Wednesday, November 27, 2019
Richord Cory Essays - Richard Cory, Cory, Nirvana, Kurt Cobain
Richord Cory The lifestyle of fame and fortune is not always what it seems to be. It may seem that the big houses, the fancy cars, or even the men or women that seem unattainable lead to happiness. That is not always true though. In 1994, Kurt Cobain the lead singer of a popular band called Nirvana committed suicide. Kurt was on the top of the world and nothing was going to bring him down. He had money, fame, and even a loving family, but he still found a reason to kill himself. In Edwin Arlington Robinsons poem Richard Cory the some exact thing happened. All the towns people liked Richard Cory, he was well educated, a perfect gentleman when he talked to people, and he was extremely rich. Just because a person has better things than we do does not mean that they are always happier. Money and possessions does not give people happiness in their life, but it does give them misery and sadness. Richard Cory was well liked by the towns people not only because he was rich and smart, but also he was a gentleman from sole to crown, clean favored, and imperially slim (1. 3-4). Whenever Richard Cory went somewhere the people around him felt his presence. He was always nicely English Essays
Sunday, November 24, 2019
French Compound Tenses and Moods
French Compound Tenses and Moods Conjugations for the different French verb tenses and moods can be divided into two categories: simple and compound. Simple tenses and moods have only one part (e.g., je vais) whereas compound tenses and moods have two (je suis allà ©). This lesson will explain everything you need to know about the more complicated compound conjugations.But first, a chart: the simple tense or mood on the left is used to conjugate the auxiliary verb for the compound tense or mood on the right, as demonstrated with the verb avoir (to have). Simple Compound Present tu as (you have) Pass compos tu as eu (you have had) Imperfect tu avais (you were having) Pluperfect tu avais eu (you had had) Pass simple tu eus (you had) Past anterior tu eus eu (you had had) Future tu auras (you will have) Future perfect tu auras eu (you will have had) Conditional tu aurais (you would have) Conditional perfect tu aurais eu (you would have had) Subjunctive tu aies (you have) Past subjunctive tu aies eu (you had) Imperfect subjunctive tu eusses (you were having) Pluperfect subjunctive tu eusses eu (you had had) Imperative (tu) aie ([you] have) Past imperative (tu) aie eu ([you] have had) Present participle ayant (having) Perfect participle ayant eu (having had) Infinitive avoir (to have) Past infinitive avoir eu (to have had) Please note that I have provided (English translations) to give you an idea about the differences in meaning, but there may be other possibilities. For detailed information about each tense and mood, click the links to read the lesson. You might also find this lesson helpful: Translating French verbs into English. See other French verbs conjugated into all the tenses and moods: Simple Compound aller aller avoir avoir tre tre prendre prendre There are four things you need to know about French compound tenses and moods in order to conjugate and use them correctly. 1. Two-part conjugations Compound tenses/moods are always made up of two parts: the conjugated auxiliary verb (either avoir or à ªtre) and the past participle. French verbs are classified by their auxiliary verb, and use it for all compound moods/tenses. That is, avoir verbs use avoir in all of the compound tenses/moods, and à ªtre verbs use à ªtre in all the compound tenses/moods.In the chart on page 1, the tense/mood in the first column is the conjugation used for the auxiliary verb of the compound tense/mood listed in the second column.For example, aller is an à ªtre verb. So the present tense of à ªtre, Il est, is the conjugation used for the passà © composà © of aller: Il est allà ©Ã‚ (He went).Manger is an avoir verb. The future of avoir, Nous aurons, is the conjugation for the future perfect, Nous aurons mangà ©Ã‚ (We will have eaten). 2. Agreement There are two different types of agreement with compound tenses and moods, depending on whether youre dealing with à ªtre verbs or avoir verbs.Être verbs: In all compound tenses/moods, the past participle of à ªtre verbs has to agree with the subject of the sentence in gender and number.   Il est allà ©.   He went.   Elle à ©tait allà ©e.   She had gone.    Ils seront allà ©s.   They will have gone.   ...quelles soient allà ©es.   ...that they went.Avoir verbs: The past participle of avoir verbs that are preceded by a direct object must agree with the direct object*   Les livres que tu as commandà ©s sont ici.   The books that you ordered are here.   La pomme ? Je laurai mangà ©e.   The apple? I will have eaten it.    Mes sÅ“urs... vous les aviez vues ?   My sisters... had you seen them?*Except for ve rbs of perception and the causative.When the direct object follows the avoir verb, there is no agreement.   As-tu commandà © des livres ?   Did you order some books?   Jaurai mangà © la pomme.   I will have eaten the apple.    Aviez-vous vu mes sÅ“urs ?   Had you seen my sisters?There is no agreement with indirect objects.   Je leur ai parlà ©.   I talked to them.   Il nous a tà ©là ©phonà ©.   He called us.Learn more about agreement 3. Word order: Pronouns Object, reflexive, and adverbial pronouns always precede the auxiliary verb in compound tenses/moods:    Je te lai donnà ©.   I gave it to you.   Il lavait fait.   He had done it.    Nous y serons allà ©s.   We will have gone there. 4. Word order: Negation Negative structures almost always surround the auxiliary verb**    Je nai pas à ©tudià ©.   I didnt study.   Nous naurions jamais su.   We would have never known.**Exceptions:   a) In the past infinitive, both parts of the negation precede the auxiliary verb:       Jespà ¨re ne pas avoir perdu.      I hope I didnt lose.   b) Personne, aucun, and nulle part follow the past participle:      Je nai vu personne.      I didnt see anyone.      Je ne lai trouvà © nulle part.      I couldnt find it anywhere. 34. Word order with pronouns and negation When the sentence includes a pronoun and negation, the pronoun is placed in front of the auxiliary verb, and then the negative structure surrounds that pair:Subject  ne pronoun(s) auxiliary verb negative word past participle.   Nous ny serions jamais allà ©s.   We would never have gone there.   Je ne te lai pas donnà ©.   I didnt give it to you.For detailed information about the conjugations and uses of the individual compound tenses/moods, follow the links in the summary table on page 1. Other two-verb constructions In addition to compound conjugations (auxiliary verb past participle), French has other two-verb forms, what I call dual-verb constructions. These consist of a semi-auxiliary verb plus an infinitive, and the rules regarding agreement and word order are somewhat different - learn more. For more information about how all the different French tenses and moods fit together, take a look at our French verb timeline.
