The Franchise As A Form Of Business Organization Essay

The Franchise As A Form Of Business Organization - Essay Example The franchising concept allows people the ability to purchase a business concept from the franchise. There are lots of benefits associated with franchising. The first benefit is that the franchisee obtains the brand value of a company without having to invest years of marketing efforts to make the company popular. The franchisor is responsible for the marketing budget of the company. Big name franchises such as Burger King, Pizza Hut, and Taco Bell spend millions of dollars each year in advertising to attract customers to the establishments of its franchise owners. When a person purchases a franchise they receive full training on how to operate the business from the franchisor. McDonald’s provides training to its franchisees by sending them to Hamburger University. The franchisor also helps the franchise find a good location for its establishment. The person that buys a franchise gets access to the privileged intellectual property, special formulas, and trade secrets that the company holds. As part of the contract, the franchisee must be purchased the raw materials for its product from the franchisor. Since many franchises have thousands of establishments the matrix company is able to obtain economies of scale that are passed on to the franchise owners. This enables franchisees to have lower material costs than similar businesses competing in an industry. Buying a franchise lowers the overall business risk of starting a company. The person buying a franchise does not have to start a business from scratch. From the first day, the franchise opens the company has an established clientele base that desires the products and services that the franchise offers. Franchises have higher customer retention rates than independent stores. The franchisees receive managerial and administrative support from the corporate headquarters during the lifetime of the business.

Cybersecurity Coursework Example | Topics and Well Written Essays - 1000 words

Cybersecurity - Coursework Example The N-gram list of Caesar encryption of the document itself would be the most effective for a cryptanalyst to use to decipher a text encrypted with the Caesar cipher as it shows the frequency of each character used in the document. As E is the most commonly used letter of the alphabet, seeing that the highest frequency letter is H with 148 different instances of the letter would indicate that H is the substitute for the letter E. With this known, it can be seen that there is a shift of 3 present in this particular cipher. Once that has been determined, it would be a simple enough task to pair up all the other letters with their associated substitutions, and then translate the document back to its original text. Q2. What do you notice about the histogram results when text is encrypted with the Vigenere cipher in comparison to the results of the Caesar cipher? Why is this the case? The histogram results of the Vigenere cipher show an increase in the frequency of the letters that were u sed in the code word â€Å"applesauce† that encrypted the document. The Caesar cipher does not show this kind of across the board increase in particular letters due to the fact that it does not work off of an encryption key of this nature, but works instead off of an alphabet shift. Q3. There is an error in the following cipher text representation of this quote; what is it? What should the correct cipher text be? SDAHFOWGRABSSRERIVBYBSCIMQTFNIVETGHBSNQCNCSDTDHBSNQCD ECNICIFCTIC The error in the following cypher text occurs in the fourth to last letter of the text. The second to last C that is listed in the above cipher text should be an O instead. The cipher text for the quote, â€Å"The difference between stupidity and genius is that genius has its limits† should read: SD AH FO WG RA BS SR ER IV BY BS CI MQ TF NI VE TG HB SN QC NC SD TD HB SN QC DE CN IC IF OT IC. Q4. Of the three ciphers discussed (Caesar, Vigenere, Playfair), what are their relative degrees of secur ity and why? Of the three ciphers discussed, the Caesar is the easiest cipher to break. This particular cipher may be found and used by anyone of any age; I can remember using it back in elementary school in order to pass notes in class. The Vigenere cipher is a bit stronger, requiring a more complex method of analysis in order to determine the proper code needed in order to unlock the â€Å"secret message.† It is the Playfair cipher, however, which shows itself to be the most secure of the three ciphers, as it removes all spacing, or generates its own spacing after every second character, making it impossible to guess the word without the need to â€Å"crack the code† first. Lab 2: Advanced Cryptography Functions Q5. For each of the following, state whether ECB or CBC would be most appropriate and give a brief explanation as to why. a. An online bank statement b. An encrypted VoIP session

Lacan, Foucault, Sedgwick, Binary Essay Example for Free

Lacan, Foucault, Sedgwick, Binary Essay The world consists of a collection of dual concepts. Things either are or they are not, especially at the level of conception. One is either alive or dead; there are no in-betweens with this notion. In the essay, The Mirror Stage as Formative of the Function of the I as revealed in Psychoanalytical Experience, Jacques Lacan describes a certain binary that takes place, and interacts, within a child as soon as they learn to recognize their own image. Lacans recognition of this initial dualism that takes place in an infant, leads to the recognition of several other dualisms. Michel Foucault speaks of a binary when speaking of sex and sexuality in chapter one of The History of Sexuality, Volume 1, an Introduction. In the second Axiom from Epistemology of the Closet, Eve Kosofsky Sedgwick discusses the heterosexual and homosexual dichotomy. Lacan believes that after eighteen months, a child discovers its libidinal dynamism (1286). Libidinal means psychic and emotional energy associated with instinctual biological drives. Dynamism means active and interactive movement. Through action and interaction with its psychic and emotional energy, instinctual biological drives in a childs mind. It is through this dual and cooperative interaction between the physical and metaphysical, in the mirror, that a child begins to form identification with itself and its reflection. Via this reflection, the child will see its body as Gesalt, a collection of parts of the whole (Lacan 1286). The child views the sum of its biological, physical, and psychological bodies as an entire unit; being made up of several different parts, and at the same time just a singular object. The child recognizes and views its reflection in relation to its surroundings, i. e. urniture, itself, its mother, yet this realization that unites the childs parts to form a singular I. This mental permanence, meaning the child will permanently see itself as I, is what will alienate others due its large singular view of itself, and not a view as part of a whole. With the childs actualization of its image and that it can be seen and interpreted, it shall then recognize a binary of physical reality and dream reality. The dream realm is a reality of sorts, in the sense that it is real because it is experienced. That dream realm is then filled with not nly the childs own image, but the image of the physical world it inhabits while awake. This I image is thus residing in the spectrums of this binary where its realities exist both in the physical world and in the mental world. The mirror stage itself is an entire dualistic concept. On one hand, it marks the