History of Bareilly Essay Example for Free

History of Bareilly Essay The region has, also, acted as a mint for a major part of its history. From archaeological point of view the district of Bareilly is very rich. The extensive remains of Ahichhatra, the Capital town of Northern Panchala have been discovered near Ramnagar village of Aonla Tehsil in the district. It was during the first excavations at Ahichhatra (1940–44) that the painted grey ware, associated with the advent of the Aryans in Ganga Yamuna Valley, was recognised for the first time in the earliest levels of the site. Nearly five thousand coins belonging to periods earlier than that of Guptas have been yielded from Ahichhatra. It has also been one of the richest sites in India from the point of view of the total yield of terracotta. Some of the masterpieces of Indian terracotta art are from Ahichhatra. In fact the classification made of the terracotta human figurines from Ahichhatra on grounds of style and to some extent stratigraphy became a model for determining the stratigraphy of subsequent excavations at other sites in the Ganga Valley. On the basis of the existing material, the archaeology of the region helps us to get an idea of the cultural sequence from the beginning of the 2nd millennium BC up to the 11th c. AD. Some ancient mounds in the district have also been discovered by the Deptt. of Ancient History and culture, Rohilkhand University, at Tihar-Khera (Fatehganj West), Pachaumi, Rahtuia, Kadarganj and Sainthal. [2]

Strategic Management Report For The Campbell Soup Company Marketing Essay

Strategic Management Report For The Campbell Soup Company Marketing Essay 1.0 Introduction The report discusses the application of strategic process and stages such as strategic analysis; strategic formulation, and strategic implementation in the food processing industry. The company chosen is Campbell Soup Company. 2.0 The Campbell Soup Company Profile Campbell Soup Company is a global manufacturer and marketer of high quality, branded convenience food products. The company profile and its position within food processing industry are discussed at appendix 1. 3.0- Strategic Analysis External Analysis- Scanning Competitive Environment Conducting an external analysis to scan the company competitive environment which focused on predicting the dynamics of competitors actions, responses and intention, can help a business in understanding the dynamics of its industries and markets in order to compete effectively with its rivals in the marketplace. (Henry, 2008) 3.1.0-Porter 5 Forces Model Porters Five Basic Competitive Forces (1996) analysis which deals with microenvironment and related to the competitiveness of an industry has been conducted to find out five featured competitiveness existing in food processing industry. The factors that are considered in this model are according to the analysis of The Campbell Soup Company. Figure 1. Porters 5 Forces http://student.dcu.ie/~slejhad2/pics/porter.jpg 3.1.1-Competitive Rivalry within Food Processing Industry The rivalry among companies in the food processing industry is high and intense. These food processing companies are competing on price, quality, taste, health factors, product innovation, and product benefits (The Food Processing Industry 2006). Campbells major rivals are General Millis Progresso, Heinz and Kraft Foods. As a multinational food processing company, Campbells faces an extremely competitive market in internationally, nationally and locally due to the similarities between each soup producer and wider selection of products provided by other food processing company. (Ellison, Sarah 2003) On the other hand, various types of generic soup brands in the existing market which offer products in lower price have raised the competitive pressure. However, the Campbells high quality of soup products and the ability to keep low production costs weaken the rivalry of the generic soup brands. For instance, Campbells price their soup products only 20 to 25% higher than generic brands while maintaining a level high quality. Campbells would have to continue developing superior healthy food to distinguish itself from Progresso and smaller soup maker companies. 3.1.2 Threat of New Entrants The threat of entry depends on the presence of entry barriers and the presence of new entrants to a food processing industry typically bring to it new capacity and the want to gain market share. (Wheelen Hunger J.D 2007) Campbells major rival- Kraft foods and General Mills, create high entry barriers in food processing industry through their high levels of advertising and promotion. Besides, the intense competition in the food processing industry makes it hard to access in the market. Smaller food processing companies often have difficulty obtaining supermarket shelf space for their products as large retailers charge for space on their shelves and give priority to the established companies who can pay for the advertising needed to generate high customer demand. According to Ghemawat Collis (2001), the economy is a major factor as if the company wants to be a part in this food processing industry it must be able to face high costs for strong competition. Moreover, the slow market growth rate for the food processing industry causes acquisition between companies, resulted the barriers to entry are high with so many food processing companies and little to zero capacity remaining for any more companies. 3.1.3-The Threat of Substitutes Products The rivalry from firms of other industries which offer substitute products is intense as they are producing, supplying and serving the same food products that the food processing companies are. For example, Dunkin Donuts is in the foodservice industry and Campbell Soup Company is in the food processing industry, yet Dunkin Donuts serves soup and Campbell Soup sells soup. Consumers can still go to Dunkin Donuts and acquire the similar soups that Campbell sells. (Wall Street Journal 2003) 3.1.4- Bargaining power of buyers Consumers affect the food processing industry through their ability to force down prices, bargain for higher products quality and services, and play competitors against each other. The bargaining power of buyers is high as there are huge tendency of new entrance with new and variety of products. Besides, consumers prefer choosing products which offer lower prices. For example, Campbells soup products price is relatively 20 to 25% higher than generic brands in grocery stores, hence some consumers would choose generic brand products in the market rather than Campbells. Besides, the profitability obtained by the company is also determined by consumers. Food processing companies would be forced to lower prices if consumers think that the prices are too expensive as consumers tend to stop buying their products or switch to supplements. 3.1.5- Bargaining power of suppliers Suppliers can affect the food processing industry through their ability to raise prices or reduce the quality of purchased goods and services. In case quality products the suppliers face an important factor. Due to the inflation the overall price of materials has been significantly increased. Campbell has always purchased high quality ingredients produced from local farmers. In 2006, Campbell launched Campbells Supplier Diversity Program to grow its diverse supplier base and to ensure that the supplier base better reflects the markets served. In 2007 the Campbells goal to spend with diverse suppliers was $121 million, but the actual spend with diverse suppliers was $129 million. (Campbells CSR 2008) So for Campbells, there is a cost exists to get the reliable supplier. There is a tendency the world nowadays makes a backward integration and wants to minimize the cost of suppliers. 3.2.0- Swot Analysis A swot analysis allows the Campbell Soup Company to determine the extent of the strategic fit between its capabilities and the needs of its external environment. According to Henry(2008), the company can seek to match its strengths and weaknesses to the opportunities and treats it faces in current competitive food processing industry. The Campbells products portfolio includes soups, sauces, biscuits and chocolates and has a strong research function with high capabilities in new products development. 