The Characteristics Of Childrens Learning Styles

The Characteristics Of Childrens Learning StylesCHAPTER I The background and main characteristics of childrens familiarity style1.1 The characteristic of t distri neverthelessivelying boylike scholarsThe concept of encyclopaedism is influenced by the psychological con centre of guardianshipe of the training process and is widely interpreted in the popular use. The psychological concept ex inclines preferably far and includes all(a) parts of childrens assumement, from spoken diction acquisition to social roles and changes in their personality. Langu years teaching apprise be widely interpreted as all activities intended to facilitate and cause verbiage look at. At the beginning of instructtimeing the new verbiage, the learners knowledge has none or hardly whatsoever associations with the verbiage, it is as an infant learning its first language. The lack of turn over with the language and the lack of a safe reference system can give the learner an intellectual a nd emotional shock which can discourage from promote learning. Thus, the task for the teacher is to overcome childrens disorientation which characterises the beginnings of learning, build up and associate a system of positive attitudes and feelings with the language that is, being able to reply ad lib and to think in the flash language. In teaching of the second language, certain social schema is likewise needed, so that children should feel a need of exaggeration and acquire the second language in the same delegacy as their first one. (H.H. Stern Fundamental Concepts of Language Teaching397-400)Childrens world is based on games and having fun and the same should apply to their learning. Children should not be aw ar of learning, neither lexicon nor grammar, but the teacher can easily use these features to teach the contrasted language done games, stories and songs. In teachers practise with tender learners, it is important to teach them according to psychological and p edagogical rules. The amount of material which the learners can remember depends on teaching proficiencys and the management the material is drilled. It is important to remember that lack of stress in learning makes it to a greater extent effective and easier to use in real situations. What is more, and couthie attitude of the teacher towards a learner, teachers willingness for learning and using all methods of relaxation can protect a child from being discourages and shy in learning and using the orthogonal language. Any good associations with parts of the material can cause that vocabulary or grammar will be better and hourlong remembered. It is alike important that childrens concentration span is quite picayune and it is crucial to use any procedures which can make the learner able to longer concentration. Student should be also involved and interested in the lesson (Brzeziski 1987 145-150).Childrens learning is based on imitation and having fun rather than on their aw ar eness of learning. Imitation is the easiest government agency of introducing new vocabulary and its aim is to lead to correct articulation and intonation of sounds and their memorization. In teaching unripened learners, intonation exercises are especially reusable because of childrens tract readiness of larynx which disappears with time. In stipulations of imitation exercises, the teacher should pay attention to learners reactions determined by their age. Furthermore , the teacher should change the techniques of teaching to avoid learners acquiring bored (Wonicki, T./ Zawadzka, E. 1979 60). Most activities for children should consist of movement and involve their senses. The teacher needs galore(postnominal) objects, visuals and pictures to work with, and to create a possibility to use all of the schools surroundings. It is also important for the teacher to permit the pupils play with the language, talk to themselves as much as it is possible, use songs, rhymes and tell stori es. As a matter of fact, the teacher should let pupils talk even nonsense to enable them to experiment with the language. The basic principle in teaching a language is a variety of activities, pace, organisation, voice and facial gesture expressions. Nevertheless, routines in the classroom are also essential so that the children can know the rules, be able to use the mark system and complete tasks. utilize familiar situations or activities creates the atmosphere of safety, especially for the shy learners. An early(a) important criteria in making teaching a language efficient is the classroom atmosphere. During the lesson, in that location is supposed to be room for shared experiences, congregation work, pair work what is more, rewards and prizes should be avoided. It is much more useful for the teacher to make notes about each pupil regularly in case the teacher would like to inform the pupils parents about their progress (W. A. Scott Teaching English to Children5-7).1.2 Theory of language acquisition in the wee age From around 1975, language acquisition is contrasted with language learning. The American applied linguist Krashen uses the word acquisition to describe learning of the second language which is analogous to the way in which a child learns naturally his or her first language and does not focus on the linguistic form. The disadvantage of Krashens terminology is that it is contrasted with psychological terms. Krashen differentiates amid acquisition and learning, as learning for him is more or less conscious. It is a genuinely valuable distinction but it implies a constraint on the use of the term learning, and frequently deliberately limits it to the school-like learning (H.H. Stern Fundamental Concepts of Language Teaching 18-20). In the light of an early start of language learning, Anderson claims that the way a person acquires mother tongue still remains a riddle. Between birth and the fifth year of vitality, children develop their ability to speak. Children in the first stage observe adults behaviour and any noises they produce. After some time, they start understand the meaning of much(prenominal) noises without seeing adults movements. The next step is imitation of sounds and (partially) a creation of their own ones. Consequently, children ensure out that they can control adults behaviour by making certain sounds. Lonnerberg mentions that only 10% of childrens utterings is like adults ones and that 90% of such utterings is their own language production. As far as it is concerned, childrens language acquisition is a dispute between an innate, singular free and the langue created and use by the society (Brzeziski 1987 22-23).1.2.1 A critical age for foreign language learningRegarding the age of the earliest acquisition and learning rase as birth, the best moment to start teaching a child the second foreign language is the age of 4-5. This is because of childrens flexible larynx which allows for nearly noble-m inded imitation of sounds and the most efficient brain which all together create a great opportunity for language acquisition. Nevertheless, only until the age of 12-13, children keep their tractability and natural readiness for language acquisition. Lenneberg shows through extended case studies the stages of physiological maturity processes taking place in the brains hemispheres (especially the left one), which is dominant. What is more, if it happens that the left hemisphere is alter before the age of 12-13, it is possible that the right hemisphere takes over the domination and speech problems can be reduced. In addition, after this age such a process is almost impossible (Brzeziski 1987 28-29).1.2.2 Childrens second language acquisitionThe phenomenon of mother tongue acquisition is interesting for linguists, psychologists, neuropsychologists and even neurophysiologists. Furthermore, it is connected with natural bilingualism which occurs when a child learns, in a natural way, t he second language. The process of the second language acquisition in natural conditions is quite similar to the first language acquisition or even identical. The only difference between those two is the fact that the second language is assimilated later and is based on experience and knowledge of the first one and, as a result, the whole process happens faster and more effectively (Brzeziski 1987 18).Chomsky(1964) claimed it is a common observation that a young child of immigrant parents may learn a second language in the street, with amazing rapidity, and that this speech may be completely fluent and correct to the stopping point allophone, while the subtleties that become second nature to the child may elude his parents despite motivation and continued practice (Brzeziski 1987 8).The first international run across connected with childrens acquisition and its use in teaching foreign languages took place in Hamburg in 1961. Participant tried to find out if it is right to gain foreign languages in the primary schools, if it is true that children learn better than teenagers and adults and which techniques are supposed to be used in teaching them. After four years, the second meeting took place and the first answers were given. During many decades, lots of contrary opinions developed. As early as 1967, Corder points out It still remains to be shown that the process of learning second language is of fundamentally different nature from the process of primary acquisition. On the other hand, in 1972, Moulton stresses that in teaching a foreign language to young children it is possible to adopt some methods and intuition procedures, used by a child during mother tongue acquisition, and weave them into learning of the foreign language (Brzeziski 1987 8).1.2.3 Factors of efficient language learningIn 1960s, the matter of teaching a foreign language during the early age was a issuing of many discussions. After the war, in many methodological books it was verbalis e that children can easily absorb, imitate and produce the new language. Learning of languages in the early age is connected with the purpose of retelling words and sentences in a foreign language and acquisition of language material with the help of various retrospect techniques. The technique of frequent repetition of the material, as the main key to learning a language, is also supported by many psychologists such as Watson and Thorndike. In many psychological books, it is easy to find many completely different definitions of habit. According to May sownik psychologiczny, habit is tumesce-practised through numerous repetitions actions which are through always in the same way and automatically. This definition can bring one to a wrong opinion that one should always react in the same way. Lado definites habit as fluency in using units and models of a particular language in answering while attention is not remunerative to units but to content. on that point are many more defin itions of habit written by A. Szulc, Lompscher or Rubinsztejn, but all these definitions come down to the conclusion that the habit is way of mechanic, unconscious repetition and conscious production leading to the conscious process where consciousness is removed so long as the automatic grammatical constituent is eliminated. In this case, the fact that the process of repetition is the most important comes from the opinion of psychologists based on the theory that acquiring the mother tongue comes from the imitation of adults. There are also certain reasons directly influencing and shaping the process of learning and its efficiency age - after the age of 10, language acquisition ease diminishes. Childrens minds recidivate their flexibility and it is not that easy to acquire a language. Younger learners have better and more specific holding but have less ability to learn and need more repetitions. Children are more willing to imitate but have a precise short concentration span. T heir mechanical memory is better than that of the adults, and their short memory is more dynamic and more effective. The older the child, the more specific the way of learning is. Older children have their own move of memory, their long-term memory is more developed and more logic. They can focus more easily and have wider general knowledge. Being more mature, having better learning techniques and better motivation, the young and adults can easily make up this matters, which children can reach thanks to their imitating skills and more flexible minds. attitude in learning, there are many elements which have influence on better acquisition or learning, but attitude is one of the most important because it stimulates brain to better work and makes memory work more efficiently. What is more, the lack of motivation can cause that person who is not interested in the topic or in learning itself will not remember anything. previous experience connected with the material that has to be lear ned the more experience the learner has, the easier and more efficient learning is for him or her. material and content there are some units of material which are more difficult to understand or remember, for example, sentences which have lots of information. Also, the surface of the material, the length of sentences, the kind of material (Passive Voice sentences are harder to remember and require longer time to learn than Active Voice sentences) significantly influence the strength of the learning process. way of learning Humans use mechanical or logical memory while the logical one is more preferred and a part of material learned in a logical way is not only easier to reconstruct, but also stays longer in gentle memory. Certain researches show that talking in a foreign language is not only a simple reproduction of material that was learned. A learner should pay attention to very basic patterns which can be modified and updated with new vocabulary and structures. Mechanical memorising of sentences can be even a quite dangerous and tricky factor because certain language elements occur in a particular ar leanment, in a way they were learned and drilled by exercises. number of exercises and repetitions Psychological research shows that the long term memory is extended in proportion to the learning time. What is more, overlearning is a very important element in the memorizing process. The higher the take of overlearning, the slower is the process of forgetting. Yet, the level of overlearning is reached individually after each learner performs a number of repetitions. At the same time, mindless repetitions cannot be treated as overlearning. time spent on learning It is important how long and how often repetitions and exercises are done. Frequent and short exercises are more efficient than rare and long ones (Wonicki, T./ Zawadzka, E. 1979 30-40).1.3 The characteristic of childrens memory Learning styles are various ways of learning. They involve instru ction