initial conception of self-actualization, while on the other, maps the libidinal normalization process. Foucault outlines the history of sex in terms of children, how they communicate it, who discusses it, and where it resides in the binary. Children have for many years had a freedom of language with their mentors in relation to sex (Foucault 1654). This is to say that there was less shame in the attitude towards sex. It was a very openly discussed topic outside the realm of perversion and deviance. It was not until the seventeenth century that the French bourgeoisie placed a censorship on all speech that was of sexual manner. Children, across all social classes, gradually became more silent in regards to their sexuality (Foucault 1654). This notion of silence is where duality comes into to play, or lack thereof. Foucault defines silence as the things one declines to say, or is forbidden to name, the discretion that is required between different speakers, (1654). Foucault views silence as a non-passive action, even if it may appear to be doing nothing. One can convey a message just as effectively, and arguably more, by remaining silent than actually speaking. Silence is something that functions alongside speech in such a way that it becomes difficult to differentiate the two in terms of the outcomes they produce. Foucault acknowledges this lack of binary by stating that there is no division to be made between what one says and what one does not say (1654). In terms of the government enforced censorship on sexuality and speech during the 1600s, this silence surrounding sexuality spoke volumes more than explicit dialogue about it. During this time another binary became prevalent, the public and the private. While the people remained relatively silent in public, they were conversing greatly privately. In the 1700s this silence multiplied the forms of discourse on the subject of sex (Foucault 1655). The topic of children sex exploded with many participants partaking in the discussion. There was a great market for this discourse on sex that included the realms of medicine and politics, often interweaving the two. The topic of sex was forced out of the private realm into the public. Foucault says that sex has become something society cannot speak enough about, that [society] convinced [itself] that [they] have never said enough on the subject, throwing society onto a perpetual search for answers (1657). The sexual realm does not reside in the binary of public and private, of being secret or outspoken, yet resides in both. It is because of this need for secrecy that sex has taken such a firm place outside of being a secret. Foucault says society teeters on the middle of the binary system of public and private, that society has consigned sex to a shadow existence, but that they dedicated themselves to speaking of it ad infinitum, while exploiting it as the secret (1658). The history of sex is a prime example of a concept being able to reside in the realms of the public and private binaries, and at the same time residing in neither. Sedgwick claims that sexuality lies in a realm separate than that of gender. She defines chromosomal sex as that of biology that follows the strict XX and XY chromosome pattern of distinction among Homo Sapiens (Sedgwick 2439). She defines gender as an elaborate and rigid social production that strictly serves the binary of only male and female (Sedgwick 2439). She then defines sexuality as an array of acts, expectations, narratives, pleasures, identity-formations, and knowledge, in both women and men that focus on genital sensations, but not adequately defined by them (Sedgwick 2440). She states that gender is only one dimension of sexual choice and that sexuality strictly deals with how the individual feels and has no relation to, or effect on, procreation. Whereas chromosomal sex is strictly based on procreative purposes since it lies in the realm of biology, where a sexed male and a sexed female are the only sexes that can reproduce with each other. This notion thus makes sexuality the polar opposite of chromosomal sex, rather than gender being its opposite, in the binaries. She states that both gender and sexuality are concepts to be chosen. The differences between them are that gender serves the binary of male and female, while sexuality, contingent on the individual, are not limited by such a simple binary. This binaries construction was only to serve the male identity. Sedgwick says that any system with gender at its focus will have an inherent heterosexist bias, meaning that the female gender is constructed as a supplement to the male identity (2442). That the binary by which gender is trapped only exists because it required being a binary, the female gender only exists because the male gender required a counterpart. The binary of heterosexual and homosexual fits a deconstructive template more so than the binary of male and female, thus rendering sexual orientation and gender different. All people at birth are publicly assigned to one of two genders and because of this are forever unalterable. Sexual orientation, on the other hand, is often times rearrangeable, ambiguous, and has a doubleness quality to it that allows for easy alterations (Sedgwick 2444). Sedgwick does not find the gender binary to be one of complexity, but of a rather simple and unchallengeable one. She states the essentialism of sexual orientation is less easy to maintain, incoherent, stressed and challenged (Sedgwick 2444). There is a contradictoriness to Sedgwicks claim that sexual orientation is easy to alter and rearrangeable, yet at the same time less easy to maintain. It is, however, this seemingly contradictoriness that makes sexual orientation different from the gender binary. It is this complexity and fluidity that gives sexual orientation its ability to make leaps and bounds across its multinary systems. The most important aspect of the difference between gender and sexual orientation is the fact that one can choose their sexuality, but not their gender. Lacan, Foucault, and Sedgwick all deal with historical values. That is to say, they deal with issues and topics that occur at the early stages of young life, thus making these dealings at the conception level of thought. Lacans mirror stage describes a childs actualization of self. Foucault deals with the history of sex and the history of childrens conception of sex. Sedgwick discusses the differences of sex, sexuality, and gender. The uniqueness of Sedgwicks notion is that gender is assigned at birth and can never be altered. This ties into Lacans mirror stage where once a child realizes its image, and the placement of that image in the world it lives in, it can never un-see that image, and moreover, can never remove that image from its surroundings. Foucault greatly discusses children in his chapter, however he does not delve deeper as to what about children relate to their sex. Sedgwick supplies contextual substance to Foucaults article that deals mainly with the history of sex and not the sex itself. Lacans concept of self-actualization of the I, can be coupled with Sedgwicks gender assignment at birth, that the I is gendered, and will effect, and often dictate, the childs asymptomatic journey to reach it. Lacans concept of the binary of physical and metaphysical realization of self-image, is the basis for a binary discussion, something either is or is not physically here. Foucault discusses the history of sex and how a binary of speaking about sex or remaining silent does not exist. Sedgwick deals with the gender binary. This theory of dualism, binaries, dichotomy, lays foundation for these authors, and philosophers, and their works.

