Gorillas in the Mist essays

Gorillas in the Mist essays For my book report, I read the book Gorillas In The Mist by Dr. Dian Fossey. Dr Diane Fossey began what was to become one of the longest field studies of the Gorilla gorilla beringei or the mountain gorillas. This book tells the story of Dians life studying the gorillas of the African rain forest. Dian combines adventure with valuable scientific knowledge to make a truly wonderful and interesting book. The main purpose of this book was to inform people about the mountain gorillas and of all of the problems the mountain gorillas face today. Diane Fosseys interest in the mountain gorillas began when she was young. Diane first began studying the gorillas of the African Rain Forest at the Parc des Virungas in Zaire, but she soon had to move her study site to the Parc des Volcans in Rwanda. It was there where she set up the Karisoke Research Center. Diane began her studies of the mountain gorillas there in 1967. The mountain gorillas are endangered and are becoming closer and closer to extinction every day. Dr Fossey wanted to find a way to help these gorillas. She created a study of how all of the gorillas lived so that she could better understand them and what might be done so that the population downfall could recover. Diane found that poaching, bad land management, and captivity were the main problems the gorillas were facing. Diane found that like humans, the mountain gorillas are truly social animals. They rely heavily on social interactions. The mountain gorillas live in very social family groups. Each member of the family has a certain role. If something bad happens to one family member, it can put a lot of stress on the other members of the family and can have devastating results. When Diane observed this, she did everything she could in order to keep the families together. Poaching was one of the main causes for death in the gori ...

Human resource management Essay Example | Topics and Well Written Essays - 2500 words

Human resource management - Essay Example Indeed, the situation has been like a crisis that has called for the implementation of a coercive leadership style. It was initially hoped that this hard line approach would yield the results that will get their employees back in line in order for them to be able to get thru the crisis. They are hoping that this style which has been said to be best suited to get the company out of situations like this will be the answer (Goleman, 2002). The following are the identification of the areas needed for improvement and the suggestions on how to go about the change for the betterment of the organization of HMS. Task 1: A re-calibration of leadership style Unfortunately, the coercive leadership style did not work. Indeed, this style is usually the one that is called upon during crisis situations and the company had hoped that this will be the answer for their problems. The increased control that the leaders have in this form usually helps in getting the job done. Through the coercive leadersh ip style, it is easy to give direction and even to demand the workers to conform to the standards of performance in order to get to their objective. However, prolonging the use of this style can have adverse effects on the employees (Goleman, 2002). Hence, it would be important for the company to change their leadership style since this has already come to the point wherein the employees are not anymore motivated by the spurs being driven into them but are in fact demoralized with the autocratic atmosphere that has been brought about by the coercive leadership style. It would then be beneficial to address the problem by having discussions with the employees in order to come to an understanding on how to go about the firm’s operations. Task 2: Adjusting strategic positions For many years now, there have been two important developments in the way human resources are managed. One is the strategic human resource management and the other is international human resource management. Indeed, there have been calls for human resources management to become more strategic in order to provide the necessary support to the attainment of a company’s goals and objectives. Also, the increasing impact of globalization coupled with unprecedented advancements in communications capability through technological innovations has brought forward the need for human resources management to take on a more international point of view (Schuler and Jackson, 2005). As mentioned, the utilization of coercive leadership has failed to yield the desired results of HMS. It is therefore suggested that this approach be changed into something that will be able to take into consideration the employees and not merely center on the perceptions of the top management on how to move the company forward and out of the crisis. As such, there is the pressing need to innovate the way the employees are handled in order to increase their participation and also their morale so that there will be a re duction in the problems emanating from a mismanaged human resources. Indeed, like all the other resources, the employees must be managed carefully but unlike supplies and machineries, these people have emotions and when push comes to shove will have the tendency to push back. Clearly, there ought to be a strategic approach to handling these resources especially since these employees are critical enablers for the strategy to

Organisational Change Management Essay Example | Topics and Well Written Essays - 3000 words - 10

