Prison Term Policy Recommendation Essay Example | Topics and Well Written Essays - 750 words

Prison Term Policy Recommendation - Essay Example Within the next five years, it is estimated that convicted inmates will increase the prison population by two-hundred thousand. Such an unprecedented increase in a population that depends fully on government support will cost twenty-seven billion dollars on the national scale (Ohlemacher). Indeed, the nation has already a massive flux of prisoners. In the last thirty years, according to Professor Craig Haney, incarceration rates have been increased significantly in the United States (Haney 2). Such figures will only put a drain on the state's fiscal budget. Therefore, it is necessary to be highly certain of the effectiveness of a long prison term. Since nothing is absolute, and the government should not be considered a treasury for experimental endeavors, this writer remains skeptical of the situation. A perfect example of criminal activity and the penal code is that of Richard Allen Davis. According to People Weekly, Davis started his criminal career burglarizing people which further led to more violent acts such as attempted rape and murder. He has been in prison many times. He had spent at least fourteen years in prison, but he can now never harm anyone due to California's three strike's law which gives life sentences to convicts with three accounts of criminal activity (Fields-Meyer). There are two conclusions I can reach from the Davis case. The first is the fact that any amount of prison terms is in no way a guarantee that a convict will exit with rehabilitated behavior. In fact, in a review of Davis, one can almost speculate that prison makes an individual even more aggressive and effective as a criminal. My second conclusion is that no matter how ineffective prison term is, society, in general, is safe from such an individual for the time they are in prison. Thus, no one in the free society will suffer from Davis for as long as he lives. In conjunction with simple armed robbery, it is necessary to take in all aspects it contains. It is a crime not restricted to stealing the material wealth of some sort, but an offense that includes violence. The mere fact that it is armed is a signal that the offender intended to threaten death if he/she is unable to apprehend what they desire. The Republican reports an incident of a burglarized woman, "She said prior to the robbery she was not hesitant to go into a city, especially for a cultural event. Now she feels fear not only in Springfield but other cities." (Spencer) This illustrates the graphics effects a simple robbery can have on people. It is not simply a loss of wealth, but a violent and psychological offense. At the same time, however, an act of retribution against violence may not cure the problem. According to studies performed by Professor Stuart Henry, nearly seventy-five percent of inmates have committed separate crimes before their incarceration. That means three out of four prisoners were arrested at least once before. This data would suggest that prison sentences have a seventy-five percent chance of failing in rehabilitating inmates. Furthermore, it is estimated that the illiteracy rate in prison is more than double over the general population. This indicates that convicts released from prison are uneducated and may be forced into criminal activity in order to survive.

Child Devlopment Essay Example for Free

Child Devlopment Essay Cognitive Development consists of imagination, sequencing, problem solving and memory, all these are featured in the boy I observed, Aaron King who was the little boy I chose to observe. He is a four year-old preschooler at the above named learning center. I started observing Aaron at the beginning of their circle time. During the circle time, Aaron amongst other fourteen kids in his classroom, sang the popular American Song: â€Å"IF YOU ARE HAPPY AND YOU KNOW IT, CLAP YOUR HANDS†¦. † While singing this song, the children’s voices were up and loud which indicated that they enjoyed singing songs. Aaron’s participation was great, he was so excited about the choruses, clapping stomping of his feet. All the children in turn repeated and imitated all the actions of the teacher; as she needed the audience and focus of the kids for easy understanding of the wordings including choruses of the song. Aaron standing close to two other kids, a boy and a girl sang the song with seriousness while clapping their hands stomping their feet at the same time. The teacher taught the Safety signs briefly. The children’s literacy is very high while learning safety signs as they were very interested in the emphasis laid in the safety signs. In order to ensure that the children understood what they were taught, the teacher asked Aaron what a particular sign stood for which he answered correctly. For example, stop sign is signified by a red color while â€Å"no bicycle† sign is signified by a cross on a bicycle, so on and so forth. The teacher taught the kids about â€Å"Me† book which described the parts of the body, however, she asked Aaron to touch his hands, elbows cheek which he did correctly. After singing the clapping song and some other songs, the teacher changed the activity to coloring books. Meanwhile, Aaron moved from one place to another. He jumped and hopped around the classroom showing excitement. At a time, the teacher had to sit him down â€Å"Aaron sit down and do your coloring † He sat down to color while another boy watched him doing the coloring. Bryan Joy who sat together sharing the same table with Aaron were also coloring; they also talked to one another in friendly manner while looking at each other’s work. Aaron was as excited as he was coloring his book. He finished his coloring using nice colors to color different animals indicating that he had a good taste. He also made a ship with legos, I asked him why he made a ship, and he told me that he would like to be an architect. Aaron amongst others was able to write their names and figure out pictures on the paper. For example, the letter Bb for ball and drew a line to join the letter to the picture of ball. He was able to do that for all the alphabetic letters to compliment individual pictures on the paper. Soon, Aaron stood up to go to the library; as he got to the place where the inscription of â€Å"Quiet Zone† was, another boy ran towards him and pushed him