Environmental Problem - Water Shortages Essay Example | Topics and Well Written Essays - 2500 words

Environmental Problem - Water Shortages - Essay Example Jury and Vaux (2007) posited that if the present rate of water consumption continues, the situation of water shortage will only get worse. They went on to postulate that by the year 2025, over two-thirds of the world’s population will most likely be faced with the challenge of water shortages. The world’s ecosystems will also be significantly affected as a result of the shortages. Water pollution comes from many sources, and this renders the water unusable or reduces the amount available for use. Ocean litter, for instance, from landfills blowing into the streams, containers from ships in the course of storms, and trash that normally washes off city streets end up in the ocean. While in the ocean, this debris undergoes decomposition slowly over the years leading to accumulation in large patches and washing on the beaches (Kundzewicz & Kaczmarek, 2000). Pesticides and fertilizers that are used in firms mostly end up in water sources. According to Chaturvedi (2000), the u se of these substances in crop production has increased substantially and is largely due to the increased demand for food production to sustain the increasing human population. While can argue that pesticides and fertilizers are used for noble causes, their effects on the environment are quite devastating. Indiscriminate application of these chemicals ends up polluting not only the lands where they are used but also water sources as they are washed into the nearby streams and waterways (Chaturvedi, 2000).

DuPont Case Analysis Essay Example for Free

DuPont Case Analysis Essay INTRODUCTION: DuPont was established in the year 1802 by French Chemist, E.I DuPont de Nemours in USA. DuPont became successful by the end of third year and it started exporting back to its continent, Europe. In the span of these 200 years, it had shaped into a global company with variety of enterprises like Chemical, Energy, Science Based and High Technology. It maximized its manufacturing or processing operations in 40 countries and its products were sold in 150 places by the end of 1990. The company’s one third revenue comes from the European market from 1960. There are 50 companies, which employed more than 19,000 people in 14 countries of Europe. The scientists of DuPont developed the synthetic fibres industry by introducing nylon. They were the leading manufacturer of manmade fibres in the world. The most important product of DuPont is â€Å"Carpet Fibre†. This division was setup in Geneva, Switzerland which holds the RD, marketing and production areas. Products were produced in the UK and the sales offices are in Germany, the UK, France, Belgium, Spain, Scandinavia, and Holland. CASE CONTEXT: DuPont’s product nylon carpet fibre is not different from other fibres available in the market; however they were the top players in fibre industry. The parameters like color and texture are the factors that differ in the carpets. The fibre industry has nothing to do with these things. The carpet industry is concerned with these directly and they in turn led to the wholesalers, retailers and in turn to the customers. From the consumers point of view the carpet should be colorful, its texture is important and it should be easily maintained. DuPont has done extensive research on the customers third interest i.e. maintenance and founded the â€Å"Stain Master† that would allow to remove the stains permanently. With this invention, DuPont’s market share increased by 5%. This was first introduced in USA, later on with minor changes it has been launched in Europe. It gave mixed results for the company. DuPont’s decision is that the mills should have certain quality to use the process of stain master. In Germany, many mills felt that they don’t have these standards set by them; hence they didn’t show interest in the product. The UK market and France market reacted positively. Many companied executed the same formulae by giving low quality material at lower prices. This led to the stake of DuPont’s position in the market by 1980. FACTS: DuPont conducted research in the European Industry after the decline of its position in the market. They came to know some important facts: Flow of DuPont’s Fibres: DuPont’s Fibres Carpet Mills Wholesalers Retailers End Users The carpet mills are concentrated in only three countries the UK, France and Belgium. 80-20 rule is applied in European market; 80% of the business is carried but top 20% manufacturers. To stimulate the market, they used the help of Style Books to the wholesalers and retailers. They were not loyal customers to the fibre industry. They focused on the company that provides material at the best price. Retail and Wholesale operations are very different in these countries. In Germany  wholesalers dominated in the UK and Belgium retailers dominated the supply chain. PROBLEM: DuPont concentrated only on the carpet mills and they didn’t make any effort in knowing the end users. They invested money in RD for making innovations in fibres that is to be supplied to the carpet mills. They are least bothered to know about the customers. ALTERNATIVES: DuPont need to concentrate on the techniques that value the customers without affecting the supply chain. As carpet mills are the important customers to DuPont, they need to retain them. â€Å"Creating loyal customers is at the heart of every business†-Don Peppers and Martha Rogers. Identify the â€Å"Customer Benefit† and â€Å"Customer Cost† of the users and provide the product at â€Å"Customer-perceived value† (CPV). Monitor the satisfaction of the customer by conducting surveys. ANALYSIS OF ALTERNATIVES: In Europe, there are 60 carpet mills that can level DuPont’s standards; however only 50% of them are using their fibres. Rest of them wandering around for best price. The mills using DuPont’s fibres should be retained and they need to analyze the CPV value and set the â€Å"price† accordingly. The â€Å"place† is also very important for setting the price as European market is fragmented unlike USA market which is having only four players. The customers give least preference to carpets when they are buying house- hold equipments. They are not enjoying or admiring to shop for carpeting as it is just a blanket to protect the floor. Customers spend at least 10 weeks in buying the carpets.52% Customers buy carpets if the existing one is worn out. Repurchase cycle for carpets is 12 years. Customers are not satisfied with the product information. The retailers and wholesalers are not providing full information. They are not providing information on price, color, fitting rooms and quality. If â€Å"product† and â€Å"service† quality is maintained, customers would retain with them only. They didn’t â€Å"promote† their products. RECOMMENDATIONS: Retain the customers by giving them offers that attracts them easily. Provide sample fibres to 50% carpet mills that are not using DuPont’s material and offer a price that satisfy their needs. Provide a portal for the customers to choose their own color and design according to their choices by collaborating with mills. Provide better customer care services by training the retailers and wholesalers. Provide catalogues to the customers for better awareness of the product, whether it is retailer, wholesaler or final end user. PLAN OF ACTION: Identify the customers who are loyal to the company, give them incentives and promote the product brand. Select the location where sales of the company are not up to the mark and apply the alternatives to them i.e. setting price and giving offers to the carpet mills. Later on collaborate with the mills in that location and train the wholesalers and retailers about the product and give them the full information along with the catalogues. Provide better services to the customers by setting a portal where they can choose their own designs and place order to the carpet mills. Implement the above mentioned steps for three months and find the sales growth. Spread the plan if it worked in the selected location, by making minute changes to it according to the location. CONTINGENCY PLAN: Since DuPont is an expert and leading manufacturer in the manmade fibres, it can go for â€Å"VERTICAL INTEGRATION†. Instead of supplying fibres to carpet mills, it can set up a mill and manufacture carpets. It can directly deal with the customers. The above mentioned plan can be executed without the intervention of the mills. The Customer Satisfaction can be monitored and it can get to know the loopholes in the process and thus leading to correction of the mistakes and increasing the sales growth of the company.

