the form of Harold Adenyi. Harold had studied at the local college and even played a few games for the Whitecaps. His progress as a footballer was hampered by a lack of ability. He gave up on a career as a footballer to concentrate on what he was good at, which was IT and mathematics. He made a large amount of money by creating an online accountancy website called lesstax. com. Harold was looking for things he could offset against a huge tax bill and a loss-making football club seemed to be a good start. He bought the Whitecaps from the previous owners for ? 1 and immediately started to spend money on it. Harold’s flair for business meant that the loss-making football club did not stay loss-making for long. Harold signed a talented former football league manager and with his advice, spent money on players who all turned out to be good investments. The way the manager had the team playing soon started to increase its fan base, so Harold built a new stadium. The team continued to be successful and the new stadium was soon filled at every match, putting the club on a healthy financial footing. Financial success and playing success went hand-in-hand and, in 2001, Havering Whitecaps was elected to the Football League. After a few seasons, when the Whitecaps struggled to establish themselves, there followed a eriod of gradual success including promotion to the 1st Division and two years later the Championship. Last season the Whitecaps won the Championship and are currently looking forward to their first season in the Premier League. Throughout this period of development, Maddy and Katy have been screaming encouraging words to their team (and the occasional discouraging one to the opposition) and they have hardly missed a match. It was inevitable that as the Whitecaps’ two most dedicated supporters they would become the chairman and secretary of the supporters’ club. One of their main tasks is to organise away trips for fans. This involves buying the tickets, booking the coaches and deciding what to charge for the ticket and transport packages. With 14,678 registered supporters, organising the away trips is not an easy task. With the possibility of over 400 coaches travelling to an away match, the number of transport firms the pair could use was limited. Since the Whitecaps were promoted to the Championship Maddy and Katy have used ‘Rubicon Transport’ whose rates are reasonable and who can supply enough coaches on a match day. 2 W41049A Rubicon charge a fixed sum of ? 350 per coach, plus a ? 1. 50 fuel surcharge for every 100 miles travelled. In addition, Rubicon’s regulations state that a driver cannot be in charge of the coach for more than 9 hours a day. Should the whole trip last more than 9 hours (including the match time) a second driver would be required. There is a charge of ? 75 for the second driver. Premier League ticket prices vary greatly and Maddy has been quoted a range of prices varying between ? 30 and ? 54 by the Premier League clubs. Maddy and Katy do not need to make an overall profit. Their main aim is to get as many fans as possible to away matches. Although they can afford to make a loss on individual trips, they cannot afford to make a loss overall. Therefore an accurate prediction of the number of people who will want to go to a particular match is vital. They are also aware that more people will want to go to some matches than others. To help find out how many people are likely to go to each match they ran an online survey. This was completed by 94% of their registered supporters. To make data analysis easier, Katy has classified the teams as shown in the table. EG Teams fighting for European glory MT Mid-table teams RD Teams likely to be involved in the relegation dogfight PR Newly promoted teams In addition to the classification of the team, she found that other things affect the number of people likely to go to away matches. Fewer people would go if the match was played on a weekday rather than a Saturday (or Sunday). The longer the travelling time, the fewer supporters were prepared to travel. Finally, the overall cost of the package would discourage some from attending certain matches. W41049A 3 Turn over Description of the model Maddy and Katy have to be as accurate as they can when setting the prices as they don’t need to make a profit but cannot afford to make a loss. Maddy and Katy need a model to help them decide on prices. Therefore, Maddy has persuaded her brother Kieran, who works in IT, to create a model. Kieran wanted to make the model reusable so that he could sell it to other supporters’ clubs. Unfortunately, before he could finish the model, the company Kieran worked for sent him to Dubai on a three-year contract. Maddy has asked you to complete the model and use it to suggest prices for the next season’s away matches. Kieran has left you these notes. Worksheet Description Teams This is the worksheet that will be used to set the package prices. I have listed the teams in the Premier League along with Katy’s classifications. For ease of viewing I have included information from other worksheets and have calculated the total costs, revenue and profit. There is a profit for each trip and a total profit for the season. The worksheet will also calculate the total number of supporters going to away matches. Cell B2 contains a drop-down box to choose the team you support. Fixtures This worksheet is a calculated page which lists the dates of the home and away fixtures. Lookups This worksheet contains a number of lookup tables. There are two blank areas, these will contain the fixture information provided by the Premier League. There are other tables to look up the day of the week, the likely support based on the teams’ classification, the number of registered supporters and the ticket costs for the various clubs. Distances, Times These worksheets contain the distances between the grounds and the average times it would take a coach to travel those journeys. I got these from a very helpful man at the RAC. Customer This worksheet is incomplete. Once completed it will predict the number of supporters who would travel to each away match. This is based on the number of registered supporters and then adjusted according to the home team classification, then package price and finally the travel time. I haven’t finished the analysis of the survey yet so I cannot put in formulae to take into account the travelling time and the overall cost. A friend of mine is doing the analysis for me and he will forward the results to you as soon as he has them. Transport In this worksheet I calculate how many coaches are needed, the cost per coach and the overall transport cost for the trip. Transport Rates In this worksheet I have entered the transport rates as quoted by Rubicon Transport. I hope you find it easy to understand my notes. Good luck completing it. Kieran Wright 4 W41049A Some cells in the model are password protected. Should you wish to experiment with the model, the password is edexcel. Be aware that if you change the contents of any protected cell the model may not work. Please note that the Football League and Premier League referred to in this scenario are fictitious. W41049A 5