together with the book that he just picked â€Å"Alphabet adventure†. He staggered, but he immediately got control of himself while he looked so surprised that he was pushed without doing anything. He reported the matter to the teacher â€Å"Ms. Patty, Josiah push(ed) me † then the teacher told Josiah to say sorry to Aaron which he did, then they both hugged one another. Thereafter, he went to sit down quietly in the library corner to read his book. He opened up the book so fast as if he knew where to read, then he stirred at a page that really caught his attention and started reading quietly. In summary, Cognitive Development is a very important outcome of learning for preschoolers as they always have their brain developed through creative arts. This consists of imagination, sequencing, problem solving and memory; all these are featured in the boy I observed. Acting drama is acting another character by putting on the costumes – for example, acting as a professional doctor or a lawyer or a nurse can be an eye opener to the preschoolers on what profession they may aspire to be in the near future; Aaron wants to be an architect, he says he likes to put up beautiful buildings. A good imaginative skill is very important for preschoolers to become smart; similarly, sequencing – doing things in an orderly manner is also a good learning skill. Ultimately, Aaron Kingsland has all these qualities. Child Development 201 A Preschool Language Literacy Development Observation Child’s Name: Aaron Kingsland (An imaginary name) Date: October 7th, 2011 Time: 9:00am – 11:30am. Observer’s Name: - Location:Early Creativity Learning Center Classroom LANGUAGE LITERACY DEVELOPMENT OBSERVATION OF A PRESCHOOLER 4 YEARS OLD. My observation of language and literacy in a preschool classroom for children of four and five years old was interesting. Aaron Kingsland (four years old) was the preschooler at the above named learning center whom I chose to observe. I started observing Aaron at the beginning of their circle time. The kids in the classroom were seventeen in number – eight girls and nine boys. I observed Aaron in particular in the class for two and half hours from the beginning of the circle time till the end. The primary language used by the teacher was English; Aaron also speaks same language as well as the whole class. Language is said to be a means of communicating ideas, feelings. There are four basic developmentally appropriate practices and clear language outcomes in the preschool classroom I observed. They are Literacy Development, Intellectual, Physical, Social and Emotional Developments. Literacy is a very important developmental appropriate practice. The four basic skills which young children need are Speaking, Listening, Writing and Reading. These were ultimately displayed by Aaron in the circle time activities performed that morning. During the circle time, Aaron amongst other seventeen kids in his classroom, started to sing the popular American Song: â€Å"IF YOU ARE HAPPY AND YOU KNOW IT, CLAP YOUR HANDS†¦. † If you are happy and you know it, clap your hands } Thrice. If you are happy and you know it, then your face will surely show it †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. } If you are happy and you know it, clap your hands } If you are happy and you know it, stamp your feet †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦} Thrice. If you are happy and you know it, nod your head †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ } Thrice. If you are happy and you know it, do all three †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. } Thrice. While singing this song, the children’s voices were up and loud which indicated that they enjoyed singing songs. Aaron’s participation was great, he was so excited about the choruses, clapping stomping of his feet. All the children in turn repeated and imitated all the actions of the teacher; as she needed the audience and focus of the kids for easy understanding of the wordings including choruses of the song. Aaron standing close to two other kids, a boy and a girl sang the song with seriousness while clapping their hands stomping their feet at the same time. The teacher taught the Safety signs briefly. The children’s literacy is very high while learning safety signs as they were very interested in the emphasis laid in the safety signs. In order to ensure that the children understood what they were taught, the teacher asked Aaron what a particular sign stood for which he answered correctly. For example, stop sign is signified by a red color while â€Å"no bicycle† sign is signified by a cross on a bicycle, so on. After singing, the teacher changed the activity to coloring books. Meanwhile, Aaron moved from one place to another. He jumped and hopped around the classroom showing excitement. At a time, the teacher had to sit him down â€Å"Aaron sit down and do your coloring † He sat down to color while another boy watched him doing the coloring. All the Children talked and cooperated with one another in friendly manner. Bryan Joy who sat together sharing the same table with Aaron were also coloring; they also talked to one another in friendly manner while looking at each other’s work. Aaron was as excited as he was coloring his book. He finished his coloring using nice colors to color different animals indicating that he had a good taste. Soon, Aaron went to the library and sat close to the place where the inscription of â€Å"Quiet Zone† was hanging. He picked a book â€Å"Alphabet adventure†. He went to report a boy who pushed him on his way to the library to his teacher, he said â€Å"Ms. Patty, Josiah push(ed) me † The teacher took an appropriate action by telling Josiah to say sorry to Aaron and he did, then they both hugged one another. Thereafter, he went to sit down quietly in the library corner to read his book. He opened up the book so fast as if he knew where to read, then he stirred at a page that really caught his attention and started reading quietly and studiously. In summary, Language and Literacy development is the use of words to communicate ideas, listen and comprehend others’ ideas. Reading, talking and expressing what they do and following directions go a long way for preschoolers Through reading, Aaron amongst other peers has book knowledge, comprehension and appreciation of what he read. More importantly, literacy goes a long way in our society and even in the world.