Organisational Change Management - Essay Example At this stage the employees and the employers were inquired about the reason for absenteeism and then they were also informed about the type of change that should be undertaken by them. This assignment describes the five stages of â€Å"Appreciative Inquiry (AI) 5D framework† - definition, discovery, dream, design and destiny. It gives a holistic view of the difficulty faced and modifications needed (Cooperrider and Whitney, 2005). The framework was developed by David Cooperrider and his team mates in mid 1980’s. The five stages are described are as follows. Definition The first stage is â€Å"define† which focuses on the awareness of the developmental activities. During this stage the topic of inquiry becomes the organization’s main agenda for learning as well as innovation. The questions asked are affirmative in nature and it focuses on the topic valuable to the people who are involved and directed at topics and issues for the success of organization. Th is inquiry identifies â€Å"the area† where the organization needs to change. The changes can be strategic, structural, people and process change. In Silkeborg Council case, the main problem was absenteeism for which the elderly care department faced a lot of problems. ... Small-scale or incremental people changes include sending of management workers to team-building workshops and classes. These changes can be planned or unplanned, which may impact the employee’s attitude towards work, behaviours of the individual and their performances. The changes are made to help the employees and the employer to reduce absenteeism. It can either be planned or unplanned, which may impact the employee’s attitude towards work, behaviours of the individual and their performances. The area of change once identified should be worked upon to bring productivity in the Council. The factor which is preventing long-term change is the attitude, behaviour and performances of the employees towards their work and that’s why the number of absentees increased during that period. The possible reason for absenteeism can be personal problems health problems or job dissatisfaction. These are the possible areas where the management should work upon to bring in disc ipline and proper working of the organization without lost time. The changes implemented during that period could not remain for long time because of the fluctuating behaviour and attitude of the employees. The management could not mange properly which led to these disturbances in the council. Kurt Lewin’s Change Model can be applied to the Silkeborg Council case. The model elaborates the modifications of some forces keeping the whole system stable. He examined that a set of behaviour at any moment is the outcome of two groups of forces. These forces are attempting to maintain status quo and is forcing for change. When the two sets of forces are equal, the current behaviours are preserved in a state known as ‘quasi-stationary equilibrium’. For

GS1 Report Essay Example | Topics and Well Written Essays - 2000 words

GS1 Report - Essay Example Currently, GS1 is the most widely used global supply chain standards system, through it, any organization irrespective of size or geo-relocation can order, trace, deliver and pay for goods along the supply chain. One of the primary techniques used to streamline the supply chain from the raw materials to the manufacturing stage is the use of barcodes; they play a central role in GS1’s functionality. They are a global standard language and they transcend language barriers which have retrospectively posed a serious challenge to the globalization of trade (Crichton 2008). Since their introduction by GS1 as part of the global standardization process, the speed and accuracy of transactions have significantly improved. For the last three decades, GS1 has delivered enterprise solutions and simplified execution of global standards for use in local and transnational supply chains. The chief purpose of GS1 standards is the provision of a structure that facilitates express and operative m ovement of, goods, service and corresponding information. The formation of GS1 was occasioned by a merger between the Uniform Code Council (UCC) and the European Article Numbering (EAN International) in a 1990 cooperative agreement in which they agreed to formally co-manage global standards. The organization has extensive latitude and it governs a global notational membership of over 100 encompassing millions in the 24 industrial sectors. It is highly dynamic and has maintained an exponential growth rate primarily because of its profit reinvestment strategy; all the extra revenues generated by its activities are channeled back to further develop the organization. Supply Chain Management A well designed supply chain is crucial in the quest to expedite day to day business operations so as to reduce the complexity of trade between organizations both locally and internationally. To this end, it is essential that business maintain a set of universal standards, which makes for easier deci sion making in terms of which hardware, software or services need to be purchased or used. Furthermore, universal standards ensure collaboration between traders throughout the supply chain such that identification and sharing of items as well as calculations of quantities across the board can be smoothened. In the long run, this benefit all the stakeholders since goods become easily available and accessible and service provision is more efficient; for instance, in the medical field, errors are reduced and patient safety enhanced. GS1 also plays a key role in combating counterfeit products since it facilitates global traceability and authentication. Relative to the principle of Global Standard, GS1 keeps four global trading products namely; Barcodes, Electronic Business Messaging (eCom), Global Data Synchronization Network (GDSN) and EPC global. They also provide services such as; Customer Service, Education and Training and Barcode Testing (Moore 2009). In lieu with the new technolo gical development that have been integrated into the business environment, information supply and authentication of data is made easier through the Go scan app that allow users to scan a products barcode and access the product data online. The Shoe Size