Thursday, November 21, 2019
Enterprise Resource Planning- Business Process Reengineering Essay
Enterprise Resource Planning- Business Process Reengineering - Essay Example Organizational goals and the ability to meet them are vital and can be made possible only when the collective force of the employees are aligned to the goals of the organization. Businesses have found that the key to successfully completing and accomplishing projects is often through the development of teams. No employee functions by himself. Teams are an imperative part of an organization and therefore teamwork on part of the workforce becomes essential. Teamwork has become an essential element for the success and survival of a business. The team manager is often entrusted with the responsibility of delivering results on behalf of the team and it is therefore no surprise that organisation look for teamwork as an important skill when recruiting MBA's. A productive team has players that share common goals, a common vision and have some level of interdependence that requires both verbal and physical interaction. They may come together for a number of different reasons, to achieve a sales target, to formulate a marketing campaign or brainstorm ideas for a new product etc. Their goals are united by the single cause of achieving the optimum performance and experience success. The destination may vary, but the means by which one gets there is the same - teamwork. Teamwork makes every individual accountable for the result. ... yles come together, their point of view of a particular issue is varied, making it more interesting and encompassing and gives a wider and deeper perspective to the issue at hand. It entails better decision making amongst the group. While teamwork promotes the ability to respect another person's opinion, it also builds the capability to counter it constructively when it may not be exactly compatible with the rest of the team. True collaboration, however, is more difficult to achieve. This is because although the team performs exceedingly well, there will always be certain members of the team who portray themselves as major contributors to get a greater share of the credit. Each individual is swayed by the fact that in real life, individuality is rewarded more often than team participation. All appraisals and raises are tailored more towards individual performances rather than teams. Hence, this sets up a competitive streak in the employees. It must be accepted that some competition among employees is helpful because it keeps workers interested in their jobs. It also motivates them to work a little bit harder than their coworkers, and induces their performance towards excelling. It is not without troubles when it reaches severely elevated levels. It is often hard to sit back and watch someone else take the credit. When a job or promotion is at stake, competition may reach unacceptable levels in the workplace. With the highly competitive culture being prevalent in the current day scenario, employees are often moved into the competing mode naturally. Competitiveness among employees largely is promoted by the organization culture. Managers may pitch employees against each other and challenge their coworkers just to get that extra work out of them. Showing employee
Wednesday, November 20, 2019
Book Review on 'The Modern Firm' Essay Example | Topics and Well Written Essays - 1500 words
Book Review on 'The Modern Firm' - Essay Example Thus, these insights can be more readily applied to any developing business firm to achieve the desired level of success. According to the Economist, The Modern Firm is the "..best business book of the year...deserves to be a classic...Nobody, it can now be said, is fully fit to run a modern firm until they have read "The Modern Firm. " (The Economist, 16th December, 2004). Times also agrees with Economist calling the book â€Å"interesting†that is not so in many business literatures. Objective The book’s objective is to explicate some of the core concepts in organizational economics in a language accessible also for the lay people (Fredrick Tell, November 2006). The Wave of Change In this book a strong conceptual framework has been developed to analyze the interrelation between business environment, competitive strategy and organizational design features. According to Fredrick Tell, the essential problem that Roberts discusses is how features of strategy and organizat ion can be modified by a â€Å"designer†so as to achieve higher level of performance in relation to the firm’s context. Industries from all the corners of the globe are introducing new and modern designs for their organizations. They are going in for better and innovative architecture. They are changing their processes and routines. Thus, we find that the total corporate culture is undergoing a dramatic transformation in a bid to maximize their profit. However, all these changes are contributing towards a great upheaval that promises to reconstruct the entire organization. Hence, we can see that the values and beliefs of any organization are greatly transformed with the passage of