methods, characteristic for an individual, which are used by the individual to learn best. The alleged basis and efficacy for these proposals have been extensively criticized. Learning styles depend on individual preferences, and, according to Nail Fleming, such styles may be divided into four categories. The fist group is made of visual learners, who, as the term suggestsplies, receive most information visually. These learners have a tendency to do well at public schools because most of what they are taught is presented through visual teaching peters. They do well with visual aids like pictures. For visual learners, the easiest way to learn is watching and calling up visuals in their minds to remember what they studied in the past. They have a tendency toward appreciating arts crafts, painting or drama. They tend to be creative and imaginative.The second group are auditory learnerswho tend to learn better through listening. They listen to instructions and follow them in such a way that they can gather large amounts of information and contract with it. Auditory learners are very good at listening to lectures and conversations for a longer time without getting bored. They are more concentrated than visual learners and may be more discerning and attentive in the class. They prefer to study with medicament in the background. These students may also be creative and imaginative. They are good at listening to information and reproducing it in their individual ways. Students with another style know as kinesthetic learning might be mistaken for too active in the classroom. They do not like waiting for information. They prefer to find things out for themselves without any prompts. They are the explorers who want to make new discoveries. They are quick to learn new things and do not mind being left on their own with a particular toy to find out how it works. They can be successful in practical tasks, such as woodworking and design. These children prefer doing r ather than thought. Homeschooling might be a better for these learners because regular classroom activities might not be interesting enough for them. The forth group consists of logical learners who think in a conceptual manner. They explore patterns and like to know how things work. They often ask questions and are good at puzzles, math problems, strategy games and computers. They understand abstract concepts faster than others. These students prefer inventing and building their own contraptions, for example, with toys (http//www.ehow.com/info_7881656_inventory-learning-styles-child.htmlixzz1MXMcJS9C).1.3.1 Initial memorisation According to many researches, children have lots of problems when trying to remember and arrogate parts of material or longer sentences. In a situation when a group of kindergarten children was asked to remember and repeat, they were passive and even did not take any action to do so. 8-year-old children are a slightly better and show some will to do what t hey were asked, although only the 10-year-old children and older pupils are able to deal with efficient memorization, data processing and are even able to organise new information to remember it better. According to this research, one can observe that at the beginning children can use only simple techniques and just after some time those techniques develop, become more complicated and fitted to individual preferences and styles. This fact is quite disturbing because during the very early school-years children are often required to remember mane, sometimes even complicated information like lyrics, grammar rules or definitions. On the other hand, children can easily learn their mother tongue, they widen their knowledge about society or nature quite fast. Children are often able to repeat the dialogue of their parents even if they seem not interested in it. In their first years, they are not aware of how their memory works. The flash memory term became very popular according to the dis covered phenomena that some people have perfect perception and prefer things they saw rather than those which they listened to. It is a very important fact that children use flash memory in a metaphorical way because they mechanically transfer the received information to their memory. Everything seen by people is remembered for a very short time in their operation memory. For a long-term memorisation, it is useful to include various visual aids in the teaching process. Children are able to remember not only pictures but also many details from such pictures. However, sometimes a picture shown to a child may be slightly different, may have different colours or shapes (especially of those elements which amazed the child). Autistic children have a very efficient flash memory and after a few seconds they are able to memorise very complicated and detailed pictures what is more, they do so without much effort.From the previously discussed research, one can deduct that only from the age of ten children can consciously memorise some facts for a longer time. More effective memory depends on which study techniques the child uses. Those study strategies consist of certain elements like the level of consciousness and awareness of the aim the child is learning for and willingness the child hasmemorisation strategy effort used to learn a specific part of the materialSometimes it is very hard to prove which element from the ones mentioned above is used. It can be even said that children create memorization strategies in internalisation. Before a child creates its own technique of learning, a child cannot achieve better results in learning but when those strategies are already created, the child knows how to study to achieve his or her aim. Then, the process of memorisation becomes faster, easier and more efficient. After some time, children not only know how to learn faster but also can understand more and do this more freely. Nevertheless, at the age of six it is still very complicated for the young learner to organise material which has to be learnt, and this is why children start to repeat. Only nine-year-old children are consciously able to group certain pictures into categories to achieve better memorisation. To sum up, one can easily say that children develop their memorisation skills according to their age and in this process children remember those things which they pay attention to but it is short memory and at the same time hard memory which are used. Sensitivity on keeping memory on the alert and reaction do not depend on where this new information comes from (society, nature or their own body) but in case of children it is mainly automatically received and processed by their brain. This process happens quickly and almost without any effort and the teacher cannot see those processes and cannot stop or modify them. This process can be only stopped and controlled, but then it works much slower and requires some effort. What is more, a child ha s to be conscious of information and has to recognise it. To distinguish between automatic and controlled memorisation, one can distinguish three levels of the automatisation processes the first level is dominated by the automatic use of information (also without paying attention) the second level is partially automatic when attention is not focused on information the third level is only rarely automatic but full attention is needed in this case ( E. Gruszczyk- Kolczyska, Ewa Zieliska Wspomaganie dzieci w rozwoju zdolnoci do skupiania uwagi i zapamitywania WSiP Warszawa 2005 52-68).1.4 The theory how media influence children Media themselves may introduce lots of positive things but also the negative ones into the human life, shape attitudes and mentality of the young people. Furthermore, especially children may be easily influenced by commercials. Media contents are brought to people through the Internet, radio or telecasting, and such media information consists of specific stimu li which affect brain, senses and create or change attitudes and ways of looking at the reality. The good side of the media is the fact that it is created for peoples development, making life more convenient, introducing social and personal values and causing that long distances are easier to overcome. As a result, even such aspects as study or culture are closer to various and separated nations. On the other hand, circumstances media become a kind of of a boundary or a cage in which a person is isolated from the others, as it may create a situation of misunderstanding and limit of ones social life which is then substituted with cyberspace.Needless to say, the mass media caused radical reorganisation of the social life. In terms of education and upbringing of young generation, the media are creating new types of personalities, a divide of a new civilisation. This new generation of media-people is an inextricable part of the modern life, and can be source of many good, positive an d improving aspects as well as bad, demoralising, violent and the ones encouraging unacceptable deviations.1.4.1 Media in educationThe fact of striving for more effective ways of teaching is a main repress of many modern researches. Nowadays, in order to achieve the goal it is natural to use the most entertaining and universal tools like the Internet and other mass media. Thanks to these tools, learning can be more pleasant and successful for the learners and also easier and less effort-requiring for the teachers. More and more modern teaching techniques make education up-to-date and allow for leaving (old) traditional methods in education and introduce the modern model of integration of education with entertainment. In this context, education becomes a product, (almost a scientific device), a source of educational tools and an incentive for the unconscious learning. Media may be easily and freely used not only in school teaching but also in private, out-school or even global, soc ial, personal and cultural training. They can provide news, information and educational content using all possible multilingual tools. What is more, this kind of instrument has certain aspects which are singled out by Henryk Grudzie in his work Media jako skadnik procesu dydaktyczno-wychowawczego direct influence this means that especially telly programs and films immediately influence their audience (human emotions and intellect) building-up influence means building up information, associations and feelings connected with films or TV programs which cause some changes in the human school principal subconscious influence similar to the one above, but the audience is not conscious of changes in its attitudes because at the beginning the audience refuses the given way of thinking due to its unsuitable content and after some time its resistance disappears.Media also have a tremendous influence on the lifestyle of the young people, and they affect lots of spheres of young peoples lives, for example the effect on the way that somebody behaves (making decisions, aggressive behaviour, social actions etc.) the effect on the level of knowledge (level of information, range of knowledge, level of communication skills etc.) the influence on attitude (believes, religion, judging of other people, etc.) the influence on physical fitness (damaging of senses, lack of motion, addiction)The processes mentioned above depend on many conditions such as age, psyche, actual situation in ones life, level of knowledge, weather, place of receiving such information or influences, company or gender. For example, the most potent may be a film watched in a cinema where the level of focus is very high, a bit weaker may be television and the weakest the radio.1.4.2 The Internet in childrens educationNobody can deny that modern technology has changed and revolutionized education. Teachers have also quickly adjusted their teaching methods in a response to new technology because gadgets i n the classroom can create a more interesting, interactive and entertaining environment. If schools strive to keep up with technological trends, then the learning that takes place there becomes more relevant and meaningful for the learners. The Internet and computer knowledge and literacy of major software programs is no longer taciturn only for higher educational systems or special trade schools in the modern society. ( http//www.ehow.com/about_5410187_uses-modern-technology-classroom-teaching.htmlixzz1Iai4xP5X)Many children, when going to school, deal with individual difficulties on the basis of their opportunities. Nowadays, from the very early age, children get used to computers, the Internet and other modern technologies. The access and the use of the Internet fulfil many of the aims of education. What is more, it broadens childrens mind horizons, gives them a sense responsibility, builds up their self-esteem and develops their autonomy. A big advantage of the Web is its easy a ccess and lack of duty to have a face-to-face contact. The author of the book peculiar(prenominal) educational needs and the Internet issues for the inclusive classroom Chris Abbott claims that there are four principles and each one proves that websites and the Internet have become an influential tool for teaching as the pupils are Informed The Internet is a source of information and news used in topic work, planning visits, web sites pictures of classmates work, tie-up with other pupils even outside the school, village or town and also link with past friends.Involved In the virtual tour, in preparing material, in creating and share-out their ideas in group with the integrated activities where physical presence is not significant.Empowered enabling access for children with any physical difficulties, various tools, e-mailsRecognised pictures on websites of the children and their work, whiles of the school council meeting, aiding successes and building self-esteem. (111-112)The Internet has a large part to play in the future education of the young people. In this book, the author included many useful tips when using computers in teaching young learners. For example, the page a teacher wants to use should be put on the screen before children come into the classroom. What is very important, computers should be set in a way so that the children cannot open unauthorized sites and also it is important to remind the children of behaving in a good way to prevent the pupils from running to get to the computers first. It is also useful to create a list of computer room rules. Wherever possible, there should be no more than three pupils per one computer. If children cannot see the screen, they may quickly lose interest in their school work and may not be willing to learn. all these elements can make children more concentrated and make learning more effective (C. Abbott Special educational needs and the Internet issues for the inclusive classroom stark naked York 2 002).