Analysis Coke And Pepsi Learn To Compete In India Business Essay

Analysis Coke And Pepsi Learn To Compete In India Business Essay The political environment in India has proven to be critical to company performance for both Pepsi co and coca-cola India. What specific aspects of the political environment have played key roles? Could these effects have been anticipated prior to market entry? If not, could developments in the political arena have been handled better by each company? In order to understand what Coca Cola and Pepsi had to deal with in India, it is essential to grasp the full meaning of what politics includes. Politics is not merely the political ideology the country has and thus the governance of the state including government policies and the role he plays in the country but also on a micro level it deals with small associations and unions and thus also with division of power. India was seen for many years as being unfriendly to foreign investors. In fact the Principle of Indigenous Availability law specified that if an item could be obtained locally, imports of a similar product were forbidden. Following the first Gulf War in 1991, measures were taken to liberalize the Indian economy introducing the New Industrial Policy to eliminate barriers such as bureaucracy and regulation to foreign direct investment. Despite this, protectionism was still evident in India. Pepsi entered the Indian beverage market in July 1986 i.e. before the liberalization of Indias government, while Coca Cola followed for the second time (after a presence between 1958 and 1977) in 1993. Despite this, both of them received alien status upon entry in the Indian market. The two corporations were required to follow government policies designed to impede foreign business. Sales of Pepsis soft drink concentrate to local bottlers could not exceed 25% of total sales while fruits and vegetables by Pepsi Foods Ltd. had to be processed. Coca Cola on the other hand had to agree to sell 49% of its equity as a condition of entering and buying out an Indian company (Parle). Moreover, according to Indian law it was forbidden to promote products under foreign brand names if sold within India and thus Pepsi became Lehar Pepsi and Coca Cola became Coca Cola India. The Indian government acted as a regulator imposing sets of laws and rules that restrained the way the companies do business. According to Dr. Ashok Rao, (Head of Network Project, CEDT, Indian Institute of Science in Bangalore) (2006), India has a very confused, diverse and stagnant political system. The amount of political parties present in India and the power regional political parties have, act as big barriers to businesses. Unlike Western democracies, power is centralized and top politicians dictate what happens thus businesses will have to work through many more layers to reach to somebody who can actually take a decision. The micro environment in India mainly pressure groups also affected heavily Coca Cola and Pepsi. Their political power in India was substantial at the time. To name a few, there was the All-India Anti-Imperialist Forum which called for a boycott of all American and British goods after the attacks on Iraq and the Centre for Science and Environment (CSE) led by Ms. Sunita Narain who issued a report stating that drinks made by Coca Cola and PepsiCo were found to contain pesticide residue far higher than the limits suggested by governments Bureau of Indian Standards (BIS). Both of them led to decline in sales; however, the damage done to sales through government action was less important than the bad publicity received. All the above highlight the political power and instability present in India. Government situations in India were dynamic and inconsistent mainly because government laws and policies were unclear and not based on strong foundations (Ash Rao, 2006). Because of this inconsistency in the legal environment, there was a greater importance played on lobbying the politicians. Lack of solid institutions gave way to corruption. In fact, as Li Chain, (Ex-member, Planning Commission and Political Reformer in Bangalor) stated years later (Ashok Rao et al, 2006), India ranks high on the corruption index. We have not yet found a way of containing corruption in our bureaucracy and political system. Being such a dynamic and inconsistent environment, Coca Cola and Pepsi could not predict most of the issues raised beforehand. However, just by looking at the unstable, confusing and dynamic political environment both companies should have been prepared to deal with similar issues. Coca Colas agreement to sell 49% of its equity to Indian partners within two years is a case in point. While lobbying was out of the question due to an oversight of the Foreign Investment Promotion Board (FIPB), another option would have been that of not investing further through a joint venture with Parle until solid foundations were built. During the time, investment rules were constantly changing and unclear and thus Coca Cola should have known better and not expect an equal treatment (other foreign companies such as Philips and Carrier were allowed to buy back most of their outstanding shares) considering that as stated by market analysts, there was no apparent logic behind India government policies. PepsiCo was quite quick in every situation to abide with the changing policies however both companies lacked pro-activeness. With specific measures in place, both companies could have avoided all the bad publicity on their brand names. Timing of entry into the Indian market brought different results for PepsiCo and Coca-Cola India. What benefits or disadvantages accrued as a result of earlier or later entry? Timing of entry in a