Nursing Staff Attitudes towards the Elderly Essay

Nursing Staff Attitudes towards the Elderly - Essay Example When older patients are perceived as being cantankerous and complaining by nurses, the consequence would most likely that the quality of care delivered and the recovery of patients is affected (Courtney, 2000).   Aging of the Australian population has occurred rapidly in recent years. The greatest increases in number have been indicated among the very old or those aged 80 years or over. The aged population from 65 and older has been predicted to reach 22% or 5 million by the year 2051, doubling that of 1991 or 11% at 1.9 million according to Clare (1994).   Likewise, it was said that gerontological nursing is still an unpopular specialty and nursing student's interest in pursuing it as a career decrease during their education (Slevin, 1991). The health-care system has been heavily influenced by social developments and ageist stereotypes, combined with increases in the aged population (Palmer, 1994). In as much as older people are perceived by policy makers and society in general as problems requiring considerable attention and resources (Palmer, 1994), it had also been indicated that increases in the Australian health-care costs have been attributed to the increases in the aged population. Nevertheless, Palmer (1994) found that these increases are more closely linked to social and political changes than a physiologically aging population. Accordingly, changes in the health-care system were influenced by the major political parties' social and economic policies, the need to contain hospital operating costs and the promotion of commun ity care for the chronically ill, disabled and frail aged (Courtney, 1997). But it has to be noted that many family members are no longer able to care for their older relatives due to social factors such as increases in divorce and participation of women in the workforce. This has dramatically decreased the availability of informal community support systems for future generations of older people upon which the government has relied heavily since the 1985 de-institutionalization of aged care to a hostel and home-based care (Gibson, 1998).   Nurse Attitude   Several studies have identified factors, such as an area of practice, age, gender and years in clinical practice, as affecting nurses' attitude strength (Lookinland, 1991). Soderhamn and colleagues found younger and male nurses possessing more negative attitudes in comparison with older and female nurses. Soderhamn's (2001) research also demonstrates that higher education, gerontology courses and more years of clinical experience were found to be associated with less negative attitudes. Another influence is the area of clinical practice influencing attitude strength (Soderhamn, 2001). Cited as the example was that nurses working in acute settings were found to use more negative stereotypical labeling to describe their older patients to student nurses than those working in elder-care settings (McLafferty, 2004).

Does the Human Rights law have an impact on preventing domestic Literature review

Does the Human Rights law have an impact on preventing domestic violence in the UK - Literature review Example However, recent studies have shown that it is, for many women, a hidden place of unending suffering (Gibb and Ford 2008). Violent behaviour in the domestic setting is usually carried out by men who have in the past been, or are in position of power and intimacy in the relationships they have with their victims. Abusers could be the father, husband, father-in-law, boyfriend, stepfather, brother, or uncle of their victim. The statistics on acts of domestic violence in the past few years have greatly increased. The acts perpetrated by the abusers also seem to grow more disturbing. According to (Hester and Westmarland 2005) a woman is physically assaulted somewhere in Britain every fifteen seconds. It has also been established that 35% of women’s visits to hospital emergency rooms are due to because of ongoing domestic violence. Many behavioural therapists believe that domestic violence has its roots in the existence of the patriarchal family (Haugen 2004). Most of the world’s cultures hold that wives and children are the property of the man, who is viewed as the head of the home. Religious teachings in all of the world’s religions also emphasise on male authority. Even though the British public does not outwardly espouse these theories, there is still the inference or stress on the importance of men in its culture. This is obvious in the fact that the leadership positions in most of the nation’s institutions are held by men. Men are excused from household chores while women are expected to keep spotless homes while also being successful in the workplace. In many cases, women who are married or are in relationships, earn less than their partners do. They may be dependent on the financial contributions of their spouses to raise the children born to the union and also maintain the home. Women in such positions make the perfect candidates for domestic violence because they cannot simply leave their homes or children (Mc Laughlin and Muncie 2006). In

