Essay writing for beginners

Wednesday, April 15, 2020

Malcolm Essays - Counterculture Of The 1960s, Community Organizing

Malcolm Hendrix And King Racism is a problem that the American people have grappled with since colonial times. The 1960's saw the rise of Martin Luther King, Jr and Malcolm X, who not only influenced the civil rights movement but attempted to solve the problem of racism in this country. On February 16, 1965, Malcolm X gave a speech called "Not Just An American Problem, but a World Problem". In his speech he provides a theory on the relationship between media and racism called "image making" which still has validity today. On first reading, Malcolm's tone is angry and his theory on "image making" sounds absurd. He states: They (racists) use the press to get public opinion on their side. . . this is a science called "image making". they hold you in check through this science of imagery. They even make you look down upon yourself, by giving you a bad image of yourself. Some of our own Black people who have eaten this image themselves and digested it -- until they themselves don't want to live in the Black community. Yet, current television programming seems to favor this idea. Local news programs continue to show "colored" communities as dangerous and gang-infested. They continually rely on the reports of these areas for the bulk of their news and overlook the positive images that residents of these areas try to create. For example, KNTV news continually reports on the thefts and shootings in East San Jose but does not make an effort to show how residents are dealing with these situations. The day a local East San Jose church helped sway the city council to put a streetlight on a very busy intersection, the news pre-empted the report with an accident on another East San Jose intersection. As a result, most people in these communities do not realize that they have power to change their area and have a great desire to move out of these areas. They have become prisoners who have bought into the image of East San Jose. Yet, local news programs are not the only ones to blame for "image making"; documentaries have played a part in the negative images of blacks. Malcolm X makes the claim that the negative image of communities in America are just a small part of the "image making" process. The documentary film has done the same for their African homeland. He states: They (the press) projected Africa in a negative image, a hateful image. They made us think that Africa was a land of jungles, a land of animals, a land of cannibals and savages. It was a hateful image. Current documentaries of Africa are still about their jungles and their tribes. Although they do not have a racist tone, the idea that African people are still uncivilized continues. The result is: Black people here in America who hated everything about us that was African. . . it was you who taught us to hate ourselves simply by shrewdly maneuvering us into hating the land of our forefathers and the people on that continent. These films do have an influence on today's society. From watching today's "black TV", the actors on these shows make fun of these images. Recently, Martin Lawrence made fun of one of his friends; calling him a "spear-thrower" on his hit TV show. The larger problem that Malcolm X did not discuss in his speech is the result of the "image making". The effectiveness of today's media on young minds is great. Only several years have passed since the introduction of a Black Barbie doll. The great action heroes are not colored but are white; only their sidekicks are colored, e.g., Lone Ranger and Tonto. Consequently, the serious Black actor is a precious commodity. It is the Black comedian who is more accepted in today's society because they are able to laugh about the negative black images. The white man, as Malcolm X might agree, would favor the comedian over the serious actor because white men do not want to be reminded about their "crime". The comedian often supports the negative black images that the media has created: large lips, large buttocks, the criminal and the slave. Eddie Murphy is famous for his Mister Robinson character on Saturday Night Live. Robinson is a spoof on Mister Rogers; however, Robinson is a criminal. The image of the black man as a thief continues. Television is not all to blame. The media has made many efforts to create a more positive image of Black America. There is a

Thursday, March 12, 2020

Essay on Attack and Turro Prison Block

Tuesday, February 25, 2020

How to start a new business venture Essay Example | Topics and Well Written Essays - 2250 words - 1

How to start a new business venture - Essay Example The entrepreneurs have to take multiple troubles for making their new business into a profitable venture. The success of a new venture mainly depends on the entrepreneursÃ¢â‚¬â„¢ skills and success of the new products. According to the Councils to AmericaÃ¢â‚¬â„¢s Small Business, Score, during 2008, Ã¢â‚¬Å"there wereÃ‚ 627,200 new businesses,Ã‚ 595,600 business closures and 43,546 bankruptciesÃ¢â‚¬ (Score, 2010). Therefore, the risks involvements in a new business are very high due its vulnerability in the new market. However, in order to combat with such issues, entrepreneurs must consider a number of tasks before starting a new venture. Effective planning for plausible set of market strategy is one of the most crucial tasks for an entrepreneurs and for this a comprehensive marketing analysis and research is mandatory task (Longenecker et al, 2005, p. 147). This paper will attempt to present marketing mix strategies for a new venture based on the situational analysis in respect of proposed business plans. 2. Background of Scenario This business report deals with the formulation of marketing mix strategy for a new venture of private medical clinic in Birmingham. The private medical clinics offer wide ranges of health care services by taking care of the out patients. As this business associated with the people heath services, it is very necessary to offer a high quality of services to its patient. Besides the high quality services, marketing strategies are very important to promote the brand name in the health care market of Birmingham. Birmingham is a popular city of West Midlands county in England. This primary objective of this paper is to offer a set of plausible marketing mix strategies to the new private clinic supposed to be started in the Birmingham city. In this process, the health care market of Birmingham city as well as the entire UK needs to be assessed for identification of the target market. 3. Situational Analysis 3.1. Marco-environmental Fac tors Any industry and its players are supposed to be influenced by the multiple macro-economic factors which are uncontrollable external forces. Assessment of macro-economic forces is very necessary to evaluate the viability of new business. In this regard, PEST models are very useful which analyse the political, economic, socio-cultural and technological impact on a certain business (Allen, 2008, p.114). These factors are analysed below in respect of the new venture for private medical clinic. 3.1.1. Political The stable political system of UK is a major strength for the growth of a business. The chief of the state is the Queen and head of the government is the Prime Minister and it is responsible for regulating the business and health care related issues. The department of Health, UK is the apex body in regulating the heath care sectors of UK who develops proper legal frameworks (Department of Health, 2011). Besides, the Birmingham City Council is also responsible to regulate the Birmingham cityÃ¢â‚¬â„¢s affair. 3.1.2. Economic Stable economic condition of UK is also major requirements of the success