foreign market is a critical decision. Although the first entrant in the market would have better chances of gaining market share, both first and following entrants have their advantages and disadvantages. The political and legal environment in India does not present a clear cut line which amongst PepsiCo and Coca Cola India had the most advantages in terms of time of entry. PepsiCo was the first to enter the market in 1986, although in actual fact Coca Cola had already had a presence in India between 1958 and 1977. The decision to leave was taken when Indias government tried to force Coca-Cola to share their recipe and trim its equity stake down to 40%. Coca Cola re-entered the market in 1993. PepsiCos timing was impeccable. During that period the carbonated soft drink market experienced substantial growth in India. Pepsi were able to ensure their place and grab a good share amount of the soft drink sales; managing in fact to gain 29% market share by 1993. Moreover, according to Srivastava M. (2010) Pepsi became this catch-all for anything that was bottled, fizzy and from abroad. The word Pepsi became part of everyday vocabulary in India referring to soft drinks in general and not only PepsiCo soft drinks. However, PepsiCo also suffered from a number disadvantages because of its timing. The Indian Government only approved its application to trade in the Indian market after agreeing to the threshold of total sales not exceeding 25% and that of changing name to Lehar Pepsi. PepsiCo also struggled to fight off the smaller Indian soft drink brands in its venture to gain market share. Coca Cola India, on the other hand, entered the market 6 years after PepsiCo. During this timeframe legislations were amended to facilitate foreign investment including the elimination of the clause forcing foreign companies to join forces with Indian companies in order to be able to enter the market. In fact, Coca Cola entered the Indian market as Coca-Cola India in 1993. However, wanting to expand its investments, Coca Cola India formed a joint venture with industry leader, Parle, in 1996, buying out four of its bottling plants together with its leading brands Thums Up, Limca, Citra, Gold Spot and Mazaa. For Coca-Cola India to do this, however, it had to sign an agreement with the Indian government agreeing to sell 49% of its equity to Indian Partners. The Indian market is enormous in terms of population and geography. How have the two companies responded to the sheer scale of operations in India in terms of i. product policies, ii. promotional activities, iii. pricing policies and iv. distribution arrangements. A population of over 1 billion people ( as of 2010 census) and being the 7th largest country in the world, makes India one of the largest markets in the current economy. Both Pepsi and Coke had to adapt to such enormity, and they did so throughout several areas. Product Policies Both companies carefully catered for the Indian tastes. They entered the market with products close to those already available in India such as lime beverages, fruit drinks as well as water. They carefully waited until they had a secure position in the market and had established their core products; then introduced American- type drinks. One particular example is the introduction of Sprite, a beverage forming part of the Coca- Cola family. They also introduced new products. Coke was the first to start producing bottled water under the name of Kinley while Pepsi Foods introduced Aquafina. Promotional Activities The Navrartri Festival is the second highest season for soft-drink consumption. Pepsi and Coke made full use of this festival and saw it as a promotional opportunity. Coca-Cola India: It gave away 20,000 passes to the festival; one for every purchase of a Thums Up. They also introduced a buy one get one free scheme and held lucky draws where one could win a trip to Goa. PepsiCo: It sponsored dance competitions on a large scale and had many promotional offers such as a free kilo of Basmati rice with every refill of a case of 300ml of Pepsi as well as free kit-kat with every 1.5 l bottle and free Polo with every 500ml bottle. The segmentation of different areas of India allowed for the differentiation and division of rural and urban Indian youth into categories, India A and India B respectively. Doing so they were able to advertise and promote their products differently so as to target and appeal to these markets individually. Coke made use of Bollywood stars to endorse its products, featuring them in their adverts and campaigns while Pepsi preferred to use sporting events and famous athletes such as cricket players and sponsored events such as the Cricket World Series of 2003. Pricing Policies PepsiCo: It included an aggressive pricing policy on their one litre bottles which created different reactions between their competition. Coc Cola India: In 2003, it slashed its prices of softdrinks by 15-25% as an attempt to encourage consumption and enhance affordability. It also made sure the soft drinks were made available to consumers so as to make it a regular purchase. PepsiCo was forced to match these price cuts in order to keep up. Distribution Arrangement In terms of distribution arrangements both PepsiCo and Coca-Cola India had production plants and bottling centers all throughout India located strategically in the largest cities including Bombay/Mumbai and Delhi. More plants were added when demand increased and when the product range grew. Moreover, having formed partnerships with local companies, both Coca Cola and Pepsi were able to get initial access into the market. Global Localisation is a policy both companies have implemented successfully. Give examples for each company from the case. By definition, the term glocal refers to the organization (in this case corporations such as Coca Cola India and PepsiCo) and the