Marketing Strategies Of Loreal Marketing Essay

Marketing Strategies Of Loreal Marketing Essay The market chosen for this assignment is for cosmetic products which have already a huge market and growing at a rapid rate with consumers having contrasting working attitudes and style, and companies producing goods according to the local requirement in accordance to the wants of the customers and consumers. This is more evident when we compare the DE (Developing and Emerging) pyramid of global population in 2009 getting transformed into a Diamond from a positive transition from Not Yet to Aspiring and to Have Lots. This assignment compares and contrasts the way in which two different companies, LOreal and Unilever carry out their international marketing. Initially this assignment revolves around the two mega cosmetic brand industry LOreal and Unilever and their marketing tactics and strategies around the globe in a few countries. LOreal a cosmetic giant is operating in over 130 countries worldwide and recorded a turnover à ¢Ã¢â‚¬Å¡Ã‚ ¬ 17.5 billion in 2009. The company records a consistent growth of over the years while there is a dip from 2008 to 2009 especially due to economic slowdown in the global market. The consistent growth of the company and the share in the particular market is due to its varied marketing activities and innovation in Research and Development. The Company, in 2009, has spent à ¢Ã¢â‚¬Å¡Ã‚ ¬ 5.4 Billion as Advertising and Promotion which is close to 30% of their annual revenue and à ¢Ã¢â‚¬Å¡Ã‚ ¬ 0.6 billion in Research and Development, almost quarter of their annual Operating Profit. The company differs itself from other companies in the sphere of product/service design; packaging; brand name/logo; price; advertising; sales promotion; distribution channel(s). Their website reads: At LOreal, we have made cosmetics the focus of all our energy and know-how for nearly a century. We are fully committed to putting all our expertise and research resources to work for the well-being of men and women, in all their diversity, around the world Unilever, another multinational giant operating in 100 countries (products sold in 170 countries) recorded annual revenue of close to à ¢Ã¢â‚¬Å¡Ã‚ ¬40 billion in 2009. Unilever spent à ¢Ã¢â‚¬Å¡Ã‚ ¬5.3 billion (13% of their revenue) for their Advertisement and Promotion budget and close to 18% (à ¢Ã¢â‚¬Å¡Ã‚ ¬0.9 billion) on their Research and Development. Unilever realise that innovation is key to their progress, and through cutting-edge science they are constantly enhancing their brands, improving their nutritional properties, taste, fragrance, or functionality. It is quite interesting to read the first sentence of their website: On any given day, two billion people use Unilever products to look good, feel good and get more out of life Global reach allows both the companies to get closer to consumers in local markets to understand diverse needs and priorities of peoples lives in so many different ways. The success of Brand LOreal lies in the fact that the company succeeded in reaching out to the customers of different countries of the world, across different income ranges and cultural patterns, giving them the appropriate product they are worthy of. The area of expertise of LOreal being that it succeeded almost in every country that it entered. The strategies of LOreal was varied enough to help it and stop itself from restricting itself in a single country. LOreal sold its product on the basis of customer demand and country want rather than keeping the product identical across the globe. It built ample number of brands or mammoth brands entrenched to the restricted culture and which appealed to a variety of segment of the universal market instead of generalising the brand and edible in innumerable culture. LOreal went on to being a local product in every international market. The brand extension of LOreal also came in the same sector or the same segment of market. LOreal believed i n growing its expertise in the segment it is conscious of rather than going into a completely new sector of market LOreal had built a dozen or so mega brands rooted in the local culture and appealing to different segments of the global market. Instead of homogenizing the various brands and making them palatable in myriad cultures, Owen-Jones decided to embody their (the brands) country of origin, turning what many marketing gurus considered a narrowing factor into a marketing virtue. As a senior LOreal manager put it, You have to be local and as strong as the best locals but backed by an international image and strategy. We have made a conscious effort to diversify the cultural origins of our brands. Brand Extensions LOreal realized the need for caution in case of brand extensions. The company extended its brands after doing a thorough research. When LOreal decided to enter the kids shampoo category in 1998, it debated whether to launch a new brand or go for an extension. The company realized the LOreal name, long associated with womens hair care, would capture instant credibility with moms. But Kids was really a child-oriented product. When LOreal first unveiled its LOreal Kids shampoo line early 1998, retailers were sceptical. Retailers say the value isnt there. We say it is that the child establishes value. We were pretty tenacious. mentioned Carol Hamilton, 45, senior VP-marketing for the LOreal retail division of Cosmair LOreal professionals mechanises with LOreal professional salons in order to not only promote their product but also to help hairdressers to have a vision, excel and accomplish. LOreal has divided their product range in five different categories to focus its marketing activities exclusively designed for the targeted market audience. Professional products for the service sector business holders like hair salons. Consumer Products for mass consumption of local people. Luxury Products for those who want to pay a little more extra and who are cautious about how they look. Cosmetics general cosmetics. Body Shop a new sector of product range said to have based its products after getting inspired