time. The changes do not stop at the infrastructure level but move on to the power making authorities too. Hence, newer governing bodies are being formed within the organizations that affect the overall decision taking authority. The organizational charts are being redrawn while the manpower is shrunk and made as diverse as possible. Outsourcing is also coming up as a cost effective and simple solution that solves much of the productivity problems. The mechanism to reward and motivate people is being revamped. The information system is also being redesigned to include latest technologies. Hence, the entire organization is suffering a facelift to present the business in a healthier and better way. Compulsory Changes John Robert argues in favor of these changes as he says that they are compulsory for the growth of the industries. He says that these changes would affect the organization in a better way and accelerate the companies’ performance and growth. However, the writer cautions that the change should not be done to the cost of the basic profit formula. The industries that are already successful and showing great monetary returns should continue to embrace that winning formula while affecting the required overall change. The Determinants of Performance Accordi ng to the writer, the performance has three determinants- Strategy, Organization and Environment. Strategy: What merchandise is suitable for which market? Organization: It consists of a collection of workers and the way they are grouped. Environment: Customers, competitors, technology, regulatory and regal context, various social, demographic and political features, and so on. When all three determinants work in accordance with each other then the performance level is maximized that result in a greater level of achievement. PARC PARC is Roberts’
Sunday, November 17, 2019
Oil Drilling and Arctic National Wildlife Refuge Essay
Oil Drilling and Arctic National Wildlife Refuge - Essay Example al Plain of the Arctic National Wildlife Refuge: Updated Assessment, states that the coastal plain region harboring the 1.5 million-acre 1002 Area is "the largest unexplored, potential productive onshore basin in the United States." The oil industry has long argued in favor of the drilling for oil in the ANWR, but the idea was unpopular for decades among many members of the public and the U.S. government and no drilling was permitted. (Botkin and Keller, 2003) Analysis of Benefits and Costs As with all industrial developments especially in oil projects, issues actually revolve on just two opposing forces: environmental and social impacts. We are aware that ecological importance has become a major issue that must be included in our ventures due to the fact that we can not tolerate pollution anymore. However, most job generating and welfare increasing measures are only possible with the introduction of business that may have environmental repercussions. This dilemma is further highlighted by the ANWR issue. In this section, we take a look at the arguments in favor and not in favor of drilling in the ANWR. Arguments in Favor of Drilling a) The United States need s the oil and it will help us to be more independent on imported oil In the introduction, it was mentioned that oil prices rose dramatically in the United States due to problems in supply and legislation. However, this was actually just the fourth oil shock since 1973. The first one occurred when the Arab oil embargo of 1973-1974 occurred. Arab oil producing countries cut back productions and imposed an oil embargo on shipments forcing Americans to wait in lines to receive limited amounts of gasoline. Prices of oil more than doubled. The second occurred in 1978 with the overthrow of the Shah of Iran which... After having known both sides of a coin, we are now in a position to state our recommendation. In many industrial issues, a point where both sides supposedly found equal footing has been made. Suffice it to say, the developments pushed thru. In this study, however, we cannot find such point because in the developments where they were able to find one, immediate and long term environmental degradation became prominent. For sure, developments will bring about wealth and increased economic activity and we certainly do not want our country to be dictated by other countries. However, hard science and numerous experiences have proven that the development can negatively affect the wilderness as what had happened to Prudhoe Bay. Once development starts, there will be no stopping companies and those who benefits from it from finding a way to skip all those legal limitations. The development is actually a black hole problem where development results to further developments which results to fur ther expansion and so on and so forth. Congress voted not to drill in 2002. I agree with them. It is not that I do not want Alaskans to prosper. It is because there are technologies available already which are cleaner and greener. Alternative energy sources such as solar, geothermal and wind power are proving themselves to be business friendly and sufficient for customer demand.