Sunday, February 9, 2020

The Trauma of Divorce Research Paper Example | Topics and Well Written Essays - 1500 words

The Trauma of Divorce - Research Paper Example There are different events in life which can cause trauma. For example, death of close ones, accidents, loss of social status, separation etc., can cause trauma in human life. It has been found that Ã¢â‚¬Å"people who experience major threats to psychological integrity can suffer as much as those traumatized by physical injury or life threatÃ¢â‚¬ (Briere & Scott, 2006, p. 4). One of the most traumatic experiences in life is divorce. Divorce causes pain not only to the individuals getting divorce, but also to people who are related to them. This multiplies the pain and makes it one of the most traumatic experiences in life. During recent decades, divorce has become more common in North America (Matlin, 2008, p. 266). It has been found that even in modern age of today, experience of divorce is still traumatic (Matlin, 2008, p. 266). Hence, if the experience of trauma is to be reduced in individuals undergoing divorce, then people related to them should make it their responsibility to provide them with complete emotional and psychological support so as to help them cope better with the trauma and come out stronger and healthier from it. Divorce has various psychological effects on a person. According to Baca Zinn and Eitzen (2002), apart from separation from spouse, as divorce brings different kinds of transitions and separations, it is especially painful for a person (Matlin, 2008, p. 267). According to Etaugh and Hochn (1995), as people have a tendency to judge a woman who is divorced with negative attitude, it causes immense distress and stress to her (Matlin, 2008, p. 267). Moreover, as women are more likely to get separated from friends and relatives previously shared by the couple, and from the home and children with whom they are emotionally attached, there are more chances of them feeling hurt, lonely and helpless inside (Matlin, 2008, p. 267). Divorce brings dramatic