3.2.1-Internal Analysis-Strengths Innovative Campbell has always applied the spirit of innovation in every aspect of its business. At Campbells manufacturing plants in Napoleon, Ohio, and Paris, Texas, an innovative method called overland flow is used to treat wastewater. In terms of products introduction, the company has been consistently quick to come up with new products in the market. For example, the first portable soup product, Soup at Hand, the new microwaveable products such as Chunky and Select. Besides, Campbell frequent updates the products appearance with more contemporary design and new photography. Its popular gravity fed shelving system have been installed at 24,000 retailers nationally and credited for rejuvenating the soup aisle, expanding the category and vastly improving the shopping experience. Campbell is innovative to gauge consumer satisfaction and expectation. (Campbells Corporate Social Responsibility Report 2008) 3.2.2-Weaknesses Declining Market Share The Campbells market share in soup drop from 60% in 2007 to 49% as of October 2009. This is due to more and more private labels continue to enter the market by providing quality products in lower price. Some consumers have switched to try private labels and resulted private labels have gained 11%of the market share. On the other hand, Campbell has also faced stiff competition from brands such as General Mills Progresso and Nestle. (Campbell Soup Co Form 10-Q Quartery Report 2010) 3.2.3-External Analysis-Opportunities Demand for Wellness Products In recent years, the trend towards being more health-conscious has arisen from two main consumer groups. The younger generations currently focus more on low calorie content and on the go meals. For the more mature age group, their diets require health-consciousness in terms of limiting their sodium intake due to increased risk of ailments. Campbells Soups core product categories, notably soup and bakery products, are widely perceived as healthy and are compatible with the further development of health-oriented products, such as the existing and expanding line of Select Harvest and Healthy Request soups. In conjunction with the product improvement, Campbell has announced to expand its industry-leading sodium reduction program and to reduce the sodium content in 23 of its condensed soups by up to 45 percent in fiscal 2011.(Campbell Growth Plans for U.S 2010) 3.2.4-Threats Intense Competition Campbells main profitable core soup category has been facing intense competition and also been losing market share to its strong competitors, particularly General Mills Progresso and private label brands produced by companies such as Wal-Mart. Moreover, Campbells other segments have not produced consistent profits. According to Wolpert (2002), shifting consumer habits and preferences indicate the need to constantly innovate their products and minimize costs, in order to retain loyal consumers and keep up with the fast-changing consumer environment Extensive Laws The company is governed by a multitude of local and international laws and regulations with regards to food safety and environmental standards. For instance, in accordance with the Federal Food, Drug and Cosmetic Act, Campbells food products must be inspected before they can be marketed. The company faces the risk of fines, injunctions, recalls or asset seizures, and criminal sanctions if it violates these laws and regulations. ( Campbells CSR 2008) 3.3.0- Benchmarking Campbell understands the importance of using benchmarking to evaluate performance. Hence, the company analyzed few top companies which mainly involved in food and beverage processing manufacturing company in a few aspects such as sustainability, supply chain, consumers, community and workplace. Moreover, Campbell have also highlighted the primary ways that companies are implementing their goals as well as select initiatives and key past achievements. In terms of community, Campbells have chosen to focus on nutritional and environmental programs by partnering with nonprofit organizations, universities and Think Tanks to conduct RD for new products. Besides, it also partnered with environmental experts to develop innovative solutions to protect the environment. For instance, Nestle has been launching malnutrition and obesity programs targeting children and adolescents of lower-income families while General Mills has been contributing 5% of pretax profits to charitable causes. The Campbells benchmarked the best practices by promoting nutritional and hunger elimination programs. Besides, Campbells also promote micronutrient products to attend lower income families and develop environmental initiatives. (Campbells Annual Report 2009) In terms of workplace related programs, Nestle, Coca Cola, Pepsi.co, General Mills, have done excellent job. For instance, Pepsi CO has been providing job opportunities for people with disabilities while General Mills, the company has reduced lost-time injury rate by 25% over five years. Hence, Campbell benchmarked and developed workplace programs by focusing four key areas: Ensuring diversity of the workforce thereby bringing a broad range of talents and perspectives to the business Helping employees achieve both personal and professional development Ensuring the health and safety of employees both at home and at work Ensuring that employees have a fair work environment Campbells strived for an injury-free workplace through a strong health and safety program supported by high employee engagement. They train their employees to conduct their activities in a safe and environmentally responsible manner. (Campbells CSR 2008) 4.0 Strategy Formulation For Campbells to achieve sustainable competitive advantage in food processing industry, strategy formulation which derived from the objective and mission is undertaken. Porter (1980) argues that competitive strategy is about developing a defendable position in an industry which enables a firm to deal with the five competitive forces and thus generate a superior return on investment for the film. 4.1 Business Level Strategy-Differentiation To achieve superior value that is recognized by the consumer, Campbells needs to provide unique and superior value to the customers in terms of its products quality and value added up services. It is appropriate to relate differentiation strategy to the Campbells Soup Company as the companys goal is very straight forward, which is Together we will build the worlds most extraordinary food company by nourishing peoples lives everywhere, every day. Campbell has always focused on providing superior, healthy and nutrition food by expanding their icon brands in simple meals (especially soup). The Campbells latest plans are to enhance more than 60 percent of its condensed line with product improvements, further sodium reduction, more contemporary packaging, improved shelving systems and new marketing aimed at the simple meals category. ( Campbell Growth Plan 2010) Nowadays there are increasing numbers of consumers who are very concerned with nutritional values of foods they eat. The Campbells Soup Company which is having superior research abilities has been taking advantage of this avenue and further develops this product line. According to Douglas R. Conant, Campbells President and CEO, Campbell is going to fire up the important condensed soup business and step up the competitive posture of their ready-to-serve products. (Campbells 2009 annual report) The improvements and innovations of Campbells has made over the past several years has made Campbell outwit most of its rivals in the condensed soup category. Low-sodium products are pivotal to Campbells long term success as the majority of Campbells consumer base is  baby boomers. The majority of baby boomers diets are comprised of low sodium. A recent study shown that high cholesterol, attributed to high levels of sodium intake, is the number one diagnosed health condition for the baby boomer generation.  The condensed soups have one of the highest sodium contents of all processed foods in existing market. Therefore Campbells low-sodium products have differentiated themselves with many rivals. Besides sodium, Campbells also has to focus on other aspects such as MSG and low calories of its soups by hoping that these healthier offerings will help gain market share among younger, more health conscious consumers. (Campbell CSR Report 2008) Besides, Campbell understands that creating a quality product begins with quality ingredients. Campbell purchases most of the ingredients from domestic farmers in countries where they manufacture products and also obtain certain ingredients from carefully selected suppliers around the world. Any ingredient that does not meet the quality requirements will not be used in a Campbell product to ensure superior product quality. On the other hand, providing value-added services help Campbells to outwit its existing rivals. Campbell continually experiments with new programs to provide consumers with useful information on meal ideas, health and wellness, and other tips. For example, each day their Campbell Meal-mail program delivers nearly 500,000 recipes electronically to busy Americans who are hungry for convenient, great-tasting meal ideas that will please their families. Consumers can access the Campbells Kitchen website at any time to download recipe ideas that have been tested and approved by Campbells nutritionists. Consumers also have the opportunity to share their ideas and comments on recipes with one another on the Campbells Kitchen website. ( Campbellsoupcompany.com) It is suggested that the Campbell Soup Company to improve the flavour of its soup products to attract more demand. Besides, Campbell can try to create more contemporary design for its existing soup products instead of the familiar red and white colour design in order to stand out from various types of products in the market. 