The International Strategy Of Coca Cola Company Marketing Essay

The International Strategy Of Coca Cola Company Marketing Essay In this essay we are going to study about the international strategy of Coca-Cola Company using the IR framework for the Indian market. Coca-Cola Company is world known organisation. The growing market around the world mostly depends upon the technologies, knowledge and integration of market, it clearly demonstrates the flow of knowledge, services, goods and capital through different nations and in which creating the competition on a world-wide basis creating an integrated global space is called globalization (Porter, 1986; Albrow, 1997; Friedman, 1999; Gupta et al, 1999). Its a very challenging task for any organisation to move from domestic market or home market to international market, especially for those organisations which are facing saturated market in their home country (Yip, 2003). The process of globalization is interdependence and integration of countries exchanging different trade, culture, outsourcing, capital investment and the growth of the nations relationship. Busine ss systems, knowledge and unification of culture have led to globalization (Daniels and Krug, 2007). Coca-Cola was invented in 1886 by Dr. John Stith Pemberton in Atlanta, Georgia (Palazzini, 1989). The main reasons for the global venture are cheap labour, distribution and transportation, communication and information technology, cultural convergence, increasing disposable of the global middle class, extension of IP rights, reduced trade barriers, privatization programs and development of international standards (Stonehouse et al., 2000;Denton and Al-Shamali, 2000). India was rated the top international investment opportunity among 30 emerging markets for mass merchant and food retailers looking to expand globally (Business Credit, 2006).. After losing the Indian market previously the company re-entered in the Indian market in 1993 and now have 7000 distributors and more than 1.3 million retailers in Indian market. Today the Coca-Cola Company is the leading non-alcoholic beverage company with ten different products. Coca-Cola Company is now the largest distributor, manufacturer, mar keter of non-alcoholic beverage concentrates and syrup which operate in around 200 countries (coca-cola, 2010). If its international venture is successful then the brand name and the brand value increases for the company. Literature review: A Company operating internationally faces two forces of pressure of local responsiveness and pressure of global integration (Daniels et al, 2009). In 1987 Prahlad and Doz came with a IR framework on internationalization, their IR framework created a big platform for the study on global business which helps to form an international strategy that has multi dimensional contextual setting. IR framework has limitations for the global industrial competition specified only for the first stage, vagueness in the concept that defines the bond between industry forces and finally lack of proof for supporting the framework (Rugman et al, 2006). Bartlett and Ghoshal (2008) further studied and came with some additions in IR framework and came up with 4 strategies that are international, global, transitional and multi-domestic approaches to the foreign market. The Global Strategy adopted by Coca-Cola can be critically analyzed using the IR (Integration/ Responsive) framework proposed by Bartlett, Gh oshal and Beamish (2008) and Hill(2009). Figure 1: IR- Framework ` The global standardization products and services focus on huge profit, but they compromise on their products price. The marketing research, production and research are done in precise regions with some certain standard and it is sold globally. So those type of products face a huge pressure in reducing the price according to the place where it is sold for example Intel, a chip company (Hill, 2009). According to Bartlett and Ghoshal (2002), a solution for the cross border business is Transnational, which is considered as the important approach for the international market. The transnational strategy gives a lot of pressure to the company for cost reduction and local responsiveness. This could be achieved by transferring the precise skills and expectations of the company from the home country to the needs of the foreign country, where they compete with the local market with reduced price for example Caterpillar (Hill, 2009). Entry Modes: Every organisation looks for the opportunity to expand their business across borders, and finding the appropriate entry mode is an intricate task for international business. Different organisation chose different entry modes, to control foreign operation with strategic decision making and which are compatible with the laws of government and culture of the country. There are various modes for entering in the international market like exporting, licensing, franchising, joint ventures with the host country firm, acquisition, and wholly owned new subsidiary in the foreign Country (Hill, 2009). Joint Venture: it is one of the method of entering and sharing of ownership between two or more firms. The percentage of the ownership varies according to the organisations. The firms holding majority of share will have a tight control on the strategy (Hill, 2009). International joint venture benefits the firm from the use of local market knowledge of the host country, culture, competitiveness, legal and political system and development. From International Joint Venture the risk can also be shared with the local partner. Joint Venture has disadvantages also when a firm enters into a joint venture it risk giving control of the technology to its partners. Another disadvantage is if the share of joint venture is not that high or 50-50% then it does not give a firm the tight control over subsidiaries that it might need to realize experience curve or location economies (Hill, 2009). Used by PepsiCo to enter in the Indian Market. Acquisition: it is another method of entering into the international market by acquiring or buying and combination of different companies that can aid, finance, or help a company in a given industry without creating a new business entity (Hill. 2009). Used by Coca-Cola to enter Indian market. It is important for the organisation to consider factors such as the nations long run profit potential, the economic benefits of that country, the market size, and purchasing power of consumers and customers which is linked to the economic growth rate when entering in the market (Hill, 2009). Global Strategy of COCA-COLA: (Zhang, 2010) Indian market is one of the major developing economies in the world. The Indian economy is one of the worlds fastest growing, with gross domestic product (GDP) expanding at an average annual rate of about 7.5 percent for the past three years (Choi, 2006; The Economist, 2006) and the retail market expanding 10 percent on average (Business Credit, 2006) (anon). The Indian retail market, an estimated $250 billion annually, is the worlds eighth largest market and is projected to grow by more than 7 percent annually (Embassy of India, 2007-Cited in Halepete, 2008). The Coca-Cola Company is mentioned as a global company with global products and global activities. In 1980 the company was moving towards centralised control. At that time the motive of the company are to be global in order to expand geographical wise into many of the countries in which the company does business today. In 1990 the world began to start smaller and smaller as a town for the global companies. Globalisation forced changes to appear so fast that many countries could hardly manage the new global environment. As a result, the very forces that were making the world more connected and homogeneous were simultaneously triggering and preservation of unique culture identity. The world is demanding greater flexibility, responsiveness, local sensitivity, nimbleness, speed, transparency and local sensitivity had become essential to success (Draft, 2000). Coca-Cola Company sees itself not as a global organization, but as a multi-local enterprise (Svensson, 2001). Coca-Cola Company historical strength came from operating as a multi-local business that for a very long time relies mostly on the insight of local bottling partners. Thats why the global strategy of coca-cola allows its business in more than 200 countries to act according for local laws, local culture, and local needs and so on. Coca-Cola pursues an assumed global strategy, allowing for differences in packaging, distribution, and media that are important to a particular country or geographical area. Hence, the global strategy is localized through a specific geographic marketing plan. Instead of applying a global strategy, it is likely to be a strategy of thinking globally, but acting locally. The global success of Coca-Cola is the direct result of people drinking it one bottle at the time in their own local communities. So we are placing responsibility and accountability in the hands of our colleagues who are closest to those billions of individual sales (Draft, 2000). This signifie s that if their local colleagues develop an idea or a strategy that is the right thing to do locally, and it fits within fundamental values, policies, and standards of integrity and quality of the Coca-Cola Company, then they have the authority and responsibility to do so. At the same time, they will be accountable for the outcomes of the idea or strategy. It is apparent that a company such as the Coca-Cola Company has realized the weaknesses and the deficiencies of applying a genuine or true global strategy approach in their worldwide business activities. To be in high favour of local ultimate consumer adaptations is emphasized as crucial for their business activities to be prosperous. Therefore, their multi-local strategy approach is still going strong and adequately for the companys worldwide business activities. In addition Gould (1995) states that coca-cola has become a part of peoples daily meal, a price at which anyone can buy and it is available to people in any part of the world. The IR framework has been used to critically analyse the global strategy of Coca-Cola. COCA-COLA COMPANY saw that there is an opportunity in Asian market and their home market situation is saturated. COCA-COLA COMPANY decided to re-enter in the Indian market in 1993. Indian government plays a major role in every international company and had a law that any international company have to become a partner in Indian market with an Indian company. To overcome this problem COCA-COLA COMPANY acquisition of local Indian popular brands including the THUMS UP (the most trusted brand in India), Mazza, Gold Sport, Citra and Limca providing a good base not only in bottling, manufacturing and di stribution assets but also very good strong consumer preference(Kaul, 2003). From this acquisition the leading Indian brands join the family of global brand and its products like coca-cola, diet coke and others. From this acquisition Coca-Cola enables to exploit the benefits global branding and global trends in taste while also tapping in other domestic markets (Lane, 1998). Coca-Cola adopted the standardisation strategy to produce and sell its standardised products globally (Rodrigues, 2009). Coca-Cola Company do franchise with the local manufacturing bottling companies through which they have a local response and local touch. In India COCA-COLA COMPANY have 46 bottling plants from which 22 are company own and rest are the franchise operated plant (Coca-Cola, 2010). After re-entering the Indian market in 1993 the COCA-COLA COMPANY operations grown rapidly through a model that supports local business which includes over 1.3 million retailers and over 7000 distributors across the country. Coca-cola has been successful in the global market as well as Indian market because it follows the local strategies and is able to deliver as per the needs of the local people by manufacturing and distribution by the local company (Hill, 2009). In manufacturing the product the water which is used is local from which the customers get the local taste. The company have an approach where in, their business does not get influenced by the area of sales. Rodrigues (2009), states that Coca-Cola pursues the global strategy of producing diverse products as per the local culture. For instance in India people prefer sweeter coke. Also Coca-Cola launched Georgia, a canned coffee specially intended for Indian market which captured 40% of the market soon after its launch (Hill, 2009). According to Cokecce.com (2007), Coca-Cola trains their managers in their management school, to make them aware of the global perspective of their operations. Figure 2: IR-Framework Adapted from (Bartlett, Ghoshal and Beamish (2008) and Hill(2009)) Manufacturing Distribution Process: This picture is to explain the process from the production and manufacturing to the consumers. Marketing is one of the back bones of any global industry in any country. As to stay in the market ahead from the competitors, marketing plays the major role in Indian market for soft drinks. The post- liberalization period in India saw the comeback of Cola but Pepsi(one of the major competitor India) had already beaten Coca-Cola to the punch, creatively entering the market in the 1980s in advance of the liberalization by the way of joint venture. Coca-Cola Company benefited from Pepsi creating demand and developing the market for soft drinks. (Kaul, 2004) Coca-Cola Company marketing strategy is based on 3 As that are Availability, Affordability and Acceptability. The first A is for availability of the product to the customers. The second A is for affordability is for pricing and the third A is for acceptability which stands convincing the customer to buy the product. In 2001 Coca-Cola CEO Douglas Daft set the new direction for next generation of success for global brand with a Think global, act local mantra. Recognizing that a single global strategy or single global campaign wouldnt work, locally relevant executions became an increasingly important element of supporting Cokes global brand strategy. Coca-Cola Company re-examined its approach in an attempt to gain leadership in the Indian market and capitalize on significant growth potential in the rural markets. The foundation the new strategy grounded brand positioning and marketing communications in consumer insight, acknowledging that urban versus rural India were two distinct markets on a variety of important dimensions. (Kaul, 2004) In rural market, where both the soft drink category and individual brands were undeveloped, the task was to broaden the brand positioning while in urban markets, with higher category and brand development, the task was to broaden the brand positioning while in urb an markets, with higher category and brand development, the task to narrow the brand positioning focusing on differentiation through offering unique and compelling value. (Kaul, 2004) Coca-Cola used two different marketing strategies for each urban and rural market. The first marketing life ho to aisi means life as it should be for urban market and the other was thanda matlab coca cola which means cool or cold is coca cola which hit the rural target very highly and gain the market very efficiently because the 96% of the population are in rural and developing cities. Coca-Cola Company reduced its rate for the rural market by providing 200ml bottle so that those customers and consumers whose wages are not so high can also have it. (Kaul, 2004) At the same time, Coke invested in distribution infrastructure to effectively serve a disbursed population and doubled the number of retail outlets in rural areas from 80,000 in 2001 to 160,000 in 2003, increasing market penetration from 13 to 25%. As a result of the marketing campaign, Coca-Cola won Advertiser of the year and Campaign of the year 2003. (Kaul, 2004) Swot analysis of Coca-Cola Company: Strengths: The brand image of coca-cola is very strong around the world and have a strong brand portfolio. Cola-cola brand value was increased by 2% from 2007 to 2008 and it is $66,667 million. Coca-Cola owned top five brands of soft drinks market around the world. Strong brand image allows the company to introduce new flavours in the market like vanilla coke, cherry coke and coke with lemon. The companys strong brand image facilitates customers recall and allows company to penetrate new markets while holding the old ones. Coca-cola Company offers more than 3000 products across the world. Coca-cola Company is running business in more than 200 countries in the world which provide it a strong global image. Due to the strong business model across the world company is able to generate significant cash flows up to $50 million a day. (Data Monitors, 2009) Weakness: Pension assets effect the company liquidity position of the company due to financial market volatility. Coca-cola Company is very mature having significantly more pensioners than active participating members. (Data Monitors, 2009) Opportunity: Globally the non alcoholic ready to drink market is increasing by 6% every year for the next 12 years. (Data monitors, 2009). This project growth is due to the increase in middle-class consumers and fast growing urban societies expected to form in the future. The company can capture this growth with innovative new products with old products. (Data Monitors, 2009) Threats: Coca-Cola Company is largely dependent on the bottling partners across the world. Approximately 78% of its worldwide production was produced and distributed by its bolting partners in 2008. Due to independent bottling partner companies make their own business decision that may not always align with Cola-Cola Company interest. Many of its bottling partners have a right to manufacture or distribute certain products of other beverage companies. In soft drink market there is intense competition and one of the major global competitors of Coca-Cola Company is PepsiCo. Competitive factors impacting companys business include advertising, product innovation, sales promotion programs, brand and trademark development and pricing. Decline in the market share of the home country which means the consumers have started to look for greater variety in their drinks and are becoming health conscious. Other major threat for the soft drink companies is reducing level of water for which the government and WHO is forcing the companies to reduce the level of water used in manufacturing the products. (Data Monitors, 2009) Competitor Analysis: The one of the major competitor in India and in global market is Pepsi. Pepsi entered in the India market in 1980s through joint venture. As early as 1985, Pepsi tried to gain entry into India and finally succeeded with Pepsi foods limited project in 1988 as a joint venture of PepsiCo, Punjab government owned Punjab agro industrial corporation (PAIC) and Voltas India limited (Singh, 1997). Pepsi was marketed and sold to Lehar Pepsi until 1991 when the use of foreign brands was allowed under the new economic policy and Pepsi ultimately bought out its partners becoming a fully owned subsidiary and ending the joint venture relationship in 1994. While the joint venture was only marginally successful in its own right, it allowed Pepsi to gain precious early experience with the Indian market and also served as an introduction of the Pepsi brand to the Indian market and also served as an introduction of the Pepsi brand to the Indian consumer such that it was well poised to reap the benefits when liberalization came (Kaul, 2004). SWOT analysis of PEPSICO: Strengths: The PepsiCo brand is figured at the 27th position in the top 100 global brand rankings of Business Week. The brand value of PepsiCo is $13,249 million in 2008. PepsiCo owns 18 mega brands which are recognise globally and generate annual sales of $1 billion each. In some countries PepsiCo is allowed to manufacture, sell and distribute soft drink products other than PepsiCo, including Dr Pepper and Squirt. PepsiCo have a strong manufacturing and distribution channel having 591 facilities till the end of 2008 and half of it is in USA and Canada. (Data Monitors, 2008) Weakness: The company operates 74.4% of its revenue from its home country USA and the USA market for soft drinks is decreasing. The net profit margin of the company is reduced by 3.9% as compare for the last year. The weak operational growth of the company will affect its future growth plan and can affect the investor confidence. (Data Monitors, 2008) Opportunities: Bottled water is one the fastest growing market globally. PepsiCo has the leading manufacturer and distributor in this market and can capture more market by developing new brands and making better the existing ones. PepsiCo made significant acquisition including two of the other Pepsi bottlers in which one is the eight largest Pepsi bottler in the Pepsi Bottling Group from which they are reducing the partners power slowly. (Data Monitors, 2008) Threats: PepsiCo is facing problem in the home country from where the company is generating the maximum revenue. The consumers are becoming more health conscious. The company is facing intense competition from its competitors mainly the Coca-Cola Company which is one of the major competitors globally. Competitive factors impacting companys business include advertising, product innovation, sales promotion programs, brand and trademark development and pricing. There are new laws from government and World Health Organisation(WHO) to reduce the usage for water in the manufacturing and for labelling, employment, and recycling and product safety. Conclusion: By using the IR framework tool it is evident that Coca-Cola is a global company and doing business in more than 200 countries with a global strategy and a local response. It entered in Indian market due to saturation in the home country market and the growing economies of India. Coca-Cola Company entered the Indian market by acquisition entry method by acquiring Local soft drinks brand like Thumsup, Limca from which gain knowledge about the country soft drink market. The company captured the Indian market majorly through marketing and targeting the rural market which contains the 96% of the population. The company use three A strategy to be to gain more market share. In Indian market Coca-Cola have 46 bottling plants some of them is owned and others are in partnership from which they share the risk, 1.3 million retailers and over 7000 distributors which gives the company a strong base. Business Credit (2006), India tops annual list of most attractive countries for international retail expansion, Business Credit, Vol. 107 No. 7, p. 72. Choi, A. (2006), Eyeing Indias riches: as barriers come down, luxury brands go slow, WWD, March 13. Broken commitments: The case of Pepsi in India. Kavaljit Singh, PIRG Update, May 1997. Interview with Nymph Kaul, 9/20/04 Halepete, J., Iyer, S., and Park, C., S., 2008. Wal-Mart in India: a success or failure: International Journal of Retail and Distribution Management, 36(9), pp.701-713 Zhang, M., 2010, International Business Management, Nottingham, Nottingham Trent University Kaul, Nymph. Rai University, Coca-Cola India. Keller, Kevin Lane. Strategic Brand Management. Prentice Hall, 1998 Svensson, G., 2001 Glocalization of business activities: a glocal strategy management decision 39/1 pp. 6-18. Kaul, Nymph. Interview of Sanjiv Gupta, President and CEO of Coca-Cola India, June 2004. Gupta, A. K., Govindarajan, V., Malhotra, A. (1999). FEEDBACK-SEEKING BEHAVIOR WITHIN MULTINATIONAL CORPORATIONS. Strategic Management Journal , 205-222. Rugman, A. M., Collinson, S and Hodgetts, R. M. (2006). International Business. Financial Times Management; 4th Revised edition edition Bartlett, C., S. Ghoshal, and P. Beamish. 2008. Transnational Management. New York: McGraw-Hill Irwin.

The Paradox of Prison-Based Economic Development in Rural America :: Free Essays Online

The Paradox of Prison-Based Economic Development in Rural America Introduction Whereas prison facilities were once viewed with aversion as threats to a community’s well-being, prisons today are the focus of competitive bids by rural communities desperate for economic stability. As non-metro economies deteriorated and prison populations exploded over the last two decades, rural America and prison facilities have developed a symbiotic relationship. This paper investigates whether prison-based economic development policies in rural America provide benefits that exceed their costs. Proponents of the prisons-as-development strategy contend that prison jobs offer better wages and create more stability than the few industries that remain in non-metro America. Yet, critics cite higher crime rates and reduced property values as the social externalities and economic drawbacks that result from prison siting. Impact studies of prison-based development strategies, although far from conclusive, suggest that the truth may lie somewhere in the middle. However, it is also clear that the varied impacts this strategy has, both good and bad, are rarely if ever considered in the prison siting process. Nonetheless, the prison-as-development approach continues as a tactic to create jobs and to bring hope to the struggling communities of non-metro America. Two Trends: Rural Economic Deterioration and Rising Prison Populations Prison siting as a form of economic development resulted from the convergence of two unrelated trends in America: the economic downturn in rural America and the increase in U.S. prison populations. Over the last several decades, economic distress was brought on to non-metro regions as family farms were consolidated and manufacturing industries found cheaper labor elsewhere; Almost all sources of well-paying employment drained out of rural America. The consequence, as Huling identifies, was that the poverty rate of working rural families actually increased in the 1980s (4). With demoralized populations and stagnant economies, non-metro America looked to all but vanish by the end of the century. One of the few economic development strategies that remained was the acceptance of generally undesirable industries and facilities to create jobs. Samara suggests that rural communities were â€Å"priced out of contests to attract manufacturers, as local development agencies in more prosperous areas offer[ed] aggressive packages of tax breaks, cheap loans, free land and more† (27).