Thursday, January 30, 2020

Gatorade Sport Drinks Essay Example for Free

Gatorade Sport Drinks Essay Gatorade is a brand of flavored non-carbonated sports drinks manufactured by PepsiCo and distributed in over 80 countries. [1] It was first developed in 1965 by researchers at the University of Florida, as a means of replenishing the fluid, carbohydrates and electrolytes that are divested from the body during physical exertion. Its name was derived from the schoolÃ¢â‚¬â„¢s football team, the Gators. Originally produced and marketed by Stokley-Van Camp, the Gatorade sports drink brand was purchased by the Quaker Oats Company in 1983, which was acquired by PepsiCo in 2001. As of 2009, Gatorade is PepsiCoÃ¢â‚¬â„¢s 4th-largest brand, on the basis of worldwide annual retail sales. It primarily competes with Powerade and Vitaminwater worldwide, as well as Lucozade Sport in the United Kingdom. Within the U. S. , Gatorade accounts for approximately 75 percent market share in the sports drink category. [2] PepsiCo Inc. (NYSE:PEP) is a global manufacturer, distributor, and marketer of food and beverages, owning many well-known brands including Pepsi, Frito-Lay, Tropicana, Gatorade, and Quaker Oats. [1] PepsiCo operates in over 200 countries, with its largest markets in North America and the United Kingdom. [2] In 2009, the companys revenues were $43. 23 billion with net income of $5. 95 billion. [3] Unlike its major competitor, the Coca-Cola Company (KO), the majority of PepsiCos revenues do not come from carbonated soft drinks. [4] In fact, beverages account for less than 50% of total revenue. [4] Additionally, over 60% of PepsiCos beverage sales come from its key noncarbonated brands like Gatorade and Tropicana. [5] PepsiCos diverse portfolio can mitigate the impact of poor conditions in any one of its markets. Strong demand growth in international markets the company serves 86% of the worlds population and international sales account for 48% of revenue is helping to offset a sluggish domestic market and provided the company with opportunities for continued expansion. [6] [7] PepsiCo is highly exposed to raw materials costs. Prices for the most important input materials, aluminum, PET plastic, corn, sugar, and juice concentrates fluctuate widely. For example, aluminum prices have fallen nearly 60% from their 2008 highs of $1. 50/pound to less than $0. 90/pound. [8]. PepsiCo has benefitted from lower input prices after the collapse of the commodities super spike of 2008. Contents 1 Company Overview 1. 1 Quarterly Earnings 1. 2 Bottlers 1. 3 Operating Segments 2 Trends Forces 2. 1 PepsiCo Must Survive a US Slowdown While Capturing International Growth 2. 2 Commodity Costs are Pressuring Margins 2. 2. 1 Pepsi Must Face a Declining Demand for Carbonated Soft Drinks 2. 2. 2 The Dollar Affects International Performance 3 Competition 3. 1 Beverages 3. 2 Snacks and Convenient Foods 3. 3 Coke vs. Pepsi 3. 3. 1 Global Footprint 3. 3. 2 Diversified Product Offering 4 References On April 20, 2009, PepsiCo made an offer to acquire its two largest bottlers, Pepsi Bottling Group (PBG) and Whitman (PAS), for $6 billion in a combined cash and stock deal. The deal was turned down, forcing PepsiCo to make a sweetened $7. 8 billion offer on August 4, 2009. PepsiCo hopes to streamline manufacturing and distribution through the acquisitions, allowing it to bring new products to market more quickly and efficiently. The company expects to gain full control of 80% of its North American market and increase pre-tax profit by $300 million, increasing eps by $. 15. [9] The deal adds $4 billion in debt to PepsiCos balance sheet. According to PepsiCo CEO Indra Nooyi, the acquisition is necessary to consolidate profit as there is not enough total profit in the North American beverage industry to support investments in several different companies. [10] The acquisition closed on March 1, 2010. [11] With the purchase of Pepsi Bottling Group (PBG) and Whitman (PAS) in 2010, company executives have said that it will lead to increased joint marketing that will bundle the companys snack and beverage offerings together. [12]. In December 2010, PepsiCo announced the purchase of 66% of Wimm-Bill-Dann Foods, a Russian food and beverage company, for $3. 8 billion. After completing this acquisition, the company is planning to buy the remaining 34%. [13] Wimm-Bill-Dan is the leading producer of dairy products in Russia and they also have a large market share for juice; the purchase significantly expands Pepsis presence in Eastern Europe and Central Asia. The addition of Wimm-Bill-Dann moves Pepsi closer to their goal of creating a global nutrition business worth $20 billion by 2020. [14] The acquisition comes three months after the Coca-Cola Companys purchase of Nidan Juices, a leading Russian juice manufacturer. [15] Company Overview PEP Revenues by Segment[16] PepsiCo is the largest snack and non-alcoholic drink producer in the United States, with 39% and 25% of the respective market shares. [16] Although the carbonated soft drink market in the US has gradually declined since the mid-2000s, PepsiCo has been able to grow revenues and net income through product diversification and international expansion. In 2008, the company posted revenues of $43. 3 billion, a 9. 6% increase from 2007; net income fell by 9% to $5. 1 billion. [17] The increase in revenues was primarily driven by higher sales volumes in the key European and Asian markets as well as company wide price increases. [18] The fall in net income was attributable to two reasons. First, PepsiCo recognized a $346 million mark-to-market loss on derivatives used to hedge its commodity exposure. [19] Next, the company incurred restructuring costs of $543 million in relation to its Productivity for Growth program. [20] PepsiCo expects to record another $30-60 million charge in 2009 to complete the program, which will close six plants in an effort to streamline PepsiCos global supply chain. [20] Quarterly Earnings Q1 2009 In the first quarter of 2009, PepsiCo posted revenues of $8. 263 billion, a 1% decrease from Q1 2008 figures; net income fell less than 1% to $1. 135 billion. [21] Although net pricing across PepsiCos product line increased by 7% during the quarter, the company was negatively impacted by a 7% foreign exchange loss due to the strengthening US dollar, as well as a 2% net decrease in sales volume. [22] Q2 2009 In the second quarter of 2009, PepsiCo posted revenues of $10. 592 billion, a 3% decrease from Q2 2008 figures; net income fell less than 1% to $1. 66 billion. [23] PepsiCos volumes remained roughly constant between the quarters, with snack gaining 1% and beverages losing 1%. The decrease in net revenues was due to a weakening of the companys US beverage operations, which decreased by 9%, in addition to the strengthening dollar, which adversely affected revenues by 8. 5%. Ignoring these changes, revenues would have grown by 5. 5%, driven by gains in the the Latin America Foods and Asia/Middle East/Africa divisions. Net income remained roughly constant as input costs fell in line with net revenues. Ignoring currency fluctuations, Earnings Per Share (EPS) would have grown by 8%. [23] Q3 2009 In the third quarter of 2009, PepsiCo had revenues of $11. 08 billion, a 1. 5% decrease from Q3 2008; net income increased 12% to $2. 