community which is willing and able to think globally and act locally. Both firms have identified this emerging trend as the key element to surviving in the Indian Market. They adapted their products to the location and culture they marketed them in. PepsiCo PepsiCos first signs of glocalisation were apparent from the moment it attempted to enter the Indian market as it did so as a joint venture with another two locally based companies, Voltas and Punjab Agro. Together they formed PepsiFoods Ltd. In 1990 PepsiCo then proceeded to changing its name as well as the name of its other products to Pepsi Lehar so as to conform with the imposed government regulations. This name also helped them to integrate further with the Indian culture. PepsiCo also launched Lehar 7UP so as to cater for the local tastes and lime culture and placed this in the clear lemon beverage category. PepsiCo vigorously sponsored cricket players as well as cricket and other sporting tournaments such as soccer. It also sponsored for the whole event those cricket players in the Indian Cricket Team who participated in the 2003 Cricket World Cup in South Africa. Moreover, it took advantage of the World Cup Fever by organising local tournaments and featuring football heroes during this period in their campaigns. PepsiCo also chose its campaigns to tie in with imporant sporting events such as the Keep it Cool 7UP Summer Campaign which coincided with India Zimbabwe One Day Cricket Series. The endorsement of popular Bollywood actors such Amitabh Bachchcans endorsement of Mirinda was also used. As mentioned in the previous question, PepsiCo also made use of the Navrartri Festival by creating promotional offers. In the year 2000, it teamed up with Guarjarati TV to telecast the festival throughout the 9 nights. Coca-Cola India Coca-Cola India also started off as a joint venture; with Brittania Industries India Ltd. In 1993 it went on to form a joint venture with Parle, purchasing its 4 major bottling plants and leading brands including Thums up which in 2002 ranked second nationwide in terms of softdrink consumption. This allowed it to integrate a national drink under the Coca Cola brand so as to boost Coca Colas image and credibility. Glocalisation is part of Coca Colas think global act local business plan. Coca Cola also made use of the Navrartri Festival in order to integrate themselves with local culture. In 2002 they gave out 20, 000 free passes to the fast dance happening during this festival; one for every bottle of Thums Up bought. Coca Cola India also carried out lifestyle advertising and its main strategy was to build a connect using the relevant local idioms. They made use of adverts featuring famous directors such as A.R. Rahman, music director of Slumdog Millionaire, and made sure to use popular local music such as the gaana. Coca Cola India also made use of Bollywood stars to attract consumers; targeted especially to the rural and urban youth catered for in different segments. Famous stars include Aishwarya Rai and Vivek Oberoi. Some analysts consider that Coca-Cola India made mistakes in planning and managing its return to India. Do you agree? If not, what or who do you think was responsible for any mistakes? Coca Cola first entered the Indian market in 1958, however withdrawn in 1977 after facing many problems from the government, such as cutting its equity stake to 40 percent and being asked to hand over its secret formula for the syrup. Coca Cola managed to re-enter the market in 1993 after the first application in May 1990 was rejected. Pepsis application to enter the Indian market was probably a trigger for Coca Cola to do the same. This could have been Coca Colas first mistake: haste. Wanting to be part of this growing and developing market, it entered the market soon after PepsiCo; despite knowing that although sixteen years had passed from its first attempt in the market, the political environment was still very unstable and thus very risky. Doing heavy research before entering such a risky (politically, economically and also culturally) market, is vital. Still, there was a lot of which Coca Cola did not know about the Indian market, especially in confronting the huge political risks. Although Coca Cola has its faults, blaming Coca Cola entirely would be wrong. The Indian government and other authorities had a lot of power on businesses, as explained in Question 1, making it very hard to predict certain situations. Nonetheless, if Coca Cola India had been a bit more knowledgeable and careful in planning and implementing its corporate and business strategies, it could have avoided certain managing mistakes. However, staying out of this attractive market would have been a shame. Although it is fair to say that its market entry was not made easy due to government application rejections and other imposed rules; Coca Cola India could have tried negotiating with the government a bit more before entering the market). During its first years in the market, Coca Cola India was also very slow in realizing certain key issues such as the ideal price point for its soft drinks. Having more than 50% of the population under poverty line, a reduction in prices (which actually occurred then in 2003), would have increased consumption and thus increasing profits. All in all, Coca Cola India was quite successful in its choice of strategy, considering it has around one million retail outlets around India selling Coca Cola. Few of its best communication strategies were those of including stars from Bollywood in its advertising and the Buy one Get one free promotion. Despite this however, as mentioned before, understanding the Indian population a bit more could have helped. In conclusion, what Coca Cola India needed most were safer and more solid grounds to compete on. While there were a lot of external factors and hidden risks