Market and Company Analysis of Nestle

Market and Company Analysis of Nestle Nestlà ©, the worlds leading food company, produces nutritious food and is conscious of the importance of informing the consumer about the link between nutrition and health. A healthy diet contributes significantly to the overall quality of a good life. 2.2 Nestle Ghana LTD **Note: Please REPHRASE and COMBINE this section; its taken WORD BY WORD from the available source. Source 1: Marketing Information and Research Task 1and 3.pdf Source 2: Nestle Pure Life Drinkng Water.pdf Nestle Ghana limited is a private company operating in Ghana. Its activities include condensed and evaporated dairy products, beverages, coffee, tea, and chocolate and confectionary. The company employs four hundred and seventy two work forces. Nestle started business in Ghana in 1957 under the trading name of Nestle products Ghana limited with the importation of nestle products such as milk and chocolate. In 1968, it was incorporated as Food Specialties (Ghana) limited to manufacture and market locally well known Nestle brands. The company became nestle Ghana limited in 1987. In 1971 the production of two products, Ideal Milk and milo started at the factory in Tema, the port city. The factory has since been further developed and now also produces carnation milk, Chocomilo, Chocolim, Cerelac, Cerevita and Nescafe 3 in 1. These products are not only produced for Ghana but also exported across West Africa. In 2003, Nestle Ghana limited invested in a new warehouse named the Central Dist ribution Centre, located next to the factory in Tema. The company runs sales offices with warehouse in Kumasi, Takoradi, Koforidua and tamale, all in Ghana. The business activity of Nestle Ghana limited is a direct contribution to the economy of Ghana. For all these and other endeavours, nestle Ghana limited has been recognized by the Government of Ghana and other bodies as a responsible corporate citizen. -=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-= Nestlà © Ghana Limited started business in Ghana in 1957, with the importation of Nestlà © products such as milk and chocolates. The company built its factory at Tema in 1971 and started the production of IDEAL Milk and MILO. In 1987 Food Specialties Ghana Limited became Nestlà © Ghana Limited. Since then, the product portfolio has increased with the additional production of CARNATION, CARNATION TEA CREAMER, CHOCOLIM, CHOCOMILO, CERELAC (Maize, Wheat, Wheat Bean, 3 Fruits, Honey, Rice and Banana), NESCAFÄ’ Crem 3 in 1 and NESQUIK, which is produced for import. Other products like NESCAFÄ’ and MAGGI are imported from Cà ´te dIviore. Nestlà © Ghana Limited continues to thrive in business because great importance is placed on value creation for our stakeholders and customers. Ensuring long term profitable growth and sustainability has been achieved by building on the companys strengths and balancing the portfolio on three (3) sound pillars: milk, cocoa beverag e, and culinary. As a member of the Central and West Africa region (CWAR), Nestlà © Ghana aims to be an efficient and competitive inter-company supplier: using and contributing to CWAR synergies by becoming a sound manufacturing base for Ghanaian exports like cocoa beverage; aiming to increase Nestlà © Ghana exports from ten percent (10%) to thirty percent (30%) of annual turnover. To achieve this, Nestlà © Ghana is diligently improving processes through capacity usage and working capital optimization, such as the introduction of environmentally friendly equipment, and upgrading information systems, with the introduction of GLOBE (SAP). The advent of these changes enhances and enforces Nestlà © Ghanas determination develop Nestlà © employees. =-=-=-=-=-=-=-=-=-=-=-=-= In 2003, Nestlà © Ghana Ltd invested in a new warehouse, the Central Distribution centre, located next to the factory in Tema. The company also runs sales offices with warehouses in Kumasi, Takoradi, Koforidua and Tamale. The business activity of Nestlà © Ghana Ltd is a direct contribution to the Ghanaian economy. For all these and other endeavours, Nestlà © Ghana Ltd has been recognized by Government and other bodies as a responsible citizen. Since its establishment, Nestle Ghana limited has significantly stimulated the Ghanaian economy with a dynamic, well trained dedicated work force, manufacturing and marketing well-known brands such as: Ideal Full Cream Evaporated Milk, Carnation Filled Milk, Carnation Tea Creamer, Milo, Chocolim, Chocomilo Cerevita porridge, Cerelac Maize Milk And Cereal Wheat / Milk. Nestle Ghana also imports and distributes brands such as: NIDO milk powder, lactogen infant formula, NAN infant formula, Nescafe soluble Coffee, and Maggi Bouillons and cold sauces. Nestle Ghana Ltd. is now seeking to capitalize on the goodwill enjoyed by it brand chocolim, by introducing chocoless, a brand extension, aimed at generating growth for the company. ANALYSIS Industry Analysis Industry of Cocoa in Ghana Cocoa beans were first introduced to Ghana in 1878 by Tettah Quarshie. Thereafter, the cultivation of cocoa increased steadily until Ghana became the worlds largest cocoa producer, supplying more than one-third of world production by the mid-1960s. By the early 1980s, production was less than half that of two decades before; market conditions were aggravated by a drop of nearly 75% in world cocoa prices between 1977 and 1982. In 1983/84, cocoa production totaled 158,000 tons, the lowest since independence; by 1999, production had rebounded to about 409,000 tons (second highest after Cà ´te dIvoire). The Ghana Cocoa Marketing Board purchases and (at least in theory) exports the entire cocoa crop, as well as coffee and shea nuts. Cocoa smuggling was made punishable by death in 1982. [http://www.nationsencyclopedia.com/Africa/Ghana-AGRICULTURE.html#ixzz1DlAhbER2] Since the introduction of democracy in Ghana in 1992, the cocoa beverage industry has shown considerable growth. Total number of players is estimated around five. Difficulties in discovering this number arise due to increasing of imported product by unauthorized company. The advent of a democratic government has led to a more business friendly environment and privatization policies have led to an increase in the size of the private sector in the country. Leading Businesses in the Industry Cocoa beverage industry in Ghana is highly fragmented, with