23 billion. [24] The increasing value of the US Dollar negatively affected net income by 7% and the company had $9 million in costs associated with its merger with PBG and PAS, its two largest bottlers. [25] Worldwide, beverage volume increased 0. 5% while snack volume increased 2%. Frito-Lay North America, the largest division of PepsiCo, grew net revenue by 5% and increased volume by 3%. [26] Through the first three quarters of 2009, Frito-Lay was the fastest growing consumer goods company in North America. [27] The second largest division, PepsiCo Americas Beverages, saw net revenues decline by 9% and total volume decline of 6%. [28] Both Gatorade and Aquafina had double-digit volume declines; discussing Gatorade, executives attribute the decline to casual consumers budget worries and insist that the core consumer, athletes, are still buying the brand. [29] In Latin America and Europe, net revenue declined 10% and 2% respectively, driven primarily by foreign currency weakness compared to the US Dollar. [30] Q4 2009 In the fourth quarter of 2009, PepsiCo had revenues of $13. 3 billion, a 4. 7% increase from Q4 2008; net income increased 99% to $1. 43 billion. [31] Operating income for the quarter was $2 billion. [32] Pepsi American Foods net revenues increased 4%, with a 5% revenues decrease for Quaker Foods being offset by 2% revenue growth for Frito-Lay and 10% revenue growth for Latin American Foods. Pepsi American Beverages net revenues decreased 2% as a result of a 5% decrease in volume. Pepsi Internationals net revenues increased 5%, supported by 4% revenue growth in Europe and 7% growth in AMEA. Volumes for AMEA increased 13% in the quarter while volumes for Europe decreased 3%. [33] AMEAs strong quarter was based on a 13% increase in snack sales and 5% increase in beverage volumes, with 21% growth in beverage volume in India. [34] However, Chinas beverage volume decreased, which implies a market share loss to Coca-Cola Company (KO), whose China volumes grew 29% during the same period. [35] Q1 2010 In the first quarter of 2010, PepsiCo had revenues of $9. 4 billion, a 13. 4% increase from Q1 2009; net income increased 26% to $1. 4 billion. Operating income for the quarter decreased 47% to $840 million. [36] On February 26, PepsiCo completed the acquisition of its two largest bottlers for approximately $12. 6 billion; charges related to the merger in this quarter were approximately $282 million . [37] Worldwide snack volume for the quarter increased 1% while beverages volume dropped 0. 5%. Frito-Lays operating profit increased 10%, primarily as a result of increased sales of variety product packs and the decreased cost of cooking oil. [38] Quaker Foods revenue decreased 1% because of declines in ready-to-eat cereals and oatmeal, which were partially offset by substantial growth in the Roni brand; operating profit declined by 12% mainly as a result of insurance recoveries related to last years flood at Cedar Rapids. [39] In Latin America, favorable net pricing and a 1% increase in volume resulted in a 13% increase in revenues; however unfavorable currency exchange rates in Venezuela (19% decrease) accounted for a 12% decline in operating profit. [40] In Europe, favorable currency exchange rates offset 4% declines in snack and beverage volumes, for net revenues increase of 5% and operating income increase of 16%. [41] Double-digit growth in snacks and beverages volumes for India and China drove net revenues up 23% and operating income up 17% for the Asia, Middle East, and Africa segment. [42] The companys Americas Beverages segment saw volumes slip 4% (despite a 2% gain from a recent distribution agreement with Dr Pepper Snapple Group (DPS)) with a double-digit decline in Aquafina volume. However, net revenues increased 32% while operating income decreased 83% as a result of the completed merger with PepsiCos two largest bottlers. [43] The merger makes comparisons to previous quarters very challenging, however the Americas Beverages segment is in the process of de-emphasizing less-profitable products in favor of higher end offerings, such as Gatorade, which saw nearly 10% volume gains in the quarter. [44] Q2 2010 In the second quarter of 2010, PepsiCo had revenues of $14. 8 billion, up 40% from Q2 2009; net income decreased 3. 4% to $1. 6 billion. Operating income increased 12. 3% to $2. 46 billion. [45] The primary reason for the discrepancy in revenues and net income was the ongoing costs associated with the companys purchase of its primary bottlers. In Q2 2010 charges related to the restructuring decreased income by $155 million. [46] Worldwide volume increased 7% with an 11% increase in beverages and 1% increase in snacks. Frito-Lay pound volume fell 3% but net income increased 2%. The segment also benefited from lower commodity costs, in particular lower prices for cooking oil. Quaker Foods North Americas revenue fell by 4% with a 2% decline in volume that was primarily attributable to a decrease in cereal volume. [47] Latin America Foods net revenue increased 12% with a 2% increase in volume. However, operating profit fell by 5% after an unfavorable court settlement decreased profits by 5% and unfavorable currency exchange rates added another 5% to the decrease. The companys Americas Beverages increased revenues by 112% as a result of the merger with its major bottlers; volume for the quarter increased 13% with 8% coming from the acquisition of bottling operations in Mexico and 6% from PepsiCos contract with Dr. Pepper Snapple Group. [48] In Europe, net revenues increased 47% with snack volumes growing at 2% and beverage volume growing at 10%. Sales improved in most of Western Europe and Russia but declined slightly in Eastern European countries such as Romania and Ukraine (with the one exception of double-digit beverage growth in Turkey). [49] In Asia, Middle East, and Africa, where the company has recently invested significant funds in increasing manufacturing capabilities, net revenue grew 22%. Snack volume grew 16% and beverage volumes increased by 8%. India saw double-digit growth in both categories, while snack volume in the Middle East and China grew more than 10%. [50] Q3 2010 In the third quarter of 2010, PepsiCo had revenues of $15. 5 billion, up nearly 40% from Q3 2009; net income increased more than 11% to $1. 9 billion. Operating income increased by 25% to $2. 8 billion. [51] The companys volume and revenues increased worldwide for both food (+2. 