Visionary Mr Mineka Wickramasingh Essay Example for Free

Visionary Mr Mineka Wickramasingh Essay Brief background on CBL (Munchee) It was the visionary Mr Mineka Wickramasingha in 1960 who wanted to expand his family business from the chocolate market. It was at the same time that CARE looked at sources of nourishment for the poverty stricken. It was a substitute of a biscuit that Mr Wickramasinghe proposed looking to expand on those lines. At that time the market leaders were Maliban. They were the ones who were awarded the contract. Due to lack of space, CBL was first launched at Dehiwela in his own premises to produce a high protein biscuits for schools. From this footing Munchee, has marched forward to capture 80% of the market of the local market. For over 40 years the brand has developed a certain nostalgia that is irreplaceable by any other brand. The taste is enjoyed young and old alike. There vision is to become the number one biscuit in Asia. Product portfolio CBL now produces various food items which have become house hold names in Sri Lanka. CBL expansion is not only with biscuits to which consumers are more familiar, they also have chocolates under brand name ‘Ritzbury’ since 1990s. The other brands are Tiara and Lanka Soy. There are numerous subcategories under each product. There are jellies, soya base products, cereal products, herbal porridges, soups and much more. Sub Categories under the Munchee brand Sweet biscuitsCrackers Puffs Savory Biscuits Cream Biscuits Marie Cookies Assorted HerbalWafers These are premium and hand-moulded chocolates. They come in boxes and slabs. Can be as a coated biscuits or wafers or beans or candy bars. It is in different flavours, type, and size. Sub Categories Chocolate Coated Biscuits Chocolate Slabs Miniature Caterers RangeChocolate Coated Beans Chocolate Coated Balls Chocolate Coated Candy Bars Specialty ChocolatesChocolate Coated Wafers Soft sponge cake made to perfect texture and taste Layer Cake Portion Cake Butter Sponge Cake Swiss Roll Company performance Ceylon Biscuits is of undisputable quality. CBL has shown a growth both in sales and profit for the last 5 years. Revenue had doubled from Rs.1.9 to Rs 5,2 Billion by 2005. Group turnover grew by 48% that same year. Net profit that year was Rs.533 Mio. This was the highest recorded profit for this company. CBL profit gradually grew, as it caught on to an international market. By 2011 sales revenue has grown by 25% in comparison to 2010. The overall profit margin was around 9% for the recently past five years. If ever the company saw a small decline it was due to industrial unrest. This biscuit is spread over 95,000 retail outlets all around Sri Lanka. CBL exports to 36 international destinations. It has been able to spread it’s fame in South Asia as well. Some of the countries of export are USA, Canada, Australia, UK, Hong Kong, China, India, Maldives and even the Middle East countries. The annual export revenue is about US $ 4 to 5 million. CBL has many awards for its entrepr eneurship. These awards are Exports in the Gold Category, Product Brand of the Year for four consecutive years, Anugu International Food Fair award. The daily production is around 150 tons. The annual production is around 45,000 tons. The company’s labor force is about 3,500. Company sustainability relies on strict norms on quality, texture and taste. For this it uses the latest technology, innovative marketing, research and development. The three C analysis There are three phases that need to be carefully scrutinized in order get a total overview of the product. Customer analysis Of the main brand Munchee, the customer analysis will be done on a sub category -Marie widely known as â€Å"Tikiri Marie –or Munchee Tikiri Marie. It is a small sized biscuit. The market segment chosen were children. Presently it is packed in a ‘keep fresh pack’ sold at a economical price. The advertisement that was done on a range of media was presented in the most attractive way, backed by lyrics that set a smile on the lips of any child. It was later that Maliban put a Marie range into the market. But by then Munchee Tikiri Marie had taken the market by storm. Competitor analysis There has been great potential for a children’s biscuit in the market. CBL had limited resources, especially in production technology which restricted revenue. It was the consumer preference that motivated CBL to keep producing the Marie Biscuit. At one point in time 50% of the production was Marie. Yet, the company was unable to raise profits. Maliban held strong to its position. No advertising, trade promotions or merchandising was able take over the market share that Maliban held. Maliban Marie has an unique flavor that was unmatchable. Volume market share (Total Biscuit Market-February 2005) Communication analysis This is a (B2C) nature of business. The company has used campaigns such as Tikiri Marie scholarship program.-Munchee Tikiri Shishyadara. Expansion programs worth Rs. 500 million Rs. 300 million for state of the art plant. It was known as Plant 6 from Italy. CBL went to war using all types of media from TV, newspaper, radio, magazines, even websites to introduce a new Marie. There was a series of advertisement for Tikiri Marie- from ‘Kohomada Tikiri Mole’ to the first day in school. All campaigns had been embarked under their corporate moto-‘A crowning success’. This was CBL communication approach of tacking Maliban. Target market for Munchee Tikiri Marie The brand â€Å"Munchee† has not only spread over domestic market but also the export market. Munchee is now exported to over 36 countries. Munchee can be seen in Gourmet Shops in Australia, supermarket like Wal-Mart, K-mart worldwide in countries like UK, Germany , Italy , Middle-East , Canada and Japan. South East Asian region is spread over 11 countries. When Munchee is target marketed in this area, it must be the same target market as of the other South Asian countries. It is the high quality, texture and taste that captivate any child in any country. Because of this CBL must ensure that they do not loose the perception of ‘a biscuit for children.’ As it is not being partnered by any company as it was in UK the brand name can prevail. Here CBL needs to position its product, thus no private label will be needed either like NTUC of Singapore and Supreme brand in China. Segment for Marie Geographical segmentation-South Asia, Europe, America, UK Demographical Segmentation Age, taste, texture, income Behavioral segment- instant, nutritious Product positioning of Marie Brand Identity vs. Competition (Source- AC Neilson) Premium quality, Innovative and value for money brand available at arms length of desire. Scope of this Integrated Marketing Communications Plan It looks in to objectives, strategies, and tools in communication used to successfully bring about integrated marketing. The plan will discuss ways to launch a program to communicate product. Marketing objective Increase the sale of Munchee Buiscuits. CBL is looking to increase sales by 5% within the next two years. With this to increase the market share by 5% at the end of the second year. Increase the company profile while enhancing the product among the target market. Munchee also wishes to strengthen Brand image among South East Asian countries as a healthy, nutritious biscuit. Communication Objective Awareness program to reach 20% of target market through television, newspaper advertising and web promotions. At least 5% the target market must purchase the product. Issues and Challenges The target market may have other preferences in biscuits. This entirely depends on texture, flavor, taste, shape and size. Thus the promotions/advertising will have to be attractive, creative and innovative in order to reach the hearts and minds of South East Asian Children. Situational analysis Current problem facing product * The target audience may not be reached. * They may prefer other biscuits. * Difficult to build brand loyalty in the food industry. Identifying target * The target market is chosen taking taste and nutrition in to consideration. * Targeting people who looks for low price but has to be of quality. Selecting a Market to Target South East Asia Geographic segmentation Children of the age 1-16 , Middle class Demographic segmentation Target market Instant, nutritious Behavioral segmentation The target market that has been chosen is of the geographical location of South East Asia region among a demographic target of children between the ages of 1-16. In modern South East Asia food in freely available for purchases for people who are one the move. This biscuit provides nutrients that are good for children and is an easy snack in a keep fresh pack. It is instant food for hungry youngsters. Positioning through Marketing Strategies * Introductory price * Chance to taste Competition Product Comparison There are companies like DIMOs that offer discounts to Government servants but no company has offered it to Bankers. AMW is the first to get into this program. Barriers to Entry * The awareness in low. * Banks have tied with other automobile companies, on a separate basis for their leasing requirements and the staff gets their vehicles also leased through those companies. * Buyers may go for second hand as the economic situations are tough. Competitor Differentiation | Chery QQ| Micro Panda| Features | Small hatch back with comfortable interior, Three Cylinder DOHCMPI 12V Petrol 812 CC engine Chery is imported from China and marketed in Sri Lanka by David Peiris Motor Company| Micro car, Volvo tech, 1300 cc engine. Made in Sri Lanka. Comes with and without air bag.