the presence of multinationals, domestic and foreign companies. Except in categories where domestic players are protected by legislation, multinationals usually dominate. Notable players include Cadbury (Ghana), Cocoa Processing Company (CPC) and NABB Brothers. It is common for large international companies to form alliances with Ghanaian companies, to repackage and/or market their products in Ghana. This lowers the risk of market entry, as well as enabling the international company to benefit from the existing marketing and distribution capabilities of the Ghanaian company. Factors That Affect Growth Economically, Ghana was in the lower tier of developing countries and classified as a least developed country (LCD) by international development agencies because its per capita annual income was US$400 [textbook]. A positive outlook is forecast for consumer goods in Ghana. One of the main contributory factors will be the countrys political and economic stability. Higher disposable incomes and increasing company advertising are expected to boost value growth. The average Ghanaian will spend more on packaged food, especially on items previously regarded as luxuries. Value growth will also benefit from the increasing sophistication of Ghanaian consumers and improving product quality. Food items that are fast and convenient, such as pasta and noodles, will continue to post dynamic value growth. The sector faces many challenges caused by the environment in Ghana such as poor infrastructure, poor standards of education, and high levels of corruption and a generally low level of disposable income of the population. There is little manufacturing for export, but a significant activity exists in the manufacture of fast moving consumer goods aimed at the domestic market. In recent years, multinational corporations have increased their investment in physical plants, information technology and staff training with a view to improving their operational performance. The consumer goods sector is a major part of the manufacturing sector in Ghana. And like all other manufacturers, the consumer goods industry is characterized by low valued added production. What we see are processors who process imported raw materials into finished products, with very little value added. Multinational companies operating in this industry hardly add value because they import concentrates from their parent companies, which they convert into finished products with minimal value added. The industry is dominated by wholesalers and distributors. In fact, distributors and wholesalers account for over 50% of total sales within the industry. Their dominance is as a result of fragmentation nature at the retail end of the market. The retail end lacked adequate supermarket and glossary stores. They mainly comprise of roadside kiosks, stores, and small sized restaurants, whose sales volumes are generally low. Distribution to the retail market is hampered by huge investments required for delivery trucks general bad road network. Marketing Strategy -What types of marketing strategies are prevalent within the industry? -Determine current operational/management trend within the industry? Neslte Creating Shared Value (Source: Nestlà © Creating SharedValue Report 2009.pdf) care about the people water treatment Water treatment Because good water quality in the areas surrounding our plants has direct benefits for our business, society and the environment all our water is treated in wastewater treatment plants. Our preference is to use municipal wastewater plants to ensure we return only cleaned water back into the environment, but where these are insufficient, we invest in our own on-site facilities (approximately 292 to date, including our latest in Tema, Ghana). We remove 97% of the organic load of the water leaving our factories before it is returned to the environment. In 2009, we discharged 91.34 million m3 of water, a decrease of more than 5% on 2008, with an average level of organic load of 91 mg COD/l (Chemical Oxygen Demand per litre). During 2009, we have reviewed this KPI and have determined that figures for previous years were underreported. Competitor Analysis Nestle Ghana was facing a direct competition and indirect competition. Their direct competitors are Cadburry Schweppes Ghana Ltd, NABB Brothers, Cocoa Processing Company, Allied Cocoa Products Ltd and Kings Cocoa Processing Company Ltd (KCPCL). All those competitors are manufactured and marketed cocoa products. Cadburry and NABB Brothers are multinational companies which have wide experience in international marketing. The rest are local companies which plant cocoa and manufactured cocoa products for Ghanaian. Multinational companies which enter Ghana earlier than Nestle is Cadburry Schweppes Ghana Ltd entered Ghana on 1910 for its own benefit. It was 100% owned by Cadburry Schweppes (UK) with 120 employees. NABB brothers is imported cocoa products to Ghana, there are the leading distributor of supermarket products. The earliest local company which produced cocoas product is Cocoa Processing Company Limited established in 1965 and situated in the picturesque port city of Tema in Ghana. The company comprises three factories (2 Cocoa Factories and a Confectionery Factory). Kings Cocoa Processing Company Limited is a limited liability company incorporated in Ghana on November 30, 1981. The shares of the company are publicly traded on the Ghana Stock Exchange. Allied Cocoa Products Ltd was serving Ghana since 1998. Kings Cocoa Processing Company Limited is a private limited liability company which was incorporated in 2000 to take over the cocoa processing business of the parent company, Luki Investments Limited, which has been trading since 1992. Furthermore, Nestle Ghana was facing indirect competition as well. In Ghana, Milo and Chocolim were marketed for cocoa products by Nestle. They have to compete with other products which are not cocoa products because Ghana also planted tea, coffee and else and can be manufactured into variety products. Cocoa might be chosen by children and teenagers but not elders. Competition by Product Cocoa is the largest cash crops in Ghana since 19th century. However, the earliest local company serving cocoa products for citizen is Cocoa Processing Products in 1965. Cadburry Schweppes entered Ghana on 1910 while Nestle started in Ghana on 1957. This time frame show us that even