5%) and beverages (+11%). Quaker Foods was the companys only division that failed to grow its operating income from 2009 with the largest gains posted by North American beverages, Europe, and Latin America Foods. [52] PepsiCo Americas Beverages operating profit grew nearly 80% for the quarter with the majority of this growth related to the companys purchase of its main bottlers in Q1 2010. However, volume grew by 13% during the quarter reflecting 8% growth in Mexico (operations in Mexico were included in the bottling merger), 6% volume growth due to the companys new contract with Dr Pepper Snapple Group (DPS), and a 4% decline in carbonated beverages in North America that was more than offset by a 5% increase in non-carbonated beverages. The success of the latter was due primarily to a double-digit increase in volume for Gatorade; water sales continued to fall during the quarter. [53] In Europe, volume growth related to the bottling merger accounted for a 7% increase, while double-digit growth in Russia, the UK, and Turkey pushed volume up 17% in total. Snack volume for the quarter grew by 3%, again supported by Russia, the UK, Turkey, and France. Both beverages and snack volume fell by more than 10% in Romania during the quarter. [54] Latin America Foods operating profit grew by 22% as a result of a double-digit volume increase in Brazil and nearly 10% increase in volume for the Sabritas brand in Mexico. [55] Operating profit for Quaker Foods decreased by more than 5% as a result of a 1% decline in volume, especially for Roni and Oatmeal brands. For Frito-Lay North America, pound volume declined 2% as a result of overlap with the companys 20% More Free promotion; sales of Sun Chips fell by more than 10% forced the company to abandon its compostable, albeit noisy, packaging. [56] In the Asia, Middle East, and Africa segment snack volume grew by 16% and beverage volume grew by 4%. Snack volumes grew significantly in the Middle East, China, India, and Australia while only China exhibited strong single-digit beverage growth. [57] Bottlers *Note Pepsis acquisition of Pepsi Bottling Group (PBG) and PepsiAmericas (PAS) was completed on March 1, 2010 PepsiCos beverage division manufactures concentrated syrup forms for all of Pepsis beverage brands. PEP sells these concentrates to bottlers for production, packaging, and distribution of the final products. PepsiCo grants bottlers the use of Pepsi trademarks and other brand rights within certain geographic regions. In August 2009, Pepsi made a $7 billion offer to acquire Pepsi Bottling Group (PBG) and PepsiAmericas (PAS). As the US carbonated beverage market shrinks from 60% of all nonalcoholic beverages in 1999 to 35% in 2009 PepsiCo hopes to consolidate the earnings of the three companies for shareholders. [9] Additionally, PepsiCo believes the acquisitions will streamline company-wide distribution through economies of scales. Three companies distribute 60% of PepsiCos North American beverage volume:[58] The Pepsi Bottling Group (PBG) is the largest of PepsiCos bottlers. PepsiCo has a 33% stake in Pepsi Bottling Group (PBG), and claims its share of income under the equity method of accounting. [59] PepsiAmericas (PAS) is the second-largest bottler in the Pepsi system. PepsiCo has a 43% stake in PepsiAmericas (PAS), and claims its share of income under the equity method of accounting. [60] Pepsi Bottling Ventures is the third-largest domestic bottling company within the Pepsi system. The company was formed in 1999 when five of PepsiÃ¢â‚¬â„¢s bottling companies consolidated to form PBV. Operating Segments PepsiCo operates in six divisions: Frito-Lay North America (29% of Revenue, 43% of Operating Income)[61] manufactures, markets and sells branded snacks. Popular products include Lays Potato Chips, Doritos Tortilla Chips, Cheetos, Rold Gold Pretzels, and SunChips. [1] Following the companys purchase of Pepsi Bottling Group (PBG) and Whitman (PAS), company executives have said that it will lead to increased joint marketing, bundling the companys snack and beverage offerings. [62] Quaker Foods North America (4% of Revenue, 8% of Operating Income)[61] manufactures, markets and sells cereals, rice, pasta and other branded products. Popular products include Quaker Oatmeal, Aunt Jemima mixes and syrups, Cap n Crunch cereal, Rice-A-Roni, and Life cereal. [1] Latin America Foods (14% of Revenue, 13% of Operating Income)[61] manufactures, markets and sells a number of leading salty and sweet snack brands. Popular products include Gamesa, Doritos, Cheetos, and Ruffles. [4] PepsiCo Americas Beverages (25% of Revenue, 29% of Operating Income)[61] manufactures, markets and sells beverage concentrates, fountain syrups and finished goods, under various beverage brands. Popular products include Pepsi, Mountain Dew, Gatorade, Tropicana, and Izze. [4] United Kingdom Europe (15% of Revenue, 10% of Operating Income)[61] manufactures, markets and sells a number of leading salty and sweet snack brands. Popular products include Lays, Walkers, Doritos, and Cheetos. [4] Middle East, Africa, and Asia (13% of Revenue, 8% of Operating Income)[61] manufactures, markets and sells a number of leading salty and sweet snack brands. Popular products include Lays, Smiths, Doritos, and Cheetos. [63] Trends Forces PepsiCo Must Survive a US Slowdown While Capturing International Growth Soaring food and energy prices[64], the housing slump[65] and a weakening job market[66] are putting the breaks on consumer spending in North America, even in the typically recession proof drinks and snacks market. Emerging markets such as China, India, Eastern Europe and Latin America present strong growth opportunities for Pepsico. In December 2010, Pepsi announced their purchase of Wimm-Bill-Dann Foods, a Russian food and beverage company, for $5. 4 billion[67]; the purchase followed Coca-Colas purchase of a Russian juice company for $300 million in summer 2010. [68] Wimm-Bill-Dan is the leading producer of dairy products in Russia and they also have a large market share for juice; the purchase significantly expands Pepsis presence in Eastern Europe and Central Asia. The company had sales of $2. 6 billion in 2010 and serves approximately 280 million customers in Eurasia. [69] In addition to making international acquisitions, PepsiCo is investing significant resources in expanding their manufacturing capabilities in developing markets. The company has pledged to invest $3. 5 billion in China through 2013, mainly through the construction of 10 to 12 new manufacturing facilities (in addition to the 27 it currently operates). In China, Pepsi is also pursuing a strategy of buying back stakes in its Chinese operations from local partners. These acquisitions will give the company greater control over its operations while increasing profits. Unlike the saturated North American market, Chinas carbonated drink market is growing at almost 20% annually. [70] In late August 2010, PepsiCo announced its plan to invest $250 million in new manufacturing plants in Vietnam further expanding its footprint in the region. In the past two years, the company invested in two other manufacturing plants in Vietnam, and it currently operates five plants in the country. [71] In Latin America, the company has pledged $3 million over the next three years to create an agriculture research center in Peru, which will focus on the discovery of new potato and other vegetable varieties. [72] Pepsis expects their global nutrition business will be worth $20 billion by 2020. [73] Commodity Costs are Pressuring Margins 2007-2009 PET resin prices, ? /pound [74] PepsiCos profitability can be affected directly and indirectly by the costs of various production inputs. PEP is responsible for purchasing the raw materials used to make its products in all its markets and also acts as an agent for the purchase of its bottlers raw materials. Some of the raw materials used by PEP include grains such as corn, wheat flour, oats and rice; fruit and vegetable products like oranges, potatoes, and juice concentrates; sugar; and vegetable and essential oils. For example, aluminum prices have fallen more than 60% from their 2008 highs of $1. 50/pound to less than $0. 