Friday, November 15, 2019
Malaysian Pharmaceutical Retail Industry Objective
Malaysian Pharmaceutical Retail Industry Objective The report aims to provide an overview retail pharmacy industry and evaluate factors that propel and restrain the market, government policies, sales trends, potential growth and market outlook. Challenges related to the pharmaceutical retail sector will be outlined and assessed, and insights into marketing plans being deployed to tap into available market opportunities in Malaysia will also be discussed. Malaysias retail pharmacy : an overview Malaysia comes in at fifth in healthcare expenditure when compared to select Asian nations, and is growing at approximately 13% annually (Frost Sullivan 2008). The total national expenditure on healthcare in 2009 exceeded USD 7 billion, and is projected to surpass USD 10 billion by 2020. Retail pharmacy sector presently however contributes only to 17% of the total expenditure only due to restrictions pertaining to government policies, profession workforce, and population perception. The retail pharmacy sector traditionally can be described using organization size and product/service mix criteria. Sole units are comprised primarily of independent pharmacies, usually owned by pharmacists. Multiple-unit pharmacy organizations, or chains, can be divided into small chain and large chain (e.g. 30 or more units). In addition to organization size, the retail pharmacy sector can be characterized by the product/service mix of the organizations, though there is some blurring of this distinction. Some traditional categories include, supermarket (e.g. AEON), and, beauty and healthcare stores (e.g. Guardian, Watsons). Pure drug store is virtually non-existent in the Malaysian retail pharmacy sector as a result of no dispensing separation between the pharmacists and medical practitioners whereby pharmaceutical products can be sold and dispensed by medical practitioners as well. Consequently, this policy, have and still negatively impacting the pharmacy profession practice and retail viability of pure drug store in Malaysia. Therefore, current retail pharmacies generally offer both pharmaceutical and non-pharmaceutical product/services to maintain viable in Malaysian market. The major participants in the Malaysian retail pharmacy scene are multinational corporations such as GCH Retail (M) Sdn Bhd and Watsons Personal Care Store, local companies such as Caring Pharmacy and Trustz Pharmacy, and a plethora of small independently operated pharmacies. In 2009, the multinationals, GCHs Guardian and Watsons collectively dominated 54% of the total market share whilst 46% was divided among local retail pharmacies as shown above (Euromonitor 2010). Generally experienced in dealing with large industries, these multinational corporations compared to the domestic counterparts, have the experties in handling processing, packaging, logistics, inventory management etc. In addition, they have the advantages of economies of scale, retailing of in-house brand, increase in market profit and share, and wider discount parameter for retail healthcare products. chapter 1 External and internal factors influencing retailers marketing strategies In this bearish economy, retailing in Malaysia recorded a downtempo in current value growth (CVG) in 2009 compared to previous year but still at a positive pace (Euromonitor 2010). GDP forecast was reevaluated in May 2009 from 4% to 5% decline for 2009 in light of deteriorating international economic outlook (Euromonitor 2010). While consumer confidence dwindled, discretionary spending was reduced but appeared willing to spend a little bit more during promotional period or turned to cheaper alternatives such as mid-priced/economical in-house brands or generic medications. With ongoing urbanization trend, higher education levels and better living standards generated greater enthusiasm among post recession shopperconsumers regarding self-medication. This further strengthened the importance of retail pharmacies as consumers were able to acquire OTC healthcare, nutritional products and prescription drugs from retail pharmacies. Overall trend of the retail pharmacy sector is gearing towards the sales of generics and OTCs in times of recession. Price of generics are generally lower, 27%-90%, compared to branded/innovator products (Shafie Hassali 2008). Therefore a more cost friendlier option for consumers whilst profit margins of generics are higher than branded/innovator products, which is favorable to retailers a win-win solution. However, sales of non-prescription products such as OTCs, TCMs, vitamins and supplements are still the main contributor to the retail pharmacys revenue at 79%. These products similarly are seeing growth in sales fueled by gains in cough, cold and allergy remedies, amid global slowdown since 2008. Having said so, retailers still employ different marketing strategies to distinguish themselves from existing competitors and attempt to reposition themselves as market leaders some successful while some struggled. Strategies pertaining to each of the different type of organizations will be further discussed as follow: Strategies employed by multinational corporation The multinationals (i.e Guardian, Watsons) have taken a broad spectrum approach by attempting to diversify from traditional dispensing services common to the concept of a pharmacy, into other other market segments regarding to general healthcare and beauty solution to penetrate into wider consumer segments during the time of recession. The retailers responded by engaging in regular promotions and extended sales period to encourage spending and offering a combination of both pharmaceutical services with beauty care. Rapid expansion strategies undertaken by leading chained retailers resulted in a substantial escalation in the chained store numbers in the nation. 