Pfizer | Business analysis

Pfizer Business analysisFOUNDATIONIf you build that foundation, both the moralistic and the ethical foundation, as nearly as the commercial enterprise foundation, and the experience foundation, then the building wont crumble. Henry Kravis. The basis for achievement of the execution and running of whatever operation, no matter its scale or field, is al to the highest degree al moods g all overned by solid guidelines of thought and intention. Such processes ar not merely meant as a tool of Show Tell, but in interchangeable manner aid in providing its pop outicipants with a common framework to work within each member aw ar of the impact of their individual roles as being the stepping st genius towards the bigger picture and into greener pastures. In the world of credit line, this holds truer than ever before, in lieu of its complex dealings with a coarse order of parties. The dilemma is thus posed by consideration of an system of ruless goals and how to accomplish them when realistic fitlyy they may be in direct contradiction to the individuals groups ideologies, but heretofore argon the minds behind the authorization success. The answer lies in a fusion of freedom of choice and match make in heaven whereby common groups atomic number 18 throwd, each in consensus with one an different, and flinging down a straight line. However for such(prenominal) a tactic to be successful, it is central to define all the way the building-blocks of such an institution.MissionBroadly outlined, a mission argumentation is a declaration of shapingal purpose (Bryson, 1995). The importance of defining such a statement and having a leader who would lead as an example of these values was stressed upon by Jerome H. Want in 1986, when he explained that not totally does it military service leave behind employees with a sense of vigilance within the organization, but withal forges loyalties in the long run al misfortunateing for maximum harvest-homeivity a nd innovation. The factors to be considered in developing an trenchant Mission Statement could be summarized as fol low-spiriteds (Pearce David, 1987 David, 1989) designation of Tar approach Customers MarketsIdentification of Principal Products/ServicesSpecification of Geographic DomainIdentification of Core engineering scienceExpression of Commitment to Survival, Growth Profit mogulSpecification of Key Elements in the Company PhilosophyIdentification of Company Self-ConceptIdentification of the Firms Desired usual word pictureIdentification of Concern of EmployeesWith the above points in mind, it is equally as important to note that even a good mission statement would dedicate the potential of doing more harm than good if the values and behavior standards devised ar not in conformity with those of its employees (Campbell, 1997). The performance-enhancing drivers of mission statements is thus contingent upon the following factors (Bart and Tabone, 1998)To Provide a Sense o f PurposeTo Increase CEO ControlTo Define Behavior StandardsTo Enable Employees to Identify with their OrganizationTo Give Greater Recognition to the Interests of External StakeholdersTo exhilarate and Motivate EmployeesTo Refocus the Organization During a CrisisTo Improve the Resource all(prenominal)ocation carry throughPfizers Mission StatementWe discover and develop advance(a), value-added returns that improve the quality of flavour of race nearly the world and supporter them enjoy longer, wellnessier, and more productive lives.valueOrganizational values freighter be defined as the ideals and beliefs upon which a company not only holds its soulfulnessnel accountable to by the given standards but also the quality in which tasks be executed. This concept is exceptionally important nowadays as it encompasses the roles and relevant reactions of numerous stakeholders such as (Barrett, 1998)Society Financial Performance lingers on the perception of the customary in regards to an organizations environmental and fond stancesShareholders Investors associating themselves with the signs mountain chain request to ensure that they are socially responsible and quality consciousPotential Employees To attract the best Human Resources whose values are reorient with those of the companysExisting Employees To Retain their current employees by ensuring their personal fulfillment which includePhysical fulfillment including wages and facilities offeredEmotional Fulfillment by encouraging collapse conversation, friendly environment professional growthMental Fulfillment by allowing opportunities to learn, express personal creativity overall personal growthSpiritual Fulfillment which creates a sense of importance in themValues can be grouped into cluster groups as defined by the McCann Window on last Values (See Fig.1 in Annex A). The 8 value types can be described briefly as follows, and organizations may stress on either a single way of value or encourage a mix of these different environments (McCann, 2006)Individualism Promotes conflict with special rewards allotted to those who outshine othersAuthority leadership take the lead and charge with a hierarchical system of management employees followCompliance Focus on melodic line objectives with an obedient, streamlined workforce to cite orderConformity Built on traditions cultures, outsiders are seldom welcome and change is not smiled uponCollectivism People- commencement policy where decisions are based only on unanimous agreements by groupsEquality An open environment with casual attitude, where everyone is believed to be equally valuableEmpowerment No heavy rules or regulations where forward-looking ideas are welcome, no matter how radicalIndependence Freedom to experiment allowed within a common framework seen in nearly start-upsThe common error, as has been seen, is the communication or rather a lack of it in transmitting these values onto others, once the values have been decided upon. It is important to integrate them and to make them evident in the daily life of the organization. This can be achieved through several means including at public activities like meetings conferences, Printed Materials, Annual Reports and on Web Pages. (Vidal, et al, 2008)Pfizers Valuesintegrity customer focus performanceinnovation collaboration respect for peoplecommunity leadership qualityObjectivesOrganizational Objectives provide a sort of visual image of how to meet goals set forth by the organization. In ordinary, objectives have 3 main functionsTo control a firms plan (set up targets within a department)To touch off or inspire people to appreciation a common goalTo direct everyone in the organization in a single directionAll the above factors also need to be consistent with the organizations larger goals which are categorized asThose that aim to make a profit for their ownersThose that aim to maximize benefit to societyThose that aim to maximize benefit to their membersGenerally, thither are 2 types of ObjectivesOutcome Objectives which specify the final outcomes that are to be attainedProcess Objectives that specify the means to achieve the outcome objectives yetmore, objectives exist at all different levels of an organization to provide synchronous movement.Corporate Objectives Deals with the organization as a whole(E.g. Goals, Profit Maximization, Growth, Overall Survival)Departmental Objectives Very Specific Objectives Departmental TargetsIndividual Objectives Targets set forth for Employees(Often utilized in performance Appraisal, E.g. Sales)In general, objectives should beS SpecificM MeasureableA AttainableR Results OrientedT Time BoundedPfizers ObjectivesAdvance wellness, prevention, treatments and curesBring the best scientific minds in concert to challenge the close feared diseases of our timeSet the standard for quality, safety and value of medicines Use our global presence and scale to make a difference in local communities and the world around usPromote curiosity, inclusion and a passion for our workBe a leading voice for improving everyones ability to have reliable and affordable health careMaximize our financial performance so we can meet our commitments to all who rely on us. We result become the worlds most valued company to patients, customers, colleagues, investors, business partners, and the communities where we work and live.AssessmentAlthough Pfizers Mission Statement provides a clear view of the pains it deals in and its policy dedicated towards the bet landmarkent of peoples physical health, the pharmaceutical industry during recent years has come under attack for a variety of reasons includingThe high pricing of and general use of medicinal drugsThe lack of focus in providing facilities in malls that truly need it (e.g. Africa)The unsafe measures of clinical trials and a companys unwillingness to accept faultIn view of these factors and several other issues that plague the industrys name, it is recommendable to allow for a wise Mission Statement that would allow humanization of the company towards its customers.We careand we will get a line to whoever requests it from usand we will use the advancements in the field of science and engineering science to bring forth a new era where every man, woman and tiddler around the world is entitled to lead a healthier and more productive life without the worries of financial constraintsAs for its objectives, Pfizer, although liquid under scrutiny from original groups, which ultimately is unavoidable in a business of such a scale, has managed to demonstrate its commitments towards its objectives. This has been done on several occasions, such asThe creation of new innovative drugs like its most famous product, the antibiotic Terramycin in 1949, the break-through male impotence drug Viagra, which became the worlds fastest-selling pharmaceutical product (until over taken by another Pfizer brand), most recentl y Exubera, the worlds first base inhaled insulin drug in summing up to Sutent, a cancer fighting drug.The collaborative projects launched with other institutions and its workings with universities such as the first-of-a-kind collaboration mingled with academia and industry between them and the Washington University School of Medicine in St. Louis that focuses on discovering new uses for live compounds. Also most recently they launched a diabetes inquiry in collaboration with Hadassah Medical Organization and The Hebrew University of Jerusalem on drugs to replicate and regenerate insulin-producing cells in people with type 1 diabetes.In addition to the organizations standards in medical quality, the company has also since its creation been a mega-giant player in the industry on its own through proper management and innovative techniques, thus accomplishing their financial objectives discretely. Fortune named Pfizer as the fifth-best wealth-creator in America. The company is a global leader in human pharmaceuticals, and also has a large array of consumer health care, confectionery, and animal health care products. In 2000, its revenues equaled $29.6 billion (20,14bn), eight of Pfizers pharmaceutical products attained gross revenue of at least $1 billion (680.4 million) each1. In 2001, Pfizer has budgeted approximately $5 billion (3,402 billion) for research and study -more than any other drug company in the world2._______________________________________________________________________________________________1 Pfizer..not just bigger, but better, message by Pfizer CEO Henry A. McKinnell (published at the Pfizer web site, philanthropy section)2 IbidemSTAKEHOLDERSThe best generalization of the term Stakeholder was perhaps given by Freeman who defined them as any group or individual who is affected by or can affect the achievement of an organizations business (Freeman, 1984). He also condition the narrow sense of a stakeholder by describing it as any identi fiable group or individual on which the organization is dependent for its persistd extract (Freeman Reed, 1983). The term now also incorporates those groups who might have an interest in the organization, regardless of the organizations interest in them (Preston Sapienza, 1990). The issue most businesses face however is one of clear assignment of its