which were out of Coca Colas control, better management of these situations would have lead to better results (as discussed in question 1). Although its clear that Coca Cola made mistakes in its market entry stage; it was also a bit unlucky; maybe due to its hasty decision in entering the market. How can Pepsi and Coke confront the issues of water use in the manufacture of their products? How can they defuse further boycotts or demonstrations against their products? How effective are activist groups like the one that launched the campaign in California? Should Coke address the group directly or just let the furor subside, as it surely will? The Coca Cola Company used 290 billion liters of water in 2006 alone, enough to meet the entire worlds drinking water needs for 10 days (Amit Srivastava, July 30, 2007). This fresh water was mainly used to clean their equipment in the production process, turning two thirds of this water into waste water. One must note that this is done in a country where water shortage is a meagre problem. Therefore both multi-national must take the bull by the horn and change the way they do certain procedures without hiding but being sincere. More efficient ways of cleaning must be found to waste less water and be more responsible towards the Indian nation. Coca-Cola has lately announced a partnership of US $20 billion over three years between them and the world wildlife fund on water conservation. This will help in rebuilding the trust with the Indian population so as to succeed in the Indian market. An element of corporate social responsibility is important for companies to work better within for eign market. Bad publicity can damage a companys reputation definitely. This was clearly experienced by both PepsiCo and Coca Cola India. Although advisory boards were created and purity tests were conducted in order to avoid further boycotts or demonstrations against their products, this was not enough. Better use of Public Relations would have been a first step. Having conducted purity tests, the next step would be that of communicating the results in an effective way. Choosing to deny the accusations and then presenting these tests could have been felt as a pique. The use of press releases and open days at the factories showing the process for example would have made both the government and the general public more participant. Moreover, trying to deal with the government by emphasizing on corporate social responsibility could have gained governments trust and thus earn a safer position in exchange. Offering a percentage of their profits to help in building schools or hospitals in India could h ave been an idea. Activist groups, like the one in California, are very powerful. They can be great allies but also worst enemies for a company. Their influence on the general Coke consumer is great as they reach the consumer directly through various activities; and in turn these consumers force manufacturers/ suppliers etc to take action. In fact, the campaigns in California led to several bottling plants closing down as well as the discontinuation of contracts with Coca Cola. Coke should address the group directly avoiding accusations of trying to hide its activities and actions. In this way it would defend itself and would also be able to regain its credibility and continue building its image by being proactive. Another reason why it should do so is to gain trust of customers since it claims it has nothing to hide by being truthful and giving an answer instead of waiting for the rumors, accusations and scandal to subside. Which of the 2 companies do you think has better long term prospects for success in India? The two companies in question are strong multinationals which are widespread around the world. Some might argue that on world terms Coca-Cola is the strongest brand out of the two. However after analyzing the case in hand it is evident that both companies could have handled situations different leading to different results. The success or lack of it in the first years in a foreign country can be very helpful in predicting the future of the company. Pepsi on the one hand has already a great market share and sustainable brand recognition. On the other hand, Coca Colas conflicts with the Indian government are not very promising. Having a good relationship with authorities is vital for growth. Both multi-nationals have been successful in developing marketing strategies aimed at increasing the consumption of carbonated soft drinks. Moreover, they were both very successful in glocalization as seen earlier. Some argue that PepsiCo was most successful through the use of Basmati rice (considered a luxury type of rice) in its sales promotions while others consider Coca Colas depiction of Bollywood stars its advertising campaigns as being impeccable. Moreover, Coca Cola India was always the initiator of the new ventures/strategies, but failed to follow through. PepsiCo followed Coca Colas initial ideas, going that step further. In fact, PepsiCo was more successful in engaging the local people with its brand. Statistically, Pepsi has had constant growth during its occupancy in a stable pattern. Long term investors seem to prefer Pepsi Co due to its promise of future expansion. If a company invests in Pepsi Co today, PepsiCo is promising a rise of almost 100 more points by 2015. Coca Cola India seems to be attracting more those who believe in fixed income, as its investments seem to be fluctuating less. Regarding direct competition, Coca-Cola still trails behind Pepsi in terms of market share which could signify that Pepsi has a better overall strategy for success. Coca Cola seems to be struggling more to survive in such a dynamic and growing market. All in all, the current situation does point more towards Pepsi as being more successful than Coca Cola in the Indian market. What