2009 saw a slight improvement in the average selling space per outlet of beauty and health specialist retailers. More retailers began opening stores in shopping malls which were larger than their standalone establishments. Most beauty and health specialist retailers launch their retail chains in Klang Valley. This is largely due to greater purchasing power among urban consumers. Nonetheless, more beauty and health specialist retailers are expanding outside Klang Valley in order to serve the rising population and growing purchasing power of consumers in East Malaysia and secondary states. Launching of budget in-house brand is to cover a wider range of consumer segment. Guardian: target market, product and services, promotion GCH Retail (M) Sdn Bhd is a wholly-owned subsidiary of a Hong Kong based Dairy Farm International Holdings Ltd, listed on the Hang Seng Stock Exchange. Dairy Farm International Holdings Ltd is 78% owned by the Jardine Matheson Group, which is listed on the FTSE Stock Exchange in addition to secondary listings on the Singapore Straits and Bermuda Stock Exchanges (Euromonitor 2010). In Malaysia, the company is involved in the operation of Guardian pharmacy, Cold Storage supermarket and Giant hypermarket outlets. In 2009, as a result of its aggressive outlet expansion, with 20 new Guardian outlets, and proactive promotion including daily specials boosted the companys pharmaceutical market share to 35% Figure 2.0, occupying the largest cut of the retail pharmacy market segment. GCH Retails Guardian brand is leading the pack because the retail format is gradually becoming popular in Malaysia. For instance, Guardian spearheaded the concept of modern retail pharmacy by providing professional consultation and service by registered pharmacists, plus holistic health and personal care solution. GCH Retails in-house brand offers quality products at affordable prices because the companys in-house products are manufactured and sourced locally. Moreover, the company, targeting all consumer segment, from low to high income earners, was very aggressive in promoting its home brand products in terms of advertising and promotions, while also developing its product ranges. For instance, Guardian dedicated half a page or full-page advertisements in their in-store brochures or leaflets for their in-house brand products. GCH Retails share of in-house brand products has been growing steadily largely due to developing brand recognition as well as the wider range of items available. In response to the Malaysian governments support initiatives designed to spur small and medium sized enterprises (SMEs) in Malaysia, it is expected that the company will continue to source new products for its in-house brand lines. External and internal factors analysis External Internal Threats Economic slowdown Decentralized marketing function: inconsistent brand image Weaknesses Retracted consumer spending Increased rivalry between competitors Opportunities Import/Export: Malaysian Ringgit vs Hong Kong Dollar Good management: able to respond to market change Strength Change in consumers spending pattern Both external and internal factors influence how the company decides to operate. The external factors will be the same for all the market players. Watsons personal care store: target market, product and services, promotion Watsons Personal Care Stores (WPCS) is a subsidiary of the AS Watson Group which is wholly owned by the Hong Kong based Hutchison Whampoa Ltd listed on the Hang Seng Stock Exchange main board and has been in Malaysia since 1994. Being the largest beauty and health retail chain in Asia, in Malaysia, with 211 outlets nationwide following the successful merger and acquisition of Apex Pharmacy Sdn Bhd in Jun 2005, WPCS is one of the most accomplished personal care chain stores (Euromonitor 2010). In 2009, albeit with pharmaceutical value share of 19% Figure 2.0, due to increasing number of beauty and health specialist retailers, WPCS remained the largest community pharmacy retail chain in Malaysia. Having said so, continuous marketing efforts and promotions such as television advertisements, complimentary beauty and health information to consumers, and storewide 20% discount campaign, helped restrain its fall in value share. WPCS offers competitively priced and quality in-house brand products. Its in-house brand lines consist of a larger proportion of cosmetics and toiletries, disposable paper products, OTC healthcare products, bottled water and electrical items, is mainly designed for mass consumers, especially the budget end of the market. The company has been very active in pushing its in-house brand. For example, it has dedicated more shelf space in-store for its inhouse brand items. Coupled with growing brand recognition, as well as a wider range of products, the companys share of in-house brand has grown steadily. External and internal factors analysis External Internal Threats Economic slowdown Over expansion resulting in dissipated consumer services Weaknesses Retracted consumer spending Increased rivalry between competitors Opportunities Import/Export: Malaysian Ringgit vs Hong Kong Dollar Extensive outlet coverage nationwide Strength Change in consumers spending pattern Strategies employed by smaller pharmacy Marketing model of smaller pharmacies focus on establishing good rapport with its customer base and to provide individually customized pharmaceutical services for their clients to cater on the needs of selected consumer segments. The smaller retailers responded by provided extended hour services for the convenience of consumers after working hours access to pharmaceutical items and advice. Loyalty marketing is introduced to maintain or expand their customer base in light of even more competitive environment. A loyalty program may be specific to an individual retailer, or an independent coalition scheme involving a few partners. The latter model is gaining popularity in Malaysia and is established in Europe, Australia and Canada. Specialized services exclusive to pharmacy such as pre-packed dosettes medications to ensure better compliance to medicine, insulin dose adjustments for uncontrolled diabetes management and methadone replacement therapy for heroin dependent patient, cater to unique patients segment that is gradually increasing. Caring pharmacy: target market, product and services, promotion Caring Pharmacy Sdn Bhd is a group of pharmacies under one banner collectively shares the same supply and inventory management similar to that of chain stores, however each outlets are independently owned and operated by pharmacists. Caring Group currently have 46 registered pharmacists operating 40 outlets in Klang valley. Therefore giving the Group the highest number of pharmacist to outlet ratio among retail pharmacy operators in Malaysia. With market share of 12% in 2009 Figure 2.0, Caring is emerging fast as one of the most established local community retail pharmacy. Providing extended hour services from the early hours up to midnight proved to be a potent strategy in establishing its market share as it provides time flexibility to consumers. Caring offers professional consultation by registered pharmacists on uncomplicated ailments and medication management solutions such as pre-packed medications similar to the multi dose Webster-Pak ® for the consumers convenience. The group has been actively promoting its pharmacist consultation service. For instance, public awareness talks by pharmacists on health topics such as hypertension, diabetes, weight-management etc. are frequently organized. Launched in 2006, the first pharmacy reward program as a points accumulation and gift redemption card with Malaysias premier multi-party loyalty program BonusLink, enabled Caring to establish closer contact with their