4.2 Corporate Level Strategy-Diversification The corporate level strategy of The Campbell Soup Company deals with three key issues: i) The firms overall orientation toward growth, stability, and retrenchment. ii) The market in which the company competes through its products and business units iii) The manner in which management coordinate activities and transfer resources and cultivates capabilities among product lines and business units The Campbells operates with four products divisions and has expanded its product to microwavable soups to make customers more convenient for preparing soup without container. (Campbells annual report 2009) Obviously, the Campbell Soup Company, which is a decentralized company, has been using a related diversification multiproduct strategy. Its strategy is to diversify its business to produce several products, and expanding its market share. Campbell used its engineering support and diversified production to support customers with convenient, good taste and quality food. To support its operating system, department such as Research Development (RD), product development, engineering systems, are required to produce high quality and stable operating system to avoid the unexpected shut down. Campbell has tried to use unrelated diversification strategy under the leadership of McGovern as Campbells CEO with the aim of rapidly expand product line to increase profits and revenue. Campbell has tried to acquire other firms to quickly gain access to new products and new markets. Instead of acquiring only food products, Campbell began to use the unrelated diversification strategy to acquire firms that it felt were positioned to capitalize on the consumers trend and also bought firms involved in all types of business. For example, the triangle Manufacturing Company, a fitness products maker, which is clearly unrelated to the firms core products. (Ireland, Hoskisson Michael 2006) A major reason for Campbells failure to generate financial economies while using the unrelated diversification strategy is that the firms approach to managing its core products divisions never changed. At the same time, corporate headquarters personnel didnt implement the strong financial controls necessary to efficiently manage an internal capital market. David Johnson who replaced McGovern decided that Campbell should not longer use the diversification strategy but to reduce the level of diversification by using related constrained strategy to create value through operational relatedness. Campbells related constrained diversification strategy involves transferring core competencies which lead to competitive advantage and start with value chain analysis to identify ability to transfer skills or expertise among similar value chains and on the hand, to exploit ability to transfer activities. Campbell should enhance more than 60 percent of its condensed line and be more committed to ac celerate the performance of their existing portfolio, most notably in U.S. soup, and continuing to lay the foundation for superior long-term growth. (Campbell Growth Plan 2010) 4.2.1 External Acquisitions and Partnerships Through value-creating external development, Campbells is able to increase its market presence throughout its product lines. For instance, Campbells Baking and Snacking segment is positioned to grow due to the companys recent acquisition of Ecce Panis, a manufacturer of artisan breads. This acquisition allows Campbells to enter into the thriving artisan bread market. With the ever growing foreign population in America, it is suggested that Campbells should consider products that have more of the ethnic background of these immigrants. The brand could quite possibly extend the depth of the line with consideration to the vast number of different tastes in the society today. 5.0- Strategy Implementation A clear mission statement helps in providing focus to an organization and is essential for effectively establishing objective and formulating strategies. (Haberberg and Rieple 2001) In order for the Campbell to proceed into a future where competition is highly competitive, they need to define who and what they truly are, their concerns, their philosophies, and what gives them the competitive advantage over their competitors. This must be clear throughout all areas and divisions, at all levels in the company, in order for the implementation of the mission statement to be successful.   The Campbells strategy implementation includes designing the organizations structure, allocating resources, developing information and decision process, and managing human resources, including such areas as the reward system, approaches to leadership, and staffing. According to Wheelen and Hunger (2007), the strategy implementation process includes the various management activities that are necessary to put strategy in motion, institute strategic controls that monitor progress, and ultimately achieve organizational goals. 5.1- Management Issue Restructuring In food processing industry one year is relatively indiscernible from the next from a macroeconomic point of view. Campbells corporate strategy and the companys management structure have undergone several restructuring since 1980. On April 28, 2008, the company announced a series of initiatives to improve operational efficiency and long-term profitability, including selling certain salty snack food brands and assets in Australia, closing certain production facilities in Australia and Canada, and streamlining the companys management structure. As a result of these initiatives, in 2008, the company recorded a restructuring charge of $175 millions. The charge consisted of a net loss on the sale of certain Australian salty snack food brands and assets, employee severance and benefit costs, including the estimated impact of curtailment and other pension charges, and property, plant and equipment impairment charges. The cost of restructuring activity is shown at Appendix 2 Workforce Diversification The Campbell strive to uphold their promise of Campbell Valuing People, People Valuing Campbell by providing employees with the resources required to do their jobs well; competitive compensation and benefits; the opportunity to learn; and grow through their work. At present, the Campbells Board of Directors consists of 14 independent members and one company executive, the CEO, Doug Conant. Board operations are managed by an independent, non-executive Chairman. The Board believes that diversity in the backgrounds and perspectives of their directors contributes to sound corporate governance. Currently, three of their directors are women, one director is from India and one director is African-American. The Campbells Board of Directors is shown at Appendix 3. The CEO believes that workforce diversity is essential to be a mainstay within the company overall strategic objectives. Hence, Campbells is committed to attract a diverse group of talented employees and providing all their associates with development opportunities and a culture in which they can flourish and provide their employees with career development and quality-of life enhancements that make Campbell a special place to work. Campbells diversity and inclusion strategy is focused on five specific goals: -Firmly establishing leadership support and accountability -Linking diversity and inclusion to performance management -Integrating diversity and inclusion into talent management -Building diversity and inclusion into business practices. -Educating and training to advance diversity and inclusion ( Campbell Annual report 2009) The directors receive annual fees equal to the median directors compensation paid by peer food and consumer products companies. Approximately 50 percent of each directors fee is paid in cash and 50 percent is paid in common stock. Director stock ownership requirements have existed at Campbell since 1993. Currently, the directors beneficially own more than 44 percent of the companys common stock. (Carlin, M Harris R 2008) Though the Campbells has successfully implemented workforce diversification strategy, it is recommended that the company offers stock options to their rank-and-file employees too. By offering employee stock options, workers are given the chance to buy shares in their company at a specified price. The grant or strike price, should be pegged to the value of the stock when it is offered to employees. Employees have the option of buying the stock at a set price then selling it after a period of time. Employee Engagement The Campbell believes that employees will feel most valued when they are fully informed, understand the companys business goals and plans and are invited to offer their feedback on a regular basis. In 2007 and 2008, Campbell was recognized by Gallup as one of the Best Places to Work in America. The company believes that its work environment has contributed to their relatively stable retention rate and their improved marketplace performance. (www.euroinvestor.co.uk) Campbell conducts annual employee survey to develop work group action plans, empower individual employees to improve the workplace and to strengthen the companys business practices. 