Mean Creek

Film Report ‘Mean Creek' In the film ‘mean creek' directed by Jacob Aaron Estes. We see a group of teenagers who try to play a trick on the bully in the movie, but it goes horribly wrong. A main Idea In the film Is the way the relationships change between everybody from the start to the end of the movie. The director uses 4 aspects, sound, lighting, camera shots and dialogue, to communicate the theme of change in friend/relationships.The director uses camera shot, lighting and sound in the scene where they are all sitting on the river bank after they play truth and dare and George gets pushed overboard by Rocky because he wouldn't shut up about Martyr's father, but then George freaks out and drowns to death. We see a long shot of them all sitting away from catheter. The director uses positioning to show the feeling of Isolation. The director uses this aspect to communicate the beginning of separation between there friendships.They all feel guilty because they had decided not to play the trick on George anymore, because they started to feel sorry for him, but Marty choose otherwise. The director uses the lighting of a blue filter across the screen to show that this a sad moment and everything has been completely messed up. The sounds of Violins and soft music in the background gives us that felling that everything is changing for the worst and that their relationships will probably never be the same again.Also the aspect of lighting and sound links into the theme of separation and contributes to the mood because up to this point there group was always collective, but are now separate. Now they all have different decisions on what happens to George. Some want to bury him and the others want to confess and go to the police so they don't look guilty. After George dies it goes all silent and that's when it starts to et darker. The director uses dialogue and close ups in the scene where Millie runs off and Sam follows her. We hear the dialogue between the m â€Å"Buck you. † â€Å"We can never be forgiven for what we did. We see a the close up of Mile's face and how scared and traumatized she Is. The director uses these aspects to show us how much Millie has changed from the start, when she was day dreaming about her date with Sam. She seemed so innocent and was only concerned about what she was going to talk to Sam about on her date. Millie was the only one who didn't know of the plan until they got to the river. So there Is a sense of betrayal between her and Sam. This shows how murder can change the way people feel and their relationships can be affected in a situation like this.I think the director is trying to show us how people deal with guilt. Millie try's to blame Sam, Sam try's to blame Marty. But really they are all to blame, they were all apart of It. The director uses sound and close ups in the scene where they are paddling back to 1 OFF paddles hitting the water. The director uses the sound of water to remind us that they are surrounded by water, that water is what killed George and they can't get way from what they did. We also see close ups of each of their faces one at a time. We know that each character is going through conflicting emotions.There is no eye contact or emotion between each other. Their faces look exhausted and pale, some with tears down their face. The director uses these aspects to show and communicate the feeling of guilt and disbelief. It almost gives you a sick feeling in the pit of your stomach. The nonexistent dialogue between each other shows the breakdown In their relationships and makes us wonder what they're thinking and feeling. This for me was one of the most powerful scenes throughout the movie, because I know nothing could be the same again.Lighting is used in the scene where they're driving back from the river and its all dark and silent. It gives off a gloomy, uneasy feel almost like that what they're feeling inside and that's being portrayed through the l ighting of the scene. The director used this aspect to communicate the change in all their relationships between one another, because as seen in the start of the movie the lighting is bright and there is lots of color to give Off nice, relaxed vibe. So the darkness and lack of light gives us he feeling that their relationships have somewhat deteriorated since earlier that day.It also shows the passing of time as it was daylight at the start of their trip and now its evening. This could symbolize not only the end of the day, but the end of Georges life. Also the loss of their innocence. In conclusion he director has communicated the theme of the change in all of their friend/relationships throughout the movie with the help of these four aspects, lighting, sound, camera shots and dialogue. I think this film helped me realize that because of a little mistake made by someone, can or will change your life forever. By Messiah Wales

How to Increase Graduate Employability at a University

4390228000 Research Report Student Name: Majed M Almalki Student ID: 3622608 Class: L7-1906 December 2017 Teachers:Rosie Paspaliaris and Tammy Tan-58367329120Abstract The employment rate amongst university graduates is a real concern for most universities around the world. The purpose of the research report, which was commissioned by the Careers Department at a university is to identify the best approaches to increase their students' employability skills before joining the workplace. The findings suggest that while universities have the most responsibility to prepare their students for the marketplace, employers have to play their essential role to engage them with the real work environment. There are many kinds of approaches a university can use, and research shows they can be divided into work-integrated learning, career guidance and critical soft skills that are required in the workplace. It is recommended that the Careers Department starts implementing these approaches through including work-based classes in the students' curriculum, inviting experts and employers to enable students to select the right track and embedding soft skills in the students' curriculum.1IntroductionThe Careers Department at a university has a duty to prepare their students well to join the marketplace. However, they are concerned that they are not helping their students with required skills and essential knowledge to improve their employability chances. This report, requested by the director of the Careers Department at a university in Australia, describes the most effective and efficient approaches in order to make recommendations that can be used to improve graduates' ability to feel confident in the workplace.  FindingsThere are a number of approaches that various stakeholders can use to improve the employability rates of graduates in Australia. The identified findings fall under work-i ntegrated learning (Jackson 2015), the importance of choosing the right discipline for the future career (Kinash et al. 2017), and critical soft skills (Meeks 2017).Work-integrated Learning (WIL)WIL enables graduates to increase their employability by boosting their confidence in their workplace capabilities and giving them exposure to enable them to understand the required industry standards (Jackson 2015). Gamble, Patrick and Peach (cited in Jackson 2015) claim that WIL is important in enabling graduates to gain a better appreciation of how the world of work is like. It combines traditional learning as well as other forms of exposure which may include: job placements, field work, job shadowing, and internships (Treuer et al. cited in Jackson 2015). This combination serves an essential role of ensuring that students are able to transfer the skills they learned in the college to the workplace (Crebert et al. cited in Jackson 2015). Jackson (2015) claims that WIL prepares graduates for their future careers by fostering their professionalism, ability to communicate effectively, think critically, and solve problems (Coll et al. cited in Jackson 2015). In one of the studies conducted in 2012 involving 131 undergraduates who had completed a work placement, it was noted that some students experienced difficulties such as stress, inadequacy and anxious when applying what they had learned in the classroom to the marketplace (Jackson 2015). Students who were on a work placement for the first time had to learn how to manage themselves, communicate effectively to a public audience, and use technology. As such, work placement was the best experience that could prepare them adequately for joining the workplace (Jackson 2015).Choosing the Right DisciplineChoosing the right discipline increases the student's chances of getting a targeted job in the future (Kinash et al. 2017). Students who choose the relevant career path while in college increase the chances of achieving their future careers (Kinash et al. 2017). In a survey that was conducted on 28 graduates and 22 university students, it was noted that most students made random degree choices without having a specific career goal (Kinash et al. 2017). This could explain why some students felt there was disconnect between the career industry and the degree courses they were pursuing (Kinash et al. 2017). Many students remained hesitant about their career options from the time they joined universities to the point of graduation (Kinash et al. 2017). In addition, it was noted that students are most likely to make career goals after they have graduated (Kinash et al. 2017). Some of them are unhappy in their careers because possibly universities do not support their career decision-making. It is important to note that most students may not have had exposure to career services prior joining the university, which affects the choices they make (Kinash et al. 2017).  Developing Critical Soft SkillsEmbedding soft skills in the university curriculum ensures students to develop important soft skills, which can improve graduate employability rate. Employers value individuals with soft skills because they are ‘easier to work with and relate better to clients, ultimately driving business outcomes' (Deloitte Access Economics 2017). Although a degree is an important item when searching for employment, most degrees tend to focus on equipping students with hard skills while ignoring the soft skills (Meeks 2017). This leads to a situation where a substantial number of graduates' lack important soft skills that are necessary for a better performance in the workplace (Meeks 2017). As Figure 1 shows, the most demanded soft skills across all industries. Figure 1: Adapted from Workible (cited in Deloitte Access Economics 2017)3 ConclusionThe research has shown that there are a variety of approaches to boost the graduate employability. These approaches, which consist of WIL, career guidance and developing critical soft skills can be implemented by the Careers Department at a university with cooperation with other stakeholders, so that students feel well-equipped with the essential experience and skills to be successful in the marketplace.  RecommendationsEstablishing work-based environmentBecause there is an obvious lack of work experience among graduates, work-based classes might be included in students' curriculum to prepare them adequately for employment. At the same time, they may partner with other organizations, such as companies, to give students the opportunity to get internships and work placements. Offering career guidanceThe Careers Department might offer career support to all their students. This can be implemented by inviting employers and experts to run some workshops to share their experiences to enable students to choose the right courses that will make them realize their career goals. Including soft skillsSoft skills need to be embedded in the students' curriculum to ensure that they get both hard and soft skills. This will help the Careers Department to improve their graduates' employability because most employers want graduates who have soft skills.Reference ListDeloitte Access Economics 2017,  Soft skills for business success, Company report, DeloitteAccess Economics, viewed 25 November 2017, ; https://www2.deloitte.com/au/en/pages/economics/articles/soft-skills-business-success.html ;Deloitte Access Economics 2017,  Soft skills for business success, Company report, Deloitte AccessEconomics, viewed 25 November 2017,https://www2.deloitte.com/au/en/pages/economics/articles/soft-skills-business-success.html ;.Jackson, D 2015, ‘Employability skill developme nt in work-integrated learning: Barriers and best practice'. Studies in Higher Education, vol. 40, no. 2, pp.350-367, viewed 25 November 2017, RMIT Library.Kinash, S, Crane, L, Capper, J, Young, M,Stark, A 2017, ‘When do university students and graduates know what careers they want: A research-derived framework', Journal of Teaching andLearning for Graduate Employability, vol. 8, no. 1, pp. 3-21, viewed 25 November 2017, RMIT Library.Meeks, G 2017, ‘Critical soft skills to achieve success in the workplace', viewed 30 November2017,https://search proquest.com.ezproxy.lib.rmit.edu.au/docview/1950281403/previewPDF/D2798047B2094522PQ/8?accountid=13552 ;, ProQuest Library.

Ancient Roman Sandals and Other Footwear

Ancient Roman Sandals and Other Footwear Considering how prized modern Italian leather goods are today, it is perhaps not too surprising that there was a good deal of variety of the types of ancient Roman sandals and shoes. The shoe-maker (sutor) was a valued craftsman in the days of the Roman Empire, and the Romans contributed the entire-foot-encasing shoe to the Mediterranean world. Roman Footwear Innovations Archaeological studies indicate that the Romans brought the shoe-making technology of vegetal tanning to Northwestern Europe. Tanning can be accomplished by the treatment of animal skins with oils or fats or by smoking, but none of those methods result in permanent and water-resistant leather. True tanning uses vegetable extracts to create a chemically stable product, which is resistant to bacterial decay, and has resulted in the preservation of many examples of ancient shoes from damp environments such as riverside encampments and backfilled wells. The spread of vegetable tanning technology was almost certainly an outgrowth of the imperial Roman army and its supply requirements. Most of the earliest preserved shoes have been found in early Roman military establishments in Europe and Egypt. The earliest preserved Roman footwear found so far was made in the 4th century BCE, although it is still unknown where the technology originated. In addition, the Romans innovated a variety of distinctive shoe styles, the most obvious of which are hobnailed shoes and sandals. Even the single-piece shoes developed by the Romans are significantly different from the pre-Roman native footwear. The Romans are also responsible for the innovation of owning multiple pairs of shoes for different occasions. The crew of a grain ship sunk in the Rhine River about 210 CE each owned one closed pair and one pair of sandals. Civilian Shoes and Boots The Latin word for generic sandals is sandalia or soleae; for shoes and shoe-boots the word was calcei, related to the word for heel (calx). Sebesta and Bonfante (2001) report that these types of shoes were specifically worn with the toga and so were forbidden to slaves. In addition, there were slippers (socci) and theatrical footwear, like the cothurnus. The generic calceus was made of soft leather, completely covered the foot and was fastened in front with thongs. Some early shoes had pointed upward curving toes (calcei repandi), and were both laced and strapped into place. Later shoes had rounded toes.The wet weather called for a boot called the pero, which was made of rawhide. Calcamen was the name of a shoe that reached mid-calf.The black leather senators shoe or calceus senatorius had four straps (corrigiae). A senators shoes were decorated with a crescent shape on the top. Except for color and price, the senators shoe was similar to the patricians costlier red high-soled calceus mulleus fastened with hooks and straps around the ankle.Caligae muliebres were unstudded boots for women. Another diminutive was the calceoli, which was a little shoe or half boot for women. Footwear for a Roman Soldier According to some artistic representations, Roman soldiers wore embromides, impressive dress boots with a feline head that came nearly to the knees. They have never been found archaeologically, so it is possible that these were an artistic convention and never made for production. Regular soldiers had shoes called campagi militares and the well-ventilated marching boot, caliga (with the diminutive caligula used as a nickname for the 3rd Roman emperor). Caliga had extra thick soles and were studded with hobnails. Roman Sandals There were also house sandals or soleae to wear when Roman citizens were dressed in tunica and stola- soleae were thought inappropriate for wear with togas or palla. Roman sandals consisted of a leather sole attached to the foot with interlacing thongs. The sandals were removed before reclining for a feast and at the conclusion of the feast, the diners requested their sandals. References Sebesta JL, and Bonfante L. 2001. The World of Roman Costume. Madison: University of Wisconsin.van Driel-Murray C. 2001. Vindolanda and the Dating of Roman Footwear. Britannia 32:185-197.