though Ghana have plant cocoas for a long time but they only manage to produce it on 1965 because they are classified as a least developing country (LDC). Their products are chocolate drink and Golden Tree chocolate bars. The Cocoa beverage market is divided into three categories based on the product: The Premium Segment, Mass Market and Institutional Market. Nestle had a strong market in Premium and Mass Market segment. The Institutional Market is for products that contain basic unsweetened cocoa powder supplied to school, hospitals, the armed forces, and so on. Nestle pulverized cocoa drink consisted of  Milo and Chocolim. The major brand Nestle which manufactured Milo was the leader in the premium category, while state owned Cocoa Processing Company manufactured Golden Tree Vitaco was the strongest in the Institutional Company. As we can se here, all of the companies were marketed cocoas products. Bournvita and Richoco which manufactured by Cadburry Schweppes Ghana Ltd, imported Ovaltine which marketed by NABB Brothers, Golden Tree Vitaco Instant Drinking Chocolate which made by Cocoa Processing Company, Broma which made by Allied Cocoa Products Ltd and Kings Cocoa Processing Company Ltd (KCPCL). All those competitors are manufactured and marketed cocoa products. Competition by Price Ghana has a long history of government-controlled prices for consumer goods and people were quiet sensitive to price changes and were said to have long-term negative perceptions of companies that were perceived to engage in price gouging. These happened because Ghana was in the lower tier of developing countries and classified as a least developed country (LDC) by international development agencies because its per capita annual income was US$400. Nestle (Ghana) needs to develop products that are affordable to the common people because they are dealing with a developing country which has a   low per capita income of US$400. Nestle perceived better quality products were sold at premium of 5% to 10% over competitors. The products were becoming less affordable with waning real incomes. There was also increasing price pressure from imports that were flooding the market as a result of import liberalization. People in developing countries look for affordable products and do not pay attention to the eminence of the products thereby Nestle (Ghana) should not have its products above the average price of  similar products in the market. Thus, Nestle (Ghana) should make its products more affordable to the common people. The disadvantage for Nestle (Ghana) is the external economic environment was increasingly hostile and risky with the rapid increases in inflations; high interest rates and the high level of currency instability were leading them to increase the prices. Competition by Promotion Nestle also operated its own sales outlet and largely distributed through supermarkets and departments. Nestle had 100 regular distributors nationwide and the biggest distributor was Unilever s G.B. Ollivant subsidiary. Nestle used an amalgamation of media advertising and sales promotions targeted at the youth for Milo. The company sponsored highly popular youth soccer leagues, sponsored tennis tournaments and marathon race for all ages. Sales promotion technique of wet sampling (free drinks) was intended at promoting the sales. Media advertising promoted the themes of good health, growing up, and success as closely related and linked to drinking Milo. Nestle s strategy in Ghana was to ensure high awareness of its brands, widespread distribution and quality of its products which helped trounce its competitors in the cocoa beverage market. The statistics shows that only 35.8% of the population of Ghana lives in urban areas, the rest 64.2% of the population lives in rural areas where there are low levels of consumer durable ownership such as telephone, television, house, radio and low circulation of print media. Such setbacks in rural areas mean that mass promotion was viable primarily in the urban areas. The main drawback is that companies have to use large investment in promotion of product into the rural areas to exploit 64.2% of the population. As an alternative of spending 150 million cedis (about US$150,800) on sales promotions in urban areas on non media promotion of 60% and 40% covered media expenditure, Nestle can utilize the investment to aggressively promote the product in rural areas. It will help Nestle (Ghana) to venture into the majority of the population and take control of the market from both sides. Competition by Market share Nestle pulverized cocoa drink consisted of Milo and Chocolim. The two products were quite similar with sixty percent of the company s powdered sales from Milo and forty percent from Chocolim. Chocolim was aimed at rural areas and low-end urban market while Milo was the premier brand and was targeted to the high-end of the market. Nestle brands were sold at premiums of 5% to 10% over competitors because if its perceived better quality in the market. The Cocoa beverage market was divided into three segments: Premium Segment, Mass Market and Institutional Market. Nestle managers estimated their share of 80% in the cocoa beverage market; other observers believed Nestle share was closer to 55%. Major competitors for Nestle were Bournvita and Richoco, manufactured by Cadbury (Ghana) with an estimated 20% to 40% market share. Cadbury (Ghana) was 100% owned by Cadbury Schweppes (U.K) and had 120 employees. Another entrant, though on a much smaller scale, was state-owned Cocoa Processing Company (CPC) which made Golden Tree Vitaco Instant Drinking Chocolate. In the institutional market CPC was the strongest market. An additional category of competition came from imports, the most prominent of which was Ovaltine, marketed by NABB Brothers, a leading distributor of supermarket products. Milo was the leader in the premium category, while Golden Tree was the strongest in the Institutional Market. Richoco was believed to lead Chocolim by about 5% to 10% market share in the mass market. http://www.goldentreeghana.com/thecompany.html http://www.alibaba.com/member/lumor/aboutus.html http://www.scn.org/rdi/kw-coc.htm http://business.everythinghana.com/index.php?option=com_mtreetask=viewlinklink_id=48Itemid=26 http://en.wikipedia.org/wiki/List_of_bean-to-bar_chocolate_manufacturers http://alliedcocoa.com/index.asp Definition of Population