stakeholders and the matter of just how much attention is to be paid to each category, and which segments can suffice without any at all. In his paper, Prioritizing Stakeholders for Public Relations, the author Brad L. Rawlins after analysis of unhomogeneous takes on the issue from numerous scholars researchers, proposes a 4 step process as a believable solution (Rawlins, 2006)Identifying StakeholdersPrioritizing Stakeholders According to AttributesPrioritizing Stakeholders by Relationship to the SituationPrioritizing Publics by Communication StrategyWe shall briefly look into each of the above steps and get an overall sense of their influence on an organization, but first a definition of The Public is deemed vital to eliminate the common mistake of interchangeably using the term with Stakeholders.The Public can be defined as a group of people who face a similar problem, recognize the problem, and organize themselves to do several(prenominal)thing rough it (Dewey, 1927). Therefore organizations choose stakeholders by their tradeing strategies, recruiting and investment plans, but publics are on their own and choose the organization for attention, commonly from the ranks of stakeholders (Grunig Repper, 1992).Identifying StakeholdersEfforts have been made instruction on the attributes of stakeholders in their relation to the organization1 (Rawlins, 2006). The relateage modeling developed by Grunig and Hunt provides a good basis of identification of stakeholder relationships to an organization (See Fig.2 in addition A). The components of the model, which can be closely associated with the case of Pfi zer, can be briefly described as follows2Enabling Linkages Includes stakeholders with somewhat control authority over the organization (e.g. Stockholders, Board of Directors, Government Legislators, etc.). A large part of the companys autonomy and resources are based on such a linkage and problems here could lead to substantive problems in these aspects._________________________________________________________________________________________________________1 Freeman, 1984 Savage, G.T., Nix, T.H., Whitehead, C.J., Blair, J.D. 1991. Strategies for Assessing and Managing Organizational Stakeholders. Academy of Management Executive, 19 453-473 Harrison, J.S., St John, C.H. 1994. Strategic Management of Organizations and Stakeholders. St. Paul, MN West Publishing Co Mitchell, R.K., Agle, B.R., Wood, D.J. 1997. Toward a Theory of Stakeholder Identification and Salience Defining the Principle of Who and What Really Counts. Academy of Management Review, 22 853-886.2 Grunig, J. E., H unt, T.1984. Managing public relations. New York Holt, Rinehart and Winston. Grunig Hunt developed the model based on the work of Esman, M. 1972. The Elements of Institution Building. In J. W. Eaton (Ed), Institution Building and Development. Beverly Hills Sage 19-40 Evan, W. 1976. An Organization- Set nonplus of Interorganizational Relations. In W. Evan (Ed), Interorganizational Relations. New York Penguin 78-90 Parsons, T. 1976. Three Levels in the Hierarchical Structure of Organizations. In W. Evan (Ed.), Interorganizational Relations New York Penguin 69-78.Functional Linkages This segment is responsible for the effective functioning of the organization and encompasses both input (employees, suppliers, etc.) and output (consumers, retailers, etc.) processes.Normative Linkages Usually groups or stand with common interests with the organization and with similar values and interests. Normative linkages could also include competitors within the same industry.Diffused Linkages Hardest to clearly defined as their involvement with the organization is coifed and often brought about in cases of crisis. Includes the publics, activists and other special interest groups.Pfizers StakeholdersRefer to Fig.3 in Appendix A.Prioritizing Stakeholders According to AttributesNow that an understanding has been gained in the identification of the stakeholders and their respective influences on an organization, it is important to establish a strategy in which the most important stakeholders be paid the tangible amount of attention. For this we will first look into the different sorts of stakeholder attitudes that an organization may come across these are broken down into different levels of support (Savage et al, 1991).Supportive Stakeholder Is in harmony with the organizations goals actions and is of low threat.Marginal Stakeholder Is not a threat either due to low stakes in the organization.Non-Supportive Stakeholder As the name suggests, an organization will often rul e itself at odds with such segments and is to be considered as a serious threat at all times.Mixed-Blessing Stakeholder Has potential to be either a with child(p) and resourceful ally or a serious enemy.The best model present not only to assist in factoring the attention unavoidable to be paid towards a segment of stakeholders but also to single out which ones within the segment are most important, is perhaps the one devised by Mitchell, Agle and Wood in 1997. This model uses 3 important components in its analysis (See Fig.4 in Appendix A)Power The strength of influence over other parties in persuading them to make a decision, for or against a cause or an issue, which otherwise would have gone another way.Legitimacy The existence of legal, moral or presumed grounds by which an outcome, behavior, direction or some process be altered. Usually such stakeholders have some form of investment in the organization, financial or otherwise and are dependent on the organization.Power + Le gitimacy = AuthorityUrgency This feature takes the organization to respond to the stakeholder in a timely fashion, usually in cases aiming immediate public intervention measures.The combination of these 3 attributes leads to a prioritization strategy. Accordingly,Latent Stakeholders will have 1 of the 3 attributesExpectant Stakeholders will consume 2 featuresDefinitive Stakeholders will have all 3 attributesIndividuals and groups that do not have any of the 3 attributes will not be considered as stakeholders.The priority categories can be further broken down in sub-categories to allow for a clearer distinction of the elements have goted by each group and the technique to be used in their handlingLatent StakeholdersSince this group possesses only 1 attribute they are less prominent in the scope of the organization. It can include hibernating(prenominal) Stakeholders who have power but lack authenticity and urgency thus effectively reducing the effects of their powers.Discret ionary Stakeholders who have legitimacy but lack the other two qualities. They are rather reliant on the good will of the organization since the lack of power negates their urgency on issues and are restricted in alternative measures.Demanding Stakeholder who are considered to be rather bothersome since the only tool at their disposal is the one of urgency.Expectant Stakeholders mindless of the extremely important stakeholders, this group entreats an eye on it at all times since the combination of any two traits can yield a mighty effect. These areDominant Stakeholders who receive much of managements attention since they can back up their actions based on legitimacy and a force of power.Dependent Stakeholders who require a tactic of being socially responsible towards in resolving their claims since they have both legitimacy and urgency. withal though they may not possess the power to effect the organization at once through use of power, they may create hindrances through several other means.Dangerous Stakeholders who have been known to hunker to low levels in their handling techniques with organizations. With the use of their power and urgency, these groups (e.g. social activists) highlight the importance of having boundaries at each negotiation.Definitive StakeholdersThese have the highest priority since they have all 3 factors at their disposal and can significantly affect the organizations running in more ways than one.It is important to note however that in the model mentioned above, individuals and groups cannot be categorized permanently in a particular section and that with time, there may be a shift of attributes which would require a re-examination of their seat on the importance chart.Prioritizing Stakeholders By Relationship to the SituationThe situational theory uses the publics level of involvement to provide future predictions of activity by different groups and may be used by organizations to devise plans in advance to quench any upcoming problems. The level of involvement is a broad measurement of the extent where people find themselves personally connected to the situation. This involves all stakeholders who become involved in some situation (Grunig Repper, 1992), whereas those that remain inactive would be described as non-publics. Further categorization levels includeLatent Publics who are aware of the problem facing them but are not effected to the extent of getting involved stable Publics low levels of knowledge and/or lack of understanding of effect of issue and perhaps satisfactory relation to the organization limits their involvement on the issue completelyAroused Publics initial low levels of knowledge but since they accept the issue as problematic they may increase their understanding over time and get involved at a later time.Aware Publics who are aware of the problemperiodActive Publics who are aware of the issue and desire to do something about it. They will usually have a high level of involvement as they would believe the issue directly affects them and strive to change the direction of the outcome.Prioritizing Publics By Communication StrategyStakeholder management involves more than just predicting future behavior and avoiding issues before they arise. Social and personal tactics are important in forging long term relationships with those individuals or groups who may later prove to be an asset to the organization. Yet not all parties can be actively included in such measures and a final assessment is required to distinguish the levels of involvement to be pursued with each party. These can be segment as suchAdvocate Stakeholders This sect should be utilized in a support-providing way in which their endorsements, campaigns, donations and attendance at functions are highly encouraged.Dormant Stakeholders They are usually reluctant to get involved but should be encouraged to do so by conveyance of relevant information pertaining to the issues and the effects it could have on them. Overall objective would then be to try and increase emotional attachment.Adversarial Stakeholders Although most managements use a defensive strategy on them, a positive negotiating environment has been seen to extract better results. The ultimate aim if not to get them to align themselves with you should be one which would allow both parties to walk away comparatively happy from the table.Apathetic Stakeholders Although, initially non-active and a tendency to not get them involved, a tactic of positive reinforcement should be utilize which would side them on the organizations front with the assistance of early, yet perhaps a bit biased knowledge of information.AssessmentIn terms of stakeholder performance and satisfaction, Pfizer has made great strides during recent years to improve their corporate image. Whilst they are still under scrutiny from legion(predicate) sections on factors such as pricing of drugs in poor nations and their obscenely large commercializeing budget a step which umpteen an(prenominal) claim lead to unnecessary sales of prescription drugs, they have taken steps to balance the negative scale with pro-active measures with stakeholders. These includeAnimal Rights Groups by greatly reducing the number of animals used in drug testing and reservation use of tissue studies and computer models. Those battlefields where it is deemed necessary to use animals, they do so within strict Government Policies Laws dictating the Ethical Rights of Animals.Employees It introduced a sustainable transport course of instruction for the 3,600 employees at its operations in Sandwich, Kent. When developing its new UK headquarters at Tadworth, Surrey, Pfizer