Italian Interrogatives (Pronomi Interrogativi)

Italian Interrogatives (Pronomi Interrogativi) In the Italian language, questions beginning with an interrogative word, the subject is usually placed at the end of the sentence. Quando guarda la TV Michele?  (When does Michael watch TV?) Prepositions such as  a, di, con,  and  per  always precede the interrogative  chi. In Italian, a question never ends with a preposition. A chi scrivono?  (To whom are they writing?)Di chi à ¨ questa chiave?  (Whose key is this?)Con chi uscite stasera?  (Who(m) are you going out with tonight?) Che  and  cosa  are abbreviated forms of  che cosa. The forms are interchangeable. Che cosa bevi?  (What are you drinking?)Che dici?  (What are you saying?)Cosa fanno i bambini?  (What are the children doing?) As with all adjectives, the interrogative adjectives agree in gender and number with the nouns they modify, except for  che, which is invariable. Quali parole ricordi?  (Which words do you remember?)Che libri leggi?  (What books do you read?)Quante ragazze vengono?  (How many girls are coming?) Che cos’à ¨...?  (Che cosa à ¨, cos’à ¨) expresses English  What is...?  in a request for a definition or an explanation. Che cos’à ¨ la semiotica?  (What is semiotics?) Qual à ¨ expresses  What is...?  when the answer involves a choice, or when one requests information such as a name, telephone number, or address. Qual à ¨ la tua materia preferita?  (What’s your favorite subject?)Qual à ¨ il numero di Roberto?  (What is Roberto’s number?) Interrogative Pronouns CHI? Who? Whom? Chi sei? CHE COSA? What? Cosa dici? QUALE? Which (one/s)? Quale giornale vuoi? Interrogative Adjectives CHE? (inv.) What? What kind of? Che macchina ha? QUALE? (pl. QUALI) Which? Quali libri leggete? QUANTO/A/I/E? How much? How many? Quanta pazienza avete? Interrogative Adverbs COME + È?*(inv.) How? Come sta Giancarlo? DOVE + È?* Where? Dov’à ¨ la biblioteca? PERCHÉ? Why? Perchà © non dormono? QUANDO? When? Quando parte Pietro? *Come à ¨ Com’à ¨*Dove à ¨ Dov’à ¨

The Case for Rand Paul for President in 2020

The Case for Rand Paul for President in 2020 Though Rand Pauls bid for the Presidency in 2016 ended after the Iowa Caucuses, he has an opportunity to rebound in 2020. Rand Paul is the libertarian-conservative son of former Texas congressman Ron Paul who retains great appeal as an outsider candidate, the type of candidate that has been successful in Republican primaries in recent years. In his 2010 run for the US Senate, Pauls primary opponent was a hand-picked ally of US Senate Minority Leader Mitch McConnell. Though his name helped him become a US Senator, Rand Paul would have to prove himself in the years that would follow. By 2016, Paul had even managed to become a strong ally of Mitch McConnell, proving that outsiders and insiders can work together. Seizing on an Opening In the first two years of his political career, Paul was not viewed as a major player in the political world. Fellow rising stars Governor Chris Christie of New Jersey and Senator Marco Rubio of Florida received most of the attention and press and played a larger role in Mitt Romneys presidential campaign. Christie was the early favorite of the more entrenched and moderate politicians and voters, while Rubio was well-liked by everyone, but a clear favorite of the Tea Party. And then something happened: Rand Paul filibustered a nominee to bring attention to the federal governments droning program. Pauls numbers shot up immediately, and he was now gaining an audience. His libertarian-leanings made him a natural spokesperson to promote abolishing the IRS during the tea party targeting scandal and as a privacy advocate during the NSA surveillance scandal. As the Obama administration agreed to intervene in worn-torn Syria - in which that intervention could possibly once again lead to arming terrorist-supporting forces - Pauls opposition was sound. In 2013, nearly every breaking story was starting to play perfectly into Pauls political realm as Rubios ill-advised enforcement-free immigration push led to a quick erosion of conservative support. A Libertarian-Conservative Platform A Rand Paul candidacy could possibly shake up the field like no other candidate outside of, say, Sarah Palin. Paul would likely be the most fierce advocate for federalism and limited government. His states right approach on issues ranging from gay marriage to marijuana legalization is one in which the grassroots of the Republican Party is rushing to following years of being let down by big government Republicanism. Paul would be less prone to agreeing to big government programs out of fear of being attacked by the media. He would also likely have the least interventionist foreign policy of all the candidates. Foreign policy is an area where the Republican party desperately needs to have an honest talk about the United States proper role. After 8 years of what is turning into one foreign policy disaster after the next, 2016 may be the perfect time to have that debate. Too often, Republicans seem too afraid to just say not to supporting interventionist policies. The debate is needed. While Paul leans very libertarian overall, he is not a socially-liberal libertarian. He is very pro-life and has stood up for life. If anyone can make the argument that you dont have to hold Christian beliefs to realize that a life is a life, Paul might be that guy. On Economic policy, he is good on taxes, subsidies, and opposing crony capitalism. He is a strong supporter of the 2nd Amendment. He joined fellow tea party star Ted Cruz in opposing the Rubio immigration plan. Does Paul have flaws? Of course. But he is firmly entrenched on the liberty and freedom side of the GOP, perhaps more-so than any other potential candidate. Electability Which brings us to the most important question: is Rand Paul electable? While Paul became a viable US Senate candidate mostly because of who is father was, he is in many ways very different than his father. His father was never taken seriously by most observers. Whether it was his larger-than-reality personality or some of the positions he took (and the way he explained them), Ron Paul was just never a mainstream kind of candidate. Rand Paul is different on many levels. Paul is more measured in his approach. He is naturally gifted in debating points that most conservatives wouldnt touch. He knows how to pick his battles and knows how to not step into a trap. As a politician, Rand Paul is proving to be vastly superior to his father. His appeal can also be broad. He is now a grassroots conservative favorite, though he lost the battle of outsider to both Donald Trump and Ted Cruz in 2016. He has had some trouble convincing the more interventionist crowd on his foreign policy, and would need to work on that portion of his platform before launching another bid. His argument does have some appeal: We are tired of funding nations run by people who hate us; We are tired of arming rebels who wind up being more extreme than the people we wanted overthrown, and then get attacked with our own weapons. Obama ran on change in foreign policy and has been no less interventionist or check-write happy than any of his predecessors. Rand Paul needs to find the right balance on foreign policy that both adheres to his beliefs and exhibits strength and resolve when necessary. Then there is the youth factor. In 2012, Mitt Romney won with people over 30, but overwhelmingly lost the 29-and-under crowd. While Ron Paul did not have broad support, he did have a lot of support with younger people. Rand Paul has positioned himself against both the Obama Administration and entrenched Republicans like John McCain on the governments US citizen data-mining programs. Paul even threatened a class-action lawsuit with the American people over that surveillance. His libertarian and hands off view of government can actually appeal to the age brackets that overwhelmingly supported Obama, and who have gradually become disenchanted with the direction he has taken. Rand Pauls electability is enhanced because he might have the best chance of persuading the age bracket the GOP does worst with.

Analysis & Estimation of Travel Demand Assignment

Analysis & Estimation of Travel Demand - Assignment Example The questions provides a practical basis for collecting the required information for analysis and estimation of the travel demand. Large volumes of information could also be collected from many respondents within the targeted transportation companies in the city. This is typically possible within a relatively short time period. Because no much movement is required when trying to reach the respondents, the survey as a whole is very cost effective. With this survey instrument, the aspects of validity and reliability of the collected data is preserved. The research results can easily and quickly be quantified. Nevertheless, the survey instrument is disadvantageous in that to a certain extent, it is inadequate in understanding certain forms of information that is completely implied such as behaviour, emotions, and feelings with regard to the posed questions. To some extent, the data collected may not be valid enough especially where estimates are considered for answers. There is also the possibility of the respondents interpreting the questions different. Trip generation is basically the fundamental step in the process of initiating transportation forecasting. In this regard, there is the need to acquire all the necessary information that could ultimately lead to an effective travel demand forecasting. Trip generation would help the authorities of the City of Omaha predict number of that could be destined for the city’s traffic analysis zone. In order to achieve the objective of the trip generation step, the questionnaire focuses on residences through the companies offering the transport services. In this case, the first thing considered in designing the questions was the key aspects required in trip generation. The questions were then structured with respect to the variables required for the analysis. The companies involved were some of the key

Tom Peters on Uncertainty Essay Example | Topics and Well Written Essays - 500 words

Tom Peters on Uncertainty - Essay Example There is a great challenge to management to meet the changing landscape and capitalize on the new economies. Tom Peters was telling us that there is a brave new world of business and our management structures and organizations must be equipped to meet the uncertainty of the 21st century. The post bureaucratic era has introduced many new norms for institutions and business. While the staid structures of clearly defined hierarchy may have served history well, they can not keep pace with the speed of change in today's world. By understanding that we are faced with continual uncertainty, organizations can restructure to take advantage of that change. Networking and team concept approaches can offer the ability of an organization to react and act in the face of sudden change. While many opportunities will exist, it is the organizational structure most adept at handling change that will define the success from the failure. The globalization of capitalism has also presented new markets and manufacturing bases. Yet, here again the organization is faced with uncertainty. The firm may find itself embroiled in international politics or environmental issues that may threaten to sink their investment. The venture must be structured in such a fashion that they can withstand the assault of the unknown.

ESSAY Research Paper Example | Topics and Well Written Essays - 1250 words

ESSAY - Research Paper Example The age of Callisto is around 4.5 billion years, the same as that of the planet where it is located which is Jupiter. Callisto is the furthest of the Galilean moons since it orbits from Jupiter at around 1,168,000 miles. Due to this distance from Jupiter, it takes seven days of earth to make a single complete orbit around the planet. Its orbit outside Jupiter’s main radiation strap makes the moon experience less tidal influences as compared to other Jovian moons. The size Callisto is about 3,000 miles in diameter, which is 4,800 kilometers. It is approximately the same size as planet mercury making it the third largest moon of the solar system. Callisto has the lowest density. Callisto’s mean surface temperature is 218.47 Fahrenheit (Zimmermann). Callisto was discovered by Galileo Galilei on January, 7 1610. Of all the Jupiter’s moons, it was the fourth to be discovered. It was discovered along with other three Jovian moons and it was the first for a moon to be found circling a planet which is not Earth. Galileo’s discovery finally led to the knowledge that planets orbit the sun (Zimmermann). Jupiter and its moons have been visited by several spacecraft. In 1973, Pioneer 10 arrived and by 1974, pioneer 11 had followed. During their flybys, Voyager 1 as well as Voyager 2 brought back outstanding photos. Detailed images were later to be formed by the Galileo spacecraft that travelled as near to the ground as 162 miles which is 261 kilometers over the exterior of the Galilean moons. Craters are the most noticeable feature of Callisto. This is because of the entire solar system Callisto has the most craters. According to scientist’s approximation, of the entire solar system, Callisto has the eldest surface. This moon has glimmered keen scientific interest since in 4 billion years, there is no sign of change on its geologic landscape. With no impact change on the

Marketing for Dell Computers Essay Example | Topics and Well Written Essays - 2750 words

Marketing for Dell Computers - Essay Example On account of promoting their printer business I am to describe their marketing management team the basic concepts of marketing related techniques to promote the sales of printers. Based on an overall analysis regarding past performances of the company, I adopted a systematic plan of marketing strategy for the promotion of company’s printer sales. I find this marketing strategy is worth for their management to achieve the objective within minimum time frame in an efficient and effective manner. On the basis of the case study on the company’s performance, and further analysis, I prepared a report incorporating various aspects and techniques of marketing management and submit to the Chairman-cum-CEO of the company. This report will definitely be a suitable guide for senior management team of M/s Dell Computers which would as I presume, rejuvenate the team for delivering their maximum efforts in a right perspective for achieving the goal. In this report the different stages of marketing, marketing approach, targeting, positioning and related relevant topics are explained. As a result to the efforts taken by me for the research and analysis , the best possible techniques and application of marketing management are narrated in this report and necessary recommendations compiled from the analysis are also mentioned at the end. The top management of the company must adhere to the guidance on account of rendering their best services to ensure improvement in sales of printers by reaching right customers across the difference parts of the world in right time. Here is a marketing related quote.† (Contardo 2004). Once Mr Peter Drucker, an eminent management thinker and the father of business consulting stated that "Because the purpose of business is to create a customer, the business enterprise has two--and only two--basic functions:

West Coast Mainline Modernisation. Project Analysis Essay

West Coast Mainline Modernisation. Project Analysis - Essay Example The various transportation facilities and infrastructure that are developed in the process are roads, bridges, rails and other facilities that aid in mobility and access. These developments are done in stage or per project basis that ascertains specific end-results employing project management. Project Management is previously a management philosophy that soon evolved into a business process (Kerzner, 2009). It involves planning, organising, securing and managing resources to achieve goals. It is to be understood that a project has its specific start and ending, and is dependent on time, budget or funding, and deliverables. It is usually expected to bring positive or beneficial results. Its temporary nature make it unique from business operations which is a continuous one or somewhat permanent in the delivery of products or services. This paper will discuss and analyse a rail industry project – the West Coast Main Line Modernisation - and describe the project management proble ms encountered in this project completion. In the project implementation of a rail, various management stages involved are Output Definition, Pre-Feasibility, Option Selection, Single Option Development, Detailed Design, Construction, Testing and Commissioning, Scheme Handback and Project Close Out (Network Rail, 2003). †¢ A brief description of your chosen project. The West Coast Main Line or WCML is the rail backbone of United Kingdom when it comes to importance and number of populations served. It underwent several modernisation stages and the latest of which was the Network Rail modernisation that commenced by the 1990s. Plans for the upgrade and renewal of the line by Virgin Trains for the tilting Pendolino trains with increased speed of 140 mph or 225 km/h was aborted when deemed ambitious. The proposed upgrade involved the adoption of the moving block signalling which worked with light rail systems and metro lines, but not yet proven with high-speed heavy rail network (O ffice of Rail Regulation, 2007). Owned by Network Rail, WCML is the busiest mixed traffic railway route provider, an intercity link connecting London, Birmingham, Manchester, Liverpool and Glasgow to the West Midlands, North West, North Wales, and the Central Belt of Scotland. Handling about 75 million passengers per annum translated to about 43% of UK’s rail freight traffic, it is also links many other smaller towns and cities serving as a suburban railway. The various operators of the WCML are Virgin Trains, East Coast, London Midland, Southern, CrossCountry, First TransPennine Express, Northern Rail, Arriva Trains Wales, First ScotRail, DB Schenker Rail (UK), GB Railfreight, Freightliner Ltd., and Direct Rail Services Ltd (Network Rail, 2007). It was designated a priority Trans-European Networks route. It connects to European mainland via the Channel Tunnel. In 1955, it was modernised and electrified implemented in stages from 1959 to 1974. Electrification was first implem ented on the route from Crewe to Manchester completed by 1960, followed by Crewe to Liverpool by 1962, London by 1965, Birmingham by 1967, and Weaver Junction to Glasgow by 1974. The introduction of the Inter-City brand in 1966 came with high-speed long-distance services where journey clocked in 2 hours and 40 minutes from London to Manchester or Liverpool (Thomas, 1971). Modern coaches followed with the Mark 2 and air-conditioned Mark 3, and soon linespeed was raised to 110 mph or 177 km/h with electric locomotives that doubled passenger traffic from 1962 to 1975 (British Railways

Why does the author object to her son's decision to cohabitate rather Essay

Why does the author object to her son's decision to cohabitate rather than marry - Essay Example Her next argument is people opting for cohabitation have economic disadvantages. The absence of marriage document denies them the legal facilities and they are obliged to find costly housing options and are not entitled for the normal health benefits. The main issue is about the psychological imbalance. The stamp of cohabitating parents creates an identity problem for the grandchild. As the child grows up and when it comes to know about the reality of relationship between its father and mother, it will suffer from emotional distress and a sense of insecurity. Happiness of the parents alone is not important. The extended family also has the psychological necessity to share the happiness and will feel the sense of belonging when the marriage is legal. With the rigid stand of the son, Doe’s family is disappointed and feels disgraced. Cohabitation is the pointer to the inner cowardice of the individuals who have chosen to live together. One part of their calculative mind looks tow ards the exit door on an ongoing basis. The combustible younger generation does not understand what their societal responsibility is. Youngsters, who are fascinated with the idea of cohabitation, fail to appreciate what the true importance of marriage is. Marriage is harmony, togetherness, and willingness of the individuals to live under a common roof, though their secular goals may be different. It is to discover the unity of the souls, through diverse challenges of life. The rigidity of the younger generation, impacted by materialistic values, will lead to unpleasant consequences in the long run. Being a part of the family, one owes responsibility to its psychological well-being and it is the duty of the son not to create a sorry situation for the parents. Jane Doe laments, â€Å"Recently, I heard him refer to her as his girlfriend. I cannot believe that that description will be endearing to their son when he is able to understand,† is

West Coast Mainline Modernisation. Project Analysis Essay

West Coast Mainline Modernisation. Project Analysis - Essay Example The various transportation facilities and infrastructure that are developed in the process are roads, bridges, rails and other facilities that aid in mobility and access. These developments are done in stage or per project basis that ascertains specific end-results employing project management. Project Management is previously a management philosophy that soon evolved into a business process (Kerzner, 2009). It involves planning, organising, securing and managing resources to achieve goals. It is to be understood that a project has its specific start and ending, and is dependent on time, budget or funding, and deliverables. It is usually expected to bring positive or beneficial results. Its temporary nature make it unique from business operations which is a continuous one or somewhat permanent in the delivery of products or services. This paper will discuss and analyse a rail industry project – the West Coast Main Line Modernisation - and describe the project management proble ms encountered in this project completion. In the project implementation of a rail, various management stages involved are Output Definition, Pre-Feasibility, Option Selection, Single Option Development, Detailed Design, Construction, Testing and Commissioning, Scheme Handback and Project Close Out (Network Rail, 2003). †¢ A brief description of your chosen project. The West Coast Main Line or WCML is the rail backbone of United Kingdom when it comes to importance and number of populations served. It underwent several modernisation stages and the latest of which was the Network Rail modernisation that commenced by the 1990s. Plans for the upgrade and renewal of the line by Virgin Trains for the tilting Pendolino trains with increased speed of 140 mph or 225 km/h was aborted when deemed ambitious. The proposed upgrade involved the adoption of the moving block signalling which worked with light rail systems and metro lines, but not yet proven with high-speed heavy rail network (O ffice of Rail Regulation, 2007). Owned by Network Rail, WCML is the busiest mixed traffic railway route provider, an intercity link connecting London, Birmingham, Manchester, Liverpool and Glasgow to the West Midlands, North West, North Wales, and the Central Belt of Scotland. Handling about 75 million passengers per annum translated to about 43% of UK’s rail freight traffic, it is also links many other smaller towns and cities serving as a suburban railway. The various operators of the WCML are Virgin Trains, East Coast, London Midland, Southern, CrossCountry, First TransPennine Express, Northern Rail, Arriva Trains Wales, First ScotRail, DB Schenker Rail (UK), GB Railfreight, Freightliner Ltd., and Direct Rail Services Ltd (Network Rail, 2007). It was designated a priority Trans-European Networks route. It connects to European mainland via the Channel Tunnel. In 1955, it was modernised and electrified implemented in stages from 1959 to 1974. Electrification was first implem ented on the route from Crewe to Manchester completed by 1960, followed by Crewe to Liverpool by 1962, London by 1965, Birmingham by 1967, and Weaver Junction to Glasgow by 1974. The introduction of the Inter-City brand in 1966 came with high-speed long-distance services where journey clocked in 2 hours and 40 minutes from London to Manchester or Liverpool (Thomas, 1971). Modern coaches followed with the Mark 2 and air-conditioned Mark 3, and soon linespeed was raised to 110 mph or 177 km/h with electric locomotives that doubled passenger traffic from 1962 to 1975 (British Railways

General principles Essay Example for Free

General principles Essay 1. Film theory is how we study movies based general principles. It serves as a model for understanding movies and their different meanings. It is looking at film using a particular perspective, much like using different approaches in analyzing literature. Film criticism meanwhile, is focused more on the artistic value and appeal of the movie to the viewing public. It has two forms: reviews for the common viewer and critical essays for scholars. 2. Realist theory explains that our experiences can be emulated in movies by the help of cinematic language and technology, meaning movies as a representation of reality. Formalist theory explains films are more than a representation of reality. The film artists give form to reality 3. Explicit meaning is what the movie presents on the surface. Meaning the movie clearly shows what it is trying to project, viewers instantly get it without much effort. Implicit meaning is the message within the movie that is not obvious. It is the meaning behind the actions of the film. It is the message of the filmmaker that requires more or less critical analysis. 4. Mimesis is the Greek word for the imitative representation of the world in art and literature. It is basically the violence portrayed in films, suggesting that it is part of reality. Katharsis (catharsis) popularized by Aristotle in his Poetics, on the other hand is what Aristotle used to describe tragedy, it produces emotions of pity and fear. 5. Kathrarsis (catharsis) means purgation or purification. Aristotle used this Greek term in his definition of a tragedy in his Poetics, he said that tragedy must have katharsis, meaning tragedies should produce emotions of pity and fear from the audience. Looking for catharsis in movies is beneficial because it can either have a positive or negative effect on the viewers. 6. Ideology does not simply mean an idea. Ideology means a variety of related ideas, how humans see life and culture. In film, ideology is the ideas of individuals, group, class, or culture that reflects their social needs and aspirations. Ideological meaning in movies is the beliefs depicted in it. It is the belief of the filmmakers, the belief of the characters, or the population’s belief during the movie was made. Feminism, Marxism, and cultural studies are considered ideological theories because they represent ideas that attempt to explain how people and societies function. 7. Auteur theory states that the director is the author of a film. Its application has two forms: the director is judged by looking at all the films he or she has made as a whole, looking at style. The other is a classification of great directors based on a hierarchy of styles. The director must have directed numerous films to be an auteur. The style of the director should be as unique as novelist’s 8. Genre study is the process of understanding some basic ways of how genre functions to develop interesting critiques of genre films. The evolution of major film genres made filmmakers conscious about genre history and conventions, thus the remakes, parodies, sequels, and hybridization that we see today. 9. The study of the phenomenon (or art) known as film and studying film using a certain perspective or approach are involved in the study of film history. 10. Aesthetic approach evaluates movies and directors by looking at how artistic they and their films are. It is sometimes called the masterpiece approach or great man approach. Social approaches evaluate movies on the criteria of how significant they are in relation to the society. Questions when evaluating film are: What is the film’s significance to the society? What social issues does it present? and if it provides solutions.