65/pound. [8] Changes in the prices of such raw materials could impact total production costs and the companyÃ¢â‚¬â„¢s profit margins. Changes in bottlers production input costs can also indirectly impact PEPs profits. If a bottlers raw materials become more expensive, it might pass on the increase to customers, which could lead to a loss of market share as customers switch to more affordable alternatives. The primary raw materials used by bottlers are high fructose corn syrup, which is used as a sweetener, aluminum, used to make cans, and PET Resin, used for plastic bottles. In an effort to insulate itself from market forces, PepsiCo has invested $29. 3 million in five farms in China, making it one of the countrys largest agricultural companies. [75] The farms primarily produce potatoes for the companys potato chip brands and by 2005, the company was the largest private potato grower in the country. [76] In her 2008 visit to China, CEO Indra Nooyi said that the company is planning to invest $1 billion in China by 2012. [77] In addition to its farms in China, Pepsi has 12,000 contract farmers in India growing potatoes on 16,000 acres of land. In addition to potatoes, the company is hoping to expand its contract farming initiative to include oats in the near future. [78] Pepsi Must Face a Declining Demand for Carbonated Soft Drinks Consumer demand for CSD has been negatively affected by concerns about health and wellness. Since 1999, carbonated soft drinks have dropped from 60% to 35% of total US beverage volume. [9] Rising health and wellness concerns can be attributed to increasing concern for obesity as well as education campaigns on the part of the FDA as well as non-profit groups. Public campaigns to ban sales of soft drinks and fatty snacks in schools have also negatively impacted demand for sugary sodas. These factors have driven a shift in consumption away from CSD to healthier alternatives, such as tea, juices, and water. Even within the CSD segment, consumers have been moving away from the sugared drinks, opting instead for diet beverages, which do not generally contain any sugar or calories. In response to this shift in consumer demand, PEP has increased its development of both diet CSD and non-CSD beverages. With its popular Tropicana and Gatorade brands, PepsiCo is much better situated than Coca-Cola Company (KO) to react to these changing trends. Facing lower Gatorade sales in 2010, Pepsi developed a social marketing department to track the brands performance and online reputation. By tracking user discussions online and Gatorade groups on Facebook, the company has been able to quickly respond to consumer demands. The results of Pepsis new marketing initiative is inconclusive because the brand rose 2. 4% during the first half of 2010 but this is compared with low sales in 2009. [79] The Dollar Affects International Performance Changes in the strength of the dollar compared to foreign currency could impact the company by decreasing both costs and revenue in dollars. As the strength of the dollar increases, all sales made in foreign currency end up being worth less because the amount of US dollars the company gets per sale decreases. On the other hand the cost of foreign inputs (food and other commodities that go into PepsiCo products) sold in foreign currencies would decrease with the strengthening dollar. Since over half of PepsiCos sales are in international markets, the increasing value of the dollar could be a significant factor driving revenues down overseas. Specifically the company primarily deals with the British Pound, Euro, Australian dollar, and Canadian dollar. Between July and December 2008, the dollar regained nearly all its 2007 losses against foreign currencies, and has continued this trend through 2009. [23] Competition 2008 U. S. non-alcoholic beverage market by volume[80] Beverages In the domestic beverage market, the Coca-Cola Company (KO) is PepsiCos main competitor. In 2008, Coca-Cola had a 23% share of the U. S. non-alcoholic beverage volume, while PEP held a 25% share. Coca-Cola Company (KO) has a higher worldwide share of carbonated soda beverages, but PepsiCo has a more diverse product line and leads the industry in non-carbonated soft drink innovations. [81] PepsiCos revenues are also substantially higher than Coca-Colas, due to PepsiCos snack and convenient foods business, a market in which KO does not participate. PepsiCos presence in the snack and convenient food industries, as well as its industry-leading innovations in the non-carbonated soft drink segment, gives it a somewhat more balanced portfolio than Coca-Cola and provides the company with some protection against further declining demand for CSD. Pepsi also pays the Dr Pepper Snapple Group (DPS) for the rights to sell its products, along with Coca-Cola Company (KO). In December 2009, Pepsi agreed to pay Dr Pepper Snapple Group (DPS) $900 million for the continued rights to sell Dr. Pepper products following the companys acquisition of its North American bottlers. [82] This deal was similar to a contract signed by Coke and Dr. Pepper in June 2010, worth $$715 million, that gave Coke similar distribution rights following their acquisition of Coca-Cola Enterprises (CCE). [83] Snacks and Convenient Foods 2008 U. S. Snack Market by volume[80] PepsiCos Frito-Lay and Quaker brands compete in various parts of the larger food industry. Its snack foods manufactured by the Frito-Lay segment hold a commanding share of the U. S. market, accounting for around 39% of domestic snack food sales in 2006. PepsiCos main competitor in the food market overall is Kraft Foods (KFT). Krafts products include snacks, cheese, diary, and cereal products, which puts it in competition both with Frito-Lay and Quaker products. Much like the Coca-Cola Company (KO), Kraft does not participate in both the food and soft drink markets, giving PEP the advantage of having a more diverse offering of products. Coke vs. Pepsi For decades now, Coke and Pepsi have battled for our hearts and minds but what about our capital? Which company will add the best flavor to your investment portfolio? Although both companies share powerful brand names and global franchises, there are two important distinctions between Pepsico and Coca-Cola that any investor should consider before choosing between these comestible titans: Global Footprint When it comes to international presence, Coca-Cola easily trumps Pepsico. In 2009, Coca-Cola generated 74% of its revenue overseas compared to 48% revenue for Pepsico. [84][85] Coca-Colas impressive global footprint puts it in a better position to benefit from strong growth across the globe, particularly in the developing world. Furthermore, because Coke generates so much of its revenue abroad, it stands to benefit greatly from the continuing weakening of the dollar as sales denominated in foreign currencies are suddenly worth more dollars back home. At the same time, Pepsicos heavy dependence on North America makes it much more susceptible to a slowing US economy. Diversified Product Offering. Another important distinction between the two companies is their product offering. While KO is essentially a one-product company that focuses on beverages, Pepsico has a much broader product base that includes beverages, foods and snacks. Coca-Colas heavy dependence on beverages, particularly carbonated beverages, makes it more susceptible than Pepsico to a growing aversion to soda which is perceived as fattening and unhealthy. On the other hand, Pepsicos extensive portfolio of beverages, foods and snacks puts it in a better position from the trend to healthier eating.