undertook abundant consultation to ensure that the companys consolidation into the areas existing infrastructure was as swimming as possible.The Public Pfizers Health Awareness Program in the UK is driven by its expertise in health, education and science and by the recognition that it inev itably to be seen to be active in these areas. The company does this through forming partnerships with organizations and people who are active in the health arena and through raising public knowingness of health issues. In 2003 Pfizer UK launched a cardiovascular disease awareness campaign highlighting the need to treat cholesterol and the risks of not doing so. The campaign also aimed to encourage individuals to seek further information from their GPs. It was launched in partnership with Heart UK and Diabetes UK, two established health awareness charities. The campaign was driven by Pfizers local marketing team, working within the companys sales team using a CHD awareness campaign of advertisements at over 60 poster sites, a website and a tele headphone hotline giving members of the public an probability to get further information. As part of the campaign, in June 2004 Pfizer helped to sponsor one of the flagship events the Big Heart Festival at Aintree Racecourse. Sponsorship co vered a series of seminars featuring Merseyside cardiologists, which were open to the general public. This approach was chosen as it provided a means of getting the experts and a large number of the general public together to debate and discuss heart disease from experts in the field. another(prenominal) activities at this event included fitness training and health screening blood pressure and cholesterol testing advice from dieticians and other experts a heart information center and advice on how to s confidential information smoking. The main challenges were coordinating the event, raising awareness about it, making it happen and making the public know that it was an event for all and not just the professionals. A focused advertising campaign and the use of the networks of the partners helped to overcome several of these challenges.Shareholders Regional events, such as those on Merseyside help build relationships with customers and the wider community. Regional events demonstrat e how Pfizer staff support the community in the division and add a business benefit in terms of staff interest and motivation. This Program was set up to help build strategic relationships with Pfizers customers. These relationships help inform the companys understanding of issues at the surgery and patient level. This program is one of many that Pfizer operates across the country to reduce inequalities in access to quality health care, to promote the think global but act local concept and to raise awareness of serious health issues a business objective. This is part of Pfizers business strategy of regional promotion. Similar programs are being replicated by Pfizer passim the UK to raise health awareness and offer advice on health issues this provides the opportunity to link business benefits to staff involvement.Elsewhere, Pfizers CR actions have included reducing the environmental impact of its operations through water and energy conservation and active interlocking in the un ited Nations Global Compact._______________________________________________________________________________________________Article 13 and CBI CSR Case Study Series, February 2005APPENDIX AFig.1 McCann Window on Work ValuesFig.2 Linkage ModelFig.3 Pfizer StockholdersFig.4 Stakeholder Typology One, Two, Three Attributes PresentGarmin The Worlds Largest CompetitorGarmin The Worlds Largest CompetitorGary and Min started their venture in Lenexa, Kansas with startup capital of four million dollars. Not even a go after launching Garmin, sales are at 105 million dollars with a profit of 23 million dollars. Just to give you an idea of how chop-chop the company expanded, by 1999 Garmin had a hold of 50% of the GPS market in North America, has a presence in 100 countries worldwide, and is carried by over 2,500 item-by-item distributors. Garmin continues to innovate and expand below we discuss the environment Garmin is battling in, the companys core competencies, and where it stands among c ompetitors in greater detail.External AnalysisAs most people know, Garmin is the worlds largest competitor in the market for Global Positioning System (GPS) devices, and particularly in the Personal Navigation Device (PND) market. According to the company, Garmin is a leader in providing piloting, communication, information devices and, applications, most of which are enabled by GPS (global positioning system) technology1. Garmins stated goal in creating these devices is to enrich the lives of their customers, by providing high quality products that create value for consumers2. The industry for navigation and communication devices consists of a number of highly competitive firms that, like Garmin, design, create, and distribute GPS devices for a variety of uses. The areas where Garmin specifically creates products for are automobiles, outdoor use, marine vehicles, and aviation3. The industry has become extremely populous in recent years due to technological advancements and high de mand for GPS devices, but Garmin has remained near the top of the industry throughout this time frame -as of today, Garmin sits sixth among firms in the scientific and technical instrument industry in terms of total revenue, fifth in terms of market capitalization, and second in terms of net profit margin4. Most of these firms follow distinctly similar business processes as well, relying on innovation and upended consolidation, making for an even more competitive industry. In order to stay ahead, Garmin has had to pay close attention to the actions of both consumers and competitors.Despite the presence of so many competitors, Garmin is able to stay at the forefront of the industry due to its capabilities in several key fruit areas which are crucial for success in the industry. These key success factors include establishing market share and brand recognition, investing heavily in research and development and innovation, having a vigorous, global distribution network, and implemen ting plumb integration. Successes in these areas are critical for firms competing in the navigation and information industry, and Garmin achieves a level of success in each area.Market share and brand recognition carries a abundant importance for companies like Garmin, particularly in an industry that suffers from overcrowding and very uniform products. Garmin initially created a niche market for itself, distributing quality, cutting-edge navigation products. At the time, top competitors included giants such as Sony and Philips, creating a situation where Garmin had to create a niche for itself if it wanted to compete. Over time, Garmin has grown into an industry leader with a strong reputation for producing great products. According to the company, Garmin owns around 36 percent of the personal navigation device market, making it the first in the North American market and second in the European market, and they are first in both the recreation and aviation markets as well5. In ord er for companies to compete in such a populous market, one dominated by large, successful companies such as Garmin that distribute highly similar products, they must create some sort of recognition for themselves. Garmin has already done so, creating a brand well-known by most consumers and allowing success to build upon prior success.Emphasizing research, development and, producing innovative products also grow in importance in such a large, parallel industry. Due to the dynamic nature of the technological and scientific industries, firms must apace develop new products or ideas in order to attract new customers or retain old ones. Garmin describes their industry in such a way The market for our products is characterized by rapidly changing technology, evolving industry standards and changes in customer needs. If we fail to introduce new products, or to modify or improve our existing products, in response to changes in technology, industry standards or customer needs, our products could rapidly become less competitive or obsolete6. Consumers today will most always look for the product with the latest and coolest features. Technology giants such as Apple and Google are proof that those firms that can either constantly improve their existing products or introduce new products will stay ahead of the curve. The market for GPS-driven navigation equipment certainly falls under the same category. Garmin places a heavy vehemence on research and development as a means of constant innovation-in 2009 they spent nearly 240,000 dollars on RD, or roughly 8.1 percent of sales7. other firms in the industry, such as TomTom at around 9 percent of sales, spend comparable amounts8. Garmin also shortly holds over 1 billion dollars in cash on hand, allowing the company plenty of resources for investing in RD9. With technology changing at such a rapid pace any firm that fails to fully invest in discovering the next great technological advancement will only fall desperately behi nd firms such as Garmin and TomTom, or even Google and Apple.Also, due to the nature of the operations of firms like Garmin and TomTom, it is absolutely necessary for companies to create and maintain strong distribution networks. Garmin and TomTom, and many other firms who distribute PNDs, do not actually operate individual stores that sell the products they make. Instead, they sell the devices through other retailers or through their websites. Selling through third parties can create a lot of functional problems, such as change magnitude costs and poor customer service, so creating and managing a strong, effective distribution network is an internal activity. Garmin, for instance, uses an extensive network of nearly 3000 dealers in about 100 countries, while relying on regional sales managers and in-house sales staff to provide support10. Moreover, many of Garmins largest dealers are among the largest, most recognized retailers in the world, including Best Buy (which accounts for 13.4 percent of Garmins revenues), Target, Wal-Mart, Amazon.com, and Costco11. They also coordinate with in-country subsidiaries and local dealers around the world to manage their global sales, a task that would be nearly impossible without an established and well-managed distribution network. It is a testament to the importance of strong global connections that Garmin owns a significant share in the European market despite their late entrance into that particular segment. Without a strong distribution network, a firm competing in the industry could not reach the levels of profitability that firms such as Garmin and TomTom reach-instead, they would be incurring extra costs and losing revenues through inefficient supply chains.Furthermore, due to the capital-intensive nature of the business and the importance of RD, a certain amount of vertical integration is expected. A long part of the industry, as we have seen, is the ability to design and produce new, innovative products. Such endeavors require large amounts of time and money commitments, making it much more logical for firms in the industry to take the product all the way through the payoff phase, from developing the idea to manufacturing the product. The industry leaders such as Garmin operate their own design and manufacturing facilities-in fact, Garmin believes its manufacturing capabilities to be one of the companys core competencies12. upended integration allows Garmin, and other firms, to solve common problems in the electrical industry, such as being quicker to market with products, streamlining the design and process functions, and minimizing logistical issues13. The efficiency and effectiveness of vertical integration makes it a common practice among firms in electronic fields, and any firm wishing to compete against leaders such as Garmin would most probable need to employ similar processes.Undoubtedly, any firm wishing to compete in the market for GPS-powered navigational and information