| Target Market| Working professionals| Working professionals| Strengths | Low price, Brand backing | Made in Sri Lanka| Weakness | Small range of customers, No discount| Small range of customersNo discount| Consumer Behaviour – problems faced in addressing communication message There is nothing extraordinarily attractive about the AMW Maruti. But the interior is appealing. It is economical on the fuel. There is a one year warranty on the car. These are some of the aspects in regards to the car that a consumer will look at. Then the consumer is going to look at the company that selling the car. Associated Motor Ways Ltd is one of the oldest automobile conglomerates in Sri Lanka. They are the sole distributors of Suzuki vehicles in Sri Lanka and are affiliated with several brand names in the motor industry such as Nissan, Yamaha, and Goodyear. Addressing the problems with the vehicle such as no extra ordinary beauty about the vehicle or that there is fume emission from the vehicles which is hazardous to the external environment, what AMW concentrates on is the interior of the car and how economical it is. The Maruti is good on fuel. The size makes it easy to handle. This car is val ue for money. Branding Bankers are likely for a discount program where the vehicles are leased giving a bank loan. Maruti is likely to stay in the minds of the buyer due to features of the vehicle, the interior and the engine capacity in relation to the other brands of this same model which where given under competitor analysis. The Maruti is a more durable and dependable brand. Position statement This promotion is available only for bankers that are permanent in their jobs and the loan facilities are available. Any other financing will not be permitted. The discount is available for all colours of Maruti. Promotion The promotion is done within Colombo and its near suburbs. For this promotion 50% of the budgeted funds are allocated. This was first circulated to family and friends, for the word of mouth is the cheapest and the best way of promoting a discount program. Gradually as the awareness starts to increase it will be circulated among banks, first on a personal basis to call whose contacts can be acquired. Then the leasing managers or the staff managers in charge of staff leasing will be approached. Depending on the geographical location, banks will be approached in regards to the promotion. Once the approval has been obtained by the management, posters will distribute to main branches. These are known as power position advertising. The dealership logo will be indicated in the poster. A list of the eligible staff members will be collected and a web based mailer will be sent out to them. Permission will be acquired to post the promotion on an intranet facility that is accessible only to the relevant bankers of the targeted bank. A car may be sent out to the main branch for display. Once the initial promotions have been done in and around the main branches where web may not be the best promotional attribute a news paper advertisement will be posted. The news paper will carry a pictureous depictation of the car with a Brand Ambassador. The Brand Ambassador can be a cricketer or any other sportsman who is working in a bank indicating that this is the best leasing offer ever. These adds will have to run every often and it must be made sure that the adds are not too small to see. It may be preferable to advertise in a Sinhalese paper when thinking of promoting the discount program among the suburbs. There has to be creativity, innovation and an even flow for an advertisement to catch the eyes of the reader. A Saturday or Sunday paper is preferable as people have more time than on a weekday to read the paper. Television can be used as last resort. This is expensive but can be the most influential method of advertising. This is a sure a way of information gathering for viewers. The television adds usually have a lasting impression on the viewer. This is a sure way of assuring results for IMC. There are many highly watched channels of those the cheapest but the most effective can be used. The TV add can play between programs. The programs after which the add will be aired will have to be carefully chosen. It will need to depend on viewer’s discretion. The advertisement can go on for a period of 6 months at least. The web based marketing is another method by which advisement can be done. This is the most modern method. Some of the websites frequently visited by banke rs are Facebook, ESPN, Google, YouTube, Digg.com, Myspace, and Perezhilton.com. The most popular of them all is Facebook, Google, and Youtube. All these websites focus on online advertisements. Websites like Facebook taps a large audience. This not only enables promoting to bankers but also lets others know the car sale. This is a good way to get other companies to tie up with the dealership of AMW. Communication Tactical Calendar | Jan| Feb| Mar| Apr| May| Jun| Jul| Aug| Sep| Oct| Nov| Dec| Poster| | | | | | | | | | | | | News paper| | | | | | | | | | | | | TV| | | | | | | | | | | | | Web| | | | | | | | | | | | | Display| | | | | | | | | | | | | Budget The largest potion that is 50% of the budget is for promotion. Of the 50% promotional budget 30% will be allocated for television commercials, the remainder 20% for news paper, posters, display and web. The remainder 50% will be allocated for Brand Ambassador and miscellaneous expenses. The total allocation for the budget is Rs. 2,000,000/- Measurement system Implementation Controls Monitoring, review and control will be done by the dealership company with the collaboration with the bank that is leasing the vehicle. The review to be done on a monthly basis. Progress against targets to be analyzed. For this a marketing plan has to be drawn out. A target market needs to be chosen and a pilot project done before, the discount program is advertised. Once the dealership feels that this can be a successfully implemented then monitoring has to be undertaken. This has to be done carefully. Gap analysis done on a regular basis. Correction actions need to be taken if there is no progress within the first three months of advertising. Dealership may go back to the drawing board and redo the marketing plan again. Quality Assurance Around this time the company was receiving a number of complaints regarding its biscuits breakages, poor taste, quality etc. Rather than ignore the issue, CBL decided to place an emphasis on investigating the cause of the complaints, and took corrective action, including formula changes, to reduce the high number of returns at the time. Setting up better procedures for packing, product handling and transportation, the company prepared for its future growth. It conducted daily taste tests of its own products and organized regular taste panels to compare its products with those of its competitors. It also methodically documented the specifications of all products being manufactured knowledge that had previously been passed on through practice and word of mouth. As the demands on the Quality Assurance department began to rise, the company decided in 1996 to seek ISO certification Today, quality assurance remains an area of particular pride for Munchee. The department plays a critical role in product testing and development of production process controls and systems. High hygiene standards for toilet habits and hair, together with regular swab tests of employees are strictly enforced. Every shipment of incoming materials is tested for quality and those that fail are rejected. Following a complaint, products are collected from customers and subject to laboratory analysis. In 2004, CBL received HACCP certification for food safety together with SLS certification for its biscuits23.. With these in hand CBL became the only confectionary company in Sri Lanka to acquire all relevant quality certifications for its line of business i.e. SLS, ISO 9001:2000, ISO 1400124 and HACCP. Product Development Product development also became an area of increased focus. While CBL had begun operations with a line of distinctive biscuits, along with some generics. However, in the recent years the push for higher turnover had resulted in innovation playing a secondary role. Some of the biscuits that had made Munchee distinctive, were neglected in favor of more mass consumer products. CBL began formulations and potential improvements to flavor and quality. The company also began to actively investigate and keep up with new technologies and machinery by participating regularly at trade exhibitions and through membership in industry associations. Distribution Around this time CBL took the decision to rethink its methods of distribution and undertook to overhaul its sales and distribution efforts in favor of a much bolder plan. Up to this point the company had depended almost completely on wholesalers to sell its products as a hassle free means of managing its distribution efforts. As a result, while CBL had the logistic and cost advantages of maintaining a lean sales team, the company suffered due to its dependence on the enthusiasm of its wholesalers to push its products. CBL decided to bite the bullet and invest heavily in its sales force. It expanded its distribution reach, increasing its number of distributors, changed the demarcation of sales regions into much smaller areas for more intensive sales efforts and recruited the regional and senior sales personnel required to cope with this new direction. 5.4.4 Customer Intimacy With the changes to its sales force, CBL was forced to face up to the fact that it was very removed from its consumers. The company recognized that it had been paralleling the moves and decisions made by Maliban rather than acting on real consumer insights. CBLs focus had been very much product centric concentrated on improvement of its formulation and production technology. It developed its products in isolation and once developed attempted to market them. Little attention had been paid to market research, even on an informal basis. Moreover, CBL began to understand that its customer was a new, youthful generation whose tastes and style were very different from the consumer of the previous ten years. Beginning in 1996, the Board itself acknowledged this changed attitude by beginning to go to the field on a regular basis to a top down attempt to gauge market perceptions and trends. The newly developed sales force provided feedback from consumers and distributors and the company took the further step of setting up a separate subsidiary to plan its marketing activities and to become more responsive to market needs an gaps. The holding company became primarily responsible for improving product quality and procedures. 