regular clients. External and internal factors analysis External Internal Threats Economic slowdown Too focused on domestic/localization growth Weaknesses Retracted consumer spending Increased rivalry between competitors Opportunities Change in consumers spending pattern Good corporate core value: pharmacist service for all consumer segments Strength chapter 2 Strategic recommendation for the retail pharmacy industry The Malaysian as well as the global economy continued to see tough times in 2009. Despite an unemployment rate that was on the rise and consumer spending falling, consumers remained largely loyal to established pharmacy names when it comes to fulfilling their healthcare needs. Some consumers also switched to self-medication in times of minor ailments as a bid to go back to work for fear that they might lose their jobs in the recession. Retail pharmacies are seeing an increase in consumer sales contribution of 0.2% for 2009 against 2008. This was largely due to the expansion of outlets such as Watsons which attracted consumer interest for its one-stop shopping. In 2007, the population in Malaysia was reported to be just over 27 million which, according to United Nations Department of Economic and Social Affairs. By 2015, its projected that Malaysias population will reach more than 30.7 million. Currently, the country has relatively young population, with nearly 60% Malaysians below the age of 30 in 2007. Regardless, the population is steadily aging, with the median age of the population increasing from 22.5 years in 1995 to 24.6 years in 2007. The aging population in Malaysia, usually earning more than their younger counterparts and are usually relatively established in terms of family and home and more aware of their health status, is expected to drive consumer healthcare expenditure. Consumer of this category is expected to drive increased demand for medical and health-related products and services, including pharmaceuticals and OTC drugs, vitamins and dietary supplements, health drinks and medical equipment. On the other hand, its projected that still over one-half of the Malaysian population will be under 30 years-old in 2015 so, while there will be some new emphasis on products for older consumers, younger consumers will remain a potent force, exercising significant purchasing power and driving continuing demand for the wide range of youth oriented products. This category of consumers are becoming more health conscious, recent survey that 80% of fast moving consumer goods shoppers now think about their health more than they did before. Hence, this will spur demand for core healthcare products and influence sales in tangential sectors such as food and beverages, and healthcare services. Offer Mix : Product portfolio adjustment and pricing tactic Product portfolio adjustment As living costs, including healthcare costs, are expected to rise, consumers will be more endeavous to try out economical in-house brand products and self-medicate, respectively. Additionally, more consumers understand the helpfulness of vitamins and dietary supplements as preventative measures against environment, diet and age-related ailments such as joint and back pain, immune systems, osteoporosis and lack of balance nutritional values. The relatively fast growth rate of consumer healthcare sales was not equally spread among in-house brand lines. It should be noted that not all categories saw higher in-house brand growth, as some were mostly dependent on growth by branded products. Within consumer healthcare, in-house brand product line is expected to grow in wound treatment products such as sticking plasters and topical germicidal/antiseptic Figure 3.0, especially in the midst of an economic slowdown and an influenza A (H1N1) outbreak, respectively. Coupled with strict registration requirements in Malaysia for all medicines, either branded or generics, in-house brand is unlikely to perform well in consumer healthcare categories such as oral analgesics, cough, cold and allergy (hay fever) remedies or digestive remedies as consumers remained largely loyal to established brands mainly because these brands are long-time trusted names that consumers find most effective or have simply grown accustomed to purchasing. However, consumers will increasingly demand convenient and effective products so as to meet their increasingly stressful and busy lifestyles. Therefore, easy to apply or easy to use products such as Nexcare Acne Patch and Gaviscon Liquid Sachets are expected to attract consumer interest, especially among the younger generation of the population. Retailers will need to expand their consumer healthcare product ranges in order to maintain competitive in the market. However, retailers should focus on producing lower-cost and in-house branded products such as topical analgesics, antipruritics, other wound treatments, vitamins and dietary supplements, that enjoy strong demand among consumers. Pricing tactic Consumers will be shopping around for the best deals. It is not necessary for retailers to cut list prices, but may offer more short termed price promotions, lower quantity threshold discounts, provide credit to long-standing customers, and more aggressively price smaller pack sizes. In tough times, price cuts attract more consumer support than promotions such as mail in offers and sweepstakes. Promotion mix : conventional advertising and online marketing Despite the growth of electronic communications, printed newsletter and television still play an important role in Malaysians daily life and their pursuit of information and entertainment. As shown in Figure 4.0, printed adspend dominated 54% followed by television adspend at 37% of the total adspend respectively for the year 2009. Major newspapers include three English-language dailies, two Malay-language dailies, five Chinese-language dailies, and two Tamil-language dailies. The Malaysian has a wide range of magazines covering lifestyle, fashion, business, and special interest topics such as fishing, motoring, health and wellness and childcare. Magazines in Malaysia are usually published on a fortnight or monthly basis and are available via subscription, at retail outlets, convenience shops and small grocery stores. The internet has had a significant impact on Malaysia over the past several years. The number of internet users grew from nearly five million users in 2000 to more than 12 million users in 2007, reflecting growth of 144%. Just as significantly, the household penetration rate of personal computers in Malaysia increased from 13.5% in 1995 to 34.7% in 2007. Tethered with such growth, online adspend recorded 72% spike growth from 2007-2009, and is expected to continue capturing readership share at the expense of printed media, in-line with household penetration rate of internet-enabled computers