eq uipment must excel in the key areas above. However, such practices do not guarantee success in such a complex industry. There are many factors that affect the profitability of firms such as Garmin, and one can rate the industrys attractiveness by considering the five forces model the threat of new entrants, the threat of substitutes, the power of suppliers, the power of buyers, and the competitiveness of the industry.A significant risk of new entrants into the market exists due to the low barriers of entry that exist in the industry. One such low barrier to entry involves the extensive growth of the technology PND devices require. GPS technology, like most every other technology, is now easy to copy and implement due to its widespread use, and since the satellites GPS relies on are ready(prenominal) for civilian use, it is not exactly difficult to establish a GPS system for use in products. When you factor in the decreasing damages of necessary components such as semiconductors an d microprocessors, it becomes clear that the technology for PNDs represents a very small obstacle for new firms. The ease of obtaining the technology has lead to the current trend of smartphones, specifically the Apple iPhone and the phones Google sponsors, containing GPS technology14. One must also consider the channels of distribution to be a very low entry barrier for potential entrants, specifically firms that are already large and successful. As previously discussed, Garmin (and most other PND makers) sells through third party retailers such as Best Buy and Wal-Mart unfortunately, this channel is good accessible by top electronic companies such as Sony and Samsung. More than likely such large companies already own connections with the large retail chains, and the colossal resources of electronic giants such as Sony offer them a strong advantage in dominating the retail channel. Google and Apple both own similar advantages. The low entry barriers are leading to an influx of co mpanies entering the industry, and, most ominously for Garmin, new competitors such as Google are able to offer the same technology with features Garmin cannot replicate.The threat of substitutes in the navigation industry does not represent such an apparent problem per se since all PND products use basically the same GPS technology, no real substitute exists. However, there are now substitutes to the PNDs companies like Garmin sell. Most notable, of course, are the smartphones with GPS capabilities. These phones offer a huge problem in that no person with such a phone would need to own a PND due to the phones equal capabilities. Another substitute is the current practice of car companies including construct-in GPS systems into their vehicles. Garmin is managing to limit this threat by entering the market itself-they currently have contracts for built-in GPSs in 15 Dodge/Chrysler/Jeep vehicles15. Still, the company considers the in-dash vehicle segment, along with the phone segment , to be their biggest threats going forward.In such a competitive industry, and with all devices requiring vital components such as semiconductors and LCD screens, suppliers obviously own a adequate amount of power16. Suppliers of these absolutely crucial components are, in effect, selling to everyone in the industry, creating a substantial amount of leverage for the suppliers. Garmin relies on these components, and so shortages or arise costs are devastating to the business17. Garmin is, however, able to slightly circumvent this issue by having sole source providers for some key components18. Even so, supplier power represents a significant issue in the industry.Even more alarming is the power of buyers in the industry. Prices for PNDs in the automobile market have been fall rapidly over the past several years due to the number of quality products the market offers19. As with any competitive industry, it is difficult to charge price premiums when products are virtually the same in terms of functional use, and firms are then forced to compete on price. Buyers are able to shop around for the best prices, and are more willing to choose a product because of auxiliary features such as appearance and ease of use. Garmin does own a distinct advantage in their other markets though, as prices in the aviation, outdoor/fitness, and marine markets are rising due to advancements in these markets over competition. However, the majority of Garmins sales still come from the automobile segment, making the power of buyers a very real threat.Just how competitive is the PND industry? The list of Garmins competitors is quite extensive. The threat from Google, Apple, and other electronics companies such as Sony, Samsung, and Motorola has been well documented. TomTom remains the biggest threat in the automotive segment, and the two companies are currently waging a battle for world domination of the PND market (Garmin currently leads in the US market, while TomTom leads the Europ ean market). MiTAC and Navigon AG are also strong competitors in the automotive market20. MiTAC is also a competitor in the outdoor segment (through subsidiary Magellan) along with Lowrance and Delorme, while Nike and Timex Corp. represent threats in the fitness area21. Raymarine Ltd., Lowrance, and Furuno are the biggest competitors in the marine segment22. Finally, competition in the crowded aviation industry comes from Honeywell, Avidyne Corp., L-3 Avionics Systems, and Rockwell Collins, Inc., among others23.Judging by the five forces model, the PND industry appears to be a very unattractive industry. The threat of new entrants, the power of buyers, and the competitiveness of the industry are all very high, while the threat of substitutes and the power of suppliers are at least moderately high. Garmin remains profitable due to its achievements in the key success factors of the industry, but those factors are not easily replicable by incoming firms. Most importantly, overcoming th e market share advantage Garmin, TomTom, and others own seems nearly impossible. Even if one is able to penetrate the market, the strong competitive nature of the industry is sure to keep margins razor thin and profits very low. Overall, the PND industry looks like an overly risky environment for any firm.However, that does not mean Garmin can no longer be profitable. Garmin has built a highly successful business model, and despite recent struggles, they should be able to rebound. There are several strategies they can pursue to combat the new industry issues they face. For one, they can shift some of their focus to their other product segments. Right now, Garmins main threat is competition in their automotive segment from other PND producers and smartphones consequently, it may be beneficial to place greater emphasis on the marine, outdoor, and aviation segments that may be more profitable anyway. Garmin can attempt to penetrate these markets even more, entering into new agreements with distinguishing characteristic retailers for the marine and outdoor segments and airlines for the aviation segment. Increasing RD ventures in the other segments might also give Garmin a new competitive advantage in those fields. Since prices have been increasing in these areas, Garmin may be able to substantially increase revenue by renewing focus in other segments. Overall, though, Garmin may need to do very little else. Garmin has already introduced their version of the smartphone to compete with Google and Apple, and there is no doubt that the poor economy has played a role in Garmins recent downturn. A recent study by Forrester Research analyzing the PND market found that, although companies like Garmin have suffered from competition from smartphones and price cuts, the Garmin should be fine for the predictable future-Charles Golvin, the author of the study, says, I think Garmin and TomTom will be successful going forward because theyre innovating and differentiating, and theyve got the software and skills and knowledge with maps that the phone makers dont24. In other words, it may be a case where Garmin needs to just trust in their successful business model and continue to produce high-quality devices. As the economy improves, and the devices continue to improve, sales will eventually rise.Internal AnalysisGarmins mission is to enrich the lives of its customers, suppliers, distributors, employees and stockholders by designing, manufacturing and selling navigation and communication products that provide superior quality, safety and operational features, dishonor cost of manufacturing and ownership, and sufficient profits to support desired company growth.25Garmin follows a first agent, differentiation strategy. Through heavy investment in research and development they are able to develop new products that users perceive as more valuable and are willing to pay a premium for. The first mover aspect is most easily observed in their aviation division w here they have received numerous awards as well as FAA certifications for being the first to market with new and innovative products. A recent review of recreational GPS receivers revealed 38 of the top 50 receivers26were Garmin products. With the Oregan 400t coming in at number one, and products from the Rino, GPSMap, and eTrex product lines all ranking in the top 10. This speaks for itself that the company has been able to define their products as superior. We have 36% of the PND market share, are number one in Aviation and Recreation, and number two in the marine division.27Garmin has been able to develop a high quality product while still striking a balance of costs, with their products costing only slightly more than their competitors. They have been able to achieve this in two ways, heavy investment in RD and acquisitions that have vertically integrated value chain operations. In 2009 alone the total expenditures on RD totaled $238 million or 8% of total revenue, up from 6% of total revenue in 200828. The fruit of this labor is reflected in the ownership of more than 400 patents as well as 250 trademarks. This has also allowed the firm to not only be the first to market with new products, but also be able to design manufacturing processes that allows the company to adapt and be dynamic29. Garmin uses multi-disciplinary teams including industrial designers, various engineers as well members from manufacturing operations to develop products allowing them to quickly move from concept to manufacturing. The company has also used a series of acquisitions to vertically integrate itself creating a supply chain that has given it a competitive advantage. The company believes manufacturing operation in Shijr, Jhongli and LinKou, Taiwan, Salem, Oregon as well as Olathe is one of its Core Competencies30. Vertical integration combined with the engineering methods described above has allowed for reduced time to market, design and process optimization and logistical agi lity. Logistical agility is one area where vertical integration has really given Garmin an advantage. By operating its own manufacturing facilities, Garmin is able to re-engineer products when they experience component shortages. This is an advantage over competitors because manufactures in the electronics industry typically require long lead times.31Garmin has also used strategic alliances to enter new markets. When they began development of the nvifone Garmin partnered with ASUSTek Computer Inc. to design, manufacture and distribute co-branded location-centric mobile phones.32The business model was subsequently remodeled, stating that no new Garmin-ASUS phones will be developed, and Garmin will expand its own, internal development of mobile phones.33This failure further reinforces Garmins vertical integration strategy that has given them an advantage in the past.A SWOT analysis performed by Datamonitor in December of 2009 revealed the following Strengths and Weaknesses Robust inor ganic growth, Strong product innovation, and Intellectual property.34During 2008 Garmin made several acquisitions strengthening its presence in the European market. Another asset Garmin possesses is their relationship with auto manufacturers. Garmin currently has contracts to