5.4.5 Image Building CBL also recognized that in order to grow it had to become a better known name as a company. Partly as a result of its multiple brand names, CBL itself was relatively unknown as a corporate entity. Embarking on a campaign to raise the profile of the company, CBL engaged the services of a consultant, and set out to gain greater corporate recognition for itself among both consumers and the business community. The publics lack of knowledge of the breadth of the companys activities was hindering its activities as a holding company, particularly for purposes such as tapping the capital market. With the help of its consultant, CBL set about establishing a public image for itself. This was done primarily through the print media. Every week or so, an article regarding the company and its various corporate activities and Latest initiatives, including its export plans and CSR, appeared in the newspapers. Competitiveness Behaviour The Biscuit Wars Around 1995, CBL had hit a wall in terms of increasing its turnover. Limited by its existing production technology and consumer tastes, t its highest growth opportunity lay in the Marie biscuit market. While CBLs Marie25 biscuits now made up 50% of total production, the company was unable to meaningfully increase its sales and market share of the Marie category. It had attempted a variety of marketing activities including extensive advertising, merchandising and trade promotions, but was still not able to take sufficient market share away from Maliban. The Munchee Marie biscuit was at this time essentially a knockoff of Malibans Marie and used very similar packaging. However, despite much effort and testing, eBL was not able to exactly reproduce the Maliban Marie flavor. Although market share was a (then) respectable 10% and despite fervent urgings from its own sales team to the contrary to be more like Maliban, CBL decided that the time had come to change tactics and be different in order to try to break through the turnover barrier. The Tikiri Marie Campaign Munchee hit on the winning concept of launching its own Marie as Tikiri Marie – a petit sized Marie biscuit using an aggressive campaign entitled Tikiri Mole†, to bring the little biscuit to the attention of consumers. The campaign targeted children with the use of attractive advertising and proved a real turning point in Munchees growth and image. The biscuit was so successful that the smaller sized Tikiri Marie became the number one Marie biscuit in the Sri Lankan market, with a phenomenal 50 per cent of Marie market share and eventually forced the giant Maliban to acknowledge Munchee as a significant market player by playing copy cat and resizing its own Marie. 7 Part of Munchees success with Tikiri Marie stemmed from Malibans complacency and its failure to react to this attack on the Marie category. The Tikiri Marie campaign brought into effect other changes at CBL such as the introduction of Munchees keep fresh pack, which ensured better product freshness. Followin g its success with Tikiri Marie CBL expanded the use of the fresh pack to the entire Munchee biscuit range. The company also commenced a Tikiri Marie scholarship program for school children in 1997 entitled Munchee Tikiri Shishyadara which it continues to this day. Now in its eighth year, the program provides 120 deserving children with scholarships of Rs. 1000 per month for one year with fresh applicants being selected annually. By 1998, the cumulative effect of the changes made through the 1990s, resulted in CBL achieving a 30% market share of the biscuit market (up from 20% at the start of the 1990s) and topping the Rs. 1 billion turnover mark. This was a major milestone for CBL, both internally and externally. The company was becoming better known, both to consumers for its brands and quality products and to the industry for its investments in good technology. CBL reinforced this reputation by committing to a Rs. 500 million expansion program Rs. 300 million of which was spent on a large state of the art plant from Italy. Plant 6 as it was known, was CBLs largest capacity plant thus far with five lines that could handle both hard and fermented dough. This action by CBL sent a strong message, to its staff and associates, about CBLs optimism and confidence in the companys future growth commercialization of this new plant, CBL planned to introduce a new range of biscuits to tackle Maliban head-on. 6.1.2 The Lemon Puff Battle CBLs next strategic attack on Maliban came in 2001 with its Lemon Puff. The Munchee Lemon Puff had a solid 30% market share but as was the case with Marie, failed at growing sales further as a me too product. CBL decided to re-Launch Lemon Puff, by promoting it as a sandwich biscuit with a higher quantity of lemon cream. The campaign was heralded by an intensive television campaign directed at capturing the attention of a new market. What the company did not reveal in its advertising was that the cracker itself had been vastly improved, through a new formula and upgraded technology. It was in fact a noticeably better overall sandwich biscuit than Malibans Lemon Puff rather than just being a look alike with more cream. Going against the advice of its advertising company, Munchee replaced the traditional yellow packaging, synonymous with the Lemon Puff category, with a white wrapper. The superior moisture and odour barriers of the new metalized wrapper combined with the new pillow pack technology, which used only two seals to achieve increased air-tightness, better preserved the crispness and freshness of the sandwich biscuit. This had been a problem that had plagued both companies puffs for decades. Consumers who tasted the Munchee Lemon Puff for its extra cream (not enough cream was a complaint associated with both Lemon Puffs for years) were pleasantly surprised and rapidly switched loyalty to the Munchee Lemon Puffs. Thus Munchee demonstrated that it was in touch with tastes of its consumers and used their feedback to improve its biscuits. The impact of the product changes were felt immediately. Munchees market share in puffs went up from 30% to over 50% within a mere four months following this relaunch, and grew the entire puff category from 12 to 16%. As a result, Malibans share of Lemon Puff which had been a staggering 70% plummeted to 29%. By now Munchee had 45% of the local biscuit market and was vying with Maliban for market leadership. CBLs next big ch allenge was clear take on Maliban in the cream cracker market. Despite Munchees success at growing its sales, Maliban still had nearly 75% of the lucrative cracker market while Munchee was at a meager 23%. The Maliban cream cracker was well accepted and entrenched in the market. CBL had to find a way of breaking through with an innovative cream cracker to take on this market. 6.1.3 The Cream Cracker Assault The following year, in 2002, CBL re-Iaunched its cracker as a Super Cream Cracker, enriched with vitamins in a bold campaign, with live broadcast of two music shows held simultaneously in Colombo and Anuradhapura before massive crowds As they had done with the Lemon Puff, CBL used a new metalized pillow-pack with a contemporary look to break away from the traditional solid red Maliban packaging synonymous s with cream cracker and re-formulated the cracker to deliver a crisper and tastier product. The Munchee strategy of delivering a superior quality product that convinced consumers to switch brands proved a success and the results were phenomenal. Cracker sales grew, expanding its own market not merely taking over competitor share. Growth in sales nearly tripled and Munchees market share in cream cracker immediately doubled to 40%, reaching 50% the foHowing year. Today, of the total cream cracker category, which makes up 20% of the total domestic biscuit market, Munchee owns a 60% sh are. Super Cream Cracker accounts for 30% of the companys turnover, with a profit margin of over 25%. Munchee continues to fight aggressively for market share. Its most recent marketing campaign entitled Podi Badaginne† targets the large 500 gm pack market, previously serviced by loose crackers. The focus is to use the cracker as a substitute for a full meal for chummary factory workers who are already provided with two meals from their work place. The company has again demonstrated its knowledge of customer needs and changing trends and lifestyles in Sri Lanka as the record 128% growth of this heavy use pack from 2004 to 2005 shows. Business Expansion Beginning from the 1990s, CBL began looking at other areas in the food and confectionary industry to expand its businesses activities. 