from the nature. The body shop was founded in 1976 in the United Kingdom well known for its strong product base of natural ingredients and having a network of over 2550 stores in 63 countries Unilever on the other hand is a British-Dutch multinational company owning ample number of consumer products in the food, beverage and the personal care product sector. Promises to give a consistent evolution in the sustainable living plan of the commoners. In a world of hype and stereotypes, the Dove Unilever provides a refreshing alternative for women who recognise that beauty isnt simply about how you look but it makes a genuine difference. Dove Unilever is committed to widening the definition of beauty for women because it believes real beauty comes in all ages, shapes and sizes. To help enjoy your own brand of beauty, Dove provides an extensive range of cleansing and personal care products that make a genuine difference to the condition and feel of skin and hair. Dove is the UKs top Bar Soap brand and 45% of the population bought a Dove product in 2010. In fact, 10.1 million women use Dove every week in the UK. Unilever first launched its products in the US during the 1950s, and in 1957 the basic Dove bar formula was refined and developed into the Original Dove Beauty bar. It was launched as a beauty soap that was clinically proven to be milder on dry and sensitive skins. The following years saw the launch of more bath time treats like beauty baths and moisturising body washes. Unilever Dove then expanded its brand into antiperspirant deodorants and Pro-Age, a range of skin cream and hair care products specifically designed in accordance to the requirement of the local women. Unilever re-defined the definition of beauty for women. In 2010 Unilever Dove came out with another revolutionary product of Damage therapy which could be used by the consumers at home rather than spending a fortune on other beauty therapies to keep their hair strong damage free. In 2010 Unilever also diversifies its Dove products from the female sector to the male and hence the birth of a completely new brand of products in which Unilever had never stepped its foot into, the Dove Men Care brand was formed offering deodorants and body washes specifically designed for the male skin. LOreal entered India with the hair colour product, they changed the way consumers viewed the product. From being a product for the old-age to turn grey hair into shining black, LOreal targeted the young market for whom looking stylish and to the modern mark wasimportant, a very tough job to change the mind-sets of the people. Dove entered India in the late 1993. Dove-known to be a custodian to promise gave products to women to satisfy them all over the world. Dove started giving out products which fitted to their customer requirement in the female sector. In India Dove became the fastest growing hair care shampoo product in fifteen month of its launch proving its Promotional strategies to be worth. LOreal launched a shampoo+oil in India under Garnier brand name which is best suited for local Indian market but Unilever standardized the product rather than launching a new brand in a local market. LOreal focuses on target customers and then tailored their supply chain model according to the need of the specific geographical location while Unilever focus on mass market and depend on the overall economic development and the increasing purchasing power of the people. Portfolio of Brand management of Unilever is quite huge although 75% of their revenue comes from only 25 major brands. Therefore strategy of Unilever is on a much broader scale of mass consumption. However, LOreal spends their major advertisement activities towards focussed clientele and depends heavily on new product innovation; in 2009 alone LOreal has filed for 674 patent applications. ADVERTISING LOreal-because you are worth it, gives a kind of a fulfilment to the consumer that the kind of product the consumer was looking for, this is it. It gives the customer the belief that the product worth a lot and hence they are worth it validates to them being as worthy as the product though most of planning and thinking is only a virtual belief. LOreal started its advertising campaign in the late 1920 via posters and other such mediums. It first time appeared onscreen in 1950s in movies. In todays date LOreal got celebrity of all ages to promote their product. The strategy that LOreal used here is to use local celebrities to whom the common man relate to rather than having just one celebrity to promote their product globally. For example in India LOreal used ex Miss World Aishwariya Rai to promote their product where as in the United Kingdom they used Penelope Cruz to promote their product. This got LOreal the image of Traditional Beauty. LOreal knew that the best way to attract customers was to bestow the customers with the image that they could become as beautiful as their favourite celebrities. Dove on the other hand used the tactic of complementing their customers giving them a profound positive vibe by giving a positive line of you are beautiful. Dove uses various creative marketing strategies like using Facebook which is a social commerce networking site to promote its product. Dove has made its products available to the customers on the social website. Dove believes that it makes complete sense to move from a social networking website to a purchase worthwhile at the same place.Launching a competitive advertisement in competition with LOreal with the tag line Dove is No.1 Shampoo sending prospective customers personalised emails with such adverts and making customer believe that it is the best the customer can get. Given the image of real women Dove never used or endorsed their products through celebrities like in the case of LOreal. Instead Unilever built a new strategy for Dove. Given the cote of being Real Women Dove used a corporate advertising strategy by various cultures of women and projecting an image of self-satisfaction for the Unilever brands. Unilever tried to get their customer in the real world and by not giving them a