Procter Gamble Company Merger Case Study

Procter Gamble Company Merger Case Study The project deals with the analysis of mergers and acquisitions in an FMCG sector. Products which have a quick turnover, and relatively low cost are known as Fast Moving Consumer Goods (FMCG). FMCG products are those that get replaced within a year. A merger is the combining of two or more companies, generally by offering the stockholders of one company securities in the acquiring company in exchange for the surrender of their stock. This project deals with the merger of Procter Gamble and Gillette, acquisition of Balsaras hygiene and home product by Dabur and Acquisition of Nihar brand from HLL by Marico. The methodology deals with the various ways in which the data for this project was collected. Due to the limited scope of information and time constraints, secondary and not primary data sources has been used including journals, articles, reference sites, etc. The project guide proved very vital in the successful completion of my report. The next section deals with the individual introduction of both companies involved in the process of merger. It further includes the different terms of the merger and various synergies created through the merger. Furthermore the next section deals with scenario after the merger and analysis of financial statements of acquiring company post merger. Building a brand from scratch in the FMCG space can be quite an expensive exercise. Mature categories such as personal care or household products are already dominated by one or two strong incumbents and wresting market share away from them is quite a challenge. With growth rates in markets such as skin care, hair care and household products suddenly moving into high gear, companies also cannot afford to lose time on the trial-and-error method that usually accompanies new launches. Given this scenario, domestic players seem to view brand acquisitions and mergers as the quickest way to step into new categories and acquire a well-rounded product basket, without squandering their surpluses on brand-building expenses. Market shares apart, many of the buyouts have been motivated by the need to acquire better distribution reach whether within India or overseas. Introduction I. MERGER A merger is the combining of two or more companies, generally by offering the stockholders of one company securities in the acquiring company in exchange for the surrender of their stock. A merger occurs when two or more companies combines and the resulting firm maintains the identity of one of the firms. One or more companies may merge with an existing company or they may merge to form a new company. Usually the assets and liabilities of the smaller firms are merged into those of larger firms. Merger may take two forms- Merger through absorption Merger through consolidation. Absorption: Absorption is a combination of two or more companies into an existing company. All companies except one lose their identity in a merger through absorption. Consolidation: A consolidation is a combination if two or more combines into a new company. In this form of merger all companies are legally dissolved and a new entity is created. In consolidation the acquired company transfers its assets, liabilities and share of the acquiring company for cash or exchange of assets. II. ACQUISITION A fundamental characteristic of merger is that the acquiring company takes over the ownership of other companies and combines their operations with its own operations. An acquisition may be defined as an act of acquiring effective control by one company over the assets or management of another company without any combination of companies. III. TAKEOVER A takeover may also be defined as obtaining control over management of a company by another company.Merger of Procter Gamble Company and Gillette CompanyAbout the merging companies: Procter Gamble Procter Gamble Company is asoap opera. PG was named 2008 Advertiser of the Year by Cannes International Advertising Festival. Effective July 1, 2007, the companys operations are categorized into three Global Business Units with each Global Business Unit divided into Business Segments according to the companys March 2009 earnings release. Beauty Care Beauty segment Grooming segment Household Care Baby Care and Family Care segment Fabric Care and Home Care segment Health and Well-Being Health Care segment Snacks, Coffee, and Pet Care segment PG has gone into an aggressive mode. It has launched two new variants on 2nd Dec 2009, one in the detergent segment, which is called Tide Naturals and also another one in skin care segment under the Olay brand. Gillette Company The Gillette Company is a globally focused consumer products marketer that seeks competitive advantage in quality, value-added personal care and personal use products. It is the world leader in the mens grooming product category as well as in certain womens grooming products. Although more than half of company profits are still derived from shaving equipmentthe area in which the company startedGillette has also attained the top spots worldwide in writing instruments (Paper Mate, Parker, and Waterman brands) and correction products (Liquid Paper), toothbrushes and other oral care products (Oral-B), and alkaline batteries (Duracell products, which generate almost one-fourth of company profits). Gillette maintains 64 manufacturing facilities in 27 countries, and its products are sold in more than 200 countries and territories, with more than 60 percent of sales occurring outside the United States. The Merger: On October 1, 2005, Procter Gamble finalized its purchase of The Gillette Company. As a result of this merger, the Gillette Company no longer exists. Its last day of market trading symbol G on theOral-B, among others, which have also been maintained by PG. The Terms of the Merger: Date of merger: The merger came into effect from July 1st, 2007. The new company formed : The Gillette Companys assets were initially incorporated into a PG unit known internally as Global Gillette. In July 2007, Global Gillette was dissolved and incorporated into Procter Gambles other two main divisions, Procter Gamble Beauty and Procter Gamble Household Care. Gillettes brands and products were divided between the two accordingly. The Share Swap Ratio : Under the deal announced, Procter Gamble will pay 0.975 share of its common stock for each share of Gillette common stock. On Wall Street, shares in Gillette closed up nearly 13%, while PG slid 2.1% after the announcement. The Management: Gillettes chief executive James Kilts is to join the board of the merged company, becoming PG vice chairman, while PG chief executive A.G. Lafley will remain chief executive of the merged company. Examining the merger: Type of merger: Procter Gamble being number one in consumer products went into acquiring and merging with other companies like, Germanys Wella AG hair care line in 2003 and it also acquired Clairol for its hair-care lines and Iams Co. for its pet foods. The merger in question; between Procter Gamble and Gillette is thus a merger where the acquiring company is expanding in size of operations and also product offerings. This is thus a horizontal merger. Operational Synergies of the merger: The merger of the two companies will create the worlds largest consumer products conglomerate. Both companies are strong, diversified companies, so one wonders what uncaptured synergies there could be here. PG is adept at taking innovations from one product and transferring it to another product, so there may be opportunities to improve existing Gillette products. In addition, the companies are stating that the merger will give them more negotiating power with the most powerful buyer of consumer products. The deal would give the company even more control over shelf space at the nations retailers and grocers, real estate that is at a premium. Executives at the companies said they believe theyll both be able to grow faster together than separately, with PG opening doors for Gillette in markets such as China and Japan while Gillette bringing PG some product segments that are growing faster than the companys overall current portfolio of products.The merger will make PG the worlds biggest household goods maker, pushing Unilever into second place Financial Synergies: The merger would create a company with revenues of more than Rs.2700 billion that would have even greater clout against mass-market retailers like Wal-Mart Stores Inc., which have been pressuring consumer product suppliers to keep costs low. Because of expectations from the deal, PG raised the annual revenue growth outlook to 5 to 7 percent, rather than its earlier target of 4 to 6 percent. The companies said they expected cost savings and synergies of about Rs.630 billion to Rs.720 billion US over three years. PG and Gillettes combined market capitalization of about Rs 8325 billion US, would be by far the largest in the FMCG sector. HR Synergies: As part of the cost-cutting that would follow the deal, the merger would result in the elimination of about 6,000 jobs, or 4 percent of the combined work force of about 140,000. It said most of the cuts would come from eliminating management overlaps and consolidation of business support functions. Gillettes chief executive James Kilts is to join the board of the merged company, becoming PG vice chairman, while PG chief executive A.G. Lafley will remain chief executive of the merged company. Scenario Post Merger: Procter Gamble is the worlds largest producer of household and personal products by revenue, with its products reaching 4 billion people worldwide and its product line includes 23 brands across beauty, healthcare, and food including Tide detergent, Pampers diapers, and Gillette razors, that generate over $1 billion in revenue annually, with the companys total revenue at Rs.3555 billion in 2009.In 2005, PG expanded its portfolio to include razors and blades as well as batteries with its acquisition of the Gillette Company.The companys 2010 first quarter net income fell 1% to Rs.148.95 billion (Rs.46.35 per share) as higher prices offset lower sales volumes and foreign exchange effects, beating analyst expectations of Rs.43.65 per share. Revenue fell 6% to Rs.891.45 billion, though organic sales rose 2%. One of the key areas of growth for the company is in emerging markets worldwide. Sales in developing nations have increased steadily from 20% of total revenue in 2002 to 32% in 2009.PG already owns large and growing market share in countries includingglobal economic downturn, PG has announced it will focus its growth strategy on emerging markets, opening almost all of its 20 new manufacturing facilities outside its established markets. Procter Gamble attempts to maintain its competitive edge by focusing on product innovation. To this end, PG spends almost twice as much on research and development spending Rs.90 billion in 2009 as its closest competitor, Unilever, spent about Rs.58.5 billion USD in 2008.Through itsConnect + Developinitiative, PG looks to bring in new product ideas from outside the company. Connect + Develop has led to the development of 42% of new PG products in recent years. In fiscal 2009, PGs Net sales fell 3% to Rs.3555 billion driven by a 3% decline in unit volume and a 4% decline in net sales from the rising US dollar. Organic sales, a closely watched figure which excludes the impact of acquisitions, divestitures, andforeign exchange, increased 2%, which is below its target organic sales range of 4-6%.Earnings for fiscal 2009 increased 11% to Rs.603 billion. In July 2009, CEO A.G. Lafley stepped down from his post after 29 years with Proctor Gamble.He was succeeded by current COO Bob McDonald.The company expects sales to be up 0 to 3% in fiscal 2010,with sales back up in the fall of 2009, fed by price cuts, new products, and value-focused promotions. PG divides its business into three Global Business Units (GBUs) that develop and produce products and its corporate group which handles the operation and administration of the company. Beauty (33% of 2009 sales, 36% of 2009 net income): The Beauty GBU includes all hair and skin products, medications, razors, electric shavers, and batteries. This business unit includes several product lines acquired when the PG bought consumer products company Gillette in 2005. Proctor Gambles global market share in blades and razors is 70%, primarily centered on its Mach3, Fusion, Venus, and Gillette brands.In June 2009, PG further expanded its mens grooming business with the acquisition of the high-end shaving company The Art of Shaving and the mens skin care line Zirh. Health and Well-Being (21% of 2009 sales, 24% of 2009 net income): The Health and Well-Being GBU provide oral care, feminine health, pharmaceuticals, snacks, coffee, and pet care products. In oral care, the company has the number two market share position at 20% globally.In potato chips, the companys Pringles brand holds a market share of approximately 10%. Household Care (46.8% of 2009 sales, 43% of 2009 net income): The Household Care GBU manufactures a wide range of products from laundry detergent to diapers. The companys baby care market share in 2008 was 29%. Business Growth and Divestitures Folgers Sale On June 4, 2008, PG sold its Folgers coffee unit toJ.M. Smucker Companyfor Rs.132.75 billion.As part of the deal, PG shareholders will receive a 53.5 percent stake in Smuckers and the company will assume Rs.15750 million of Folgers debt. Gillette Acquisition Procter Gamble acquired Gillette in 2005 for over Rs.2250 billion in its largest acquisition to date. In 2004, the last full year before the acquisition, Gillette generated over Rs.450 billion in sales, about Rs.270 billion of which came from razors and Duracell and Braun products and the remainder sourced from the Oral-B brand, which was moved into the Health Well-Being segment. A key piece of the acquisition beyond Gillettes product lines was its distribution network and supply chain. Gillettes distribution network and supply chain in emerging markets had been extremely successful for Gillette and, once acquired, has worked to complement PGs own distribution network. Sale of Pharmaceutical Unit In 2009 PG sold its pharmaceutical unit to Warner Chilcott Plc for Rs.139.5 billion in cash.The company expects to book a 43 cent per share earnings boost in Q2 of fiscal 2010 as a result of the sale.The deal allows PG to focus on its personal care, beauty, and household product divisions. In 2006, the company started winding down its discover-phase pharmaceutical products in favor of licensing late-stage compounds, and announced in 2008 it would exit the drug industry entirely. PG 2008 Net sales by Geographic Region(Post merger) PG has a well-established market presence in developed countries such as the United States and Western Europe and is looking to its presence in emerging markets. In fiscal 2009, 32% of total net sales came from developing nations,a figure that has increased steadily from 2002 when sales in developing nations accounted for only about 20% of total revenue (approximately Rs.360 billion). In China and Russia, PGs market share has been consistently increasing in the past five years as Procter Gamble has put an increased emphasis on establishing its products in those markets. In 2008, the companys distribution network reached 800 million people in China and 80% of the population in Russia. PG has created products designed specifically to target developing nations. The average Mexican spends about Rs.9000 a year on PG products, Chinese per-capita spending is only about Rs.135 and India per-capita spending Rs.45.Increasing sales in China and India to the levels in Mexico would add Rs.1800 billion in sales to the companys overall revenue. Research Development focuses both inside and outside the company In 2009, PG spent approximately Rs.91.8 billion on Research Development, nearly Rs.45 billion more than its closest competitor, Unilever.The two most important factors in PGs innovation process are its practice of consumer demand research and its Connect and Develop RD structure. First, when entering new markets, PG sets up in-home visits with consumers in order to fully understand the needs and desires consumers have for household and personal products. This way, PG gets directly to its customers and is able to cater to their needs. PG also incorporates consumers input into the RD process through its Connect and Develop initiative. Through Connect and Develop PG has an online interface set up where people can submit product ideas and provide input on topics that PG places on the web-portal. PG staff then sorts through the ideas and work with the most promising ones. This process is not responsible for the entire RD that PG does, but approximately 42% of new products in the last sev eral years