5.2 Marketing Issues The Campbells understands that successful marketing implementation is affected by marketing variables. 5.2.1 Market Segment The companys 2009 financial reports segment their business into four key categories: US Soup, Sauces and Beverages, Baking and Snacking, International Soup, Sauces and Beverages, and North American Foodservice. With sales approximating $3.8 million, US Soup, Sauces and Beverages accounted for approximately half of the sales in FY 2009 and drove the bulk of profits for the company. Core brands like Campbells, V8, Swanson and Prego delivered a combined 4% growth through a combination of innovation, consumer trade downs, and improved distribution channels.( Appendix 2) 5.2.2 Marketing Strategies Product The Campbells positioning is providing healthy and nourishing products within the product line. The product line width come in many different options. This being said, the depth of the product line is in fact the largest. Each product comes in a multitude of different sizes and flavours. The brand offers adequate products for the consumers. In addition to the size and flavours, the packaging is well organized for that of single or multiple item purchasing. The packaging also achieves an accurate perception in the consumers mind. They use well known athletes to convey the message of health to the consumer. Price The pricing of the products within the brand name are consistent with that of the positioning. They provide the perception that to eat healthy the consumer should not have to pay more. The Campbells brand is typically priced at twenty cents above that of their major competitors. This is the act of swaying the consumers mind to the perception that Campbells is of a higher quality than the competitors. While operating in an elastic market, Campbells employs special event promotional pricing strategies in order to remain competitive. The company also offers discounted pricing on certain seasonal items and during holidays. In addition to these promotional strategies, they employ the odd even strategies to convey the message that their brand is that of higher quality. Distribution Campbells brand is distributed intensively throughout all geographic locations within the United States and many foreign countries. In the distribution process, Campbells deals with wholesalers and retailers thus creating the supply channel. This is a very profitable concept as long as the lines of communication remain opened. Catalog marketing is also another form of distribution that is employed. This is easily achieved due the fact that the shelf life of the products is long. The products are very easily purchased at any marketplace at any given region of the US. Promotion In using the most recent athletic figures in their advertisements, they are successful in maintaining their position of health. In the use of the retailers to help marketing, they are employing the cooperative advertising technique. This helps to advertise their products from numerous different angles. The effectiveness of the  marketing  strategies  employed by Campbells has made them recognized as the premium brand within their product lines. In comparison to the competition, Campbells focuses a great deal on interacting with the public with such efforts as sweepstakes and giveaways and also education. Their public relation efforts have ranked them as one of the most society conscious brands in the business. 6.0 Conclusion A strategic analysis is most applicable to strategic management at the business unit level of large multinational firm such as Campbell Soup Company. At the strategic analysis stage, internal and external environmental scanning by using Porters 5 forces model and Swot analysis are conducted. Besides, benchmarking is used to evaluate performances. Strategy formulation which derived from the Campbells objective and mission is undertaken to outline the business level and corporate level strategies. Strategy at business level deals with which market the company chooses to compete while strategy at the corporate level is more concerned with managing the portfolio of business. The final strategy implementation stage includes the management issues, staffing and marketing variables which can influence the profit margin of the company. ( 4498 words) Prepared by _______________ ( NG LIN JIA) List of References 1. Campbell Soup Company, About Us, online, retrieved 2 March 2010, http://www.campbellsoupcompany.com/about_us.asp 2. Henry, A 2008, Understanding Strategic Management, Oxford University Press, New York United States 3. Porter, M. E. (1996) What is Strategy,  Harvard Business Review, 74 (6):61-78 4. Food Processing Industry,2006, retrieved 6 March 2010, http://www.miti.gov.my/cms/documentstorage/com.tms.cms.document.Document_7674150a-c0a81573-2d952d95-c9439446/Chap%2019.pdf 5. Wheelen T.L, Hunger J.D, Concepts in Strategic Management and Business Policy, 2007, tenth edition, Pearson Prentice Hall, United States of America 6. Ghemawat, P., Collis, D., Pisano, G. and Rivkin, J. (2001) Strategy and the Business Landscape: Core Concepts, Upper S

Milk And Dairy Industry Uk Economics Essay

Milk And Dairy Industry Uk Economics Essay The  area of Great Britain and Northern Ireland  (commonly known as the  United Kingdom) is the sovereign state  located near northwest coast of  continental Europe. It is an  island country  spanning with an  archipelago, accumulated with the northeast part of  Ireland, and many small islands.  Northern Ireland  is the only part of the UK  with a land border, sharing it with the  Republic of Ireland.  Apart from this land border, the UK is surrounded by the  Atlantic Ocean, the  North Sea, the English Channel  and the  Irish Sea. The largest island, Great Britain, is linked to  France  by the  Channel Tunnel. (Wikipedia Information.net) SOME POLITICAL FACTS ABOUT THE COUNTRY The United Kingdom is a  constitutional monarchy  and   unitary state  consisting of four  countries:  England,  Northern Ireland,  Scotland  and Wales.  It is governed by a  parliamentary system  with its  seat of government  in  London, the  capital, but with three different  national administrations in  Belfast,  Cardiff  and  Edinburgh, the capitals of Northern Ireland, Wales and Scotland respectively. SOME ECONOMICAL FACTS ABOUT THE COUNTRY The UK is a  developed country, with the worlds  sixth largest economy  by nominal  GDP  and the  seventh largest  in  purchasing power parity.  It was the worlds first  industrialized  country  and the worlds  foremost power  during the 19th and early 20th centuries,  but the economic cost of two world wars and the decline of its empire in the latter half of the 20th century diminished its leading role in global affairs. The UK nevertheless remains a  major power  with strong economic, cultural, military, scientific and political influence. It is a  nuclear power  and has the fourth highest  defense  in the world. It is a  Member State  of the  European Union, holds a permanent seat on the  United Nations Security Council, and is a member of the  Commonwealth of Nations,  G8,  OECD,  NATO, and the  World Trade Organization. (Wikipedia Information.net) The Dairy industry contributes  £6.8 Billion which is about 10% of GB GDP.   The contribution has been steadily rising over many years. The industry contains many different specialist sub-sectors and, increasingly, changes in technology have led to changes in the nature of jobs within the industry. The trend towards fewer, more skilled and better-paid employees , necessitates a significant further investment in education and training. United Kingdom of Great Britain and Northern Ireland Flag Royal coat of arms Anthem:  God Save the Queen[1] The United Kingdom (dark green) shown in relation to the European Union  (light green) and other areas of  Europe(dark grey) Capital (and largest city) London 51 °30à ¢Ã¢â€š ¬Ã‚ ²N  0 °7à ¢Ã¢â€š ¬Ã‚ ²W Official languages English  (de facto) Recognized regional  languages Irish,  Ulster Scots,  Scottish Gaelic  ,  Scots,  Welsh, Cornish (wikiPEDIA INFO.NET) REVIEW OF THE MILK AND DAIRY INDUSTRY INTRODUCTION The dairy industry represents around 18% of the gross agricultural output of the UK, and dairy farmers are an important and sizeable part of the National Farmers Union NFUs farming membership. Dairy farmers have endured difficult times in recent years, notably with regard to farm gate profitability. Soaring prices on the world dairy commodity markets in 2007 resulted in rises in farm gate prices, totaling an average increase of 8ppl by the autumn. This has created optimism in the dairy industry and allowed most farmers to start breaking into a profit. However, there are ten years of underinvestment and debt to make up for and farmers now need a sustained period of higher prices to