fake hope that they could be liketheir favourite celebrity but giving them a hope that they could be beautiful with the real beauty bestowed in them. Unilever made its product Dove available to the customers through Facebook and other social networking sites in the United States and other parts of the world, with Unilever unveiling the new ecommerce offering shortly Marshall Manson, Europe Middle East and Africa managing director of digital at Unilevers PR agency Edelman, said: It makes sense to allow users to move directly from a social word-of-mouth recommendation, or from information a brand has shared, to purchase. He also said that the move makes it easier for Dove to connect social activity with business values and measure their effectiveness. The news comes just days after a study by Foresee found that consumers prefer email marketing messages than social media interactions with retailer websites in the UK. Larry Freed, president and chief executive officer of ForeSee Results, said brands need to be aware of how their target markets are influenced by promotional emails, advertising on Facebook or word-of-mouth recommendations. SALES PROMOTION In India LOreal brought the international style by transforming the looks in the form of amenities to its customers. LOreal marked its products through hair salons, owning over 2000 saloons over 36 cities in India. LOreal and Unilever competed on getting positioned in the shelf-space in the United States to be in the eye of the customers. Dove on the other hand promoted its product by positioning itself the best that is as the number one product and also with the help of dove the seven day challenge, where dove promised healthy hair or money back guarantee. In the United States Dove bought about the half-faced challenge. Dove asked the American customers to use the product on half of their face and feel the difference. Dove relies on websites to carry out its major sales promotions. Dove used theOscar ceremony by paying huge amount to broadcast live on television on the prime advertising time a 45second advertisement to bring their product into the eyes of the people. The real beauty code used by Unilever for Dove gained a lot of intangible possession towards Dove by Increasing customer loyalty and sales towards the brand. This led to a continuous rise in the sales of Dove; from 2005 to 2006 sales of dove grew by 10.1%. LOreal on the other hand promised a reduction in the hair fall or healthy hair. LOreal carried out its sales promotion having a wide assortment with varying range of products for premium and the middle class. Though LOreals premium product was at low demand, LOreal kept on reinforcing them through promoting their premium brand as a look of necessity. LOreal produced its goods in the form of services to the market by distributing it through professional hair-dressers. LOreals products came with various names such as the LOreal Paris hair colour which imbibed the country name in the brand which fostered the customer the urge of possessing that product. WEBSITE The LOreal website not only gives a brief introduction of its varied product features but it also gives information about the company history and also about the various product ranges for women in the market supplementing it with a little extra of for women categorising it specifically for them. LOreal in China launched a website in mandarin to help customer easy accessibility and making it easy for them to use the website. Due to this strategy of LOreal the customers felt more close to the brand and made it easy for the customers to access the product easily. Unilever for dove maintains its simplicity in its website also but to it dove also adds up a space for testimonials to looks at the customer response and also gave out various offers and promotions. To that Dove had also added up an interactive session and video to show how dove has helped peoples hair giving the customers the proof to what they claimed. They also came up with advertisement of the websites specific to that part of the region. Unilever wanted the local customer to be able to relate with the brand and see for themselves how they could look beautiful just by themselves. For example the Indian website had adverts of Dove dry hair shampoo which helped rough dry hair and prevented split-ends whereas in the United Kingdome Unilever had a range of special shampoo to reduce and prevent hair fall which generally happened in accordance to the hard water. DISTRIBUTION CHANNEL A market channel is one of the most important factors in the marketing of a product. It closures the period, space and hole in the market between the consumers and the product manufacturers. In India to distribute its product Dove Unilever uses three approaches, indirect coverage, and direct coverage and Streamline method. Dove Unilever looked out for short supply-chain for distribution to meet its customers needs and to reach out to a huge population. In India Unilever elected sub-stockist that covered up the mass part of the marketing areas where as in the Unites Kingdome Unilever were in direct contact with the retailers. Over 180 million units are produced in the United Kingdom annum and 65% of it is exported overseas. LOreal believes that its their obligation to generate value for the customers and hence adopts various sales strategies to the precise distribution channel of every individual market. http://en.oboulo.com/l-oreal-s-penetration-into-the-indian-market-64841.html http://company.monster.com/lorealusafr.aspx With 290 subsidiaries, more than 100 distributors and 42 plants, all spread out in about 130 countries, LOreal is the leader of the cosmetic industry. The group has begun its internationalisation in 1912 by following three steps: à ¢Ã¢â€š ¬Ã‚ ¢ First, commercialisation of professional shampoos to hair-dressers via distributors in near Europe (Spain, Italy, Great Britain, Germany and Poland) and in the Americas first landing; à ¢Ã¢â€š ¬Ã‚ ¢ Second, local firms are taken over for example in the USA (Redken 1993, Maybelline 1996 etc.), in Argentina (Miss Y lang 2000) go