Investment in Nike Essay Example | Topics and Well Written Essays - 500 words - 4

Investment in Nike - Essay Example The dividends discount model makes a comparison between future forecasted dividends with the firm’s current share price and then applies the firm’s growth rate to get the total figure. Many experts believe that the dividend discount model (DDM) greatly benefits investors because it makes investors think about the different market scenarios depending on how the stock is performing. Furthermore, the dividend discount model relies upon a lot of speculation in attempting to predict future dividends. This implies that the outcomes of this model are based around generalizations that are made. It is usually hard to determine the correct growth rate because a company most likely has a wide range of growth rates over a long period of time due to the fluctuating economy. It is for this reason alone that analysts do not tend to make projections based on past growth rates. Above all, there are no direct adjustments for risk with the dividends discount model. The earnings capitalization model (ECM) is basic and easy enough to understand by practically anyone because it determines the value of a business by looking at the current benefit of realizing cash flow in the short-term, rather than in the long-term. However, this model does not accurately estimate equity costs for firms that are expanding, so it is predominantly used only for firms that are experiencing zero growth. The Discounted Cash Flow Analysis in Exhibit 2 demonstrated that, at a discount rate of 12 percent, Nike’s current share price was overvalued at $42.09. But a sensitivity analysis disclosed that Nike was undervalued at discount rates lower than 11.2 percent. We came up with an appropriate discount rate—Weighted Average Cost of Capital (WACC). This formula showed that the discount rate was less than 11.2 percent at around 10.59 percent.  

How does Shakespeare portray women Essay Example | Topics and Well Written Essays - 1000 words

How does Shakespeare portray women - Essay Example Accordingly, the following analysis will detail these nontraditional gender roles and the means by which Shakespeare represented them as a means of qualifying and denoting the forward and visionary thinking that Shakespeare exhibited in terms of women’s role within society and gender roles as they in fact existed; rather than the means by which society determined that they should exist. The first exemplification of this can of course be seen with respect to The Merchant of Venice. Within this particular play, aging mirror, poised, and subservient woman, Portia, is represented towards the beginning of the play. Essentially, Portia is denoted by Shakespeare near the beginning of the play as having nearly no control over her own well-being, her marriage prospects, or overall level of self determinacy. She is nothing more than a prize that is to be one in viewed in very much an objective sense. Says Portia â€Å"I may neither choose who I would nor refuse who I dislike† (Shakespeare 17 a). This resignation to face is adequately represented throughout much of the beginning of this particular play. However, as the play progresses, this character develops a more dominant character and begins to fight and overcome the stereotypes that ultimately constrained so many women within the society that is being represented. Of equal interest has to do with the fact that as long as Portia is under the stewardship of her father’s extraordinarily strict leadership, or resourcefulness, cutting, and quick with this is not represented. However, at such a point that she is able to develop a degree of independence and can express her own will, Portia quickly develops into a character that is a force to be reckoned with and is the only antidote to Shylock’s villainy represented within the play. Further, by flaunting convention, and even disguising herself in the form of a man, Portia reflects the fact that she is

Impact of Financial Losses for GM Auto Manufacturers Essay

Impact of Financial Losses for GM Auto Manufacturers - Essay Example By mid-century, the automobile was a necessity in every U. S. household, and GM led the way with Ford and Chrysler close behind. The Big Three controlled the industry from Detroit, Michigan. According to Wikipedia, the period from 1960-1985 was perhaps the "greatest in GM's history, as it eventually held slightly over 50% of the U.S. Market" (General Motors, 2006, 2.3). At the time, it was all about status, having the most popular brand. Unfortunately, in the mid 1990s, a downward spiral began, which has yet to be resolved for American car makers. It could have been predicted in 1984 when a joint venture between GM and Toyota gave Toyota an opportunity to establish a base in the United States and avoid newly established tariff on foreign pick-up trucks. Toyota's growth has accelerated ever since, with a $4.1 billion dollar gain in 2005 compared with GM's $10.6 billion dollar loss ( Solman, 2006). In a recent PBS interview, GM CEO Rich Wagoner noted that restructuring is taking place in the company in an effort to "compete in the global auto industry and global economy" (Solman, 2006, par. 12). He claims that the company is launching new products, and accelerating the application of biofuels E85. Wagoner also mentions a "breakthrough" health care deal with United Auto Workers (UAW) and the major restructuring of GMAC. With attrition and plant closings, he is optimistic that the company will be more streamlined and better able to compete globally. What sounds like positive action, however, definitely has its down side, with employees about to be faced with increased co-pay for health care and pharmacy and heavy job losses as plants close down. The company's "failure to foresee drop in demand for gas-guzzling SUVs, slow entry into hybrid market and Toyota's reputation for high quality" puts them behind in the race for market share (Kellar, 2006, par. 2). Micheline Maynard, Detroit bureau chief for The New York Times, claims in her book, The End of Detroit (2003) that by focusing on high-profit light trucks, American automakers, including General Motors, turned its back on people wanting to own cars rather than trucks and opened the door to Toyota, Honda and Hyundai. Consumers retaliated by turning their backs on trucks and purchasing foreign-brand cars. General Motors obviously does not look beyond present trends to what the future might bring. Krolicki's Reuters article (2006) is only one of several news stories (Wall Street Journal, Bloomberg, CNW) reporting the bankruptcy of Delphi, one of GM's most important suppliers, which, along with GMAC filing errors, brought about even more losses in 2005 than had been previously noted. In keeping with General Motors' short-term goals to increase market share, Associated Press writer Dee-Ann Durbin recently announced the company's gas-price