growth rate: The average annual percent change in the population, resulting from a surplus (or deficit) of births over deaths and the balance of migrants entering and leaving a country. The rate may be positive or negative. The growth rate is a factor in determining how great a burden would be imposed on a country by the changing needs of its people for infrastructure (e.g., schools, hospitals, housing, roads), resources (e.g., food, water, electricity), and jobs. Rapid population growth can be seen as threatening by neighboring countries. SWOT Analysis Strengths Global food producer, located in over 100 countries. Consistently one of the worlds largest producers of food products, Global sales in 2008 topped $101 billion. Nestlà © provides quality brands and products and line extensions that are well-known, top-selling brands. Successful due in part to their unquestionable ability to keep major brands consistently in the forefront of consumers minds (and in their shopping carts) by renovating existing product lines, keeping major brands from slipping into saturation/decline and having superior access to distribution channels. Weaknesses Growth in their organic food sales division was flat in 2008, even though the industry grew 8.9%. Nestle Ghana lack of rural market promotion Products are not affordable by common people Opportunities In todays health conscious societies, they can introduce more health-based products, and because they are a market leader, they would likely be more successful. Provide allergen free food items, such as gluten free and peanut free. They launched a new premium line of higher cocoa content chocolates dubbed Nestlà © Treasures Gold, in order to cash in on the recession economy in which consumers cut back on luxury goods, but regularly indulge in candy and chocolate. Opened Nestlà © Cafà ©s in major cities to feature Nestlà © products. Nestle strategy in Ghana was to ensure high awareness of its brands, widespread distribution and quality of its products which helps trounce its competitors in the cocoa beverage market with its theme of good health, growing up and success as closely related to its products. Expand to Institutional Market Nestle (Ghana) needs to develop products that are affordable to the common people because they are dealing with a developing country which has a low per capita income of US$400. Threats Any contamination of the food supply, especially e-coli. Raw chocolate ingredient prices are soaring; dairy costs alone rose 50% in 2008, this cuts heavily into their profit margins and often gets passed on to consumers, by shrinking the packaging in a way that is almost unnoticeable-therefore the consumer is paying the same prices for less product. They have major competitors, like Cadburry Schweppes Ghana Ltd, NABB Brothers, Cocoa Processing Company, Allied Cocoa Products Ltd and Kings Cocoa Processing Company Ltd (KCPCL) The external economic environment was increasingly hostile and risky with the rapid increases in inflations; high interest rates and the high level of currency instability were leading them to increase the prices. RECOMMENDATIONS We would suggest Nestlà © (Ghana) should make products affordable to the common people. By developing Nestlà © (Ghana) products that are affordable to the common they can reach majority of the population because they are dealing with a developing country which has a low per capita income of US$400. Nestlà ©s perceived better quality products can help it market in rural areas if the product is affordable. It will help Nestlà © (Ghana) also exploit 64.2% of the rural population and take control of market from both the sides. It will also help Nestlà © expand into new market segments like the Institutional Marketing. People in developing countries look for affordable products and dont pay attention to the eminence of the products thereby Nestlà © (Ghana) should not have its products above the average price of similar products in the market. Nestlà © (Ghana) can make maximum profits from a developing country like Ghana and exploit to every side of the population, urban and rural.

Income and Population Age Structure Essay -- Economics Income GNP Essa

Income and Population Age Structure A) Relationship between per capita GNP and population growth GNP is the value of all final goods and services produced in an economy over a period of one year. Thus per capita GNP is the division of value of goods and services available to each person in a country, i.e. it is the per head income in a country. And population growth is the rate, by which population grows in an economy. From the above drawn diagrams it can be said that the higher the population growth rate the lower the per capita GNP and vice versa. This is due to the fact that if the population increases at a faster rate the GNP will spread over a large number of people thus reducing the value of the Gross National Product per head. Similarly if the population grows at a slower rate the GNP is spread over fewer numbers of people thus increasing the value of the Gross National Product per head. To further illustrate this we can take into consideration countries like Jordan which has a relatively high population growth rate of a 4.9 and a per capita GNP of onl... Income and Population Age Structure Essay -- Economics Income GNP Essa Income and Population Age Structure A) Relationship between per capita GNP and population growth GNP is the value of all final goods and services produced in an economy over a period of one year. Thus per capita GNP is the division of value of goods and services available to each person in a country, i.e. it is the per head income in a country. And population growth is the rate, by which population grows in an economy. From the above drawn diagrams it can be said that the higher the population growth rate the lower the per capita GNP and vice versa. This is due to the fact that if the population increases at a faster rate the GNP will spread over a large number of people thus reducing the value of the Gross National Product per head. Similarly if the population grows at a slower rate the GNP is spread over fewer numbers of people thus increasing the value of the Gross National Product per head. To further illustrate this we can take into consideration countries like Jordan which has a relatively high population growth rate of a 4.9 and a per capita GNP of onl...