enable some long-overdue investments in their businesses. While the outlook of the British dairy industry is broadly positive, the confidence of dairy farmers remains fragile. Production costs have risen massively in the last twelve months. Higher feed, fertilizer and fuel costs are eroding the benefits of higher prices. In addition to this are the substantial infrastructure costs that dairy farmers face under the proposed revisions to the NVZ (Nitrate Vulnerable Zones) Action Program. With these issues in mind, this document provides a background briefing to the dairy farming sector and looks at the future challenges and prospects. Britains Dairy Farmers Dairy farmers in the UK are amongst the largest and most competitive in the European Union. Dairy farms are situated across the UK, but are concentrated mostly in areas where the climate encourages favorable conditions for grassland farming. In recent years milk production has gravitated towards the West and South West of England, West Wales and Northern Ireland. The number of dairy farmers in the UK has fallen dramatically, and continues to decline. In 2001 there were 26,110 registered production holdings in England and Wales. By February 2009 this had fallen to 12,465. This figure represents a 5% fall on February 2008 figures, and therefore reflects the continuing pattern of decline. Until recently, for every farmer leaving the industry another farmer was willing to expand. Consequently, the average size of dairy herds in the UK has increased from 72 cows in 1999 to 95 in 2010. At the same time, genetic and management improvements in dairy cattle have seen the average cow increase milk production from 5,000 litres a year in 1993 to 9609 liters in 2011. In recent years however, the industry has seen a decrease in production, suggesting that either larger milk producing herds are leaving or the number of herds expanding has decreased. (Wikipedia Information.net , The Dairysite.com) A Brief History of the British Dairy Industry Since the 1920s- 1994, the market for raw milk was managed by four statutory milk marketing boards (MMBs). One Board bought and sold all wholesale milk from farms in England and Wales. The MMBs were wound-up in the early 1990s allowing existing farmers to sell milk either to new farmer co-operatives created in their place or directly to dairy processing companies. The co-op, Milk Marque, was created for broker milk sales in England and Wales. In the early days following the abolition of the Boards, dairy farmers enjoyed a relatively prosperous time as milk prices had increased to 27 pence per litre (ppl). However, the rise in milk price coincided with a unique set of economic circumstances driven by Black Wednesday and the UK pulling out of the Exchange Rate Mechanism, which devalued the Pound against major EU currencies that had increased the value of EU market support and the competitiveness of UK dairy produce. Prices started to slide in 1998/9 and more and more producers opted to leave Milk Marque to supply dairy companies directly who offered a higher price as an incentive to join. Around the same time, a legal case was brought against Milk Marque by milk processors through the then Dairy Trades Federation, who argued that MM was operating as a complex monopoly and was abusing its dominant position in the raw milk market. In 1999, the Monopolies and Mergers Commission produced a report supporting the case brought to the Office of Fair trading by the DTF. The result of this case led to the break-up of Milk Marque. In its place, three daughter co-ops Milk Link, Axis and Zenith were set up in 2000. In recent years these businesses have consolidated, Axis brands merging with Scottish Milk brands to form First Milk and Zenith with a small milk co-op, the Milk Group to form Dairy Farmers of Britain. The Dairy Industry in modern times The dairy industry had seen remarkable consolidation at all levels in the last decade. While there were over 100 milk buyers in the country, six large dairy companies dominate the GB market. The largest dairy companies are: Dairy Crest The Company buys approximately 2.4 billion litres every year from 1,400 direct supplying dairy farmers, the majority of whom are located in southern, central England and South Wales (as well as some milk brokered from milk co-operatives, especially FirstMilk). Dairy Crest manufactures liquid milk and a range of dairy products, including cheese, milk powder, desserts, butter, and cream. Its best known brands are Cathedral City and Country Life. Arla Foods -Swedish/ Danish farmers co-operative of approx 9,400 members, operating as a wholly-owned subsidiary in the UK. The company focuses on supplying fresh milk to retailers as well as managing dairy imports from Scandinavia and New Zealand. UK has a workforce of 6,300 and processes 2.3 billion liters milk at 13 plants, supplied mostly by the Arla Foods Milk Partnership, a farmer group of around 1,600 members. Dairy Farmers of Britain Farmer co-operative with around 2,600 farmer members, predominately located in the North of England and Wales. DFB makes a broad range of products including liquid milk, cheese, butter, ingredients and desserts, both for supermarkets and own brand. DFB also supplies milk to other dairy companies and runs eight separate processing sites and sixty distribution depots. Robert Wiseman Dairies Private dairy company that specializes in processing and delivering fresh liquid milk throughout Great Britain. It operates from 6 major processing dairies in Aberdeen, East Kilbride, Glasgow, Manchester and Droitwich Spa and a new dairy in Bridgwater, Somerset. The company has developed relationships with a number of major supermarket groups, resulting in more than 70% of its sales to multiple retailers. Milk Link Farmer co-operative essentially making cheese, ingredients and desserts. Milk Link supplies all the UKs major food retailers, many of its largest food processors, and food services organizations. It is the UKs largest cheese producer, with the bulk of its members being located in the South and South West of England. First Milk Farmer-owned business, with 2600 farmer members, formed in 2001, from the merger of two leading dairy groups. As well as supplying other dairy companies (notably Robert Wiseman Dairies in which it has a 15% stake and Dairy Crest) with milk, the company owns creameries in Cumbria, West Wales and the Scottish islands. There are also a large number of small to medium sized local or specialist processors such as Lactalis/ McLelland, Belton cheese, J Heler, Muller Dairies, Fresh ways, Medina Dairies and a small number of milk buyers that operate largely as intermediaries, supplying milk to a range of different markets. (http://www.ipaquotas.com/dairyfarmer.htm) The Current Dairy Market- The UK The British dairy market is observed as a domestic market. The UK is around 90% self-sufficient in milk and dairy produce and half of all raw milk is sold as fresh liquid milk. In the past, much of this would have been sold on doorstep rounds. Now the highest proportion is sold through major multiple retailers. Cheese takes up a further 28% of the market. Consumption of liquid milk had been declining until recently where statistics indicate stabilization in consumption, with increasing demand for low fat milks. Utilization of milk by UK dairies 2010/11 (million litres) The concentration of the industry on liquid milk and failure to add value has had important consequences for British dairying. The industry has, to some extent, become more commoditized and struggled to capitalize on real growth markets. It has also seen the value of imports increase compared to the value of exports with recent estimations that the deficit. OBJECTIVES OF THE REPORT The following objectives will be covered in the report in detail: To study the Milk production in U.K. To study the reasons for decline in milk production Pricing factors for the industry Challenges faced within the industry To analyze the milk and its products consumption in the British families (Via Survey Method) Milk production in U.K. Deliveries to dairies in the 2010/11 milk year totaled 15,212 million litres. Adjusting this figure for the presence of a leap year gives total milk deliveries of 16,176 million liters, the lowest cumulative figure since deregulation and around 500 million liters (4.2%) down on the five year average. 5 year average daily 2010/11 average daily Looking at average daily deliveries by month shows the milk year started off relatively well with April deliveries only 0.9 million liters per day less than the five year average. This was a result of a mild spring encouraging good grass growth and early turn out. The three months from May to July were the wettest on record which was one of the factors that led milk deliveries in July to fall to an average of 35.4 million litres per day. That was three million liters per day (7.8%) lower than the average for the month. This deficit decreased towards November with better weather and prices. However the effect of the earlier poor weather on silage quality and rising feed prices appears to have impacted on milk deliveries in the final four months of the milk year with daily deliveries averaging 3.5% lower than the five year average. The UK dairy industry employs more than 23,800 across 600 workplaces nationwide. It includes the operation of dairies and the manufacture of dairy products, such as iceà ¢Ã¢â€š ¬Ã‚ cream. There are many wellà ¢Ã¢â€š ¬Ã‚ known companies, such as Yeo Valley Farms, Danone, Dairy Crest Ltd., Unilever iceà ¢Ã¢â€š ¬Ã‚ cream and Wensleydale Dairy Products. 