The Fmcg Industry Of Netherland Marketing Essay

The Fmcg Industry Of Netherland Marketing Essay This Global/ Country Study and Report is prepared as the partial fulfillment for Forth Semester of degree Program of Masters of Business Administration curriculum of GUJARAT TECHNOLOGICAL UNIVERSITY. The topic of the project is FMCG Industry in Netherland. Here, the project report on Netherland, we have tried our level best to Collect information from it and prepare this report as an error free report; We assured that all information is trusted: every effort has been made to offer the most authenticate position with accuracy. During the whole project period we got a lot of knowledge and came to know about the reality of the mining industry of the country. Acknowledgement The successful completion of a Global Country Project Report requires guidance help from a number of people. We were fortunate to have all the support from our faculty, therefore take this opportunity to express our profound sense of gratitude to the all those who extended their whole hearted help and support to us in completing the project study report work on FMCG Industry in Netherland. We also express our deep sense of gratitude to Prof. Ramzan Samaa (Guide Faculty), who has helped us to do our project. We also thank to other faculty of L J Institute of Management Studies respondents for his valuable help in each stage of the project. Because of his co-operation and continuous guidance successful completion of this project study report was made possible. No Acknowledge would suffice for the support of my family members, classmates friends. Lastly, we extend our thanks to all whose name have not been mentioned in successful way carrying out the project report. Index Sr No. Particulars Page No. 1. The FMCG industry of Netherland Introduction 7 2. Upgrades on major mines in North Korea 15 3. The North Korea Mining Business Projects Between Korean Mining Projects Foreign Company Mining Projects 26 4. The outlook for Inter Korean Mining Corporation 34 5. The Indian Mining Industry- Market Opportunities Entry 36 6. Future Prospects 38 7. Conclusion 39 Introduction of FMCG Industry Fast-moving consumer goods (FMCG) or consumer packaged goods (CPG) are products that are sold quickly and at relatively low cost . Examples include non-durable goods such as soft drinks, and grocery items. Though the absolute profit made on FMCG products is relatively small, they are generally sold in large quantities, and so the cumulative profit on such products can be substantial. Fast-moving consumer electronics are a type of FMCG and are typically low priced generic or easily substitutable consumer electronics, including lower end mobile phones, MP3 players, game players, and digital cameras, which have a short usage life, typically a year or less, and as such are disposable. Cheap FMCG electronics are often retained even after immediate failure, as the purchaser rationalizes the decision to not return the goods on the basis that the goods were cheap to begin with, and that the cost of return relative to the low cost of purchase is high. Thus low-quality electronic FMCG goods can be highly profitable for the vendors. The term FMCGs refers to those retail goods that are generally replaced or fully used up over a short period of days, weeks, or months, and within one year. This contrasts with durable goods or major appliances such as kitchen appliances, which are generally replaced over a period of several years. FMCG have a short shelf life, either as a result of high consumer demand or because the product deteriorates rapidly. Some FMCGs-such as meat, fruits and vegetables, dairy products, and baked goods-are highly perishable. Other goods such as alcohol, toiletries, pre-packaged foods, soft drinks, and cleaning products have high turnovers rates. An excellent example is a news papers-every days newspaper carries different content, making one useless just one day later, necessitating a new purchase every day. The following are the main characteristics of FMCGs: From the consumers perspective: Frequent purchase Low involvement (little or no effort to choose the item products with strong brand loyalty are exceptions to this rule) Low price From the marketers angle: High volumes Low contribution margins Extensive distribution networks High stock turnover Introduction of FMCG Industry in Netherland The Fast Moving Consumer Goods (FMCG) market in Europe is highly competitive. This market is quite saturated, with thight margins and difficult to predict consumer behavior. The battle to win consumers is forcing companies to give highest priority to cost reduction, risk management and logistics efficiency. Moreover, the recession has changed the behaviour of almost all consumers. Instead of impulsive shopping, price value trade-offs and extensive search for value are nowadays leading. In this respect, you can imagine that e-tailing and e-commerce are becoming more and more trending topics. Online presence of companies has improved enormously in recent years. Every company which delivers their products to end-consumers has its own webshop. MediaMarkt, the electronica retail chain with a franchise-formula, part of the German METRO Group, was one of the last large retail chains which hasnt a webshop untill now. Their invisibility on the web was due to regional price differences of their products. Up to now, because even the MediaMarkt now opened its webshop. Other examples are the British company, The Body Shop, which started last November with their webshop in the Netherlands. Its important to take care of reinforcement between online and offline shop, instead of the other way around. On the other hand, companies with a pure online focus, like bol.com and wehkamp.nl, are reaching the highest turnover levels. A recent research of JP Morgan reveals that the worldwide growth of e-commerce in 2011 will be 19%. In 2012 this growth will be more than 20%. The online sales in the US and Europe will grow at a stable level, but Asia will emerge as a growing e-commerce market. Regarding e-commerce in Europe, the main importance and presence in this segment is coming from