Final Exam Essay

INTRODUCTION 1.1 Title of the project Access Control Proposal Project 1.2 Project schedule summary The project will be a multi-year phased approach to have all sites (except JV and SA) on the same hardware and software platforms. 1.3 Project deliverables †¢ Solutions to the issues that the specifies location of IDI is facing †¢ Plans to implement corporate-wide information access methods to ensure confidentiality, integrity, and availability †¢ Assessment of strengths and weaknesses in current IDI systems †¢ Address remote user and Web site user’s secure access requirements †¢ Proposed budget for the project—Hardware only †¢ Prepare detailed network and configuration diagrams outlining the proposed change †¢ Prepare a 5 to 10 minute PowerPoint assisted presentation on important access control infrastructure, and management aspects from each location. 1.4 Project Guides Course Project Access Control Proposal Guide Juniper Networks Campus LAN Reference Architecture 1.5 Project Members Members of the Technology Staff: Phil Kurutz, IT Architect and IT Security Specialist Nathan Gleed, Chief Information Officer (CIO) 1.6 Purpose This project is done as a part of fulfillment of the course IS404 (Access Control, Authentication, and Public Key Infrastructure). It is a proposal for improving IDI’s computer network infrastructure. This project is intended to be used by IDI’s information security team to developing a plan to improve IDI’s computer network infrastructure at multiple locations. 1.7 Goals and Objectives †¢ 1st Objective To assess the aging infrastructure and then develop a multi-year phased approach to have all sites (except for JV and SA) on the same hardware and software platforms. †¢ 2nd Objective The core infrastructure (switches, routers, firewalls, servers and etc.) must capable of withstanding 10 – 15% growth every year for the next seven years with a three-to-four year phased technology refresh cycle. †¢ 3rd Objective Solutions to the issues that the specifies location of IDI is facing †¢ 4th Objective Assessment of strengths and weaknesses in current IDI systems †¢ 5th Objective Address remote user and Web site user’s secure access requirements †¢ 6th Objective Prepare detailed network and configuration diagrams outlining the proposed change †¢ 7th Objective Prepare a 5 to 10 minute PowerPoint assisted presentation on important access control infrastructure, and management aspects from each location. †¢ 8th Objective A comprehensive network design that will incorporate all submitted requirements and allow for projected growth. †¢ 9th Objective: Final testing of all installed hardware, software, and network connectivity. †¢ 10th (Final) Objective: Initialization of the entire network and any last minute configuration adjustments to have the network up and operating within all specified ranges. 2 Risks and Vulnerabilities 2.1 Overall: There is a hodgepodge of servers, switches, routers, and internal hardware firewalls. Each of the organization’s locations is operating with different information technologies and infrastructure—IT systems, applications, and databases. Various levels of IT security and access management have been implemented and embedded within their respective locations. The information technology infrastructure is aging and many locations are running on outdated hardware and software. Also, the infrastructure is woefully out-of-dated in terms of patches and upgrades which greatly increase the risk to the network in terms of confidentiality, integrity, and availability. 2.2 Billings, Montana:   Logisuite 4.2.2 has not been upgraded in almost 10 years. Also, over 350 modifications have been made to the core engine and the license agreement has expired. Progressive upgrading to the current version will be required. As a result, renewing this product will be extremely cost and time-prohibitive. RouteSim is a destination delivery program used to simulate routes, costs, and profits. It is not integrated into Logisuite or Oracle financials to take advantage of the databases for real-time currency valuation and profit or loss projections.   IDI’s office automation hardware and software has not been standardized. Managers have too much liberty to buy what they want according to personal preferences. Other software problems include early versions of MS Office 5, WordPerfect  7.0, and PC-Write that are not compatible. Telecommunications has not been since the company moved its current headquarters 15 years ago. This has left many  of the new features for telecommunic ations lacking and not integrated with the customer service database to improve call management efficiency. The generic system was acquired from a service provider who is now out of business.   Policies for personal devices are being ignored by many of the executives who have local administrators install the clients on their unsupported, non-standard personal laptop computers and workstations that interface with the internet. These devices   The original WAN was designed by in the early 2000’s and has not been upgraded. During peak periods, usually between September and March, the capacity is insufficient for the organization resulting in lost internet customers which further reduces growth and revenue.   Telecommunications works through a limited Mitel SX-2000 private automatic branch exchange (PABX) that only provides voice mail and call forwarding. 2.3 Warsaw, Poland This is the largest office based on number of employees, strategically located to assist IDI for major growth in the Middle East and Asia, and the home portal for expansion and geographical client development, yet there is insufficient computing power to stay afloat on a day-to-day basis.   The primary freight forwarding application is almost 10 years old and does not interface with the McCormack dodge accounting and finance system   There are 6 Web servers (4 are primary and 2 fail during clustered load balancing) The cafeteria sponsors a public wireless network running WPA (Wi-Fi Protected Access) with no password protection.   Telecommunications is an 8 year old Siemens Saturn series PBX, some of whose features have become faulty. The desktop phones have not been replaced or upgraded during this time. There is a lack of separation of duties between the network operations and the accounts receivable department and there is evidence of nepotism and embezzlement. 3 Proposed Budget 4 IDI Proposed Solutions 4.1 Billings, Montana Consolidate 14 Hewitt-Packard (HP) UNIX servers to 1 UNIX server Upgrade 75 Microsoft (MS) Windows servers to Windows server 2008 R2 Upgrade MS exchange e-mail to latest version Find another software vendor to replace Oracle financials for accounting  and financial systems, Logisuite 4.2.2, RouteSim Hire developers to standardize the office automation hardware and software. Convert telecommunications system to a VOIP system Design and implement a new Acceptable Use Policy (AUP) Upgrade WAN to a T1 MPLS to increase bandwidth 4.2 Warsaw, Poland Find a new proxy server to replace the IBM Infinity hardened served Hire a new in-house application developer Convert the Siemens Saturn series PBX telecommunications system with desktop phones to a VOIP system Enforce the current Acceptable Use Policy (AUP)