6.2.1 Ritzbury One of the first areas CBL explored was one naturally complementary to its existing line of business: chocolate. At one time, the company had produced chocolate for Nestle and had some exposure to Nestles chocolate operations. Launched in 1991, Ritzbury chocolates began with chocolate coated (enrobed) biscuits. The company went through much teething pain in developing the right quality chocolate for its use. It struggled to develop a workable formulation one that tasted good while withstanding the melting and rancidity caused by the tropical Sri Lankan weather. Ritzbury gradually developed its market by first growing its range of coated biscuits, then expanding to chocolate candies and hand made chocolates, and only recently moving into the traditional slabs the largest market category. The companys strategy is to provide innovative eye-catching products to its consumers and thus differentiate from its competition. Ritzburys first entry was Chunky Choc (chocolate covered biscuits sandwich with butterscotch cream filling), followed by Chit Chat (chocolate coated wafer with hazelnut cream) and Chocolate Fingers (chocolate coated finger biscuit). Another innovation for Sri Lanka was Pebbles (brightly colore d, sugar coated chocolate candies). The Ritzbury range includes Nik Nak, (chocolate coated vanilla cream wafer), Go Nuts (colored chocolate coated peanuts), Choosy (liquid chocolate stick) and Choco-La individual nuggets. Although it started out originally as a poor number four, Ritzbury recently beat Kandos (Ceylon Chocolates) to the number two spot in the chocolate market. However, at 21 % vs. 42% Ritzbury has only half the market share of market leader Edna and a long way to go to become number one. Further, Edna has itself shown to be very aggressive and quick in bringing out innovative products to the chocolate market. Ritzbury for its part, offers over 60 differentiated items, at the full range of price points and with a dedicated sales force certainly provides its consumers affordability and access. Despite being a small local brand, it offers consumers a complete range of chocolates and chocolate coated products and for other products frequently provides comparable alternati ves to more expensive imported products. Examples are Pebbles as an alternative to Smarties, Chit Chat to Kit Kat and Go Nuts to MMs. Yet, apart from the hand molded specialty chocolates and coated biscuits products, the company has yet to fully convince local consumers that the quality of its slab range is on par with that of imports or Kandos. By 1997, following its first biscuit war and having grown its market share in the biscuit market to a respectable 30%, CBL began to focus on sales of Ritzbury. One hindrance to improving growth CBL realized was the then single chain of distribution it used for both biscuits and chocolates. In practical terms what this implied was that once a retailer had gone through purchases of the more established Munchee list of biscuits they would have little money left for Ritzbury chocolates. Ritzbury sales were materially affected and it became evident that an alternative would have to be sought out. One option was to increase the breadth of the CBL range in order to afford to maintain a second line of distribution. 6.2.2 Pancho Snacks With this in mind, CBL decided to enter the snack food market in 1998 under Ritzbury. Named Pancho, this snack range was made up primarily of extruded snacks. However, despite the companys sustained efforts with Pancho and the separate sales force, the impulse buy snack market proved a disappointing arena for CBL. Despite the introduction of two products under a new line named Catch Me together with a re-Launch of Pancho in 2000, the company found that it could only succeed in this market with a near continuous stream of promotions. Although CBL persevered in snack foods for nearly five years, it was eventually forced to close up this operation and admit failure. With the aim of an expansion of its range still in mind, CBL next entered a completely unfamiliar food market. In 2000 due to its own financial difficulties, Yanik Incorporated, an investment bank, was selling its 79% stake in Soy Foods (Lanka) Limited, a public listed company manufacturing textured vegetable protein (TVP) n uggets. Soy Foods was a loss making number four player in the market but had pioneered a number of soy products under the brand Lanka Soy. CBL seized this opportunity to expand its range, encouraged by its present Managing Director who had experience in the soya area. CBL purchased the stake in Soy Foods at Rs.9/share and took over operations in September 2000; by 2002 the company had been successfully turned around and had become a viable entity. This was the success story that CBL had been searching for. The Soy Foods line allowed CBL to maintain a dual distribution network, one for its biscuits and another for chocolates and soy. The effects of this isolation of chocolate sales from biscuits were immediate and notable. By 2002 Ritzbury had made impressive inroads into its competition and grown market share to over 15%. 6.2.3 Lanka Soy In 2000 when CBL bought over management of Soy Foods (Lanka) Ltd. from Yanik it was a loss making company. Despite being the pioneer in the local soy market, Lanka Soy was at the time selling only 50% of the volumes of the market leader Raigam, with a 15% market share. The companys growth was stagnating in a rapidly growing market, and many smaller competitors were cashing on its market with lookalike products. The ambitious strategy set out for a turnaround of the company was to aim to make it not merely profitable but the market leader. CBL decided that not only was it necessary to grow Lanka Soys market share, through a fresh look and product, it was going to grow the total product market through a change in positioning. Thinking very innovatively, the company decided what was needed was to position soya not just as a vegetarian food, but as a more economical substitute for the protein content of a main meal. Touting advantages such as convenience, price and the lack of freezer requirements together with newly introduced catchy features such as interesting shapes and flavors, a whole range of new branded soy products were launched under the Lanka Soy umbrella. Given that at the time, chicken flavored soya was the most popular soya product the company decided it would introduce interesting flavors to accompany new presentation efforts. In order to take the competition head on, it improved the taste of its traditional range, while also increasing its product range. It developed not one but a range of chicken flavors, under the brand Chikosoy, consisting of tandoori, masala, roast and chilli chicken flavors. For the traditional vegetarian market, it introduced the Vegesoy range a further four flavors of mushroom, hot and spicy, Chinese chop suey and Indian rasam. But its piece de resistance was a completely new entrant Malusoy. This range of not merely fish but also seafood flavors truly tapped into a very strong local preference for seafood. Malusoy comprised spratts, devilled prawns, cuttlefish and ambul thiyal flavors. Packaging for the four new sub brands was done using a range of appealing eye-catching colors, with a unique logo designed for each. Advertising again interestingly was carried out individually on a sub brand basis. For example, Malusoy used a two column poster conveying the advantages over canned fish. The company also took the extra step of providing a sauce sachet to provide a one step cooking process. Emphasis was placed to introduce the cooked product to consumers by way of cookery demonstrations and street promotions. In particular, Malusoy was aimed at areas with little coastal access. Sales efforts were overhauled, re-demarcating a network to reach 35,000 outlets with designated representatives for supermarkets, catering and restaurant sectors. The results were strong. By early 2002 Lanka Soys market share had jumped to 25% hitting 30% and market leadership a year later. Malusoy to eBLs surprise turned out to be Lanka Soys front runner in sales. The strategy to offer consumers, as a household, their daily main dish at a price less than half the price of canned or fresh sea food was highly successful. Within 24 months Malusoy sales exceeded 500,000 packets a month, making up over 14% of the total soy market. Due to the sudden launch of many interesting products at the same time Lankasoy established itself as trend setter and frontrunner of the soya product market. 6.2.4 Tiara Cakes eBLs next expansion was within the local confectionary business -the lucrative Rs. 4 billion plus local cake market. eBLs main biscuit and chocolate operations had traditionally taken place at its home factory located along with its head office in Pannipitiya. However in 2002, the company invested Rs. 1.5 billion to set up eBL Foods International (eBL Foods), a Board of Investment (BOI) approved company in Rannala, about one hour away. Awarded a 10 year tax holiday, eBL Foods has a mandate to manufacture bakery products and chocolates the former includes a new line of cakes under the brand name Tiara. The new venture commenced operations in September 2004 with a new line of portion cakes individually wrapped sponge layer cakes, marketed under the Tiara sub brand Okay, The product line also includes swiss rolls. CBL Foods boasts a state of the art plant intended primarily for cakes and a Clean Room,,33 to guarantee freshness for a shelf life of up to eight months. Due to production constraints faced elsewhere however the 110,000 square foot modern facility also includes manufacturing and packing for chocolates, wafers and biscuits the latter including both hard and soft dough. CBL expects that its group tax slab will come down to 32.5% as a result of CBL Foods tax advantaged status and the shifting of these manufacturing of chocolates, wafers and biscuits, which previously came under Ceylon Biscuits tax slab. The company uses a formula to determine profit and is taxed at the preferential rate of 15% on its export. 6.2.5 Other Snacks In 2004, CBL invested Rs. 50 million to acquire a 60% stake in Cecil Food (Pvt) Limited (Cecil Food) an organic manufacturer of dehydrated fruit products, fruit juices, desiccated coconut and cashews primarily for the export market. Though the company had been in existence for 10 years and exported to 20 countries, it was facing financial difficulties. CBL brought to Cecil Foods the financial strength and management experience that it needed, while the founder retained a 25% stake. CBLs main interest in Cecil Food was its exposure to rural agriculture and its export and local market potential. The company presently exports to countries including the US, UK, Germany, Taiwan, Australia, New Zealand, Malta, UAE, Saudi Arabia, Qatar and Bahrain. Armed with CBLs financial backing the company has overcome its working capital needs. CBLs infusion of capital has enabled the purchase of new equipment and is now looking at expanding sales to tap the local market. Cecil Foods also has a 100% o wned subsidiary Cecil Fruit Canneries which concentrates on natural fruit juices for both the domestic and export markets. CBL intends to launch this range to the domestic market by introducing a line of fruit juices in novelty pouches. Export Markets CBL has also set its sights on growing its revenues through tapping sales in overseas markets. Although CBL had been exporting biscuits from inception, around 1997, the company began to export regular container loads to the United States, Canada, Australia and India, while also investigating at lucrative export markets such as the Middle East. India became a particular focus, with the company beginning its own marketing effort there. By 2000 CBL was also exporting to the US, Canada, Australia, UK, Sweden, the Middle East, Hong Kong, Mauritius, Fiji Islands and the Maldives. Although the export sector took a long time to stabilize, export orders now go out to 36 countries, exceeding Rs. 110 million in value (USD$ 1 million) in 2004/5. Exports to the UK, Middle East and Canada are mainly to the so called ethnic markets catering to the Sri Lankan diaspora, but in other countries demand is slowly establishing into in the established biscuit market through chain distributors. While most e xports are under private labels that it, outsourcing for foreign biscuit companies CBL has managed in some instances to establish its own brand. This is particularly the case in Australia where the company has taken the additional step, as it did in India, of setting up its own marketing effort by establishing a company representative as market manager. Australia is now the main export market for CBL, having overtaken the United States. CBL also enjoyed some recent success making inroads into western Africa. 