West-Europe. In this are, the market is expected to grow with 11% per year in the coming four years. The turnover from online shopping in Western Europe in 2009 was equal to à ¢Ã¢â‚¬Å¡Ã‚ ¬ 68bln. The most popular products to buy online are books, event-tickets and clothing. Recent transactions in the e-commerce market support the above statement. In 2007 Sanoma acquired mrticket.nl, an online ticketing agency. In 2010, the Italian company Arnoldo Mondadori Editore acquired Mondolibri, active in the book segment. Recently, Sanoma Digital acquired (a part of) No Search, an internet marketing company, active in the development of several fashion portals like Fashionchick.nl. As mentioned earlier, online fashion is a high growth segment in the e-commerce market. Based on recent transactions in the e-commerce market, the estimated EBITDA multiple for mid-market companies is on average around 6-8 times EBITDA. Despite the international character of the European e-commerce market, only 7% of all European consumers buy their products in webshops in other EU-countries. Probably, this number will rise in coming years. Looking at the Dutch e-commerce market, youll see that the Netherlands are rather active in this online segment, because 71% of all consumers buy products online. An important reason for the growth of the e-commerce market is the trust that consumers have in the security regarding payments. Just 7% of the Dutch population is worried about this financial security. In the Netherlands, since several years an online secure payment system exists, callled iDeal, which means that customers can easily connect with their bank to make safe online payments. This type of payment is an important succes factor in the e-commerce market. To further realise growth in the e-commerce market in the future, it will be important to develop a cross-channel strategy in the coming years. Consumers will buy offline as well as online and mobile commerce is a new channel, which will develop in the near future. In the Netherlands 69% of the consumers buy products via 2 or more different channels, in the US this percentage is even higher, 78%. In general, for the retail sector, branding and customer loyalty are important factors for success. Nowadays, social media is used to reinforce branding and to promote several in-store loyalty programs as well as customer loyalty programs. In the near future, social media could be used as well for sharing online purchasing activities. Recently, wehkamp.nl has invested in social shopping applications in their webshop, so that customers can shop online together with friends, or could start a private shopping session. Other key factors, which are important to realise the predicted growth in the future are the focus on expansion in other countries as well as a variety of segments in different webshops. Furthermore, the e-commerce segment is of interest to several private equity clubs. It is expected that this will lead to consolidation in the market, which will lead to larger e-commerce companies and a stronger competitiveness in the market. Figures released by Statistics Netherlands show that retail turnover was nearly 1 percent higher in August 2012 than in the same month last year. Prices rose by 1.9 percent, while the volume of sales fell by 1 percent. The favourable shopping-day pattern had a positive effect on turnover in August this year. After correction for this effect, turnover is nearly 2 percent lower, and the volume is around 4 percent lower. Compared with August 2011, turnover in non-food shops was nearly 5 percent lower. The decrease in turnover in the first eight months of 2012 is now just under 4 percent. The largest drop in turnover was reported by shops selling home furnishings; their turnover was 13 percent down on August last year. Textile supermarkets and clothes shops, too, experienced large decreases in turnover. Chemists were the only shops that saw turnover increase. For shops selling food, drink and tobacco turnover rose by 7 percent. After adjustment for the effects of shopping-days, however, this drops to only 2 percent. Prices in these shops rose by 1.5 percent, while the increase in volume was limited. Turnover for mail order companies and internet retailers rose by 9 percent, for petrol stations it grew by nearly 4 percent. FMCG companies/Retail stores in Netherland HEMA (originally an acronym for Hollandsche Eenheidsprijzen Maatschappij Amsterdam, Dutch Standard Prices Company Amsterdam) is a Dutch discount retail chain that started life as a dimestore. It was part of the Maxeda company until June 2007, when it was bought by Lion Capital LLP. The chain is characterized by relative low pricing of generic housewares, which are mostly made by and for the chain itself, often combined with original design. The first HEMA opened in Amsterdam on 4 November 1926, set up by the Jewish owners of the luxury department store De Bijenkorf. Originally, as a price-point retailer at prime locations in town centers, goods were sold using standard prices (hence its name), with everything having a Standard price of 10, 25 or 50 cents, and later also 75 and 100 cents. The relative economic boom in the Netherlands in the period 1900-1930 benefited HEMA. Branches http://upload.wikimedia.org/wikipedia/commons/thumb/a/ad/HEMA_interieur.JPG/220px-HEMA_interieur.JPG http://bits.wikimedia.org/static-1.21wmf12/skins/common/images/magnify-clip.png Since the 1990s, HEMA has also expanded into neighboring countries. HEMA branches by country per 2011: Netherlands: 445 Belgium: 88 Germany: 10 (in 2013) Luxembourg: 4 (in 2013) France: 16 (in 2013) De Bijenkorf De Bijenkorf (literally, the beehive) is a chain of high-end department stores in the Netherlands with its flagship store on Dam Square, Amsterdam. It was founded by Simon Philip Goudsmit (1845-1889). De Bijenkorf flagship store on Dam Square in Amsterdam De Bijenkorf was founded in 1870 by Simon Philip Goudsmit (1845-1889), starting as a small haberdashery shop at 132 Nieuwendijk, one of Amsterdams oldest streets. Initially limited to yarn and ribbons and employing a staff of four, the stock expanded gradually. After the death of Goudsmit in 1889, Goudsmits widow expanded the business with the help of a cousin, Arthur Isaac, and her son Alfred, eventually purchasing adjacent buildings. In 1909, these connecting shops were replaced by a new building. That same year, a temporary building was erected on the site of the demolished Beurs van Zocher, and construction of a new store commenced beside it. http://upload.wikimedia.org/wikipedia/commons/thumb/d/d3/Lahayebijenkorf19.JPG/120px-Lahayebijenkorf19.JPG http://bits.wikimedia.org/static-1.21wmf12/skins/common/images/magnify-clip.png De Bijenkorf in The Hague Rotterdam store, 1930-1940 A third store opened in Rotterdam in 1930, designed by Willem Dudok. 