were influenced by or originated from Connect and Develop. Tide Stain Release, a stain-removing detergent released in July 2009, has garnered 10% market share in the US as of November 2009.The Bounce Dryer Bar, an automatic laundry freshener released in August 2009, has captured 7% of the North American fabric sheet market as of November 2009. Commodity Prices A diversified consumer products manufacturer, PG depends heavily on a wide basket of global commodities for manufacturing its goods, the prices for which have risen nearly 50% since 2002. Nearly half of the companys cost of goods is directly related to commodity goods. The company has increased prices due to higher costs of oil and other raw materials. In its conference call, the company stated that it expected raw material costs to increase Rs.135 billion in 2009.The company has raised prices on Cascade dishwashing detergent, Iams pet food, and Gillette razors to counter the increasing cost of oil in the first half of 2008.PG instituted broad price adjustments in Q1 2010 to close widening price gaps in several businessesincluding North American laundry, tissue, andtowel, and several Eastern European markets. Competition Procter Gamble provides the broadest and biggest portfolio of products in the household and personal care industry with 24 billion-dollar brands. PG generates 43% more revenue than its closest competitor,LOreal, and Reckitt Benckiser. Here are somekey factsabout the two firms. Cincinnati-based Procter Gamble was established in 1837 and made its name selling soap and candles to U.S. government soldiers during the civil war. Boston-based Gillette spends around Rs.2700 million annually on advertising. In May the razor-maker paid a reported 40 million pounds (Rs.3393 million) to sign international soccer star David Beckham to a three-year deal as its global face. Procter Gamble employs a workforce of 110,000 worldwide and has a market capitalization of Rs.6345 billion. Gillette employs 29,400 employees worldwide and has a market capitalization of Rs.2025 billion. Gillettes profit beat market expectations last October after Hurricane Ivan spurred the buying of Duracell batteries. Limitations: Due to lack of data the financial statements analysis of Procter Gamble was not carried out. Conclusion Thus the acquisition and integration of Gillette was the largest and most successful in the history of Procter Gamble. PG acquired Gillette, which is best known for its shaving products, in 2005 for Rs.2565 billion. The merger between Procter Gamble and Gillette is a horizontal merger where the acquiring company is expanding in size of operations and also product offerings. The merger created various synergies like financial, operation and human resource synergies. After the merger Procter Gamble integrated systems in 26 countries, spanning five geographic regions, representing about 20% of sales. Gillette is a catalyst that makes PG a better brand-builder and a stronger innovation leader. There is no doubt that PG and Gillette are stronger together than alone, and both the companies together can deliver accelerated growth targets over the balance of the decade. Acquisition of Balsarashygiene and home product by Dabur About the merging companies: Dabur Company Dabur India Limitedis the fourth largest FMCG Company in India and Dabur had a turnover of approximately Rs.2,834 Crore Market Capitalisation of over Rs 10,000 Crore, with brands like Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola and Real. The company has kept an eye on new generations of customers with a range of products that cater to a modern lifestyle, while managing not to alienate earlier generations of loyal customers. Dabur has global presence in 50 countries; products are available in the markets of Middle East, South-East Asia, Africa, the European Union andAmerica. Dabur is an investor friendly brand as its financial performance shows. The companys growth rate rose from 10% to 40%. The expected growth rate for two years was two-fold. Theres a great sense of responsibility for investors funds on view. This is a direct extension of Daburs philosophy of taking care of its constituents and it adds to the sense of trust for the brand overall. The company, through Dabur Pharma Ltd. does toxicology tests and markets ayurvedic medicines in a scientific manner. They have researched new medicines which will find use in O.T. all over the country therein opening a new market. Dabur Foods, a subsidiary of Dabur India is expecting to grow at 25%. Its brands of juices, namely, Real and Active, together make it the market leader in the Fruit Juice Category. Dabur Ranked AmongIndias Most Trusted Brands of 2007 By Economic Times-Brand Equity. Products of Dabur Ø Under health care products it has brands like Hajmola, Pudin Hara, Dabur Chyawanprash, Glucose D, Dabur Lal tail,etc. Ø In home care range consist of product like Odinil,Odomos,odopic,etc. Ø Under personal care range it has product like Vatika,Gulabri,Dabur Red Toothpaste,etc. Ø In food range it has brands like Real Active ,HOMMADE-range of ready made pastes, soups, coconut milk tomato puree Ø Dabur has guar gum plant,a natural gum used in foods industrial applications. Ø Dabur also produces ayurvedic medicines. Balsara Company The Balsara Group manufactures and markets its products, in India and Internationally. The Group has a domestic annual sales turnover of Indian Rs. 2 billion, and a rapidly growing international sales turnover of Indian Rs. 350 million. The Group is professionally managed, with manufacturing, sales, distribution and administrative facilities located throughout India, in addition to its international operations. In the Indian market, 60% of the Balsara Groups sales turnover of Indian Rs. 2 billion comes from Personal Hygiene Products (Promise, Babool and Meswak oral care ranges) and 40% is derived from Household Products (Odomos insect repellents, Odonil Air Fresheners, Sani Fresh toilet cleaners and Odopic dish washing products). Balsara has a wide national sales and distribution system that makes products available in 10, 54,000 retail outlets. The system is supported by a distribution network of 4 Zonal Offices, 13 Branches, 24 Regional Warehouses, and 1700 Distributors in 1500 towns. The mission of the Balsara Group of Companies is to be a leading provider of superior quality personal and household products, ingredients and packaging materials to consumers and customers on the Indian sub-continent and throughout the world. The Acquisition: On January 27, 2005 Dabur India today announced the acquisition of Balsara Hygeine and Home Care businesses for Rs. 143 crores and said it would look at more buyouts to capitalise on the consolidation in the sector. The company board of Dabur approved the acquisition of controlling stake in three Balsara group companies Balsara Hygiene Products, Balsara Home Products and Besta Cosmectics. With the acquisition of the Rs. 143-crore Balsara Group in an all cash deal, Dabur India will have oral care brands such as Promise, Babool, Meswak; mosquito repellents such as Odomos and household products such as Odonil and Odopic under its fold. Dabur India will acquire the entire promoters stake in the three companies 99.4 per cent in Balsara Hygiene, 100 per cent in Balsara Home Products and 97.9 per cent in Besta Cosmetics. The Terms of the Acquisition: Date of the acquisition: The merger came into effect from 1st April 2006. The new company formed : According to the deal Dabur will take full control of Balsaras entire brand portfolio which consists of oral care brands like Promise, Babool, Meswak; mosquito repellants like Odomos and household products like Odonil, Odopic. The deal also includes takeover of Balsaras operations consisting of three manufacturing facilities at Kanpur, Silvassa and Baddi and about 600 employees. Dabur India will also acquire the entire promoters stake in the three companies 99.4 per cent in Balsara Hygiene, 100 per cent in Balsara Home Products and 97.9 per cent in Besta Cosmetics. The Share Swap Ratio : Under the deal announced, Dabur India Ltd will acquire Balsaras hygiene and home product businesses in an Rs 143 crore all-cash deal. While Rs 120 crore will be funded through internal accruals, the balance Rs 23 crore will be raised through debt. Examining the Acquisition: Type of merger: The Rs 1,300-crore fast-moving consumer goods major Dabur India acquired Mum Procter Gamble Company Merger Case Study Procter Gamble Company Merger Case Study The project deals with the analysis of mergers and acquisitions in an FMCG sector. Products which have a quick turnover, and relatively low cost are known as Fast Moving Consumer Goods (FMCG). FMCG products are those that get replaced within a year. A merger is the combining of two or more companies, generally by offering the stockholders of one company securities in the acquiring company in exchange for the surrender of their stock. This project deals with the merger of Procter Gamble and Gillette, acquisition of Balsaras hygiene and home product by Dabur and Acquisition of Nihar brand from HLL by Marico. The methodology deals with the various ways in which the data for this project was collected. Due to the limited scope of information and time constraints, secondary and not primary data sources has been used including journals, articles, reference sites, etc. The project guide proved very vital in the successful completion of my report. The next section deals with the individual introduction of both companies involved in the process of merger. It further includes the different terms of the merger and various synergies created through the merger. Furthermore the next section deals with scenario after the merger and analysis of financial statements of acquiring company post merger. Building a brand from scratch in the FMCG space can be quite an expensive exercise. Mature categories such as personal care or household products are already dominated by one or two strong incumbents and wresting market share away from them is quite a challenge. With growth rates in markets such as skin care, hair care and household products suddenly moving into high gear, companies also cannot afford to lose time on the trial-and-error method that usually accompanies new launches. Given this scenario, domestic players seem to view brand acquisitions and mergers as the quickest way to step into new categories and acquire a well-rounded product basket, without squandering their surpluses on brand-building expenses. Market shares apart, many of the buyouts have been motivated by the need to acquire better distribution reach whether within India or overseas. Introduction I. MERGER A merger is the combining of two or more companies, generally by offering the stockholders of one company securities in the acquiring company in exchange for the surrender of their stock. A merger occurs when two or more companies combines and the resulting firm maintains the identity of one of the firms. One or more companies may merge with an existing company or they may merge to form a new company. Usually the assets and liabilities of the smaller firms are merged into those of larger firms. Merger may take two forms- Merger through absorption Merger through consolidation. Absorption: Absorption is a combination of two or more companies into an existing company. All companies except one lose their identity in a merger through absorption. Consolidation: A consolidation is a combination if two or more combines into a new company. In this form of merger all companies are legally dissolved and a new entity is created. In consolidation the acquired company transfers its assets, liabilities and share of the acquiring company for cash or exchange of assets. II. ACQUISITION A fundamental characteristic of merger is that the acquiring company takes over the ownership of other companies and combines their operations with its own operations. An acquisition may be defined as an act of acquiring effective control by one company over the assets or management of another company without any combination of companies. III. TAKEOVER A takeover may also be defined as obtaining control over management of a company by another company.Merger of Procter Gamble Company and Gillette CompanyAbout the merging companies: Procter Gamble Procter Gamble Company is asoap opera. PG was named 2008 Advertiser of the Year by Cannes International Advertising Festival. Effective July 1, 2007, the companys operations are categorized into three Global Business Units with each Global Business Unit divided into Business Segments according to the companys March 2009 earnings release. Beauty Care Beauty segment Grooming segment Household Care Baby Care and Family Care segment Fabric Care and Home Care segment Health and Well-Being Health Care segment Snacks, Coffee, and Pet Care segment PG has gone into an aggressive mode. It has launched two new variants on 2nd Dec 2009, one in the detergent segment, which is called Tide Naturals and also another one in skin care segment under the Olay brand. Gillette Company The Gillette Company is a globally focused consumer products marketer that seeks competitive advantage in quality, value-added personal care and personal use products. It is the world leader in the mens grooming product category as well as in certain womens grooming products. Although more than half of company profits are still derived from shaving equipmentthe area in which the company startedGillette has also attained the top spots worldwide in writing instruments (Paper Mate, Parker, and Waterman brands) and correction products (Liquid Paper), toothbrushes and other oral care products (Oral-B), and alkaline batteries (Duracell products, which generate almost one-fourth of company profits). Gillette maintains 64 manufacturing facilities in 27 countries, and its products are sold in more than 200 countries and territories, with more than 60 percent of sales occurring outside the United States. The Merger: On October 1, 2005, Procter Gamble finalized its purchase of The Gillette Company. As a result of this merger, the Gillette Company no longer exists. Its last day of market trading symbol G on theOral-B, among others, which have also been maintained by PG. The Terms of the Merger: Date of merger: The merger came into effect from July 1st, 2007. The new company formed : The Gillette Companys assets were initially incorporated into a PG unit known internally as Global Gillette. In July 2007, Global Gillette was dissolved and incorporated into Procter Gambles other two main divisions, Procter Gamble Beauty and Procter Gamble Household Care. Gillettes brands and products were divided between the two accordingly. The Share Swap Ratio : Under the deal announced, Procter Gamble will pay 0.975 share of its common stock for each share of Gillette common stock. On Wall Street, shares in Gillette closed up nearly 13%, while PG slid 2.1% after the announcement. The Management: Gillettes chief executive James Kilts is to join the board of the merged company, becoming PG vice chairman, while PG chief executive A.G. Lafley will remain chief executive of the merged company. Examining the merger: Type of merger: Procter Gamble being number one in consumer products went into acquiring and merging with other companies like, Germanys Wella AG hair care line in 2003 and it also acquired Clairol for its hair-care lines and Iams Co. for its pet foods. The merger in question; between Procter Gamble and Gillette is thus a merger where the acquiring company is expanding in size of operations and also product offerings. This is thus a horizontal merger. Operational Synergies of the merger: The merger of the two companies will create the worlds largest consumer products conglomerate. Both companies are strong, diversified companies, so one wonders what uncaptured synergies there could be here. PG is adept at taking innovations from one product and transferring it to another product, so there may be opportunities to improve existing Gillette products. In addition, the companies are stating that the merger will give them more negotiating power with the most powerful buyer of consumer products. The deal would give the company even more control over shelf space at the nations retailers and grocers, real estate that is at a premium. Executives at the companies said they believe theyll both be able to grow faster together than separately, with PG opening doors for Gillette in markets such as China and Japan while Gillette bringing PG some product segments that are growing faster than the companys overall current portfolio of products.The merger will make PG the worlds biggest household goods maker, pushing Unilever into second place Financial Synergies: The merger would create a company with revenues of more than Rs.2700 billion that would have even greater