2009/10 2010/11 2011/12 Key facts: There are 23,800 people working in the dairy industry, of which: 87% of the workforce is in the operation of dairies and cheese 14% in the manufacture of iceà ¢Ã¢â€š ¬Ã‚ cream The industry represents 6% of those employed in Great Britains food and drink manufacturing sector. 36% of the workforce is 45 years or older. 45% of the current workforce will be eligible for retirement within the next 20 years. 13% of the workforce has a degree or equivalent qualification . The highest qualification for much of the workforce is GCSE grades Aà ¢Ã¢â€š ¬Ã‚ C (20%) or A Levels (13%). 19% of the workforce has no qualifications. Workforce statistics Number of UK employees: 23,800 Number of UK employers: 600 Gender: 76% male 24% female Ethnicity: 92% of the workforce is white, 5% Asian/British Asian and 3% Black/Black British 2,300 migrant workers (nonà ¢Ã¢â€š ¬Ã‚ UK nationals) are estimated to be working in the industry Age: 26% of the workforce is aged 16-30 years 14% is 30-34 years 15% is 35-39 years 13% is 40-44 years 22% is 45-49 years Disability: 7% of the workforce has some form of work limited disability. [N.B. Data derived from Labour Force Survey, 2010 and Annual Business Inquiry, 2009.] Reasons for decline in milk production In most instances in the dairy industry, increases in production costs have offset/negated any efficiency gains made by expanding producers. More recently, this logic has been tested as milk production has gradually fallen over the last 5 years. 2011 was an exceptionally bad year due to the additional effects of poor weather on grazing conditions and winter forage quality. Cumulative production to March 2011 stood at just 13,215 million liters, which was 2% lower than last year and represents a production figure not seen since the 1974/5 milk production year. In addition, in the 2010/11 milk production year, the UK was a massive 986m liter (7%) under quota. Research suggests that the falling trend of milk production in the UK will most certainly continue in the short term. The low level of confidence has led to reductions in producer numbers and a reduction in the number of farmers willing and able to expand further. Coupled with this, the industry has suffered many years of underinv estment due to a sustained period of low milk price. In light of the challenges ahead in the form of environmental regulation, coping with the impacts of disease and higher variable production costs it is likely that we will see further contraction in the industry in the immediate future. Recent price increases have however brought some confidence back to some producers in increasing milk production on their holdings. The 2010 Farmer Intentions Survey from Dairy Co revealed that 37% of dairy farmers intend to increase milk production, yet 7% of dairy farmers intend to exit the industry in the next two years. This forecasted increase in production on some farms, coupled with a reduction in the number of dairy farmers will result in a further fall in milk production by 2012/13 in Britain of 0.6%. Pricing factors for the industry Milk pricing and profitability are the biggest issues affecting dairy farmers. The average farm gate milk price for 2007 was 20.66 ppl with a February 2008 average milk price of 25.62 ppl. This reflects a much needed 8ppl increase on the average farm gate price of just 18ppl in 2006 which has increased drastically in 2011/12 by 48ppl. Since the mid 1990s, the industry has seen a general decline in dairy farm profitability and massive restructuring has taken place at farm level. To cope with Low Prices, farmers have sought efficiency gains to remain profitable largely through increasing herd size and cutting costs where feasible. In the past a combination of factors has driven farm gate milk prices including: Prices for internationally traded commodity dairy products EU market support Exchange rates The balance between the supply of raw milk and the level of demand for milk products Weak negotiation, due to structure of industry The costs of manufacturing milk EU and world commodity markets have been seen historically as the biggest driver in raw milk prices. They are still influential and are the biggest reason behind the well documented increases in milk prices in the UK and elsewhere in 2011. However, the British dairy market is essentially domestic, which should limit the exposure to commodity market forces The British retail market for dairy products is fiercely competitive. In respect of the cheese market, for example, regular tendering is the norm and with large quantities of cheese imported from Ireland and other EU member states, there is fierce competition to secure supply contracts. Costs of Milk Production It is notoriously difficult to establish average production costs, however over the last three years production costs have increased dramatically as a result of oil, fertilizer and feed price increases and the escalating cost of farm labor. The First Milk/Promar report of March 2009 suggests that the true cost of production for UK dairy farmers is estimated to rise to 36.64ppl in the next year, not accounting for any profit margin. Challenges faced within the industry Access to raw material is key to global position Milk production is highly regulated by quotas and mobility of raw material is difficult Raw milk is perishable and cant be transported long distances Milk production is challenging: no compromises on food safety, labour intensive and milk is collected daily Seasonality of production leads to overcapacity Requires long term investments on farm and industry level Competitiveness of the dairy processors is increasingly decisive for the pricing of raw material milk to farmers Better regulation and simplification Flaws are identified, but results are not satisfactory Slow decision-making process Lack of predictability Horizontal regulations concerning feed, hygiene, claims and labelling New regulations for animal welfare and quality labelling? Milk specific regulation: drinking milk, spreads and preserved milk Route to market Access to world market Global players include different geographical regions in their business strategies, but SME ´s have difficulties in approach. Specific support mechanisms could be helpful Industrial policy is made too much on terms of agricultural policy Technical and sanitary measures are barriers to trade: animal disease outbreaks, divergent analysis and sampling methods, zero tolerances, milk products and animal health standards Innovations Innovations have been and are essential in improving the global competitiveness of dairy industry and creating value added products Innovations in the future are more and more linked to the health and well-being of consumers. This means that more scientific evidence is needed for marketing of these products EU should create and improve platforms to support such development in research. The Technology Platform on food research, called Food for Life is a good example of such development and creating science based innovations Claims are essential and needed for marketing and consumer communication of these new products. This means that approval of claims should not prevent or slowdown this development European level programs in science and research (7th framework program) are essential in boosting the science-based innovations in open environment. Probiotic dairy products are good examples of commercial success in this area SME ´s should have easier access to these programs Environmental Challenges Among the biggest challenges facing UK dairy farming is how the industry interacts with the environment. The industry is working hard to ensure that any environmental risks associated with milk production are minimized and to deliver positive environmental improvements. Some notable achievements include a 13.5% reduction in methane emissions from livestock since 1990 and a reduction in overall fertilizer usage in dairy farming by 46% since 1997. Over 35% of farmland managed for dairy farming in the UK is now in an ELS environmental stewardship agreement. Action on farm is being co-ordinate through the Environmental Plan for Dairy Farming (EPDF). The EPDF promotes integrated solutions to tackling the sectors environmental problems, i.e. solutions that tackle more than one environmental issue and are easy for farmers to implement such as nutrient management plans. In addition to the EPDF, the development of an industry Roadmap for the dairy sector