700,000 people attended the ceremony. The store was heavily damaged in the Rotterdam Blitz of 1940. The intact part of the store remained open to business until 1957, but was cleared in 1960 to build the Rotterdam Metro. A new store was designed by Hungarian-American architect Marcel Breuer (1902-1981). As of 2012, de Bijenkorf has 12 stores nationwide. The oldest and largest branches, situated in Amsterdam, The Hague and Rotterdam have retail space ranging between 15,000 and 21,000 square meters. Smaller stores (7,500-10,000 m ² of retail space) can be found in Amstelveen, Arnhem, Eindhoven, Enschede, Utrecht and Maastricht. The branches in Breda, Den Bosch and Groningen specialize in fashion (3,000 m ² retail space). Metz Co Metz Co is a department store in Amsterdam, The Netherlands, founded in 1740 by Mozes Samuels who sold his company to his three sons in 1794. Metz Co. has the right to display the Dutch royal coat of arms with the legend By Royal Warrant Purveyor to the Royal Household since 1815. To celebrate its 150th anniversary in 1890 the store moved to a new location on the Leidsestraat, where the company is still located. One of the first designers was Paul Bromberg (1893-1949), he became famous as a author and promotor of Decorative Arts and Interior Design. The distinctive cupola on the stores roof was built in the 1930s and designed by Dutch artist Gerrit T. Rietveld. Metz Co celebrated its 250th anniversary in 1990 by launching its own fragrance. The roof of the store doubles as an exclusive location for wedding ceremonies. Introduction of FMCG industry in India India is one of the largest emerging markets, with a population of over one billion. India is one of the largest economies in the world in terms of purchasing power and has a strong middle class base of 300 million. FMCG companies operate in a highly competitive and fast-changing environment. In order to stay ahead, they need to regularly renew their product portfolio to suit the ever changing needs and preferences of their customers. ValueNotes has executed in-depth research in many segments of the FMCG industry and can help you keep your finger on the pulse of your existing consumers; identify new markets for your products; track the activities of your competitors; and monitor industry trends. India a large consumer goods spender An average Indian spends around 40 per cent of his income on grocery and 8 per cent on personal care products. The large share of fast moving consumer goods (FMCG) in total individual spending along with the large population base is another factor that makes India one of the largest FMCG markets. FMCG Category and products Household Care Fabric wash (laundry soaps and synthetic detergents); household cleaners (dish/utensil cleaners, floor cleaners, toilet cleaners, air fresheners, insecticides and mosquito repellents, metal polish and furniture polish). Food and Health beverages; soft drinks; staples/cereals; Beverages bakery products (biscuits, bread, cakes); snack food; chocolates; ice cream; tea; coffee; soft drinks; processed fruits, vegetables; dairy products; bottled water; branded flour; branded rice; branded sugar; juices etc. Personal Care Oral care, hair care, skin care, personal wash (soaps); cosmetics and toiletries; deodorants; Perfumes; feminine hygiene; paper products. INDIA COMPETITIVENESS AND COMPARISON WITH THE WORLD MARKETS Materials availability India has a diverse agro-climatic condition due to which there exists a wide-ranging and large raw material base suitable for food processing industries. India is the largest producer of livestock, milk, sugarcane, coconut, spices and cashew and is the second largest producer of rice, wheat and fruits vegetables. India also has an ample supply of caustic soda and soda ash, the raw materials in the production of soaps and detergents India produced 1.6 million tonnes of caustic soda in 2003-04. Tata Chemicals, one of the largest producers of synthetic soda ash in the world is located in India. The availability of these raw materials gives India the locational advantage. Cost competitiveness Labour cost comparison Source: DIPP. Apart from the advantage in terms of ample raw material availability, existence of low-cost labour force also works in favour of India. Labour cost in India is amongst the lowest in Asian countries. Easy raw material availability and low labour costs have resulted in a lower cost of production. Many multi-nationals have set up large low cost production bases in India to outsource for domestic as well as export markets. Leveraging the cost advantage Global major, Unilever, sources a major portion of its product requirements from its Indian subsidiary, HLL. In 2003-04, Unilever outsourced around US$ 218 million of home and personal care along with food products to leverage on the cost arbitrage Opportunities with the West. To take another case, Procter Gamble (PG) outsourced the manufacture of Vicks Vaporub to contract manufacturers in Hyderabad, India. This enables PG to continue exporting Vicks Vaporub to Australia, Japan and other Asian countries, but at more competitive rates, whilst maintaining its high quality and cost efficiency. Presence across value chain Indian firms also have a presence across the entire value chain of the FMCG industry from supply of raw material to final processed and packaged goods, both in the personal care products and in the food processing sector. For instance, Indian firm Amuls product portfolio includes supply of milk as well as the supply of processed dairy products like cheese and butter. This makes the firms located in India more cost competitive. FAST MOVING CONSUMER GOODS POLICY India has enacted policies aimed at attaining international competitiveness through lifting of the quantitative restrictions, reduced excise duties, automatic foreign investment and food laws resulting in an environment that fosters growth. 