6.3.1 Entry into India There are four accepted methods for a company to enter a foreign market: exports, licensing, joint ventures and direct investment, which often represent an evolution in the degree of interest the company develops once it is present in the market. Beginning with straightforward exports from the mid 1990s and early exports of containers to India in 1999 CBL took the next step in developing the Indian market by investing Indian Rupees 3.6 crores (36 million) to purchase Parrys Confectionary based in Pondicherry, about an hour from Chennai. Setting up a 100% owned subsidiary Ritzbury India, CBL began manufacturing operations for the first time outside Sri Lanka. The acquisition provided CBL with a six line 350 ton a month manufacturing plant. The company entered the Indian market with the Munchee and Ritzbury brands, for distribution in Tamil Nadu and Kerala. While the chocolates were manufactured in Sri Lanka, most of the Munchee range was baked in India. CBL produced nine varieties of biscuits including Marie, Glucose biscuits and several creams at the Pondicherry plant. This manufacturing base in India proved to be both a blessing and a distress to CBL. On the one hand, it became a strong negotiating tool for CBL at a time of labour unrest. CBL was able to take a tough stance, threatening closure and the moving of its entire manufacturing operations to its base in India. However, on the other hand, distribution arrangements provided by Parrys proved to be less than satisfactory. The company began a losing battle in trying to distribute its products. Revenues were far below expectations and Ritzbury India further faced a number of detrimental tariffs in South India. Despite a Free Trade Agreement with India, and a reduction of duty to 3%, the state sales tax in Tamil Nadu was increased by 8% for imported goods effectively nullifying any duty concessions. Following a second acquisition in India, CBL decided to completely dispose of its Chennai operations at a loss , dissolving Ritzbury India. In 2003 CBL heard about the sale through court auction of Bakemans, once the third largest biscuit manufacturer in India with a market share high of 13% of the total Indian market. Outbidding its Indian competition in July 2004 CBL successfully acquired the assets of Bake mans at a cost ofRs .. 300 million. Along with the premises the company also gained six biscuit lines from the acquisition, two of which it chose to bring to Sri Lanka for installation at CBL foods to allay its present capacity constraints. Based in Patiala in the state of Punjab, CBL set up CBL India with plans to commence commercial production in the near future, using one biscuit line. Having recruited Bakemans former CEO, who had been directly involved in the companys rise to its one time number three position, CBL has ambitious plans for India and its manufacturing operations there in the future. Tentatively speaking of a Munchee-Bakemans brand name, CBL aspires to become number three in India within two years of operations and have the same type of success at retail that Dilmah has achieved in India CBLs challenge in India is to find a mass consume r line of biscuits similar to Marie and Cream Cracker in Sri Lanka. Glucose biscuits are an area that the company will have to examine, given their present popularity in India, but to compete with established players such as Parle-G and Britannia, CBL will need both a reliable distribution network and an attractive proposition for the Indian consumers to give it a try. The use of the Bakeman name, which would certainly aid the latter, is presently an issue. If CBL is able to use the Bakeman brand name in some form it will cut down market establishment time considerably. CBLs strength is that it has the innovation to develop a product to suit this market and it has proved in Sri Lanka that it has the quality and taste to convince consumers to switch to its brand. What remains to be seen is whether it will have sufficient insight into the Indian market to correctly select what that winning product and distribution strategy should be. Other Indian Ventures In 2004 CBL entered into an agreement with Ferrero of Italy to distribute and undertake manufacturing on Ferreros behalf. Ferrero is the world renowned producer of Nutella, Tic Tac and Ferrero Rocher and Mon Cherie brands of chocolate and another family owned business. Presently the agreement entails the manufacture of boxes for Tic Tac, Ferreros signature mini mint, intended to be extended to the manufacture or finishing of the mint pill also. CBL distributes Ferrero Rochers foil wrapped boxed chocolates, Nutella and Tic Tac for Ferrero in Sri Lanka and India. Manufacturing commenced in August 2005, packing pills imported from Australia into the boxes. Distribution is intended for Sri Lanka, Africa, India and Pakistan. The linkup with Ferrero is another example of CBLs chairmans dynamic personality and relationship building skills. Following initial contact in India, CBLs directors visited Ferreros head quarters in Alba, Italy, which Ferrero reciprocated with a visit to Sri Lanka. The company has expressed an interest in using Sri Lanka as a base for South Asian activities, moving its present activities from India, convinced of CBLsabilities as a business partner. CBL in turn hopes the association will expand its knowledge base through contact with the 60 year old Italian family business. Business Unit Contribution Biscuits Turnover from Munchee biscuits, the biggest contributor to group turnover, grew 30% in the financial year 2004/5 and early results for 2005 show this trend continuing. Past years sales have grown at a similar overall pace, although specific products have shown even higher growth rates at times of changes and innovation. Profit margins on biscuits range from 20-25% with products such as Super Cream Cracker, Tiffin and Chocolate Puff being the most profitable. Biscuit sales are presently constrained primarily by production capability, with demand strong and the company intending to increase its production lines in 2005/6. To try to keep up with demand, CBL has brought down two lines already from its recent acquisition in India and plans to import a new 2 ton per hour machine from Italy, expected to be installed in early 2006. Group Performance While CBLs overall growth has been strong over the past five years with revenues more than doubling from Rs. 1.9 to Rs. 5.2 billion over the period, profit increases have been even higher due to various tax benefits. In 2005 CBLs group turnover grew 48% to Rs. 5.2 billion and net profit after tax grew 63% to Rs. 533 million, the highest ever in the companys 36 year history. Sales surpassed the previous year across all areas of biscuits, chocolates, Soya and exports. The tremendous bottom line growth clearly indicates the contribution accrued from CBL Foods tax advantaged status. In comparison the 2004 figures were 11% top line and 23% bottom line growth. On average, overall profit margin has been near 9% over the five year period. This is taking into account FlY 200112 which differs due to both the industrial unrest that CBL faced for two months of that financial year as well as the exhaustion of the tax benefits afforded by the 1988 Investment Tax Allowance. The companys latest earning per share figure (EPS) is an astonishing Rs. 53.12 and more impressively has grown from Rs. 36.75 in 2003. This EPS figure reflects the extraordinary growth that CBL has experienced over the last 10 years. EPS in the late 1990s was actually in the Rs. 3000 range on the companys original ordinary share capital of Rs. 390,000 (made up of 39,000 Rs. 10 shares). Path Forward Ceylon Biscuits faced with production capacity constraints for its biscuits, as demand has grown well beyond forecasts. It has adopted the following three pronged approach to increase capacity: a) bringing down two biscuit lines from India from its Bakemans operation for immediate capacity expansion, b) importing a brand new large capacity plant from Italy and c) future capacity expansion of its Indian manufacturing operations. CBLs future growth will come from increasing exports of its established products and diversifying by leveraging its domestic logistics and distribution capabilities to market its other products. The company is also increasingly open to looking at new opportunities, an example being manufacturing for Italian chocolate maker Ferrero. The companys core competencies for the future will be investment in technology, financial strength, sales and marketing competency and focused management. Key challenges will be dealing with its production restrictions and becoming able to compete on a global basis by 2007. CBLs greatest test will be when the Indo Lanka FTA final phase permits Indian biscuits to be imported duty free beginning 2007. CBL intends to examine becoming listed on the Colombo Stock Exchange over the next few years. Since the desire for listing does not seem to be driven by financial needs only, it is still unclear what CBL will gain from this step. The company wishes to formalize its procedures in order to firm up its financial transparency and professionalize its organization structure and operations to ensure future continuity and success. There is a sentiment that going public will enforce the discipline required to ensure this. CBL is well poised with a business model to ensure ongoing value creation. It has spent time building strong brands that have future earnings potential. The brands have proven their competencies in that they have been replicated across new markets with success. However there are some concerns that need to be explored. Managing export markets Export marketing could be more aggressive the model adopted by Munchee for Australia of establishing a marketing office seems the proven route to establish and develop key markets. We see some amazing possibilities for synergies for CBL in inviting someone of the caliber of Merrill 1. Fernando Chairman Dilmah to its board, perhaps even offering Dilmah some equity in an export division or forming a separate export company, who could help with establishing relationships with some of Dilmahs retailers and distributors in Australia. One way or another, the use of a different model to fast track export market expansion is advisable. 