increases in Malaysia. Mobile advertising will be in vogue as internet handheld devices gains market penetration, particularly among the younger population. Advertising platforms such as Apples iAd is a prime example of cutting-edge mobile advertising where advertisements are not just informative but interactive as well. Advertisements of this kind, can be updated real time by retailers with short-term sales promotion similar to Malaysia Airlines Lunch-hour flight deals or provide interactive online shopping experience, will revolutionize conventional concept of promotional advertising. Hence, internet will have an impact on how retailers attempt to reach Malaysian consumers and, in a less significant but nevertheless growing way presently on how Malaysians shop. However, as in most countries, online advertising and internet retailing is expected to increase. conclusion Consumers in Malaysia are changing their healthcare shopping behavior in various ways at times of recession. While many opted for other more economical retailers, there are some who remained loyal to their preferred retailers while reducing the number of trips and spending. They are more comfortable in seeking out deals and using coupons, and will purchase both in-house brands or branded products whichever provides the best value. Definition of value is also changing. Previously, value is often perceived as quality and options, but during recession this is synonymous with price, while moving out of recession, value will mean that consumers get what they want at the best possible price. Pharmacy retailers can capitalize on consumers needs by providing increased personalized marketing and shopping experience. Consumers are shifting towards meaningful and unique shopping experience, particularly in purchasing healthcare items. Consumer in control Present consumers know are clear of what they want and many will go the distance in search of the best offers, some consumers, due to their lifestyle fluidity simply require products that satisfy their needs. Mobile shopping will be the next frontier for retailers to venture into as on-the-go consumers who emphasize on shopping convenience and speed of transactions. Pharmacy retailers can tap into this market and formulate marketing plans unique to loyal mobile shoppers. Conventional in-store consumers are bombarded with too much product information creating confusion and delaying purchases. Retailers and manufacturers should collaborate to satisfy consumers needs such as using attractive colors and creating simplistic product packaging to facilitate consumers search for healthcare products. Retailers diversify and re-brand to stay relevant Pharmacy retailers diversifying into in-house product line will need to factor in consumers shopping preference on established branded healthcare products when formulating in-house product marketing plans. Many consumers maintained loyalty to established brands due to familiarity to a product or confident with its effectiveness. However, in-house branded product line such as wound care, vitamin and supplements are projected to grow due to regional disease outbreak and economic downtempo. New and improve in-house product lines with convenience in mind such as topical analgesics and sachet digestive remedies will appeal to consumers particularly the younger customers. Retailers may need to revamp certain product lines with new design, improve in-house brand offers and a compelling ad-campaign, to appeal to younger consumers. Future of retail pharmacy Retail pharmacy landscape is shifting largely attributed to economic changes, the growth of online retailing and more recently mobile commerce. With increasing use of smart handheld devices in Malaysia, mobile advertising and commerce is projected to grow substantially. Retailers will have to employ a multi-channel marketing approach. Online retailing will provide a platform for retailers disseminate unique and targeted product offers for consumers to research, plan their shopping trips and ultimately attract consumers into stores. Once in store, consumers will look for premium service coupled with simplified shopping experience in terms of product availability and ease of locating the products. Now more than ever consumers becoming more sophisticated and informed in making choices. They desire to know the origin of the product, what they are made of and how their lives can be improved with them. In general, future consumer wants a simplified, personalized and meaningful shopping exp erience with a focus on value.
Tuesday, November 12, 2019
Swot Analysis of Jollibee Foods Corporation
Introduction Jollibee Foods Corporation Company Background Tony Tan Cacktiong founder of Jollibee Foods Corporation tells a story about the success story of his company. There are many other stories about Tan and Jollibee that many people didn’t know about, and that would have remained unknown, If Tan hadn’t bested successful entrepreneurs from 30 other countries to win the â€Å"World entrepreneur of the year†Award in Montecarlo, Monaco, on May 28, 2004. Tan had always been low-key and media-shy.He was quiet happy to let his lieutenants do the talking for him to the press, actually – but his winning the award from the accounting firm Ernst & Young had forced him to agree to so many newspaper, magazine, and TV interviews later to tell them the story about the Jollibee story. After all it was he who won the award – not any of his lieutenants. Still, if Tan had always been reticent about telling the Jollibee story beyond his immediate circle of frien ds and acquaintances, he had been equally reticent-if not more so-about revealing his personal history to the outside world. This reticence comes from humility.Unlike many corporate leaders who trace their lineage to wealthy Chinese clans, and who had studied in the more prestigious schools, Tan had comparably very humble beginnings, with his family exactly mirroring the stark circumstances in which the early Chinese immigrants found themselves in Manila. His father had been an immigrant cook in Binondo’s Seng Guan Buddhist Temple on Narra Street before he opened a small Chinese restaurant in Davao City, where Tan and his siblings helped clean tables and get water to customers. It was his experience in his father’s restaurant that set Tan and his siblings on the road to entrepreneurship.In 1975, when he was set to graduate as a chemical engineer at the University of Santo Tomas in Manila, Tan and his family pooled P350, 000 to open 2 Magnolia ice cream parlors: Cubao I ce Cream House near the Coronet Theater, in the middle-class shopping area of Quezon city, and Quiapo Ice Cream House under the Quezon Bridge in Quiapo, Manila. The siblings themselves manned the cash registers and served as waiters. After two years, the siblings began serving