100 per cent export oriented units can be set up by government approval and use of foreign brand names is now freely permitted. TRENDS AND PLAYERS The Indian FMCG sector is the fourth largest sector in the economy and creates employment for three million people in downstream activities. Within the FMCG sector, the Indian food processing industry represented 6.3 per cent of GDP and accounted for 13 per cent of the countrys exports in 2003-04. A distinct feature of the FMCG industry is the presence of most global players through their subsidiaries (HLL, PG, Nestle), which ensures new product launches in the Indian market from the parents portfolio. Critical operating rules in Indian FMCG sector à ¢Ã¢â€š ¬Ã‚ ¢ Heavy launch costs on new products on launch advertisements, free samples and product promotions. à ¢Ã¢â€š ¬Ã‚ ¢ Majority of the product classes require very low investment in fixed assets à ¢Ã¢â€š ¬Ã‚ ¢ Existence of contract manufacturing à ¢Ã¢â€š ¬Ã‚ ¢ Marketing assumes a significant place in the brand building process à ¢Ã¢â€š ¬Ã‚ ¢ Extensive distribution networks and logistics are key to achieving a high level of penetration in both the urban and rural markets à ¢Ã¢â€š ¬Ã‚ ¢ Factors like low entry barriers in terms of low capital investment, fiscal incentives from government and low brand awareness in rural areas have led to the mushrooming of the unorganised sector à ¢Ã¢â€š ¬Ã‚ ¢ Providing good price points is the key to success THE TOP 10 COMPANIES IN FMCG SECTOR S. NO. Companies 1. Hindustan Unilever Ltd. 2. ITC (Indian Tobacco Company) 3. Nestlà © India 4. GCMMF (AMUL) 5. Dabur India 6. Asian Paints (India) 7. Cadbury India 8. Britannia Industries 9. Procter Gamble Hygiene and Health Care 10. Marico Industries Market Summary Approximately 80 percent of the Dutch food retail outlets are full service supermarkets, operating on floor space between 500 and 1,500 square meters located downtown and in residential areas. The remaining 20 percent includes superstores located in industrial parks, convenience stores near human traffic and department stores. In Belgium, full service supermarkets, like Colruyt and AD Delhaize, account for an estimated 75 percent of the market. The share of superstores and convenience stores in Belgium is higher than in the Netherlands, an estimated 25%. In Luxembourg, full service supermarkets like Cactus, Alvo and Match dominate the market as well. In all three markets, independent food retail stores are increasingly leaving the scene. On-going consolidation in the retail market, changing consumer demands and shrinking margins seem to drive this trend. The top 3 biggest retailers in the Netherlands, Albert Heijn, C1000, and Jumbo [1] , have a market share of 56 percent. The market for discounters like Aldi and Lidl has stabilized around 15%. Also discounters like Bas van der Heijden, Dirk van den Heijden and Digros were able to maintain their share of the market. In Belgium, the leading 3 retailers have 75 percent of the market. The market share of the discounters in Belgium is about 40% where Colruyt saw its market share growing at the expense of Aldi and Lidl. Recent market share figures for Luxembourg were not available when writing the report. Table 1: Market Shares of Leading Food Retailers in 2010 Netherlands Belgium Luxembourg Company Name Market Share Company Name Market share Company Name No. of Stores Albert Heijn 31.1% Carrefour 29.0% Delhaize 30 C1000 14.9% Delhaize 25.0% Cactus 18 Jumbo 9.9% Colruyt 23.5% Match 14 Aldi 8.5% Aldi 12.5% Alvo 11 Plus 6.1% Lidl 4.0% Smatch 8 Lidl 5.5% Louis Delhaize 3.0% Cora 2 Other 23.8% Other 3.0% Auchan 1 Total 100.0% Total 100.0% Higher Prices For Food Products The turnover of the Benelux food retail industry in 2009 was an estimated à ¢Ã¢â‚¬Å¡Ã‚ ¬52.7 billion (à ¢Ã¢â‚¬Å¡Ã‚ ¬31.1 billion in the Netherlands, à ¢Ã¢â‚¬Å¡Ã‚ ¬21.1 billion in Belgium and à ¢Ã¢â‚¬Å¡Ã‚ ¬0.5 billion in Luxembourg). For 2010 turnover is expected to increase by 1.5%. Reasons for this moderate growth: Expected moderate increase of the unemployment rate Limited economic growth Consumers plan to spend more food euros at retail than foodservice Due to the current economic situation the growth of value-added products has decreased at the expense of more basic products. Table 2: Turnover Benelux food retail, past 5 years 2005 2006 2007 2008 2009 à ¢Ã¢â‚¬Å¡Ã‚ ¬ 44.1 billion à ¢Ã¢â‚¬Å¡Ã‚ ¬ 45.7 billion à ¢Ã¢â‚¬Å¡Ã‚ ¬ 47.7 billion à ¢Ã¢â‚¬Å¡Ã‚ ¬ 50.5 billion à ¢Ã¢â‚¬Å¡Ã‚ ¬ 52,7 billion The trend of higher prices for raw materials and therefore consumer products, as discussed in the previous Food Retail report, seems to have stopped. Benelux consumer prices rank among the cheapest within the EU-27. Changing Consumer Needs In addition to the fact that Benelux consumers are shedding retailer-loyalty, they shop at different times and locations. During lunch breaks, people buy their lunch and often the ingredients for that eveningà ¢Ã¢â€š ¬Ã… ¸s meal. Small convenience stores, like AH To Go and Delhaize shop à ¢Ã¢â€š ¬Ã… ¾n go are opened at locations near heavy traffic like train stations, schools, and shopping malls to satisfy these consumersà ¢Ã¢â€š ¬Ã… ¸ needs. The traditional neighborhood grocery stores are either going out of business, are taken over or are changing their product portfolio. They are expanding the grocery line of fresh and convenient prepared-foods with tailor-made sandwiches, filled tortillas and drinks to satisfy the consumersà ¢Ã¢â€š ¬Ã… ¸ need for food for now. The ready-to-cook segment is also expanding. Awareness of Health and Well-Being Consumers are becoming more aware of and are more concerned about the effects food has on their health and well-being. There is a trend to a healthier lifestyle in