Wednesday, January 22, 2020

Contrasting Shakespeares Richard with the Historical Figure Essay exam

There are two Richards: the Machiavellian monster created by Shakespeare and the historical figure who many historians claim is a much-maligned innocent man. So is Richard the sinner or the one sinned against? How can we decide? Is a decision even possible? In Shakespeare's play Richard III, Richard describes himself as a deformed malcontent in the opening soliloquy. (Shakespeare often uses physical deformity to mirror an evil mind.) I, that am curtail'd of this fair proportion, Cheated of feature by dissembling nature, Deformed, unfinish'd, sent before my time Into this breathing world, scarce half made up, ... And therefore, since I cannot prove a lover, To entertain these fair well-spoken days, I am determined to prove a villain And hate the idle pleasures of these days. (1.1.18-31) Many historians, on the other hand, have a different view of the man. For instance, in the 1956 biography Richard the Third, Paul Murray Kendall describes Richard based on contemporary writings and two well-known portraits of the King. Most contemporary descriptions bear out the evidence of these portraits that Richard had no noticeable bodily deformity, and establish him as a thin, frail man of a little less than normal height. (537) The most heinous crime that the Tudors (the kings who succeeded Richard to the throne) accused Richard of committing was the murder of his nephews-Edward V and Richard, Duke of York-the sons of his brother, the former king, Edward IV. How seriously should we take this accusation? What evidence supports it? Kendall writes, "If we take 'evidence' to mean testimony that would secure a verdict in a court of law, there is no evidence that he [Rich... ...ing skills that will lead to success both in school and in life. Works Cited Fields, Bertram. Royal Blood: Richard III and the Mystery of the Princes. New York: ReganBooks, 1998. Kendall, Paul Murray. Richard the Third. New York: Norton, 1983. - - - . Richard III: The Great Debate. New York: Norton, 1992. Looking for Richard. Dir. Al Pacino. Perf. Al Pacino, Alec Baldwin, Aidan Quinn, Winona Ryder, and Kevin Spacey. Videocassette. Fox, 1996. The Missing Princes of England. Dir. Melissa Jo Peltier. Narr. David Ackroyd. Videocassette. New Video Group, 1998. Shakespeare, William. Richard III. Ed. Barbara A. Mowat and Paul Werstine. New York: Washington Square Press, 1996. Tey, Josephine. The Daughter of Time. New York: Scribner, 1988. Weir, Alison. The Princes in the Tower. New York: Ballantine Books, 1995.