native; à ¢Ã¢â€š ¬Ã‚ ¢ Third, subsidiaries (production, research and development) are directly created (Greenfield investment) without any first passage via distribution. It is the case in Asia (Japan and Hong Kong) globalisation. The group has to face harsh competition and new stakes like diversify its product segments (baby-boomers which become mammy-boomers; American, French and Japanese young with specific tastes; and men), exploit new means of distribution (like on line sales) and finally, take advantage before the competitors, of new emerging markets like Asia, India, Latin America, Africa and East European countries. When LOreals Professional Products Division entered India in 1997, hairdressing Industry as a market segment is almost insignificant. There were no organized education and training, couple of dubious domestic products and prohibitive expensive foreign brands. The first strategy of LOreal was to exploit this inherent gap in the nascent industry and invested heavily in hairdressing and training. Their head start also ensured broad distribution in the focussed market. We skim the top 100 cities in India and have the largest salon base in the country, of which 20 per cent is exclusive to us, contributing to 40 per cent of our revenue. Says Sharma, Director, LOreal Professional Products Division. He further adds Our biggest cost is the education of our trade. We have over 40 trainers; its an entire machine that needs constant oiling. In 2009, this industry alone in India isà ¢Ã¢â‚¬Å¡Ã‚ ¬ 33 Mio, growing in double digits, and LOreal Professional Products Professionnel and Kerastase are market leaders. LOreal Professional Products prides itself on a product they believe is technologically unmatched. 3.5 per cent of our sales are pumped back into research development; the best technology goes back into the trade, says Vismay Sharma, director, LOreal Professional Products Division. The challenge is to beat competitors who is adopting the same strategy. But competitors are eating into the same strategy. Both Schwarzkopf, at the number two position in the industry, and Wella have launched technical training centres. Schwarzkopf even launched a by-invitation-only hairdressers club and flew 150 members to Goa for an inaugural meeting. Strategy of Schwarzkopf is to demand an increased commitment to turnover in return from these loyal and exclusive customers to become high volume buyers. Wella, the other brand which entered India in 2001, is aiming to be in 5,000 salons by June 2006. LOreal organizes Colour trophy, a nationwide quest to find the most creative hairdressers in the country and also sponsor hair shows besides their annual showcasing of global fashions in hairdressing and colour to give a platform to unleash creativity and lead to creating new trends in the industry. And in a revision of distribution strategy, Schwarzkopf has just begun retailing their hair colour range to power growth. Sharma reacts, LOreal Professional Products began by selling through Parisienne salons. Thats at the heart of our business; we will not dilute it by retailing for home use. Okay, so the LOreal brand is strong, well established within target markets, and Sharma claims sales are up in India, although figures dont come by easily in the discussion. Well, this was the time, then, to become more proactive than ever before; to begin the task of figuring out just what it was going to take to sustain their competitive advantage and ensure that they stay at the cutting edge of their field. And so, in February this year, LOreal announced the arrival of Matrix (their number one brand in the US), an affordable range of hair products to add to their existing offering to offer Indian hairdressers the option of using a professional brand at this price point. The value proposition is similar. Both brands offer all the support hairdressers need, from education, complete in-salon marketing, and salon promotions. Matrix, however will thrive on depth of distribution, with a training centre in every city it retails in. LOreal India is the only company to offer products at three different price points luxury, premium and affordable. With this they will have a combination no one can beat. LOreal hasextensive campaign for LOreal Paris Lip Colour. They also wish to modify the product by adding SPF, so that lips can be protected from harmful. They are also putting ads in TV and out of home advertisements like hoardings, at malls on digital screen Marketing Strategy Distribution: Will widen distribution network by giving various incentives to distributers, retailers, stockiest in order, not to loseself-space to competition. Promotion: Will be distributing complementary lip care guide on minimum purchase, having tips on how the various brand ambassadors of LOreal Paris apply Lip Colour on themselves and take care of their lips. Social Responsibility: LOreal supports campaign for safe cosmetics which was started in October 2007. This will help in building consumer confidence, that LOreal Lip colour is safeBrand Management LOreal had built a dozen or so mega brands rooted in the local culture and appealing to different segments of the global market. Instead of homogenizing the various brands and making them palatable in myriad cultures, Owen-Jones decided to embody their country of origin, turning what marketing experts considered a narrowing factor into a marketing virtue. LOreal believed as being local but being backed up by the global international image diversifying the traditionalroots of brands. Brand Extensions: LOreal realized the need for caution in case of brand extensions. When LOreal decided to enter the kids shampoo category in 1998, it debated whether to launch a new brand or go for an extension. The company realized the LOreal name, long associated with womens hair care, would capture instant credibility with moms. But Kids was really a child-oriented product. When LOreal first unveiled its LOreal Kids shampoo line early 1998, retailers were sceptical. Advertising and Promotion LOreal backed its product innovations with the twelfth-largest media budget