Western countries. The following US industries have all benefitted from this trend: nuts (like pistachios, almonds, walnuts, etc.), fruits (like cranberries, pomegranates, berries, etc.), seafood (like salmon, halibut, etc.). Consumers are more cautious about foodborne illnesses. Consumers are looking for and finding more information on this topic; the media, including the Internet, TV and magazines, respond to this desire and feed into it. Food processors and retailers play a crucial role as well, as they develop and market food products (like juices from POMwonderfull, Healthy People, etc.) to create, anticipate and meet consumersà ¢Ã¢â€š ¬Ã… ¸ needs. Climate Change Carbon Footprint Labeling Last year the European Commission conducted a survey on mandatory Carbon Footprint Labeling (CFL). Popular support for CFLl by country, varied between 47% to 90% of all 27,000 Europeans that were interviewed. Seventy percent of the respondents in Belgium and Luxemburg were supportive of a mandatory label whereas this was only supported by half of the Dutch interviewees. The latter, on the other hand, were after the Finnish the most likely (28%) to prefer a voluntary labeling system. After the December 2009 U.N. Climate Change Conference in Copenhagen, the discussion on CFL got a new boost. Belgian federal Minister of Climate and Energy, Mr. Paul Magnette, stated that in addition to the price, the CO2 emission should also be mentioned on each product. This way, consumers become aware and see to what extent the products they buy influence global warming. Carbon Footprint Labeling is not (yet) an issue in the Netherlands. The government hasnà ¢Ã¢â€š ¬Ã… ¸t come out with a statement or position on CFL. It seems that all the individual stakeholders are waiting for the other to make the first move. Within the EU-27, the U.K. and Sweden are taking a leading role in CFL. For more information on Sweden, see GAIN Report SW9016. The overall labeling requirements for the Benelux can be found in the following GAIN Reports: NL9020 and GAIN BE9004. Advantages and Challenges of the Benelux Food Retail Market Advantages Challenges Sector Strengths Market Opportunities: Sector Weaknesses and Competitive Threats: Expected slight recovery of the economy in the EU import regulation and tariffs. EU Benelux is a promising prospect (expecially enlargement has given and will give compared to some other EU economies) for the preferential access to products from retail industry. new member countries. Affluent, open minded and curious consumers create Discounters are the fastest growing opportunities for new products. segment in the Benelux retail market; margins continue to be under pressure. The region has an excellent infrastructure which Competition is growing from non-food offers great opportunities. retail players like IKEA, HEMA, VD and Bijenkorf as they enter the food market. Greater demand for healthy food products not or not The industry is highly consolidated and suffiently available on the local EU market; e.g. therefore has a strong negotiating seafood, tree nuts, (exotic) fruit, vegetables, juices, position and good contacts. Road Map For Market Entry Entry Strategy Success in introducing your product in the Benelux market depends mainly on knowledge of the market and building personal contact with knowledgeable and established importers. Prior to any export, invest in research that analyzes the Benelux food culture (concepts, flavor, price, requirements). Once the product has been chosen, be aware of fierce competition. There are tariff and non-tariff trade barriers that can complicate exporting to the Benelux. An importer knows the market, the trade barriers and the required documentation. The Office of Agricultural Affairs (OAA) offers guidelines on business practices and import regulations. For a complete overview of offered reports, see Section V of this report. Market Structure Supermarkets and Superstores The vast majority of supermarkets and superstores buy foreign (specialty) products via specialized importers. This is especially the case for retail-ready consumer-oriented products like sauces, beverages and snack products. Convenience stores operate, in general, on a much smaller scale and therefore buy smaller quantities through wholesalers. Department stores work either

Effects Of Divorce On Children :: essays research papers

Since there is a lot discussion of the effects of divorce on children, I choose this to be my topic. In 1991 Amato and Keith (researchers) examined the results of 92 studies using 13,000 children ranging from preschool to young adults to determine what the overall results indicated. The overall result of this study was that children from divorced families are on "average" somewhat worse off than children who have lived in nuclear families. These children have more trouble in school, more behavior problems, more negative self-concepts, more problems with peers, and more trouble getting along with their parents. Overall, the children are more alike than different. Amato tells us that average differences do not mean that all children in divorced families are worse off than all children in intact families. One way to examine this issue is illustrated by findings of Mavis Hetherington. Hetherington, like many others, finds these average differences, but she also looked at some of her measures and examined the degree to which children in divorced and intact families were more severely impaired. Here we find some important differences. On a measure of behavioral problems, Hetherington reports that 90% of adolescent boys and girls in intact families were within the normal range on problems and 10% had serious problems that we would generally require some type of help. The percentages for divorced families were 74% of the boys and 66% of the girls in the normal range and 26% of the boys and 34% of the girls were in the negative scale. The differences between children in different kinds of families are parental Loss, economic loss, more stress, poor parental adjustment, and exposure to interparental conflict. All experts will agree that any life altering change is effective on a child's life.