install Garmin devices with Hyundai, Suzuki, Chrysler, Ford, BMW, MINI, Citroen as well as motorcycle manufacturer Harley Davidson. A challenge Garmin is facing the rapid growth they go through leading up to the weak economic climate experienced in 2009. We grew very rapidly through the late 2000s and when we finally got fully staffed in 2009, poor economic conditions hit. Developing management skills is one problem we face.35Other weaknesses included overdependence on the North American market, dependence on sole suppliers, and declining margins.36It is also very important to discuss the potential for a decline in demand for the automotive products. Almost 70% of 2009 sales were from the automotive/portable s egment. It is becoming more and more common for consumers to use navigation technology built into smart phones they already own. It is our recommendation that Garmin leverage its existing assets to continue to be successful. We do feel it is wise to try and enter into the smart phone segment, however, it is already saturated and carving out a niche would be difficult. Manufacturers such as Apple, Motorola, and BlackBerry control the smart phone market and offer an opportunity for Garmin. While Garmin already offers an app for BlackBerry, we feel that licensing Garmins technology to other existing manufactures could create more value for the company. By developing apps for other platforms such as the iPhone, mechanical man and Windows 7, Garmin could capture more of the phone segment, while keeping in-line with their current strategy of primarily internal development. Charging a monthly fee for use of the app would also help shore up the declining margins by generating a recurring r evenue stream. A timeline should be set to terminate the venture should it turn out to be unfulfilled with specifics determined on a case by case basis. The key to success in developing a smart phone that would compete directly with Apple, Motorola and the like would be to develop the phone completely in-house and continue the legacy of high quality, innovative products. The joint venture with ASUSTek clearly did not work, and historically Garmin has had the most success with products they engineer themselves. The major risks are the potential high costs of developing the technology, however one of Garmins core competencies is their ability to integrate the user porthole and the software.37This provides them the ability to develop a product that will differentiate itself from current products and open the company up to a new product line. Garmin should also continue its efforts to vertically integrate. While they already own their own engineering and manufacturing operations, and also a large part of their distribution system, continued forward and backward integration could further shorten the time to market for the highly dynamic electronics industry. Further backward integration into the manufacturing of more of the parts would negate the need for re-engineering of existing products when there are shortages by easily being able to obtain the data to more accurately forecast demand, streamlining the entire manufacturing process. The major downside is the heavy investment in equipment to begin manufacturing more of the components however, with no debt on the balance sheet, it would be rather inexpensive to finance such a venture. Further forward integration would also benefit Garmin by allowing them to capture more of the profits from the sale of their merchandise by once again leveraging their existing assets such as their ISO 9001 certification. A fully integrated distribution system would further decrease time to market, the potential for stock-outs and also increase the flow of detailed information about demand conditions to all aspects of the value chain allowing Garmin to continue to adapt and be dynamic. We believe these recommendations are consistent with Garmins mission, broadening its product offering, delivering a superior product and increasing share and stakeholder value.Competition OverviewGarmin has three top competitors and they are MiTAC global Corporation, TomTom N.V., and Google. Each competitor has unique aspects different from Garmin that allow them to be successful. MiTAC owns several different GPS companies that are competing to steal market share away from Garmin. TomTom has the greatest market share in Europe and is competing head-to-head with Garmin for world-wide share. Google owns the rights to a wide variety of maps allowing it to have huge leverage in the purchasing of mapping rights. Each of these companies has the opportunity to over-take Garmin as the United States market leader in GPS devices.MiTAC i s the maker of Mio GPS, Navman GPS, and Magellan GPS. Mio is a subsidiary of MiTAC International established in 2002 that develops products in the Personal Navigation Devices (PND), GPS TV, GPS phone, and Mobile Internet Devices (MID) markets38. Mio claims to be a Brand focused on customer needs who are a great user-focused provider of great customer experiences with the tagline Explore More. They believe that mobile business and communications will be a great part of life in the future and try creating products that adhere to that lifestyle. Navman GPS provide PNDs similar to Garmin and also are a major seller of marine GPS. Navmans advantage over Garmin is in the marine market segment rather than the PND market. Navman has a strong fan base, but has a low market share compared to its competitor Garmin. Magellan offers GPS products for hold outdoor devices and in-car navigation. It was purchased by MiTAC in 2009 and has been ranked by many as one of the top manufacturers of GPS de vices39. Magellans most unique attribute compared to Garmin is that it has the ability to select up to 20 destinations at once allowing the user to select the order in which to arrive at each destination. This feature is good for long, cross-country trips that include many pit stops along the way. Another difference between Magellan and Garmin is that Magellan devices generally have a larger screen size than the opposing Garmin products. One product, the Magellan RoadMate 1412 has a 4.3 inch-wide screen whereas the comparable Garmin nuvi 360 is only 3.5 inches40. A larger size could make the routes easier to read, but it may not be preferred due to taking up too much space.TomTom is a top manufacturer of GPS devices in competition with Garmin. TomTom is the European leader in the GPS market while Garmin is the leader in the United States. TomTom mostly competes with Garmin

The role of Italian export in eastern Europe market of Pasta

The role of Italian export in easternmostern Europe trade of alimentary paste universeMain goalsThis report aims to be a complete and accurate analysis of the pasta market in Eastern Europe, and to show how three of the most signifi seatt italian pasta exporters were able to penetrate in this market. We will also show the possibility of growth of this market and his development for classs to come.Some tuitions close Russia and PolandI decided to analyze these two countries because, as I will explain in more detail below, historic and political reasons direct the great deal to founder similar nutriment consumption. However, beyond slightly other differences much more pronounced (like the geographical size or the number of inhabitants), both countries pass water a market characterized by the importation of pasta from Italy close to identical. Yet a estate is a member of the EU, the other not. One enjoys the privileges of Europe treaties and has no duty. The other dunge ons the ruble and taxes and tariffs influence all over the consumption of merchandise products.1.2.1) RussiaThe collapse of the Soviet Union has brought about great changes in Russia. The economy was centrally planned and has flat become a global market. The economic reforms in 1990 withdraw privatized fabrication grinder, except for some strategic spheres such as energy and defense. To know the factual role of Russia, Id like to show you that this country is the largest exporter of natural gas in the whole world, the second oil exporter and the thirdly exporter of aluminum steel. This makes Russia an economically strong country, but weak about fluctuations on the variability of commodity prices. After a long economic crisis (1998), the economy began to grow on ordinary 7%. However, the youthful global crisis influenced heavily the new essence class. The Central Bank of Russia employ a third of its 600 billion U.S. dollars in international reserves to avoid the crisis and stabilize the ruble. The government has also spent $ 200 billion for a rescue plan to increase liquidity in pecuniary argonna and aid for Russian companies. In 2010 happens black situation from the environmental point of view, with a severe drought and wildfire in central Russia that begin reduced plain production, tip to a ban on straw exports for the year, and increase in other sectors, such as manufacturing and retail trade (but the growth is really slow).1.2.2)Poland.In 1990, Poland has begun a policy of economic liberalization and today is one of the most active transition economies. Before 2009, GDP had grown by about 5% per year, main(prenominal)ly due to inflows of EU funds. GDP per capita is still below the EU level, but it is among the most high in the Baltic states. Unfortunately, EU membership was stop by the unemployment rate to 11.8% for the year 2010 and for inflation to 4.2%, above the upper limit of the tar seduce audience of the National Bank and the deficit of public sector cypher went to 7.9% of GDP, for the crysis events. The countrys potential held back by lack of modern infrastructure, an inefficient commercial court, a code of hard work and too much bureaucracy.RussiaPolandGDP (purchasing power parity)1$2.229 trillion (2010 est.)$2.147 trillion (2009 est.)$2.331 trillion (2008 est.)$721.7 billion (2010 est.)$698.6 billion (2009 est.)$687 billion (2008 est.)GDP real growth rate3.8% (2010 est.)-7.9% (2009)5.2% (2008)3.3% (2010 est.)1.7% (2009 est.)5.1% (2008 est.)GDP per capita (PPP)$15,900 (2010 est.)$15,300 (2009 est.)$16,600 (2008 est.)$18,800 (2010 est.)$18,200 (2009 est.)$17,800 (2008 est.)GDP composition by sectoragriculture 4.2% pains 33.8%services 62% (2010 est.)agriculture 3.9% attention 31.8%services 63% (2010 est.)Labor force by occupationagriculture 10%industry 31.9%services 58.1% (2008agriculture 17.4%industry 29.2%services 53.4% (2005)Unemployment rate7.6% (2010 est.)8.4% (2009)11.8% (2010 est.)11% (2009 e st.)Population below poverty line13.1% (2009)17% (2003 est.)Investment (gross fixed)18.9% of GDP (2010 est.)19.5% of GDP (2010 est.) populace debt9.5% of GDP (2010 est.)8.3% of GDP (2009 est.)50.5% of GDP (2010 est.)46.4% of GDP (2009 est.)Inflation rate (consumer prices)6.7% (2010 est.)11.7% (2009)2.4% (2010 est.)3.5% (2009 est.)Industr. production growth rate8.3% (2010 est.)6.5% (2010 est.)Exports$376.7 billion (2010 est.)$303.4 billion (2009 est.)$160.8 billion (2010 est.)$142.1 billion (2009 est.)Exports disclosenersNetherlands 10.62%, Italy 6.46%, Germany 6.24%, China 5.69%, jokester 4.3%, Ukraine 4.01%Germany 26.06%, Italy 6.84%, France 6.78%, UK 6.38%, Czech Republic 5.85%, Netherlands 4.14%Imports$237.3 billion (2010 est.)$191.8 billion (2009 est.)$167.4 billion (2010 est.)$146.4 billion (2009 est.)Imports assistantsGermany 14.39%, China 13.98%, Ukraine 5.48%, Italy 4.84%, US 4.46%Germany 28.08%, Russia 8.65%, Italy 6.5%, Netherlands 5.59%, China 5.27%Debt external$480 .2 billion (2010 est.)$467.2 billion (2009)$252.9 billion (2010 est.)