in the world. In the late 1980s and early 1990s, external charges, which included LOreals advertising and promotions expenditure jumped from 37% to 47% of sales. LOreal increased its global ad spending to $1.25 billion in 1998. LOreal had a unique promotion policy for all its brands. A brand, which sold in mass-market outlets, advertised and promoted itself in a way similar to brands sold in department stores. Corporate Structure LOreal was organized as a clutch of small profit centres, some with as few as ten employees. The companys work culture encouraged audits and budget meetings to focus less on the spilled milk of the past, and more on leading indicators of how things would look at year-end. These meetings encouraged discussions to find out which overlooked products showed signs of life but were undercapitalized and which products were not matching expectations and needed pruning. The structure allowed LOreal to move fast Competition LOreal faced competition from various formidable rivals. On one side, cosmetic majors like Revlon and Avon and Nivea vied for shelf space. On the other, there were the giant FMCG companies like Unilever and PG. There were also local competitors like HLL-Lakme in India, Dark and Lovely in Africa, and the erstwhile Shu Umera in Japan (LOreal later acquired this brand). Dove brand has grown inIndia from a mere à ¢Ã¢â‚¬Å¡Ã‚ ¬12.5 Mio to à ¢Ã¢â‚¬Å¡Ã‚ ¬85 Mio in 2006 with products across the soap, shampoo, deodorant and skin care segments.Dove brand became Indias premium brand within one year of its launch. Some years ago the key to success was penetration in the market but it has changed now to educating the target customers about the benefit of the product and using it the right way. Unilever in India is well positioned because they have the right portfolio, focussed brands and operates at various price points. Being the market leader in India and estimated market growth is at 40-50%, Unilevers strategy is to build the market and translate other opportunities for launching new products like serum, masks and treatments under umbrella brand of Dove. To continue its leadership position, Unilever is constantly upgrading Dove from time to time to meet customers needs like Dove Daily, Dove dry therapy, Dove breakage therapy and son on. Levers strategy is to build rural market for increasing consumption level. Market estimate that 80% rural population have used shampoo but the big challenge is to convert the one time consumers to repeat purchasers, are they buying next weekà ¢Ã¢â€š ¬Ã‚ ¦.next month, next quarter? The strategy and challenge is to go deeper to media dark villages and build sales which will become the market of the future. Just for an example close to 30-40% of UP, the largest state in India, is media dark. Unilever in India has started running one of their largest consumer connect initiatives Khushiyon Ki Doli. It allows them to go deeper to villages with population of 5000 people. The heartening part is that consumers are will to embrace new things in life if they see a value proposition. The strategy of Unilever is broadly on the following basis: Adopted Total Productive Maintenance (TPM) which means Zero Error and Zero Loss Short supply chain module to enhance customer service To meet everyones needs at various product level and price points Penetrate, educate and build markets for the future> Project Shakti is targeted towards reaching small villages through micro financing model to reach village women. Integrate economic, environmental and social objectives with sustainable business agenda. Conclusion:

Macbeths Varying Atmosphere :: Macbeth essays

Macbeth's Varying Atmosphere      Ã‚   Concerning the atmosphere in William Shakespeare's Macbeth, the reader might say that it is ever-changing and yet constant in many ways. Let us look at it in this essay.    L.C. Knights in the essay "Macbeth" mentions equivocation, unreality and unnaturalness in the play - contributors to an atmosphere that may not be very realistic:    The equivocal nature of temptation, the commerce with phantoms consequent upon false choice, the resulting sense of unreality ("nothing is, but what is not"), which has yet such power to "smother" vital function, the unnaturalness of evil ("against the use of nature"), and the relation between disintegration in the individual ("my single state of man") and disorder in the larger social organism - all these are major themes of the play which are mirrored in the speech under consideration. (94)    Charles Lamb in On the Tragedies of Shakespeare comments on the atmosphere surrounding the play:    The state of sublime emotion into which we are elevated by those images of night and horror which Macbeth is made to utter, that solemn prelude with which he entertains the time till the bell shall strike which is to call him to murder Duncan, - when we no longer read it in a book, when we have given up that vantage-ground of abstraction which reading possesses over seing, and come to see a man in his bodily shape before our eyes actually preparing to commit a muder, if the acting be true and impressive as I have witnessed it in Mr. K's performance of that part, the painful anxiety about the act, the natural longing to prevent it while it yet seems unperpetrated, the too close pressing semblance of reality,give a pain and an uneasiness [. . .]. (134)    D. F. Bratchell in Shakespearean Tragedy record's Charles Lamb's consideration of   Macbeth's atmosphere as essential to the purpose of the play:    For Lamb the essence of the tragedy in Macbeth lies in the poetically suggested atmosphere of horror and evil impulse, readily seized upon by the imagination of the perceptive reader, whereas stage representation concentrates the mind on the action. (133-34) Roger Warren comments in Shakespeare Survey 30 , regarding Trervor Nunn's direction of Macbeth at Stratford-upon-Avon in 1974-75, on opposing imagery used to support the opposing atmospheres of purity and black magic:    Much of the approach and detail was carried over, particularly the clash between religious purity and black magic.