Arousing music Essay

The Obendorfer’s three-story Victorian home rested at the corner of Peabody and Main in Grand Rapids, Michigan. The grand homes candy-corn colored shutters peaked out from mature oak and trimmed spruce trees. It was a glorious day, the September’s morning breeze pungent with honeysuckles and sage. Across the meadow soon-to-be-ripened pumpkins slumbered beneath crawling vines. Preparations had been made, silver polished, crystal goblets buffed and glistened along side china place settings in anticipation of Valentin (last name goes here). Arriving notebook in hand Solomon the butler shows the Ladies Home Journal (LHJ) reporter in for a sumptuous breakfast of, kippered herring, liver, bacon and griddle cakes with Mrs. Marx Obendorfer, her son Reginald, heading off to college and daughter Daisy, a member of the Symphony Society and high school student. The interview will explore the controversy the scathing article revealed in the August issue of Ladies Home Journal entitled: Does Jazz Put the in Syncopation? {Reginald dressed in plaid waist-coat and knickers enters the dining room. Daisy seated at the window-box-seat is fiddling with her starched middy-blouse collar} Reginald: Good Morning, Daisy. Daisy {yawning}: Morning Reg. Mrs. Obendorfer: Good Morning children. Your father won’t be joining us for breakfast, business affairs you know. {Doorbell chimes and Sage the butler shows Valentin into the dining room. } Mrs. Obendorfer {extending her gloved hand in welcome}: Oh, do come in Mr. Put your last name here. Valentin: {clutching a notebook under his arm}: I ‘m so pleased to make your acquaintance, Mrs. Obendorfer; it was kind of you to invite me into your home. Mrs. Obendorfer: {to butler} Solomon please take our guests hat and escort him into the dining room at once. {Solomon takes Valentin’s fedora and top-coat and seats him at the table and he’s introduced to Reginald and a bored Daisy}. Valentin {placing his fork down and leaning in towards Mrs. O}: Who was it that said, â€Å"Music soothes the savage beast? Mrs. : Obendorfer: Young man, music can change one’s mood, it can soothe the heart, bolster the spirit. It is the greatest gift to mankind. Valentin: Your article last month caused quite a stir if you please lets talk about why should we believe that ‘music might invoke savage instincts? † isn’t music just a series of sounds? Mrs. Obendorfer: In the past we have been content to accept all kinds of music†¦ and to admit music in all its phases into our homes simply because it was music. Never before in the history of our land have there been such immoral conditions among our young- Reginald {Frowning}: Oh Mother! You can’t believe that a type of music corrupts the morals-. Mrs. Obendorfer: I tell you surveys have been conducted, and it has been proven the culprit is jazz music, and its evil influence among our young people. Daisy: Mother all this talk about a passing phase. Why we at the Symphony- Reginald {Getting red-in-the face and interrupts Daisy}: Daisy what do you†¦ know you just echo Mother’s sentiment- Mrs. Obendorfer: Reginald! That will be quite enough we have a guest. Valentin: Mrs. Obendorfer, you mention in your article that the dance music of the past could really do no harm because it was music. What exactly do you mean? Mrs. Obendorfer: What I mean is the music of the past was not morally deficient. Yes, in the past certain restrictions were placed on some types of music and dance, but it was by the clergy who I might add have never been particularly enthusiastic about dancing anyway. It was not immoral as this Jazz! Valentin: I’m interested in the idea that immoral acts can be directly attributed to certain dances. Can someone flesh this out for me? Is there really a cause-and-effect relationship? Mrs. Obendorfer: I am appalled at the outrageous dances that have been permitted in private as well as public ballrooms. Vulgar and evil acts can be traced acts to the influence of these immoral dances. Reginald: Jazz is not evil. Jazz is freedom a freedom of expression. Mother, how can syncopated rhythm and tempo create immorality? Valentin: Uh†¦what sort of immoral acts would there be, anyway? If we can discuss them in mixed company, that is†¦ Mrs. Obendorfer: Such arousing music with its jerky half steps invites immoral variations. How can one find refinement when the music is void of any?

Best Alternative to a Negotiated Agreement

In negotiation theory, the best alternative to a negotiated agreement or BATNA is the course of action that will be taken by a party if the current negotiations fail and an agreement cannot be reached. BATNA is the key focus and the driving force behind a successful negotiator. A party should generally not accept a worse resolution than its BATNA. Care should be taken, however, to ensure that deals are accurately valued, taking into account all considerations, such as relationship value, time value of money and the likelihood that the other party will live up to their side of the bargain.These other considerations are often difficult to value, since they are frequently based on uncertain or qualitative considerations, rather than easily measurable and quantifiable factors. The BATNA is often seen by negotiators not as a safety net, but rather as a point of leverage in negotiations. Although a negotiator's alternative options should, in theory, be straightforward to evaluate, the effo rt to understand which alternative represents a party's BATNA is often not invested.Options need to be real and actionable to be of value,[1] however without the investment of time, options will frequently be included that fail on one of these criteria. [citation needed] Most managers overestimate their BATNA whilst simultaneously investing too little time into researching their real options. [citation needed] This can result in poor or faulty decision making and negotiating outcomes. Negotiatiors also need to be aware of the other negotiator's BATNA and to identify how it compares to what they are offering. 2] BATNA was developed by negotiation researchers Roger Fisher and William Ury of the Harvard Program on Negotiation (PON), in their series of books on Principled negotiation that started with Getting to YES, unwittingly duplicating a game theory concept pioneered by Nobel Laureate John Forbes Nash decades earlier in his early undergraduate research. [citation needed] Contents [ hide] 1 Definitions 2 Examples 2. 1 Selling a car 2. 2 Purchasing 3 See also 4 References 5 External links [edit]Definitions BATNA An acronym defined by negotiation researches Roger Fisher and William Ury which means Best Alternative to a Negotiated Agreement. 3] It is the alternative action that will be taken if your proposed agreement with another party result in an unsatisfactory agreement or when an agreement cannot be reached. Historical Theories The Nash Equilibrium as developed by John Forbes Nash, the father of Game Theory, is described in Getting to YES[3] as the underlying idea for the concept of BATNA in negotiation (Roger B. Myerson, April 1996). [4] In a nutshell, Nash Equilibrium theory explains that, if in a group of players, each player has in consideration the other player’s decisions, then no one will benefit from altering their decisions, if the other players haven’t either. 