in England identifies the environmenta l impacts of producing and consuming milk across the supply chain and sets targets for mitigating and reducing those impacts. Critically, the Roadmap promotes better understanding of the social, economic and environmental benefits of milk and aims to achieve a balance between productivity and environmental improvement, thus securing the long term sustainability of dairying. Other Challenges Animal health and welfare continue to be high priorities for the dairy industry. The UK dairy industry adopts the highest standards of animal health and welfare, monitored primarily through the Assured Dairy Farms (ADF) scheme, of which 95% of UK dairy farmers are registered. The England Cattle Health and Welfare Group (ECHAWG) also provide a forum for the veterinary profession, farmers, industry bodies and government to work together to tackle health and welfare issues such as Johnes Disease, mastitis ,lameness, bovine Tuberculosis, an increasingly serious issue for many dairy farmers and, most recently, Bluetongue. FINDINGS Analysis via survey method to detect the rise and fall in the consumption of milk and its products! This analysis was carried forward by using the survey method thereby utilizing the questions given in the form of a questionnaire to assess the participants on the total consumption of the milk and its products in the uk. A sample of 50 participants was drawn from the population for further analysis. A sample figure of the questionnaire is given below- The procedure of the experiment that adopted the survey method as a means of reaching its destination has drew the following findings. According to the survey, 38% of the individuals preferred first milk as a brand over other milk brands and least no of people preferred milk link as a brand. This difference between the preferences must have existed due to pricing of the products, its quality, advertising and its availability. Another interesting fact that emerged was preferences of individuals for choosing the type of milk and it was found out that 42% of people preferred whole milk over other milk types followed by least preference for skimmed milk with only 24%. This difference obviously existed due to quality difference and tastes of the milk types. Another fact that was found out was individuals preferences for powdered and bottled milk that showed a positive percentage for bottled milk with 78% and very little preference for powdered milk. This must be existent due to quality reasons of the milk and the freshness (preservatives vs. fresh milk). The end part of the survey dealt with the family preferences for milk consumption in the UK. It was noticed that maximum no of individuals purchased the milk on alternate basis resulting in 46% from the total. And the numbers of individuals consuming milk within the families are also ranked as high as 42% which reflected that all of the family members drink milk and its products almost on daily basis. It was interesting to note that most of the individuals went by the price of the milk compared to the quality of milk which meant that they usually compromised over the quality over the price thereby resulting in gains for companies that provided milk at a cheaper cost compared to others. Lastly it was asked as to which product of milk apart from its pure form was preferred the most and it was noticed that 46% of the British families preferred cheese product of milk and least preferred the butter 12% which shows the British preference of dairy products depending on their cuisines and dishes made in their homes. By the end of survey finally it was found that most of the individuals preferred milk as an essential nutrient for their daily breakfast needs (64%) compared to any other meal of the day which reflects the energy source and dietary supplements provided by the milk maximize the most over other food supplements. RECOMMENDATIONS FARMERS à ¢Ã¢â€š ¬Ã‚ ¢ Know your cost of production and Add value by maximizing your contract. à ¢Ã¢â€š ¬Ã‚ ¢ Make use of the NFUs inputs monitor and challenge suppliers to seek out best deals. à ¢Ã¢â€š ¬Ã‚ ¢ Offer farmers proper milk contracts, in line with the NFU template, that provide long term stability and transparency on terms and price. à ¢Ã¢â€š ¬Ã‚ ¢ Be transparent about costs, markets and milk prices. Show how you are improving efficiency and cutting costs at the factory. à ¢Ã¢â€š ¬Ã‚ ¢ Promote the Red Tractor prominently, on front of pack, on all branded dairy products. RETAILERS AND FOOD SERVICE à ¢Ã¢â€š ¬Ã‚ ¢ Food service sector to extend commitments to sourcing assured, British products to all dairy products and promote the Red Tractor to clients. à ¢Ã¢â€š ¬Ã‚ ¢ All major retailers to increase the number of British, Farm Assured dairy product lines offered to consumers. à ¢Ã¢â€š ¬Ã‚ ¢ Retailers to promote the Red Tractor prominently, on front of pack, on all own label dairy products. à ¢Ã¢â€š ¬Ã‚ ¢ Retailers to establish direct, dedicated relationships with dairy farmers supplying British, own label cheese lines. GOVERNMENT à ¢Ã¢â€š ¬Ã‚ ¢ All government departments to adopt the NFU model clause and specify use of Red Tractor in its procurement contracts. à ¢Ã¢â€š ¬Ã‚ ¢ Establish a milk production taskforce to examine the reasons behind, and the solutions to, our falling milk production trend. à ¢Ã¢â€š ¬Ã‚ ¢ Make farmers aware of the support and funding streams that are available to them through the RDPE. RDAs to ensure that these funds are easily accessible. BANKS à ¢Ã¢â€š ¬Ã‚ ¢ Banks to honor long term, established relationships with clients. Pass on base rate cuts in full and support farmers including tenants to invest for the future. NFU (NATIONAL FARMERS UNION) à ¢Ã¢â€š ¬Ã‚ ¢ Maintain the call for an independent body to take the politics out of animal disease and resist any attempt by Defra to transfer costs onto the industry. à ¢Ã¢â€š ¬Ã‚ ¢ Continue lobbying to improve milk contracts offered to farmers by milk buyers. à ¢Ã¢â€š ¬Ã‚ ¢ Maintain scrutiny on input costs to ensure that changes in prices are being passed down to farmers. à ¢Ã¢â€š ¬Ã‚ ¢ Lead a positive campaign to promote the benefits of dairy farming and the importance of productive British agriculture. CONCLUSION The outlook for the British dairy industry is broadly positive. Despite the irrefutable pressures that farmers continue to face, the future prospects for British dairy farmers is bright. Milk producers are efficient and operate in a prosperous, well-populated country, with strong traditions of consuming dairy products. Demand for many dairy products, worldwide, is increasing as a result of economic and population growth. Climatic factors appear to be pegging production in traditional export areas and the EU may be well placed to capitalize on world market growth in the long run. But there remain many significant short-term challenges.

Help Remember The 1980s :: essays research papers

You're an '80s child if... 1) Snap bracelets were always getting you in trouble at school. 2) You played with "My Little Ponies". 3) Friendship bracelets were ties that couldn't be broken. 4) You’ve ever read Nancy Drew, The Hardy Boys, The Babysitters Club, or Sweet Valley High. 5) You know all the words to "Ice Ice Baby". 6) You wanted to be The Hulk for Halloween. 7) You had a crush on one of the New Kids on the Block members. 8) You wanted to be on Star Search. 9) You can remember what Michael Jackson looked like before he had Plastic surgery. 10) Heaven forbid you wore one of those T-shirt rings or a scrunchi on one side of your shirt during your youth. 11) You were styling with your French rolled pants. 12) You wore multiple pairs of socks in the middle of the summer just so you could Be "hip" 13) You had puff painted your own shirt at least once. 14) You owned a doll with 'Xavier Roberts' signed on its butt. Cabbage Patch Kids! 15) You knew what Willis was "talkin' 'bout." 16) You know the profound meaning of "Wax on, Wax off" 17) You were upset when She-ra, Princess of Power, and He-Man cancelled. 18) But the commercials in between were for Barbie and the Rockers and you knew all the words to all their songs. 19) You can remember watching Full House and Saved by the Bell for endless hours, back when they were new episodes. 20) You have seen at least 10 episodes of Fraggle Rock. 21) You hold a special place in your heart for "Back to the Future." 22) You know where to go if you "wanna go where everybody knows your name." 23) You wanted to be a Goonie. ("Goonies never say die.") "Yes!" 24) You remember Madonna in her cone stage. 25) You knew "The Artist" when he was humbly called "Prince." 26) You even wore fluorescent-neon clothing... 27) You could break dance, or wished you could. 28) You remember when ATARI was a state of the art video game system. 29) You remember M.C. Hammer. 30) You can still sing the rap to "Fresh Prince of Bel Air". 31) You own any cassettes. 32) You owned a pair of LA Gear, Keds, or Converse tennis shoes. 33) You carried your lunch to school in a Gremlin or an ET lunchbox.