5. Managing Indian market entry This is the second greatest challenge facing the company. India is an amazingly dissimilar market to Sri Lanka despite certain cultural similarities. It is fragmented with over 15 million retail entities, the largest number in the world. The organized retail sector in India is only 3%. However, over 51 % of its population is under 25 years of age and the fastest growing sector is the retail high-end supermarkets -expected to grow over three fold in the next five years (from US$8 billion to US$25 billion). Beginning with three malls in 2003, India had 25 by 2005 and is building 200 more. The pace of change is phenomenal. It makes sense to enter this high-end retail Focus on core competencieslRefocus on Sales and Marketing CBLs passion for quality, capacity to build brands and technological and production innovativeness are great competencies to be retained. Skills like marketing and sales are always unstable. Such skills are in demand, pressures are great and often new challenges are looked for in different cycles of growth. No proper product management system or category management is in place. It is important to have some depth to the marketing department. And while CBLs success speaks volumes for the capabilities of its current Director of marketing there is a need for a diversity of approaches and opinions so that marketing efforts do not grow stale. Key mid level appointments need to be made. Customer intimacy! Product leadership / Managing brand TOM In spite of CBL making all the right moves, and succeeding in achieving higher scores than Maliban in most of the consumer research categories (see chart below), Munchee is still behind in brand Top-Of-Mind (TOM) recall. This is despite Munchee having strong market noise levels in share of voice and especially with the competition making so many mistakes. Part of the gap between Munchee and Maliban in top of mind recall can be explained by the long history of Maliban as a market leader, and that it was the dominant player for a very long time. Part of the gap between Munchee and Maliban in top of mind recall can be explained by the long history of Maliban as a market leader, and that it was the dominant player for a very long time.

How Do Textual Features Combine To Convey A Theme Of The Poem? :: essays research papers

How do Textual Features Combine To Convey a Theme of the Poem?   Ã‚  Ã‚  Ã‚  Ã‚  Milton wrote extensively throughout his life, and studied literature profoundly. His cunningness and literary techniques were observed in all of his literature. However, at the prime of his life, his weak eyes gave as his intense work and studies caused his blindness. As a result of this tragedy, Milton created a sonnet about his blindness. He questioned the meaning of this tragedy, of the future, and God for his blindness within the sonnet. Even though his whole life and work involved his eyes, he accepted this eventually. Within Milton's sonnet about his blindness: figurative language, personification, his intent and prosody are adopted to convey his questions and heart felt acceptance of his blindness.   Ã‚  Ã‚  Ã‚  Ã‚  Milton uses figurative language to express his grievances and discontent. He reflects upon his life and â€Å"how my light is spent,† or the time he had his sight. Milton then expresses the feeling of the â€Å"dark world and wide† of the blind as his introduction to his questions. He begins to question his writing that only death can take away (â€Å"...one talent which is death to hide..†), â€Å" lodged... useless† within him because of his new blindness. As a result, Milton begins to question God, â€Å"Doth God exact day-labour, light denied?† Milton wonders as to the meaning of his blindness; Does God want him to continue to write, even with his blindness, or what does God really mean? At first his tone seems harsh, but his feelings are redirected as he answers his own questions in time. His last question to God, was answered by himself as he realizes that he cannot blame God for his actions. His figurative language from the point he begins to question, up to where he begins to answer his own questions are full of implications of his thought. These implications must be picked out in order to make sense of the feeling and statement Milton is trying to make.   Ã‚  Ã‚  Ã‚  Ã‚  Furthermore, Milton uses personification to express the importance of words and values. He personifies â€Å"Patience† as if patience were a man who replies for him. Patience is his reasoning for accepting the fact that he is blind. It is used to introduce the answer towards his questioning, and as a change or turning point within the sonnet. As in standard Petrarchian sonnets this change is in the 8-9 line, and a transition between problem and solution is achieved. The problem was whether or not he should continue to write. Yet, in line 8 the personification conveys the theme of acceptance through Patience.

Abraham Lincoln and Robert E. Lee Essay

Abraham Lincoln and Robert E. Lee wanted to achieve diverse goals during the Civil War. Lincoln was determined to save the Union and help the United States move into a new era. He wanted to settle the issue of slavery in the United States, founded on the principles of liberty and equal rights for all. Robert E. Lee fought the war for the Southern traditions. Lee wanted to defend Southern traditions. He fought the war not only to protect slavery, but also to preserve a whole culture, a way of life. Southerners’ wealth and identity belonged to the land they lived on. Lee fought to protect sovereignty, pride, identity, and a decision to secede from the Union. Despite the differences, both men will be heroes for American people. Abraham Lincoln created a sense of nationhood based on equality and coupled it with an American national culture which enabled the United States to maintain its unity. Lincoln became extraordinarily popular not only because he came from a â€Å"common background† but also because of the unusual strength and clarity with which he felt and saw the troubles that were affecting the nation. Lincoln was able to exhibit both warring and emotional leadership. After he established the fact that slaves should be free, he knew he had to make peace with the South to pull the country back together. Despite the dignity, professionalism, and military skills that Lee demonstrated, he represented a country that enslaved an entire race, traded, and sold human beings like livestock. Although the Confederate leaders insisted that they fought for â€Å"states rights,† one of the â€Å"rights† was the continuation of slavery. Robert E. Lee came from a good family. He chose to fight for the confederates although President Lincoln asked him to fight for the North. Lee was a symbol of the Southern chivalry; he did not have any demerits. His way of fighting was very noble. General Lee did not kill everything that moved and did not burn everything that was on his way, unlike the armies from the North. In Lee’s opinion, actions like that were immoral. He insisted that armies should only fight other armies. He did not fight a total war. Lee fought the old-fashioned way. He stood for the old way of life, for nostalgia. Both the North and the South gained knowledge from this horrid experience of  war. Lincoln’s achievements – saving the Union and freeing the slaves – and his sudden death just at the war’s end assured his continuing fame. Lincoln had qualities that made him a great American political leader. His keen intellect, humor and boldness, and compassion all contributed to his presidency in unifying the nation and extending freedom. Despite the differences, both men showed courage, determination and will to pursue their goals, and are now symbols not only of North and South, but also of the United States as a whole.

How Many Atoms Are There in a Human Cell

Have you ever wondered how many atoms are in a human cell? Its a huge number, so there is no exact figure, plus cells are different sizes and are growing and dividing all the time. Calculating the Number According to an estimate made by engineers at Washington University, there are around 1014 atoms in a typical human cell. Another way of looking at it is that this is 100,000,000,000,000 or 100 trillion atoms. Interestingly, the number of cells in the human body is estimated to be about the same as the number of atoms in a human cell. Key Takeaways The number of atoms per human cell is only a rough estimate because cells come in different sizes.Scientists estimate the average cell contains 100 trillion atoms.The number of atoms per cell is about the same as the number of cells in the body.