5] Example of Nash Equilibrium Theory Amy and Phil are in Nash Equilibrium i f Amy is making the best decision she can, taking into account Phil's decision, and Phil is making the best decision he can, taking into account Amy's decision. Likewise, a group of players are in Nash Equilibrium if each one is making the best decision that he or she can, taking into account the decisions of the others. We cannot think of BATNA without first understanding the notion of negotiation. Negotiation has been part of the â€Å"business† mentality of human beings as we know it, since the beginning of mankind.Take for example the Israeli-Palestinian conflict, one of the longest ongoing negotiations of the kind, based primarily on the dispute over land (UN, 1948). We negotiate every single day of our lives; whether it is goods, commodities, ideas, positions, or money. The list could be endless. For this reason knowing how to negotiate is very important. The idea is to have all parties mutually satisfied with the results achieved through the highest standards of (Ethic s) and legitimate standards.In no other time of world history as the modern days, has the ability and the necessity of knowing how to negotiate, using sophisticated tools and civil discourse been so essential to society. As explained in Getting to YES, â€Å"We are each participants in a pioneering generation of negotiators†¦ it is central to human life and the survival of our species. â€Å"[3] Negotiations Concepts Leading to Good BATNA A ruthless, aggressive and cold blooded negotiation style is the framework approach most people have when it comes to negotiation,[6] a theoretical example of that is Adversarial Approach Style Negotiation. 6] But in reality, as mentioned by experts and researchers such as Fisher and Ury [3] it doesn’t have to be that way. As the world moves to more sophisticated platforms of communication, negotiation follows the trend and Problem-Solving Approach(citation) is in a way, the â€Å"antidote† of Adversarial Approach Style Negotia tion. Getting to YES[3] suggest an Interest-Based Model for the use of Problem-Solving Approach. Interest-Based Model focus on separating the person (positional) from the problems (resolution) and then concentrate on the resolution.This way allowing for both parties in a distributive way to get the results they both want. ABC's of BATNA Having a BATNA (Best Alternative to a Negotiated Agreement) as part of the negotiation is imperative as the name explains. No one should come to the negotiation table without a BATNA. [7] This will allow for intelligent negotiation and bargain zones. In addition to having a BATNA, parties should have a Bottom Line or Reservation Price. What this prevents is that neither party will come out with agreements they don’t need[3] Often, parties go to the negotiation table with what they imagine is a great BATNA.For example, how many times have you walked into a job interview with no other solid job offers in hand, let alone perspective of solid sala ries, benefits and other great things you are looking for in a job. [3] The ability to be in a powerful position so the negotiation can be intelligent and satisfactory to both parties requires preparation and research. So do not cut yourself short for the lack of having a better BATNA at all times. [3] If having a good BATNA in essential, developing a BATNA is equally important. Let’s assume that you are going to work for a company that is not offering you the salary you desire.Instead, you know that they offer other perks such as, company cars, luxurious vacation homes, and state-of-the-art computers and laptops to their employees. In other words, Alternatives. [3] Attractive Alternatives is what you want to explore in order to develop a very strong BATNA. In Getting to YES, the authors give 3 suggestions of how you can accomplish this: Inventing a list of actions you might take if no agreement is reached Converting some of the more promising ideas and transforming them into tangible and partial alternatives Selecting the alternative that sounds bestBATNA rules Parties should never disclose their BATNA, unless, the alternative is better. In other words, if your best alternative to a negotiated agreement is better than what the other party is offering, then disclosing it, is to your advantage. If on the other hand it is worse, then do not disclose it. BATNA in Cross Cultural Frameworks Currently in the United States and due to recent world events, there are more and more individuals with a different cultural background and approach to negotiation.When individuals come to the negotiation and bargaining table ready to use their BATNA, and one of the parties is from a different culture, there is a tremendous game change in approach. Both parties need to think and account for cultural cognitive behaviors. Both parties must expand their thinking negotiation hats by not allowing external judgment and biases to affect the negotiation. As mentioned earlier, sep arate the individual from the objective[3] For example imagine you are negotiating with a party from an Arab Nation. Is this going to effect your view of how you are going to negotiate?Or even if you are the party from that nation, are you prepared to receive an offer lower than your BATNA because you know you are from a different culture. The previous is a very simple example, but the purpose here as Gulliver[8] mentioned, is for negotiation parties to be aware. Disclosure This is a very new topic in negotiation and there aren’t many frameworks in place to help this scenario. Nonetheless, preparation at all levels, including prejudicial free thoughts, emotional free behavior, biases free behavior are just a few ways according to the Handbook of Negotiations and Culture[9] that can helps in the right direction. edit]Examples The following examples illustrate the basic principles of identifying the BATNA and how to use it in further negotiations to help value other offers. [ed it]Selling a car If the seller of a car has a written offer from a dealership to buy the seller's car for $1,000, then the seller's BATNA when dealing with other potential purchasers would be $1,000 since the seller can get $1,000 for the car even without reaching an agreement with an alternative purchaser. In this example, other offers that illustrate the difficulty of valuing qualitative factors might include: An offer of $900 by a close relativeAn offer of $1,100 in 45 days (what are the chances of this future commitment falling through, and would the seller's prior BATNA (the $1,000 offer from the dealership) still be available if it did? ) An offer from another dealer to offset $1,500 against the price of a new car (does the seller want to buy a new car right now, and the offered car in particular? ) [edit]Purchasing Buyers are often able to leverage their BATNA with regards to prices. This is done through buying from the lowest cost or best value seller. [edit]See also Getting to YES Getting past No Conflict resolution researchAlternative Dispute Resolution in a Nutshell [edit]References ^ Best Alternative to a Negotiated Agreement | Negotiation Experts ^ Negotiation, Readings, Exercises and Cases, Roy J. Lewicki ^ a b c d e f g h i j Fisher and Ury, Roger and William (2011). Getting to YES. Penguin Books. pp. 1–170. ISBN 978-0143118756. ^ Myerson, Roger B. â€Å"Nash Equilibrium and the History of Economic Theory†. Nash Equilibrium and the History of Economic Theory. Journal of Economic Literature. Retrieved 1 October 2012. ^ Hawkins and Steiner, Jeff and Neil. â€Å"The Nash Equilibrium Meets Batna†.Gamed Therory Varied Ueses in ADR. Harvard University Press. Retrieved 1 October 2012. ^ a b Nolan-Haley, Jaqueline M (2001). Alternative Dipute Resolution in a Nutshel. Thomson West. pp. 39–50. ISBN ISBN 978-0314180148. ^ Honeyman and Schneider, Andrea and Chistopher (2006). The Negotiators Fieldbook: Desktop Reference. American Bar Association. pp. 200–300. ISBN 978-1590315453. ^ Gulliver, P. H (1979). Disputes and Negotiation: A Cross Culture Perspective. Academic Press. p. 287. ^ Brett and Gelfand, Jeanne and Michael (2004). The Handbook of Negotiations and