John Updikes A & P Essay -- John Updike A & P Social Class Wealth Ess

John Updike's A & P At first read, John Updike's 'A & P' contrasts old and new; the old manager in his settled life conflicting with the new age of girls wearing bathing suits in buildings. All the while, the narrator stuck in the middle, finally deciding to join the side of new, or youth. Instead of old vs. new, an observation closer to the heart of the story is conflict between the worlds of the rich and the middle class. ?A & P? is the setting for one man to decide in which way he will seek to follow his life, standing on his own two feet and treating everyone as equals, or bowing before the wealthy, and searching for his own riches above all else. In walk three girls into a grocery store in bathing suits. They?re far enough away from the beach that it is customary for them to be wearing more clothes. Their actions are deliberate and exaggerated; they came in the store to buy one item, but that was not their purpose for being there. It?s easy to extract from the story that the girls stood out in many ways, money being an important one. Updike presents Sam the cashier as thinking, ?Her father and the other men were standing around in ice-cream coats and bow ties and the women were in sandals picking up herring snacks on toothpicks off a big glass plate and they were all holding drinks the color of water with olives and sprigs of mint in them.? Sam?s impression of the girls was obviously that they came from wealth, something that he could not claim of himself. And although he outwardly admired their bodies, he was really admiring their wealth. The girls walked in and by the lack of conformity of their dress, immediately they set a different tone within the store. They walked the wrong way down isles and paid no att... ...o become what they are, so that he can walk around and have others treat him with respect above others. In ?A & P? John Updike gives a story of a man faced with two choices for his life in a seemingly unimportant circumstance. He can stand up for himself and for his rules, as his manager encourages him to do so. But as the story goes, he remains oblivious to the forces at work, and decides to bend his will to three girls in bathing suits, or more generally, to those who have the power and nobility of wealth behind them. Sam makes the wrong choice, and subsequently, makes the rest of his life more difficult, as he admits that he must life his life under another class of people, the wealthy, as though he is less than them. By admitting that he is less than them, Sam has started to live his life not for the happiness he can obtain, but for the wealth he can obtain.

Book

Oliver Stone used a Logical appeal making the reader to think about the case by his/ her mind and trying to convince the reader and to clarify that whatever Inside the person will motivate he/she in either ways good or evil; â€Å"It is likely that, whether they had seen Natural Born Killers or The Green Berets or a Tom and Jerry cartoon the night before their first crime, Ben and Sarah would have behaved In exactly the way they did†.Stone logically argued back with a valid point. All teenagers around Hanna 2 the world have seen the movie and they weren't affected by It like Ben and Sarah ere; the problem seems to be in Ben and Sarah, not the movie. â€Å"1 500 hours of mostly violent TV programming might have slightly more effect on these two youngsters than two hours of Natural born killers? â€Å".Ben and Sarah could have never been affected by a two hours movie and motivated them to attempt a crime; as millions of people saw the movie and they never heard about somebody who attempted a crime from just watching a violent movie, as Natural born killers was not and won't be the last violent movie. The whole problem comes from the inner of Ben's and Sarah's, both of them had a bad life where the family was not there nor taking are of them or watching out their teenage children.We can tell that both of Sarah and Ben came out from a separated and different families where the love bond was not there; but they did share similarities in their personalities as both of them were drinking, doing drugs and as they don't have any source of Income eventually they will need money to continue living; That's what actually motivated them to attempt the crimes they did, not the movie. When a person is good and have pure thoughts his/her actions will be good and useful for others too, if that person is not, probably his/her actions will hurt others.And that is actually what happened with Ben and Sarah, both of them turned to be bad and do evil actions from what they sa w In their lives not from what the movie they saw. 1 OFF Using logical appeal was not enough to Oliver Stone clarifying and defending himself against Gresham, therefore he used ethical appeal; as Stone build up his argument talking about Gresham himself â€Å"A lawyer in search of a client could see in this an indictment of the entertainment industry and not of the teenage killers and those who reared them†.Oliver Stone trying to tell us that a lawyer who is Just looking for none and does not care about lives and the safety of people is not a person to trust; how can you trust a person who doesn't care about people lives and about how those teenagers had been raised up are not a responsible people. As we should care about this generation who's coming up to this world and help them to be better people for our country not to use them Just to get clients and make some money, Oliver here is trying to defend himself by blaming Gresham and everybody who's supporting those youngster s as it's not logical that.What can control a person ? A movie or the person himself !? How can Gresham blame a movie for attempting two murders ? Ben and Sarah are eighteen and nineteen years old, they are mature enough to control their actions and it's really a childish thing to blame a movie for motivating them to attempt two murder crimes one each. What gives a man a value than any others organism is the MIND which we can use to control our actions.Hanna 4 â€Å"If Dan White, the killer of San Francisco supervisor Harvey Milk and Mayor George Nosecone, could claim that Twenties made me do it† Oliver is continuing using ethical appeals by saying that a person can not do whatever he wants then blame it to other people or things and say that it was not his/her fault as somebody else or something motivated him/her to do a crime.Watching a movie is not the big thing that can motivate you, and if it's what about those people who are losing their families in the wars, and we nev er heard about any of them turned to be a murder, even us and our friends we all watch horror movies and play violent video games and it never turned us to violent people who can go and kill the others or even Jump into somebody else car and steal it, it is Just because there is no need to do that. But Ben and Sarah had their reasons to attempt the crimes but that is not an excuse to do a crime even when you have reasons.Artists should never be blamed for societal violence; in most cases, they are merely holding a mirror up to the reality that already exists or providing catharsis for emotions we are already suppressing. Violence is there and it does exist in the movies and we can not deny that but one who's watching is the one who decides what to do and how his/her actions will look like. One should use his/her mind before going for an action and then regret it later.

Solve Gen Inc

Solve Gen Inc. Background By Direct Drugs Inc. (Direct)’s request, an Audit engagement team has perform due diligence procedures, with an emphasis on the review of two separate material agreements between SolvGen Inc. (SolvGen) , that Direct is planning to acquire, and Careway Inc (Careway). First agreement is a research and development agreement , and second agreement is a license and distribution agreement during the first quarter of fiscal year 2010. †¢What are the deliverables for the arrangement described in the case study above?According to ASC 605-25-15-2, all deliverables (that is, products, services, or rights to use assets) within contractually binding arrangements (whether written, oral, or implied, and hereinafter referred to as arrangements) in all industries under which a vendor will perform multiple revenue-generating activities. In this case study, two deliverables are described: (1) a five-year research and development agreement and (2) license and distri bution agreement.Under the five-year research and development agreement, this case study described that SolvGen uses its best efforts to further develop proprietary instrument systems that have been under development for nearly 18 months and are expected to be expected to be ready for commercial launch in the near future. In case of license and distribution agreement, Careway will pay SolvGen for each proprietary instrument system as it is purchased by Careway. $ 1 million of the exclusive negotiation payment paid in December 1, 2009 is recognized as cash in debit and unearned revenue in credit in 2009 because the agreement will start in 2010.SolvGen can recognize any amount as revenue in credit and as unearned revenue in credit using completed or percentage method until the end of agreement to match expenses incurred in 2010. $ 2 million of contract signing payment paid January 1, 2010 is also recognized any amount as revenue in credit and unearned revenue in credit using completed or percentage method to match expenses incurred in 2010. The commercial launch of instrument system version 1-$ 5 million paid in March 31, 2010 upon commercial launch can be recognized as revenue in credit according to ASC 985-605-25-5 even if SolvGen do not deliver the instrument system.For the last two commercial launch of instrument system version 2 and 3- $ 5 million unpaid can be recognized as revenue in credit and account receivable in debit according to ASC 985-605-25-5 even if SolvGen do not deliver the instrument system. †¢When should the milestone payment received to date by SolvGen be recognized as revenue? To recognize the milestone consideration in its entirety as revenue in the period in which the milestone is achieved, the milestone will be substantive in its entirety. ASC 605-28-25) The milestone payments received to date by SolvGen for commercial launch of instrument system version 1 should be recognized as revenue because the commercial launch is satisfied w ith the condition that the milestone is substantive. A vendor recognizes deliverable consideration or unit of accounting consideration that is contingent upon the achievement of a substantive milestone in its entirety in the period in which the milestone is achieved (ASC 605-28-25).