lessons can each company draw from its Indian experience as it contemplates entry into other Big Emerging Markets? It seems that prior market research was most overlooked by both companies. Deep market research including all the PESTLE elements is vital in order to understand how to do business in the foreign country. As stated in the text: In many ways, Coke and Pepsi managers got to learn the hard way that what works here does not always work there. Moreover, on-going environmental scanning is important in order to be able to anticipate matters rather than being re-active to situations. With specific measures in place, both companies could have avoided all the bad publicity on their brand names. Both companies should also have focused more on education of their products. Most probably, many emerging countries lack knowledge of their brands and also lack certain infrastructures and standards of living present in other developed countries. PepsiCo lessons learnt Pepsi realized how important it is to understand and keep with local tastes thus focusing on the clear lemon category which was a great hit in India. It is also beneficial to pay attention to market trends in order to position your product accordingly. A very important point for Pepsi in India was the pricing policy and bottle sizes. Adapting your communication mix as well as distribution methods to the market is also a key point. Local celebrity appeals made for exceptional advertising for PepsiCo. Coca Cola India lessons learnt While also realizing the importance of paying attention to market trends; Coca Cola surely realizes the importance of investing in local products. While not investing in Thums Up brand for the first couple of years, decreasing market share from 60% of total carbonated beverage sales to 15%, after a substantial investment, Thums Up ranked second nationwide within a year. The importance of timing of entry should not be overlooked. Coca Cola entered the market at a poor time because they had to agree to abide by all of the Foreign Investment Laws of that year Defining your target audiences more specifically than what Coca Cola did in India could have helped for better targeting/positioning and thus advertising of products. Coca Cola separated its markets as India A and India B without any further differentiation through for example age, gender, language, interests, location. Establishing a good business relationship with the host countrys government and/or any other governmental or non-governmental groups present in the country is also vital as these could act either as a source of advantage or could impede your success. Coca Cola made a mistake in trying to get out of its promises. It had already made a mistake by entering the contract they did. By continuing to apply for extensions and attempting to deny voting rights for the Indian stake, Coca Cola India was only tarnishing its public image and destroying its relationship with the government. Finally, as Venkatesh Mysore, (Managing Director, MetLife India Insurance Company Pvt. Ltd. In Bangalore) said: It is extremely important for MNCs to follow the laws of the land, and not look for short-cuts (Ashok Rao et al. 2006).

An Analysis of the Poem A Prayer for My Daughter by William Butler Yeat

"A Prayer for My Daughter" is a poem written by William Butler Yeats in 1919. This poem is a prayer-like poem. And it generally tells about the poet's ideas about his daughter who is sleeping at the same time while the poem is being told. Throughout the poem Yeats reflects how he wants his daughter's future to be. This essay will analyze the poem in three sections: 1- What does this poem mean?, 2- The poetic devices, imagery, rhyming, figures of speech, used in the poem and mood, diction, language, and the structure of the poem, 3- An essay in a feminist point of view titled "What does the poet want his daughter to become?" . 1-WHAT DOES THIS POEM MEAN? The poet is watching his infant daughter sleep. In the first stanza he starts with describing the setting of the poem. It is stormy outside, there is a kind of dark and gloomy weather and he prays for her. And he says that he has gloom in his mind and we will understand that what gloom is that in his mind. In the second stanza the poet describes the things while he was praying for his daughter. He walks for an hour and notices the "sea-wind scream upon the tower", "under the arches of the bridge", "in the elms above the flooded stream." They probably represent the dreaming of the human beings and they are decisive. They are all about the present things and they block people from thinking about the future events. The last four lines of the second stanza clearly explain this idea: "Imagining in excited reverie That the future years had come, Dancing to a frenzied drum, Out of the murderous innocence of the sea." In the third stanza he prays for her beauty, but not too much. He considers the beauty as a decisive element for choosing the right person to ma... ... parts of the ideal woman he has in his mind or its opposites. He supports that a woman should be "a flourishing hidden tree", who is not well-known but beautiful. She shouldn't be anything but "merry." " Innocence" is beautiful in women, that's why if his daughter keeps her innocence inside and do not abuse it, she will not be affected by the "wind." He thinks that too much beauty distorts women, and causes them to destroy the gifts that are given by "Horn of Plenty" thus he wants his daughter to use the gifts wisely and properly. And he wants his daughter to learn the fact that "hearts are earned", and the men, who are deceived by just beauty, will notice their mistake later. He wants her daughter not to have strong opinions like hatred, because he thinks that hatred is the worst thing in the world. He hopes she will marry, and her house will be full of customs.