chicken and hamburger sandwhiches, and in 1978, when they already had six ice cream parlors, they decided to convert their stores into hamburger restaurants and called the chain Jollibee.By that time McDonald’s entered the market in 1982, Tan was already entertaining dreams of growing the business outside the Philippines, and was neither interested in getting a McDonald’s franchise nor afraid of competing with the U. S. giant. Tan found McDonald’s very good at everything, but he thought it would not find favor with the customers because it served bland food (though McDonald’s has since started serving chicken, spaghetti and other great tasting value meals).McDonalds didn’t kn ow the culture like the Tan’s did, and they used that knowledge to advantage to thrive and eventually become the Philippines’ top fast-food chain. Paulino cheng, a Jollibee franchisee in Greenhills, San Juan, says the fast food chain owes it success to its great tasting food and its advertising campaigns extolling the brand and its mascot as part of the Filipino pop culture. Indeed, with affiliates Chowking, Greenwhich and Delifrance, the Jollibee group now counts over a thousand outlets here and abroad, 50, 000 employees and about P30 billion to 50 billion annual sales.Tan’s success in transforming Jollibee into a Filipino icon has led many entrepreneurs to dream about following in his footsteps, and analysts to heap praise on his entrepreneurial and people skills. Ernst & Young’s chairman, James S. Turley, has called his story â€Å"a truly inspirational one. †Howard Stevenson, professor of entrepreneurship at the Harvard Business School, descri bes Jollibee as a success story â€Å"based on solid foundations, not a meteor that will burn itself out. Says Lance Gokongwei, president of JG Summit Holdings: The success of Jollibee can be attributed to good leadership, vision and corporate culture. Company Logo Company’s Trademark Jollibee is known for its trademark: â€Å"BEEDA AND SARAP! †Proposed Picture Capital According to Mr. Chaze the service manager of Jollibee Foods Corporation at Dasmarinas Central Mall as I’ve made an interview with him, he said that before you enter this kind of business you have to consider so many facts to be able to have a business franchise like this.First you should have the enough capital of franchising this company raging from 30 million to 50 million pesos. Second fact is that, the company will take a look at your proposed location or best to say that they will make an ocular inspection on where you plan to put up the business to check out if it will have a great amount of customer, and the last one and the most important fact to consider is that the company will take a look at your income or budget and to your other properties to see if it will fit or will be able to raise or support the franchise when crisis came.The 4 P’s of the Business Product As history tells about Jollibee, It was once an ice cream parlor before, until the time that Tan and his family came to see the opportunity to come up with new products to serve. On 1977, they began selling chicken and hamburger sandwiches, and in 1978 the family of Tan decided to convert their 6 ice cream parlors into hamburger restaurants. As time came by, after all the successful years of Jollibee, In this new generation, they were widely known for their best selling products the â€Å"chicken joy†, and the Jollibee’s hamburger which is also known as the â€Å"Yumburger†.Tony Tan Cacktiong used his knowledge of Filipino taste and culture to turn Jollibee into a true Filipi no icon. Place One of the important factors to consider before you can have this kind of business is the place or location, before you can say that this spot is best for the location of your franchise you should ask these question, â€Å"who are the target customers in this site? †, â€Å"what are the possible threats in this location? †, â€Å"Who are the competitors in this area? †, â€Å"Is the place suitable for the kind of business I will establish?Or vice versa†, If you are able to answer all of these presiding questions then you are now on your road to survival in establishing a business. Of course in minding your four P’s, the place is the most critical among the four. You have to consider everything. According to Mr. Chaze, you have to make sure that the place where your business franchise will be built should be in a very crowdy place. Given the examples are near the schools, malls, market place, subdivisions and etc. Price Franchisees ar e given the right to use the franchiser’s trademark in franchising.Then franchisers are providing full support to franchisees in terms of staff training, research and development, advertising and promotion. However, franchisees follow strict standards and run their outlets by the book. So in terms of pricing, franchisees needs to abide the rules and regulations in price setting according to the book of rules of the company. If the company changes their price on the products, so will the franchisees be. Overall, the prices in all Jollibee stores are based on the main office of the company. PromotionIn terms of promotion, the Jollibee foods corporation promotes their products through advertising in TV commercials and radio stations, Sponsorship, tarpaulins, and promo’s like tipid cards. If they have new offers in purchasing their product, they made it through personal or suggestive selling. Like their latest offer now the â€Å"happy plus card†, this card is a rel oadable card wherein you can buy their product without paying cash. You can also earn points for rewards. The bigger points you have, the bigger reward you may get. SWOT Strengths of the company 7-Eleven convenience storeCompany History The 7-eleven chain of stores started when an ice dock operator in Dallas, Texas began selling bread, milk and eggs to customers on Sundays and evenings-when grocery stores were closed- apart from the ice blocks they bought to keep in their boxes at home. The idea for the convenience store chain began in 1927 at the Southland Ice Company in Dallas, Texas. 7-elevens first outlet was known as tote’m stores because the customers â€Å"toted†away their purchases (some even lugged Alaskan totem poles in front The name 7-eleven originated in 1946; when the stores were open from 7a. . to 11 p. m. It wasn’t long before 7-eleven stores were open 24 hours a day and 7 days a week. Company logo Company Trademark 7-eleven is known for it†™s gulp and Slurpee products. It is open 24/7. Capital In getting a franchise of a 7-eleven store, you should have at least a starting capital of 5 million to 10 million, this is only for the name of the company. For the stocks, you should have an another million for sustaining the needs of your store in order to meet also the needs of the customers.
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