Kate Chopin s The Awakening - 2531 Words

Dress to Impress Kate Chopin’s novel, The Awakening depicts sexual affairs, inner struggles, and the conquest of motherhood that most women face today. The conquest of motherhood involves the battle between being a supportive wife and selfless mother. The story revolves around the characters’ dialogue and appearances described beautifully throughout the novel by Kate Chopin. The story is a familiar one that, sadly, most women can relate to: A woman is married without knowing what true love is. Her husband treats her kindly and respectfully; however, views her as a possession more-so than a human being. The husband, caring more about his duties, job, and money, leaves his wife struggling with her domestic responsibilities such as raising a family, being a good mother and wife. Characterization contributes to Edna’s struggles because each character described by Chopin affects the way Edna lives her life. Robert has a passionate effect on her and gives her that temp orary confidence and â€Å"fire† that she needed in her life. Her husband’s description by Chopin reflects just how neglected and lonely Edna felt. The other Creole women that are explained by Chopin also shows the readers what the â€Å"perfect mother or wife† should be. Chopin’s mechanism of using characterization throughout the novel does not reflect the character’s personalities and motifs. However, Kate Chopin uses direct and indirect characterization as the anchor of the novel that supplies the reader with the benefitShow MoreRelatedKate Chopin s The Awakening935 Words   |  4 PagesKate Chopin’s â€Å"The Awakening† can arguably be considered a feminist piece, but regardless of whether it is or not, the short story unmistakably describes how life was for women in the late 1800’s. Her story is a great example of the sexist views of the time and existing social roles for each gender. The literature includes a large inter play between society and gender roles, which affected the reader’s response to the plot and other literary devices such as imagery back then and even today. ChopinRead MoreKate Chopin s The Awakening1553 Words   |  7 Pagesare evident throughout The Awakening by Kate Chopin. Chopin uses contrasting characters such as Edna Pontellier and Adele Ratignolle to further embody the differing aspects of feminism. Adele Ratignolle represents the ideal woman of the time period, a mindless housewife working to serve her family, whereas Edna signifies an independent and daring woman who does not conform to society’s beliefs. These two women’s differing characteristics and personalities allow Chopin to further compare and contrastRead MoreKate Chopin s The Awakening1497 Words   |  6 PagesEdna Proves that Society Does Not Control Her In Kate Chopin s novella, the awakening, Chopin portrays a story of how the protagonist, Edna Pontellier, undergoes a realization that she has been dumbfounded by the way society assert roles for women. Mrs. Pontellier s awakening stirs up issues in her marriage with her husband. For Mr. Pontellier does not understand why his wife is acting different as someone who does not share the values and duties that society withholds women to. Edna even fallsRead MoreKate Chopin s The Awakening Essay1450 Words   |  6 Pagesâ€Å"The beginning of things, of a world especially, is necessarily vague, tangled, chaotic, and exceedingly disturbing† (Chopin 67). Change: the most frightening word in the English language; it has never came quickly, never came easily, never come without casualties. Throughout history, countless revolutions have fought with blood, sweat, and tears for the acceptance of new ideas to foster change within mainstream culture. Naturally, there is always a resilient resistance to revolution, the norm thatRead MoreKate Chopin s The Awakening1875 Words   |  8 Pageswomen s rights on the grounds of political, social, and economic equality to men.† The Awakening, by Kate Chopin, was written in 1890 during the height of the women s suffrage movement, and essentially the public felt that the author â€Å"went too far† due to â€Å"the sensuality† of the protagonist (Toth 1). The â€Å"male gatekeepers† that scrutinized her work saw her piece as a statement that â€Å"the husband is a drag†, and that traditional American values should be forgotten (Toth 1). In truth, Chopin did notRead MoreKate Chopin s The Awakening1685 Words   |  7 Pagesconforms, the inward life which questions† (Chopin 18). The Victorian Era created a clear distinguishment between male and female roles in society, where women were expected to behave feminine-like, be responsible for domestic duties and have little involvement in societ y. This created a heavy oppression upon females and as a result forced many of them to remain entrapped in a male dominant society, in fear of being outcasted. In the novel The Awakening, Kate Chopin depicts how Edna’s defiance of VictorianRead MoreKate Chopin s The Awakening1981 Words   |  8 Pagesthe 1800s The Awakening by Kate Chopin published in 1899 is a novel that can teach the true meaning of family, the importance of friendship, and the value of independence. Chopin teaches the true meaning of family by showing how Edna receives no support from her own family and struggles to succeed without them. Chopin shows the importance of friendship when Edna has no one by her side until she meets a woman named Adele and a man named Robert. The primary area that Chopin focuses on is the satisfactionRead MoreKate Chopin s The Awakening1198 Words   |  5 Pageswoman’s freedom is the driving force behind Kate Chopin’s contextual objections to propriety. In particular, The Awakening and â€Å"The Story of an Hour† explore the lives of women seeking marital liberation and individuality. Mrs. Chopin, who was raised in a matriarchal household, expresses her opposition to the nineteenth century patriarchal society while using her personal experiences to exemplify her fe minist views. Katherine O’Flaherty, later Kate Chopin, was born to Eliza and Thomas O’FlahertyRead MoreKate Chopin s The Awakening1870 Words   |  8 Pagessymbolizes the Marxist cause. A multitude books throughout history and the current day are representing the groundbreaking thoughts of Marxism, and they help to demonstrate how vile Capitalism truly is. In Kate Chopin’s The Awakening there lie countless subtleties of Marxism and its standards. Chopin skillfully injects the ideals into the novel through characters’ actions and behaviors. Three characters in particular represent the evils of Capitalism in the teachings of Marxist, and those charactersRead MoreKate Chopin s The Awakening882 Words   |  4 PagesThe article I have chosen to respond to was â€Å"Adele Ratignolle: Kate Chopin’s Feminist at Home in â€Å"The Awakening†Ã¢â‚¬  by Kathleen M. Streater. In this article, Streater argues that the feminism of Adele Ratignolle was overshadowe d by the radicalism of the main character, Edna Pontieller. Although Ratignolle was not as extreme or romantic as Pontieller, Streater argues that Ratignolle was more of an equal in the home than readers would suggest. Introduced as the â€Å"mother-woman,† Adele Ratignolle chose

Rwandan Genocide - 1017 Words

Africa has been an interesting location of conflicts. From the conflict between Ethiopia and Eritrea to the revolutionary conflict in Libya and Egypt, one of the greatest conflicts is the Rwandan Genocide. The Rwandan Genocide included two tribes in Rwanda: Tutsis and Hutus. Upon revenge, the Hutus massacred many Tutsis and other Hutus that supported the Tutsis. This gruesome war lasted for a 100 days. Up to this date, there have been many devastating effects on Rwanda and the global community. In addition, many people have not had many acknowledgements for the genocide but from this genocide many lessons have been learned around the world. To find the cause of the Rwandan genocide, many people had tried to follow the path of history†¦show more content†¦In Hotel Rwanda, a reporter came to see what was happening in Rwanda, but he knew that people would not care about this conflict just like the U.N. Countries around Rwanda were also greatly affected by the conflict, because many Tutsis fled to the surrounding countries. This caused additional minor urban sprawls in countries such as Uganda and Tanzania. In the past, for news to travel from one country to another, many people had to see what the media was covering. Since the U.N. did not care on the topic of the conflict, many people didn’t know what was going on in Rwanda. Even if information was let out on the Rwandan conflict, when spread the information would get butchered, such as a piece of information that is used in the game of â€Å"Telephone†. So in order to be more aware, nations should make more organizations that promote the spread of information throughout the world like the media. Nations should make allies surrounding them so if a nation is in trouble allies can send help from foreign powers such as United States or England; if surrounding countries such as Uganda were strong allies then Rwanda would not have to suffer as much as it is suffering today which would give more awareness to a crisis on the other side of the world. In addition to the Rwandan Genocide, other similar conflicts have also occurred in parts ofShow MoreRelatedThe Genocide Of The Rwandan Genocide Essay1711 Words   |  7 PagesThe Rwandan Genocide took place in 1994 and involved members of the Hutu mass killing Tutsi and Tutsi sympathizers who were Hutu. The genocide resulted in the deaths of around 800,000 people, majority Tutsi. The separation of classes came from Belgian internationals creating the two ethnic classes and giving power to the Tutsi who were taller and had lighter skin, and generally appeared more European. In response to this, after the country gained independence from Belgium, Hutu extremists gatheredRead MoreThe Rwandan Genocide And The Genocide1654 Words   |  7 PagesMiranda Shearer Mrs. Sohal/ Mrs. Love Period 3 17 October 2014 The Rwandan Genocide A genocide is defined as the deliberate killing of a group of people, especially of a certain ethnicity. By that definition and almost any other a dictionary could define, the killing of the Tutsis was certainly a genocide.The Rwandan Genocide occurred in 1994, in an African country called Rwanda. A long history of building friction between the Hutus and the Tutsis undeniably caused the mass murder of over 800,000Read MoreThe Genocide Of The Rwandan Genocide1421 Words   |  6 PagesThe Rwanda Genocide was an unfortunate case where thousands of deaths could have been prevented, but because of irresponsibility and selfishness of global governments’ innocent lives were lost. The Genocide began on April 6, 1994 and was, â€Å"initiated by the Hutu political elite and extremists and its military support, their prime targets were the Tutsi, as well as Hutu moderates.