clout against mass-market retailers like Wal-Mart Stores Inc., which have been pressuring consumer product suppliers to keep costs low. Because of expectations from the deal, PG raised the annual revenue growth outlook to 5 to 7 percent, rather than its earlier target of 4 to 6 percent. The companies said they expected cost savings and synergies of about Rs.630 billion to Rs.720 billion US over three years. PG and Gillettes combined market capitalization of about Rs 8325 billion US, would be by far the largest in the FMCG sector. HR Synergies: As part of the cost-cutting that would follow the deal, the merger would result in the elimination of about 6,000 jobs, or 4 percent of the combined work force of about 140,000. It said most of the cuts would come from eliminating management overlaps and consolidation of business support functions. Gillettes chief executive James Kilts is to join the board of the merged company, becoming PG vice chairman, while PG chief executive A.G. Lafley will remain chief executive of the merged company. Scenario Post Merger: Procter Gamble is the worlds largest producer of household and personal products by revenue, with its products reaching 4 billion people worldwide and its product line includes 23 brands across beauty, healthcare, and food including Tide detergent, Pampers diapers, and Gillette razors, that generate over $1 billion in revenue annually, with the companys total revenue at Rs.3555 billion in 2009.In 2005, PG expanded its portfolio to include razors and blades as well as batteries with its acquisition of the Gillette Company.The companys 2010 first quarter net income fell 1% to Rs.148.95 billion (Rs.46.35 per share) as higher prices offset lower sales volumes and foreign exchange effects, beating analyst expectations of Rs.43.65 per share. Revenue fell 6% to Rs.891.45 billion, though organic sales rose 2%. One of the key areas of growth for the company is in emerging markets worldwide. Sales in developing nations have increased steadily from 20% of total revenue in 2002 to 32% in 2009.PG already owns large and growing market share in countries includingglobal economic downturn, PG has announced it will focus its growth strategy on emerging markets, opening almost all of its 20 new manufacturing facilities outside its established markets. Procter Gamble attempts to maintain its competitive edge by focusing on product innovation. To this end, PG spends almost twice as much on research and development spending Rs.90 billion in 2009 as its closest competitor, Unilever, spent about Rs.58.5 billion USD in 2008.Through itsConnect + Developinitiative, PG looks to bring in new product ideas from outside the company. Connect + Develop has led to the development of 42% of new PG products in recent years. In fiscal 2009, PGs Net sales fell 3% to Rs.3555 billion driven by a 3% decline in unit volume and a 4% decline in net sales from the rising US dollar. Organic sales, a closely watched figure which excludes the impact of acquisitions, divestitures, andforeign exchange, increased 2%, which is below its target organic sales range of 4-6%.Earnings for fiscal 2009 increased 11% to Rs.603 billion. In July 2009, CEO A.G. Lafley stepped down from his post after 29 years with Proctor Gamble.He was succeeded by current COO Bob McDonald.The company expects sales to be up 0 to 3% in fiscal 2010,with sales back up in the fall of 2009, fed by price cuts, new products, and value-focused promotions. PG divides its business into three Global Business Units (GBUs) that develop and produce products and its corporate group which handles the operation and administration of the company. Beauty (33% of 2009 sales, 36% of 2009 net income): The Beauty GBU includes all hair and skin products, medications, razors, electric shavers, and batteries. This business unit includes several product lines acquired when the PG bought consumer products company Gillette in 2005. Proctor Gambles global market share in blades and razors is 70%, primarily centered on its Mach3, Fusion, Venus, and Gillette brands.In June 2009, PG further expanded its mens grooming business with the acquisition of the high-end shaving company The Art of Shaving and the mens skin care line Zirh. Health and Well-Being (21% of 2009 sales, 24% of 2009 net income): The Health and Well-Being GBU provide oral care, feminine health, pharmaceuticals, snacks, coffee, and pet care products. In oral care, the company has the number two market share position at 20% globally.In potato chips, the companys Pringles brand holds a market share of approximately 10%. Household Care (46.8% of 2009 sales, 43% of 2009 net income): The Household Care GBU manufactures a wide range of products from laundry detergent to diapers. The companys baby care market share in 2008 was 29%. Business Growth and Divestitures Folgers Sale On June 4, 2008, PG sold its Folgers coffee unit toJ.M. Smucker Companyfor Rs.132.75 billion.As part of the deal, PG shareholders will receive a 53.5 percent stake in Smuckers and the company will assume Rs.15750 million of Folgers debt. Gillette Acquisition Procter Gamble acquired Gillette in 2005 for over Rs.2250 billion in its largest acquisition to date. In 2004, the last full year before the acquisition, Gillette generated over Rs.450 billion in sales, about Rs.270 billion of which came from razors and Duracell and Braun products and the remainder sourced from the Oral-B brand, which was moved into the Health Well-Being segment. A key piece of the acquisition beyond Gillettes product lines was its distribution network and supply chain. Gillettes distribution network and supply chain in emerging markets had been extremely successful for Gillette and, once acquired, has worked to complement PGs own distribution network. Sale of Pharmaceutical Unit In 2009 PG sold its pharmaceutical unit to Warner Chilcott Plc for Rs.139.5 billion in cash.The company expects to book a 43 cent per share earnings boost in Q2 of fiscal 2010 as a result of the sale.The deal allows PG to focus on its personal care, beauty, and household product divisions. In 2006, the company started winding down its discover-phase pharmaceutical products in favor of licensing late-stage compounds, and announced in 2008 it would exit the drug industry entirely. PG 2008 Net sales by Geographic Region(Post merger) PG has a well-established market presence in developed countries such as the United States and Western Europe and is looking to its presence in emerging markets. In fiscal 2009, 32% of total net sales came from developing nations,a figure that has increased steadily from 2002 when sales in developing nations accounted for only about 20% of total revenue (approximately Rs.360 billion). In China and Russia, PGs market share has been consistently increasing in the past five years as Procter Gamble has put an increased emphasis on establishing its products in those markets. In 2008, the companys distribution network reached 800 million people in China and 80% of the population in Russia. PG has created products designed specifically to target developing nations. The average Mexican spends about Rs.9000 a year on PG products, Chinese per-capita spending is only about Rs.135 and India per-capita spending Rs.45.Increasing sales in China and India to the levels in Mexico would add Rs.1800 billion in sales to the companys overall revenue. Research Development focuses both inside and outside the company In 2009, PG spent approximately Rs.91.8 billion on Research Development, nearly Rs.45 billion more than its closest competitor, Unilever.The two most important factors in PGs innovation process are its practice of consumer demand research and its Connect and Develop RD structure. First, when entering new markets, PG sets up in-home visits with consumers in order to fully understand the needs and desires consumers have for household and personal products. This way, PG gets directly to its customers and is able to cater to their needs. PG also incorporates consumers input into the RD process through its Connect and Develop initiative. Through Connect and Develop PG has an online interface set up where people can submit product ideas and provide input on topics that PG places on the web-portal. PG staff then sorts through the ideas and work with the most promising ones. This process is not responsible for the entire RD that PG does, but approximately 42% of new products in the last sev eral years were influenced by or originated from Connect and Develop. Tide Stain Release, a stain-removing detergent released in July 2009, has garnered 10% market share in the US as of November 2009.The Bounce Dryer Bar, an automatic laundry freshener released in August 2009, has captured 7% of the North American fabric sheet market as of November 2009. Commodity Prices A diversified consumer products manufacturer, PG depends heavily on a wide basket of global commodities for manufacturing its goods, the prices for which have risen nearly 50% since 2002. Nearly half of the companys cost of goods is directly related to commodity goods. The company has increased prices due to higher costs of oil and other raw materials. In its conference call, the company stated that it expected raw material costs to increase Rs.135 billion in 2009.The company has raised prices on Cascade dishwashing detergent, Iams pet food, and Gillette razors to counter the increasing cost of oil in the first half of 2008.PG instituted broad price adjustments in Q1 2010 to close widening price gaps in several businessesincluding North American laundry, tissue, andtowel, and several Eastern European markets. Competition Procter Gamble provides the broadest and biggest portfolio of products in the household and personal care industry with 24 billion-dollar brands. PG generates 43% more revenue than its closest competitor,LOreal, and Reckitt Benckiser. Here are somekey factsabout the two firms. Cincinnati-based Procter Gamble was established in 1837 and made its name selling soap and candles to U.S. government soldiers during the civil war. Boston-based Gillette spends around Rs.2700 million annually on advertising. In May the razor-maker paid a reported 40 million pounds (Rs.3393 million) to sign international soccer star David Beckham to a three-year deal as its global face. Procter Gamble employs a workforce of 110,000 worldwide and has a market capitalization of Rs.6345 billion. Gillette employs 29,400 employees worldwide and has a market capitalization of Rs.2025 billion. Gillettes profit beat market expectations last October after Hurricane Ivan spurred the buying of Duracell batteries. Limitations: Due to lack of data the financial statements analysis of Procter Gamble was not carried out. Conclusion Thus the acquisition and integration of Gillette was the largest and most successful in the history of Procter Gamble. PG acquired Gillette, which is best known for its shaving products, in 2005 for Rs.2565 billion. The merger between Procter Gamble and Gillette is a horizontal merger where the acquiring company is expanding in size of operations and also product offerings. The merger created various synergies like financial, operation and human resource synergies. After the merger Procter Gamble integrated systems in 26 countries, spanning five geographic regions, representing about 20% of sales. Gillette is a catalyst that makes PG a better brand-builder and a stronger innovation leader. There is no doubt that PG and Gillette are stronger together than alone, and both the companies together can deliver accelerated growth targets over the balance of the decade. Acquisition of Balsarashygiene and home product by Dabur About the merging companies: Dabur Company Dabur India Limitedis the fourth largest FMCG Company in India and Dabur had a turnover of approximately Rs.2,834 Crore Market Capitalisation of over Rs 10,000 Crore, with brands like Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola and Real. The company has kept an eye on new generations of customers with a range of products that cater to a modern lifestyle, while managing not to alienate earlier generations of loyal customers. Dabur has global presence in 50 countries; products are available in the markets of Middle East, South-East Asia, Africa, the European Union andAmerica. Dabur is an investor friendly brand as its financial performance shows. The companys growth rate rose from 10% to 40%. The expected growth rate for two years was two-fold. Theres a great sense of responsibility for investors funds on view. This is a direct extension of Daburs philosophy of taking care of its constituents and it adds to the sense of trust for the brand overall. The company, through Dabur Pharma Ltd. does toxicology tests and markets ayurvedic medicines in a scientific manner. They have researched new medicines which will find use in O.T. all over the country therein opening a new market. Dabur Foods, a subsidiary of Dabur India is expecting to grow at 25%. Its brands of juices, namely, Real and Active, together make it the market leader in the Fruit Juice Category. Dabur Ranked AmongIndias Most Trusted Brands of 2007 By Economic Times-Brand Equity. Products of Dabur Ø Under health care products it has brands like Hajmola, Pudin Hara, Dabur Chyawanprash, Glucose D, Dabur Lal tail,etc. Ø In home care range consist of product like Odinil,Odomos,odopic,etc. Ø Under personal care range it has product like Vatika,Gulabri,Dabur Red Toothpaste,etc. Ø In food range it has brands like Real Active ,HOMMADE-range of ready made pastes, soups, coconut milk tomato puree Ø Dabur has guar gum plant,a natural gum used in foods industrial applications. Ø Dabur also produces ayurvedic medicines. Balsara Company The Balsara Group manufactures and markets its products, in India and Internationally. The Group has a domestic annual sales turnover of Indian Rs. 2 billion, and a rapidly growing international sales turnover of Indian Rs. 350 million. The Group is professionally managed, with manufacturing, sales, distribution and administrative facilities located throughout India, in addition to its international operations. In the Indian market, 60% of the Balsara Groups sales turnover of Indian Rs. 2 billion comes from Personal Hygiene Products (Promise, Babool and Meswak oral care ranges) and 40% is derived from Household Products (Odomos insect repellents, Odonil Air Fresheners, Sani Fresh toilet cleaners and Odopic dish washing products). Balsara has a wide national sales and distribution system that makes products available in 10, 54,000 retail outlets. The system is supported by a distribution network of 4 Zonal Offices, 13 Branches, 24 Regional Warehouses, and 1700 Distributors in 1500 towns. The mission of the Balsara Group of Companies is to be a leading provider of superior quality personal and household products, ingredients and packaging materials to consumers and customers on the Indian sub-continent and throughout the world. The Acquisition: On January 27, 2005 Dabur India today announced the acquisition of Balsara Hygeine and Home Care businesses for Rs. 143 crores and said it would look at more buyouts to capitalise on the consolidation in the sector. The company board of Dabur approved the acquisition of controlling stake in three Balsara group companies Balsara Hygiene Products, Balsara Home Products and Besta Cosmectics. With the acquisition of the Rs. 143-crore Balsara Group in an all cash deal, Dabur India will have oral care brands such as Promise, Babool, Meswak; mosquito repellents such as Odomos and household products such as Odonil and Odopic under its fold. Dabur India will acquire the entire promoters stake in the three companies 99.4 per cent in Balsara Hygiene, 100 per cent in Balsara Home Products and 97.9 per cent in Besta Cosmetics. The Terms of the Acquisition: Date of the acquisition: The merger came into effect from 1st April 2006. The new company formed : According to the deal Dabur will take full control of Balsaras entire brand portfolio which consists of oral care brands like Promise, Babool, Meswak; mosquito repellants like Odomos and household products like Odonil, Odopic. The deal also includes takeover of Balsaras operations consisting of three manufacturing facilities at Kanpur, Silvassa and Baddi and about 600 employees. Dabur India will also acquire the entire promoters stake in the three companies 99.4 per cent in Balsara Hygiene, 100 per cent in Balsara Home Products and 97.9 per cent in Besta Cosmetics. The Share Swap Ratio : Under the deal announced, Dabur India Ltd will acquire Balsaras hygiene and home product businesses in an Rs 143 crore all-cash deal. While Rs 120 crore will be funded through internal accruals, the balance Rs 23 crore will be raised through debt. Examining the Acquisition: Type of merger: The Rs 1,300-crore fast-moving consumer goods major Dabur India acquired Mum