Monday, January 13, 2020

Organizational Management and Operations Paper

ORGANIZATIONAL MANAGEMENT AND OPERATIONS PAPER Juan Malfavon CJA/484 v2 July 13, 2012 Gregory Baugh * Criminal Justice Trends Paper * The Policing component is only one part of the criminal justice system (triad of justice) that includes Policing, Courts, and Corrections, and it is the primary tier that generates criminal arrests, prosecutions, restraints, criminal activity, and protects the peace. * This paper will review the policing function of the criminal justice system and will identify, compare, and contrast the policing function at the local, state, and federal organizational levels of the criminal justice system.An analysis of the organizational, management, administration, and operational functions at these three organizational levels will be assessed for similarity of leadership and differences. * According to Ã¢â‚¬Å"Police CrunchÃ¢â‚¬ (2012), Ã¢â‚¬Å"To be an effective police/law enforcement officer, one must understand where we (law enforcement) has been, where society believes we are and what the heck is going to happen in the futureÃ¢â‚¬ (Para. 1). For society to continue a policing effectiveness, one must also understand the leadership aspects associated with managing personnel, and equipment at all levels of law enforcement.Keeping the peace; be it local or national requires tremendous resources, and an acutely instinctive leadership base. * Police Function Comparison Defining law enforcement capability also requires identifying agencies that work in the same capacity of law enforcement; that is, protecting the pace, enforcing laws, and combating crime. In the article Trends and Practices in Law Enforcement and Private Security by the Law Enforcement-Private Security Consortium (2009).The Consortium defines law enforcement as the following agencies; Public law enforcement agencies, including local, state, and tribal police departments; sheriffsÃ¢â‚¬â„¢ departments, and federal agencies, such as the Federal Bureau of Investigation (FBI), the Bureau of Alcohol, Tobacco, Firearms and Explosives, the U. S. Secret Service, the Drug Enforcement Administration, and many others. The purpose of identifying these agencies is to support the readerÃ¢â‚¬â„¢s perspective of what law enforcement agencies are; be they local, state or federal.Policing at any level of civil capacity requires an arduous amount of time, resources, and most important; dependable personnel, and quality leadership. Technology and all its capabilities not only, but also help the law enforcement community to track and prevent possible crimes, and with the implementation of the county, state, and federal policing system, have arisen many positive attributes, one in particular is that policing agencies should model the same common goal.The prevention of crime and protection of life, to uphold and enforce the law, to combat public fear of crime, to promote community safety, to control traffic, to encourage respect for the law, and to protect the civil rights, and liberties of individuals (Heath & Terry, 2008). However; Costs associated with policing communities, educating police officers and keeping in line with the policing functions as depicted by Sir Robert Peel, are skyrocketing in the face of ever increasing criminal activity.To add to the decreasing structure of law enforcement, the lack of uniformity of leadership within these legal communities is a remarkable forfeiture in manpower development, and leadership continuity, which only serves to strengthen the criminal community. There are many varieties of police department operational functions that include: diversity in the hiring of the police officers as well as the type of training received.Many police agencies develop their own forum for training their officers in accordance with local policies. Unfortunately; not all police departments maneuver the same, and in most cases do not even operate under the same principles of policing or leadership development, thus the locale, state, and federal policing agencies have some policing similarity, but operate under completely diverse training, and operational standards, which account for operational mistakes, and unnecessary costs.One theory in relation to how some agencies are controlled is called the organizational theory, this theory argues that; a police officersÃ¢â‚¬â„¢ conduct and deportment is shaped by his or her fellow officers and the culture of policing in that area. This can be true for all levels of law enforcement, and leadership at any regional setting. Some of these models are very rigid, and orderly, such as the quasi-military style model, where the organization functions much like a ilitary unit, such as the swat teams do, where battle dress uniforms are worn and military style tactics are employed for all training, this style of policing is more widely accepted at the local and state level of policing. During the authors tenure as a United States Marine, and acting in the capacity of a Military P olice Officer; training is based on military structure and much ridged, even when handling civilian personnel on or off base, the training was directive and demanded absolute aggressiveness, be it verbal or physical.There are also other less rigid programs of leadership such as the dominant style of policing model, the task force policing model, and the zero tolerance policing models (Walker & Katz). These models gravitate to a more civil capacity in handling personnel and civil issues and are more widely used by small town police forces or federal agencies. Just as people are different; so too are supervisory roles, mission statements and leaderships. Every policing organization has its common goals to adhere to such as, crime prevention, traffic, crime control, safety, and education, to name a few examples.The values and principles of policing are largely dictated by the areaÃ¢â‚¬â„¢s leading director, and the types of crimes that are associated with the local precinct. This uncan ny process of regional legal factors should serve to re-enforce, or to strengthen possible gaps in policing agencies, their logistics, training, and personnel issues through information sharing and innovative leadership, which is more commonly used and practiced nationwide. Organizational Similarities * With the aid of technology, and new law enforcement relationshipÃ¢â‚¬â„¢s established throughout the continental United States.Policing programs such as, the Federal Bureau of Investigations (FBI) and several other American agencies have established joint partnering programs with local law enforcement agencies (Fact Sheet: The USA Patriot Act Ã¢â‚¬â€œ A Proven Homeland Security Tool,Ã‚ 2005). * This new form of joint policing has been made possible in large part because of the 911 terror attacks, and the signing of the USA Patriot act, authorizing law enforcement agencies to share information across state lines.This policing program structure has brought a significant punch to the w orld of policing at the national and international crime fighting arenas. * Although the law enforcement community has had a financial boon with the passage of the USA Patriot act, budgetary and management issues continue to have an impact on the policing community at all levels of legal enforcements, and the other tiers of the criminal justice system are also feeling the manpower, and financial pinch. It is for this reason that training programs like that of the Law Enforcement-Private Security Consortium. (2009), have established literature to support the uniformity training standards from which all law enforcement agencies can retrieve training guides, ideas, support, and assistance in improving the programs in their community and in their fight to combat crime, and secure the peace within their region or policing level, be it local, state, or federal.This program handbook is available to every policing agency and is published by the department of justice to ensure a uniformity s tructure among all policing agencies. Although there is a distinct difference between the uniforms that local, state, and federal agencies wear, there is little distinction in the mission of each agency, which is to maintain civil compliance with local, state and federal laws and to ensure the safety of its citizenry, but the underlying fact is that all agencies operate differently in leadership and with different goals. Leadership Characteristics * The federal level of law enforcement, which for the most part operates on the same level as the lower level agencies is tasked with bringing higher levels of criminals to justice such as, interstate drug traffickers, human trafficking as well as serial killers, and internationally wanted criminals. This type of program requires more funding, intelligence gathering, better equipment, and resources as well as leadership, intellect, discipline, and experience.An officer at this level should be thoroughly equipped and supported by all other agencies within the judicial system. * The state and local level leadership programs should focus on internal issues and implement programs to support the federal level agencies and to learn from the programs, and leadership characteristics that enable national and international enforcement agencies to handle such varied criminal traffic. * Close The future of law enforcement at the local, state, and federal level will have to convert to a more strategic in environment for law enforcement organizations because of the overwhelming amount of cybercrimes, human smuggling, drug trade and increased egregious crimes against humanity that are emerging within the United States and other countries. Information sharing will becomes easier and strategic in combating all crimes for law enforcement agencies, and will be the spear head to eradicating potential crimes at local, state and federal agencies. As law enforcement organizations at the local, state and federal level learn to compare, adju st, and recalibrate leadership responsibility, connect with information sharing programs and learn to work in unison to facilitate a uniformity style leadership programs, criminals and their factions will eventually start to follow a systematic shut down. * This study reviewed the policing functions at the local, state, and federal levels.An analysis of the organizational management, administration, and operational functions of these three regional law enforcement agencies revealed how law enforcement agencies at all levels have the same mission yet carry it out it in varied ways. * A view of the leadership characteristics and responsibilities showed how agents at the federal level require more training, funds, equipment and communication with lower level programs to adequately accomplish the mission of national and global policing. * * * * * * ReferencesLaw Enforcement in the 21st Century, Second Edition, by Heath B. Grant and Karen J. Terry. Published by Allyn & Bacon. Copyright Ã ‚ © 2008 by Pearson Education, Inc. * Law Enforcement-Private Security Consortium. (2009). Trends and Practics in Law * Enforcement and Private Security Collaborations . : U. S. Department of Justice. Police crunch. com. (2012). Retrieved from http://policecrunch. com Walker, S. , & Katz, C. M. The Police In America: An Introduction (6th ed. ). New York, New York: McGraw Hill. *