Speech-Language Pathologists

School Speech-Language Pathologists Hayley K. Mason Ball State University School Speech-Language Psychologists Speech-language pathologists began their impact in schools in 1910 in the Chicago public school systems. These programs commenced due to educators acknowledging how speech and hearing problems affected performance in the classroom. Today, 55% of all speech-language pathologists (SLPs) work in the school systems, 95. 5% of those being females (Plante & Beeson, 2008). They are required to perform a vast array of important tasks.They determine, diagnose, treat, and assist in preventing disorders related to speech, communication, language, and fluency. According to a study done by Plante and Beeson (2008), their caseloads may accommodate multiple handicapped children or those with distinguishing speech and language hindrances. Their work is in-depth and very meticulous. School speech-language pathologists administer distinctive diagnostic tests to help recognize the particul ar area of complications a child encounters. The child may face problems with stuttering, fluency, swallowing, articulation of words, or many other serious cases.Once the impairment of a student is recognized, they write an individualized education plan (IEP). This is comprised of a set of simple goals and objectives for each of their students throughout the duration of the school year. They may work with the students individually, in a small group, or with an entire classroom to accomplish these goals (Plante & Beeson, 2008). Each school day has a fixed number of allotted time slots for a school SLP. It must be filled with activities mandated by the state, federal laws, or local education problems and procedures (â€Å"Executive summary: A,† 2003).If needed, they may work with other professionals to help treat children. Classroom teachers can aid in sharing with the speech-language pathologist what the child’s struggles with in the classroom. Audiologists and scho ol speech-language pathologists work side-by-side in many cases determining the problems and best treatment fort he child. Occupational therapists, physical therapists, child psychologists, and special education teachers also work together to evaluate a student. Joint evaluation of a child speeds up the process and allows for a diagnosis and treatment methods to be put in place sooner.It is also a benefit because all of these professionals have experience working with this particular population (Plante & Beeson, 2008). Caseloads, not to be confused with workloads, are typically defined as the number of students with IEPs that school SLPs serve directly and/or indirectly. However, in some school districts it might also include those students whom do not have identified disabilities but still receive assistance (â€Å"Executive summary: A,† 2003). By ASHA’s recommendation, the maximum caseload for a school SLP should be no more than 40 students.However, the results f rom the study completed by Katz, Maag, Fallon, Blenkarn, and Smith (2010) suggest that it is typical for a caseload to fluctuate between 45 and 59 students. Too many caseloads can put too much added pressure on a school SLP, causing them to become less satisfied with their job. Job satisfaction is characterized as an attitudinal variable estimating the degree to which employees are pleased by their jobs and the miscellaneous aspects of their jobs (Edgar & Rosa-Lugo, 2007). Speech-language pathologists exceeding 40 caseloads expressed significantly less satisfaction with their career choice.They felt pressured by lack of time in completing assessments compared to those with fewer caseloads (Katz, Maag, Fallon, Blenkarn & Smith, 2010). Most employees’ voice that having reliable coworkers, enough time to get work done, and a friendly supervisor all contribute to higher job satisfaction. This in turn correlates to their likelihood to remain in the profession (Katz et al, 2010). Those who have been in the profession for a greater number of years have a higher job satisfaction than those who are just starting out.Although, they are often unsatisfied with their opportunity for promotion or advancement in the field, fellow coworkers, pay and pay rises, and their primary supervisor (Edgar & Rosa-Lugo, 2007). Despite some downfalls, school speech-language pathology is a fast growing career. Numerous states across the United States have undergone a significant net gain in population. Immigration levels are on the rise in states such as New York, Florida, Minnesota, California, and Texas. Thus, increasing the number of speech-language pathologists needed in school districts (Edgar & Rosa-Lugo, 2007). There will be a larger demand for speech-language athologists that specialize with certain age groups, especially school-age children. Currently, there are approximately 54,120 speech-language pathologists working in private and public school systems. B y 2020, that number is expected to increase by more than 12,000 employed school speech-language pathologists (U. S. Bureau of Labor Statistics, 2012). There are countless benefits that are enticing more people into the field. Mothers (and sometimes fathers) of school-age children enjoy that their working hours are very similar to their children’s schedules. They can work full-time and still get their child off the school bus everyday.Majority of school SLPs (93%) only work 9-10 months out of the year, allowing them to have the summers off to spend with their families but still be paid on an annual basis (Brook, 2012). Generous benefit packages are usually offered, including health, dental, and vision insurance programs and maternity leave. Furthermore, the salary of a school speech-language pathologist also definitely has its advantages. Salary fluctuates depending on years of experience, geographic location, and type of school system. According to the results of a study done by Brook (2012), the median earning of a school speech-language pathologist was around $58,000.Those who work in the Northeast region have a higher median income those who work in alternative regions of the country, especially the South and Midwest. By working in a suburban or metropolitan area, school SLPs are likely to make about $10,000 more than those working in rural areas. Secondary and elementary school speech-language pathologists generally have a higher income than those who work with in preschools. Those with 28 years of experience or more made up to $25,000 more than those first starting out in the profession (Brook, 2012). A range fluctuating between 88% and 94% of school SLPs were paid on an annual basis. .