Clothing Retailer Hennes & Mauritz Essay

A key ingredient in retailing success is the strength of a company’s distribution channels. Kerry Capell’s (2002) Business Week article looks at Sweden-based Hennes & Mauritz’s (H&M) sourcing and inventory management strategies and their reliance on distribution channel partners. H&M has developed a unique distribution channel strategy to compete with better entrenched retailers including Gap, Old Navy, Zara and FCUK. H&M Product Strategy Understanding H&M’s distribution strategy requires a clear understanding of their product philosophy and strategy. Like Gap and other clothing retailers, H&M markets to a particular segment of the fashion consumer market. H&M’s philosophy is â€Å"Fashion and quality at the best price† (H&M, 2004). H&M keeps up with its competitors by providing a variety of styles from â€Å"updated classics and fashion basics† to cutting-edge fashion trends (H&M, 2004). Kotler defines the product as a combination of goods and services (Kotler et al, 2001). H&M seeks a product edge by providing affordable fashion lines similar to its competitors, but with a â€Å"fast turnaround† from design to production to sales floor (Capell, 2002). Capell focused on this integrated distribution channel in his article. Distribution Channel Outline Marketers often refer to the fourth P, place, as placement, logistics or distribution. Marketers must create a place or a way for logistics and physical delivery to get a product to market and into the hands of target consumers (McColl-Kennedy and Kiel, 2003). A distribution channel refers to the type of intermediary or linkage between producers and consumers. A one-channel distribution network involves only the retailer between producer and consumer. Direct distribution occurs when the producer directly supplies the product to the buyer. The choice of distribution channel depends on a  variety of factors, including the type of product. While not all clothing retailers use direct distribution models, H&M and its competitors in the low- and mid-range clothing market use this model to maintain low costs and a fast time to market (Capell, 2002). Unlike many industries, time-to-market is critical to retail clothiers, as trends and fashions can change quickly. To minimize time-to-market, H&M employs a team of in-house designers in 21 production offices worldwide that work to forecast trends and find inspiration for clothing designs â€Å"in everything from street trends, to films, to flea markets† (H&M, 2004). From its headquarters in Stockholm, the company directs a rapid-response manufacturing process to capitalize on design trends immediately (H&M, 2004). H&M moves designs through production and into its retail sales channel with a three week to six month lead time. With low-wage, high-volume production in China and Turkey, the company can maintain low input costs and often outfit its stores with the latest trends within a month of the initial design (Capell, 2002). H&M constantly redefines its distribution strategies in response to changing retail market conditions and production conditions in its worldwide manufacturing centers (Capell, 2002). This adaptation ensures that the company can to improve the efficiency of its production flow. This model has direct application in H&M’s retail stores where it sells its products to consumers. H&M’s corporate buyers in Sweden actively manage its inventory, researching itemized sales reports by country, store, and, most importantly, type of merchandise daily (Capell, 2002). The buyers use this information to reallocate production or shipments, reducing potential overstock problems. The itemized reports also allow buyers to maintain a high level of turnover, keeping apparel on the sales floor up to date. Enhancing the company’s competitive advantage in this area, the integrated direct distribution channel ensures that H&M stores receive new shipments daily, giving the company further control over responses to supply and demand shifts (Capell, 2002). The company estimates that each store receives between 500 and 1,000 new items daily, with total sales of over 550 million  items annually company-wide. For example, if a particular fashion proves exceptionally popular to men in the U.S., but not in Europe, the company can shift inventory in that product from European stores to meet demand in the U.S. The channel also enables H&M to respond to market segment changes. When its $39 pants line proved too upscale for inner city malls, H&M used its integrated channel to shift that inventory to suburban locations and rotate new inventory into the mall stores (Hjelt, 2004). As with virtually every industry, H&M’s continued success and prosperity depends on efficient distribution channels. H&M has effectively incorporated its supply chain and retail distribution channels into its business strategy. As the company expands more heavily into the U.S. market, its unique streamlined distribution channel will be a critical component of its success. Works Cited Capell, Kerry. (2002, November 11). Hip H&M: The Swedish retailer is reinventing the business of affordable fashion. Business Week. 106-109. Hjelt, Paola. (2004). Will $39 Pants = Profits? H&M was too trendy for many mall shoppers. Fortune.com. Retrieved August 23, 2004 from the World Wide Web at: http://www.fortune.com/fortune/subs/article/0,15114,395434,00.html H&M. (2004). About H&M. HM.com. Retrieved August 23, 2004 from the World Wide Web at: http://www.hm.com/us/hm/facts_history/srt.jsp Kotler, P., Armstrong, G., Brown, L. and Adam, S. (1998). Marketing. Sydney: Prentice Hall. McColl-Kennedy, J.R. and Kiel, G. (2003). Services Marketing. Hoboken, NJ: Wiley and Sons.