Imperial Rome and han China

During the classical period, many civilizations and large land bases were formed. Of these many civilizations, two main ones were Han China and Imperial Rome. Although Han China and Imperial Rome both had similar government structures and trading systems, they both had two very different militaries. Han and Imperial Rome both exercised political control through similar government structures and social hierarchies.There were many elites who supported Han China’s emperor, Wu di and the â€Å"mandate of Heaven. † In Han, their government hierarchies were based on confusium. The followers of this included many bureaucrats, common people, and peasants. Imperial rome had a had a very similar way of ranking these people. Rome had a main leader. Emperor Augustus Ceasar. The top class in Rome was then bureaucrats and politicians, much like Han China. Below them came merchants, common people, and peasants.Then even below them came Slaves used for labor, but this was only used in Imperial Rome. This ranking system was a major similarity between these two civilizations political structure, and structure both civilizations greatly. Even though Imperial Rome and Han had very similar political structures their militaries were very different. Rome's military was used to reinforce laws, and was very strong and powerful, unlike Han china. In Han China, their military is mainly used for less important issues.The emperor in Imperial Rome headed the military, and in Han China, the emperor was not the only one heading the military. Rome and Han China’s trading system was very similar. These two civilizations both traded on the silk road. The silk road was a group of trading routes that spread between Asian, European, and African civilizations. Many things would be traded on these systems including fabrics like silk, produce, and many more. Because Han China and Imperial rome both used this, there trading system became very alike.Because of the trade between many different civilizations, and generic weights and measurement system had to be made so everyone could understand. This trading system was just one of the many similarities between Han China and imperial Rome. Over all, Han China and Imperial Rome had many similarities and differences and were two very well known civilizations. Although Han and Rome both had similar political structures and trade systems, their militaries were very different. These were both well runned civilizations but both had their flaws.

Henri Fayol five rules of management Essay

Fayol’s first â€Å"rule† is foresight. Coca-Cola â€Å"complete[d] a plan of action for the future† (37) by planning to find a leader that could help â€Å"Coke recapture its previous growth pace and stock value without Goizueta’s legendary leadership.† (W-7) Fayol’s second rule is organization. Coca-Cola took care of this rule of management by being â€Å"very sensitive to local market conditions.† (W-7) They used bottlers that were local or one’s not entirely owned by the Coca-Cola Company. This allocation of local bottle companies â€Å"provide[d] and mobilize[d] resources to implement [Coca-Cola’s] plan.† (37) The next of Fayol’s rules is command. Coke implemented this rule by selecting Douglas Daft to take over as chairman and CEO in 2000 for Douglas Ivester. After being appointed CEO, Daft constructed a new executive management team consisting of just ten persons. This made management of the company more efficient since there were fewer jobs to worry about and fewer resources needed to do these jobs. The fourth rule of Fayol’s model is coordination. Coke had a major problem after introducing New Coke. They solved this problem by refraining to put out new products until they were certain that it would prosper. They resisted the temptation to follow the latest trend and used the motto â€Å"If it ain’t broke, don’t fix it.† When Coca-Cola finally felt ready to put out a new product they introduced Vanilla Coke and non-carbonated beverages to appeal to a broader range of consumers. Finally, Fayol’s last rule of management was control. To keep the company on track with the plan, Daft appointed twenty-four division and operations presidents to make sure the aims of the company were being upheld and attained. 2. Consider the following quote from Coca-Cola’s statement on diversity: â€Å"We embrace our commitment to diversity in all its forms at The Coca-Cola Company as a core value. Diversity – of race, gender, sexual orientation, ideas, ways of living, cultures and business practices – provides the creativity and innovation essential to our economic well-being. Equally important is a highly motivated, healthy and productive workforce that achieves business success through superior execution and superb customer satisfaction.† This quote can be related to the Coke case by the way that Coca-Cola selects its type of advertisement based on the target location. Another way they embrace their commitment to diversity is by their release of new products such as Vanilla Coke and non-carbonated beverages to meet the diverse needs of consumers. The quote can be related to the behavioral approaches to management by Daft’s decision to make the company a more entrepreneurial organization and slimming down on the number of executive managers. 3. How does Coca-Cola score on the eight attributes of performance excellence? On the eight attribute of performance excellence, Coca-Cola scores very well. The eight attributes can clearly be seen in the company: Bias toward action by making a decision to appoint Daft as the new CEO because they feel he will get things done better than Ivester. Closeness to the customers by using local companies to bottle and distribute Coke products so that the community is getting back from the products they purchase. Autonomy and entrepreneurship by coming out with new products like Vanilla Coke, Diet Vanilla Coke, Diet Coke with lemon, and non-carbonated beverages. Productivity through people by giving responsibility for implementing the company’s six strategic priorities to Coca-Cola employees. Hands-on and value-driven by seeking to reach the status the company had  under Roberto Goizueta. Sticking to the knitting by not producing new products after the failure of New Coke and sticking with the original product that got them their success until they were truly ready to release new products. Simple form and lean staff by Daft cutting his executive management team to just ten people.   Simultaneous loose-tight properties by broadening their beverages and creative service while maintaining the same image and standards the company conveys. 4. Do you think Douglas Daft will be successful in regaining the growth and value experienced under Roberto Goizueta? I do not think Douglas Daft will be successful in regaining the growth and value experienced under Roberto Goizueta because there is so much more competition today among carbonated beverages and Pepsi is coming up in status. Another factor is the fact that people are becoming healthier and drinking less carbonated drinks and switching to a healthier choice in water and sports drinks like Gatorade.