† (Hain 2) The Hutu made up majority of the population and government officials and enforced a government-ass isted militaryRead MoreThe Rwandan Genocide Essay959 Words   |  4 PagesThe problems of today can often be traced in the beginnings of yesterday. The Rwandan Genocide was a divisive division of two groups that culminated in the mass murder of nearly 500,000 Rwandans, three-fourths of the population. The tactful subterfuge by the ruling party fueled the separation of two ethnic groups that reminisce the events in Europe 55 years earlier. Naturally, the question becomes, how? Simply speaking it was the indifference of global elites and political demagoguery that incitedRead MoreThe Rwandan Genocide And The Genocide866 Words   |  4 PagesThe Rwandan genocide occurred during the period of April to July of 1994. This genocide was as a result of the Hutu ethnic majority slaughtering the Tutsi minority. During this period as much as 800,000 Tutsis were killed. The genocide was started by Hutu extremists in the capital of Kigali and the genocide soon spread across the country. Despi te all of this there were several survivors of the genocide. Immaculee Ilibagiza is one of those people. Immaculee Ilibagiza was born in 1972. She is theRead MoreThe Rwandan Genocide1335 Words   |  5 PagesRwanda is a country made up of a population with three ethnic communities, the two main communities, the Hutu and Tutsi and an additional community of Twa (or pygmies) who all spoke the same language, Kinyarwanda or Rwandan (Clapham, 1998). There is a stereotype of appearance attributed to these two main communities, with Tutsi being seen as tall and having an aquiline shaped nose, and the Hutu as being short and flat-nosed (Clapham, 1998). In the pre-colonial state of Rwanda, it was the TutsisRead MoreThe Genocide Of The Rwandan Genocide2458 Words   |  10 PagesGenocide has been plaguing the world for hundreds of years. Millions of innocent lives have been taken all for the sake of prejudice. One of the most atrocious aspects of genocide is that a large percentage of them are sponsored by the state in which they are taking place. Over the years scholars have studied just wha t motivates a state to engage in such awful behavior. What motivates them? Why would they do such horrendous things to their own citizens? Is it solely for some economic incentive, orRead MoreThe Genocide Of The Rwandan Genocide Essay2042 Words   |  9 Pagespeople that commit genocide; we are all capable of it. It’s our evolutionary history† (James Lovelock). According to the Oxford dictionary, genocide is defined as â€Å"the deliberate killing of a large group of people, especially those of a particular nation or ethnic group.† Although it may be hard to believe, genocides have occurred all over the world and all throughout time. There have been well documented genocides such as the Holocaust. Additionally, there have also been genocides that have barelyRead MoreThe Rwandan Genocide1188 Words   |  5 PagesRwandan Genocide The Rwandan Genocide began on April 6, 1994 and lasted for about 100 days (History). The two groups involved, the Hutus and Tutsis, were in a massive conflict after their president was killed. The Hutus brutally killed about 800,000 Tutsis and supporters. This tragic genocide was not stopped by other countries during its peak, leaving the world wondering why. As we commemorate the 20th anniversary of the Rwandan Genocide, it is important to be informed about the tragedy. The wayRead MoreThe Rwandan Genocide And The Genocide1637 Words   |  7 PagesWith over eight hundred thousand to one million deaths, the Rwandan genocide is undoubtedly one of the most sad and shocking examples of the lack of intervention by not only the US and the UN, but by other countries as well. The ongoing tensions between the Hutu, the largest population in Rwanda, and the Tutsi, the smaller and more elite population is what eventually lead to the Rwandan genocide. The killings began quickly after President Habyarimana s plane was shot down. After hundreds of thousands

The history of health care Free Essays

Going back hundreds of years, we can trace the history of health care. Although it has evolved over the years, it all has a common goal; to heal those who are ill. Technology is one of the major evolutions and now plays a big role in the health care system. We will write a custom essay sample on The history of health care or any similar topic only for you Order Now It helps patients to be more involved with their healthcare. They can make appointments, follow up on test results, and contact their doctors. Back then, they didn’t even have all the medicine we have now, let alone the technology. We can only imagine what is in store for the future. Health care involves so many different fields and so many different people; it is hard not to get interested in it. One thing that especially interests me is how much diseases and the treatment of them have changed. In the earlier centuries, epidemics like cholera and smallpox were sweeping across countries; now they are rarely heard of. Just over the course of about a hundred years, and most of the diseases that were killing thousands of people are now extinct. Another common killer back then could be something as simple as eating bad food. They did not have means of safeguarding food, so things like beef were not monitored. It is amazing to see how far they have come in advancing healthcare. There are many aspects of health care that intrigue me. I’ve always wanted to be a nurse; unfortunately it is very difficult to get into the program. However, if I ever go back to do that, I would want to either do labor and delivery or pediatrics. I have had the privilege of witnessing the birth of one of my nieces and it was the most amazing experience. To be a nurse and being a part of that on a daily basis would be awesome. I also have an extra soft spot for children, which is why pediatrics would also be of interest to me. Life threatening diseases do not only affect adults. I feel that being able to help children would only be helping our future. Since healthcare varies all around the world as far as quality and technology, it is safe to say that there are some positive and negatives based on the demographics. For example, those living in the United States are quite lucky as a whole; we have fairly advanced technology as far as surgery and medicine go. Our hospitals are good, and the doctors are well trained. It is less likely that wide spread epidemics will happen here because of the strict regulations on food and other important factors. Also, since we are modernized, we don’t have to really â€Å"rough it† like some do in third world countries. However, if we narrow it down a lot farther we will discover that there are negatives as well. People in more poverty stricken areas are more likely to have a not so nice hospital and probably not the best doctors. Different parts of the world will also have a different quality care just based on the resources available to them. Many people come to the US just for medical procedures that cannot be done in their country. In my opinion, age also plays a part in healthcare. It almost seems as though the older you get, the less they seem to care. I am not sure if it’s because they figure you are already on your way out and not worth the effort, but based on what I have seen with my grandparents, their quality of care is quite lower. There are many resources available to find more information on the history of health care. I believe the most common would be the internet. Since it has so many options available with just a click of the mouse, it is also the fastest. However, one should be careful about credibility on the internet. Medical journals or government sites are more likely to be accurate, rather than a blog or other online opinionated websites. Another way to do research would be the good old way, a printed resource. Although they are rarely used, medical journals or newspapers from a local library could be another way to get the information you would require about healthcare. Healthcare has changed in many ways, mostly for the good. Patients are more involved with their medical care. The use of the internet is becoming more prevalent, and does not show signs of slowing down. Medicine is evolving for the better and cures for many diseases may soon be on the horizon. With so many things happening at once we cannot forget where it all started and how it will evolve from now. The history of healthcare plays a role in all of this, if not only to remind us where it all began. How to cite The history of health care, Papers