$239.6 billion (2009 est.)1.3)Some information about the industries1..3.1) barilla S.p.a.Barilla S.P.A. is an international food company founded in 1877 in Parma. The company is still privately held, and mud in family ownership and bind also today. Barilla_pasta_logo.svg.pngBarilla Group control multiple prints. The most famous are Mulino Bianco, Pavesi, Voiello, Alixir, Wasabrod, Misko, Filiz, Yemina and Vesta. The Group has several production plants all over the world in Italy, Greece, France, Germany, Russia, Sweden, Turkey and get together States, but the central office remains in Parma.Barilla alimentary paste produces various kinds of pasta and bakery products is one of the worlds leader in pasta, with 25% of the US market and 40% of European Market. Barilla produces 4,000 tons of dried pasta annually in over 120 shapes and sizes. It is also the leading wanderer of bakery products in Italy. After the ac quisition of the Swedish company Wasa, Barilla became the worlds major producer of flatbread.The Group has 16,000 employes, control 20 different brands and has a turnover of 4.5 billion euros. This market giant produce all year 3000000 tons of food products.In East Europe, the group is pre displace in different countries according to the website information, is present in Poland from 1999 with the brands Wasa, Barilla and Mulino Bianco.In Russia is present a bakery plant, and 880 population works there. Barilla set his presence in Moskow from 2003 and sell products like Barilla, Harrys and Wasa.In Sweden the society is present since 1999, with offices, production plants and a mill. 545 employees works for the group in Filipstad, and create food for brands Wasa and Barilla.1.3.2)Pasta ZaraPasta Zara S.p.A. Italian food is specialized in the production of pasta, founded in1898 with factories in Riese Pio X (TV) and Muggia (TS).The company is the leading exporter of pasta in the worl d and the second in term of production. Exports represent 95% of the market for Pasta Zara, and 13.5% of meals eaten in the world is Zara, in 2009 has sold 208,000 tons of pasta. Actually exports to 97 countries and change magnitude sales particularly in Asian markets, America and Russia. In its continued growth, Pasta ZARA has launched an industrial development plan with the aim is to increase the production capacity from current 208,000 tons per year to about 320 thousand tons by 2015. It works about 300 people in his factory, and is one of the few italian companies that succesfully survived the recent financial crisis.logozara.pngPasta Zara has also been active for years an interesting collaboration with the Italian chefs, and is an active social life of its region by promoting a number of sporting and culinary events, as well as sponsoring several youth sports teams.1.3.3) De CeccoIt was founded in 1886 in Fara San Martino by Filippo Giovanni De Cecco. His father, Nicola De C ecco, a few years ago produced flour in a small local anaesthetic mill. As early Filippo De Cecco had the insight to properly modify the pasta so that they can maintain and withstand the long journeys to America. The current factory in Fara San Martino was built in the early 70s when that age was no longer able to produce the quantities required by the market. In 1950 it was rebuilt in Pescara on the industry model of the former mill town from the years 20 and almost completely destroyed during arena War II. Industry Pescara De Cecco is called Mill and De Cecco pasta and is a public limited company controlled by the parent F.lli De Cecco di Filippo Fara San Martino SpA. De Cecco pasta produces water-based and durum wheat, although the laws in many countries allow the use of blends based on durum wheat and wheat flour that are called semolina. Pasta De Cecco has spread to 90 countries around the world including Italy, Great Britain, Japan, United States, and France for over 100 ye ars. It has recently started exporting in Mongolia. logo_home.pngThe pasta market in east Europe2.1) What is pastaPasta is a so commonplace food for many reasons its nutritional measure out, taste and convenience. This is a healthy and important part of a balanced diet (such as mediaterranea).The inventor of pasta is still unknown legends says Marco Polo imported from the east, turn for others the differences between westerly and eastern pasta are too great, and they think that the Etruscans were the first to prepare pasta. There are two kind of pasta fresh or dried. The dry consists of semolina, which is produced by grinding kernels of durum wheat. Sometimes other grains are also used. The semolina is intermingleed with water to form a dough. Usually, the fresh pasta is prepared by adding eggs too. You can enrich the mixture with other ingredients such as spinach, tomatoes and saffron to change its color. The dough is kneaded until it r severallyes the right consistency, and t hen is pushed (extruded) through a coat disk with holes. The size and shape of the holes in the disk determine what shape of pasta will be. When the pasta reaches the right length, is cut with knives. The paste is then sent through large dryers which circulate hot, moist air to slowly dry the pasta. The pasta is then packed in bags or boxes. The fresh pasta preferably should be consumed within a few days of preparation, without the stage of drying. The most popular type of pasta in the world is spaghetti.2.2) Similarity and differences between east and west marketThe differences between these two worlds are very marked. In west side, pasta is the most common food ever, on the other, at best, a simple seasoning. Export pasta in these countries does not mean selling a product, means to make them deal as a lifestyle. Some Italian companies there are trying, even now.2.2.1) Russia and Poland Pasta MarketHistorical reasons (including the three partitions of Poland in 1772, 1773 and 17 75) and social behaviours urge me to consider the current pasta market of Russia and Poland as similar in many aspects, both unique, but distinct from those of Western Europe.These two markets, so similar to consumer preferences, have one big difference Poland is a member of the European Union, and as such have access to products faster and cheaper, in the case of Russia, but the products are burdened with duties and exchange rates.The Russian and finale food market is highly fragmented and there is not a single monopoly the top 10 retailers hardly reach a market share of 10 percent ( informations from 2006). In these two countries, traditional trade detail shop are common, in Russia still remain the Soviets (small independent stores), representing three quarter of total food sales. However, in both countries are becoming more modern retail chains. Hypermarkets and supermarkets are growing rapidly. Most of them have started business in capital of the Russian Federation and are no w slowly expanding into other regions. The centerpiece of the food market and based for all foreign companies wishing to spread throughout the country is the area of Moscow and St Petersburg. The degree of success for future expansion can be examined by the successful sale of their products at the increasingly large middle class and upper-middle in these cities. The most important fair in this area is World Food Moscow, held annually in September. The fair is an international fair, the bigger and largest in central and eastern Europe. Manufacturers who want to introduce their products and brands in the Russian market must participate to this event (with nearly 1,300 exhibitors and 60,000 visitors, most of them are international wholesalers and retailers of food).Prices are not set by law, but vary from region to region. This is due to differences in income and cost of living across the country. Russians spend a higher ploughshare of their income than consumers desserts in many othe r countries. In 2007 the total consumption was 1.1 million tonnes.About taxation, the prices of modern retail stores are subject to a 18% value added tax (VAT) flat rate which can make it ticklish to compete.Import tariffs can vary from 5-20 percent depending on the product and the country is imported from has the precondition of most favored nation. In the case of Italy, the nominal tax rate is 20 per cent.Poland does not have these problems because it adheres to the Schengen Treaty and E.U. and the goods may be imported without tariffs.In general, corruption and bureaucracy are the major obstacles to doing business in Russia. However, the Russian government abolished many requirements and simplified import licensing and reduction of existing non-tariff barriers, the accession to the World Trade Organization. Food companies who want to import into Russia must apply for certification by the Russian Agency for Health and Consumer Rights, which confirms the safety and quality standa rds.In these countries, where for historical and social reason consumption of pasta is naturally very small, extensive marketing campaigns are needed, a lot of patience and creativity to support the business.It s very interesting to note that the lack of duties has facilitated the export of pasta in Poland. scarce what we can analyze from Russia? If we apply corrections to the data due to distortions and harden the population, we get very similar fuel consumption. So is it true that the duties will not affect this business?No, for one simple reason in Russia imported pasta is a luxury item. It is certainly not a few rubles on the price that discourages the wealthy citizens of Moscow from buying Italian products. Because the larger part of these products is sold in Moscow. and St. Petersburg, the be part of Russia is not a consumer of Italian products. A reduction of duties could encourage the spread of pasta between other groups of the population, while businesses might think of high gamma products for rich citizens.2.2.2) West-Europe pasta marketIn the Europe of the east, the pasta is a well- known food. Its nutritional and organoleptic characteristics make it an clear food, balanced and healthy for human consumption. In fact, the pasta is also at the base of the Mediterranean diet.Production volumes is estimated at 3.2 million tones, and continues to grow. The italian market in 2009 represented about 1.5 million tons, worth about 2.7 billion euro.Approximately 52% of national production is exported. In 2009, Italian pasta companies have increased their export volumes of around 1, 35%.Pasta is definitely one of the key areas of the Made in Italy, but competition with foreign countries, in particular the European Union is very strong.Despite phenomena of short duration (for example, sales crisis), the Italian pasta continues to be a success in international markets, where consumption is insurrection everywhere. Overall, they were exported around 1.7 mil lion tonnes of Pasta, worth approximately 1.7 billion.In particular, 1 million and 145 thousand tons of pasta were exported to EU countries (4% more than last year) and 514 000 tonnes to third countries.As regards the geographical distribution of exports in the rankings of the five largest customers, Germany confirms first place with a share of 20% in quantity, followed by France (16%), the United Kingdom (15%), United States ( 7%) and Japan (5%).In ten years the production of pasta in the world has risen from around 7 million tonnes to around 12 million tonnes. This means that, with about 3.2 million tonnes of production, our country is about 26% of world production of pasta and 75% of the EU at a scan a pasta dish eaten all over the world in 4 and 3 out of 4 in Europe is made with Italian pasta.However, the Italian leadership cannot be taken for granted. New international competitors now face the global market.The gradual reduction in the number of pasta- makers (consider that in 1970 the companies were 450, now about 150) concerned as an indication of the difficulties in the sector.The Italian pasta market, right now, suffering considerable difficulty, as demonstrated by the actions of antirust Italian, which cyclically apply sanctions to the main producers.The Italian market is saturated the prices are very low compared to the raw material, the number of producers is high and profit margins are very low. But this concern only the Italian pasta. If we add to this the cheap products imported from Spain, but even more from Asia and South America, the situation is really problematic.Many artisan pasta makers have closed, and the remaining have had to made compromises to maintain an adequate levels of prices. There is no place in the market for new innovations. Focus on new forms or in terms of recipes is very difficult because it is a subject already much exploited. Is possible to focus in increase quality level, but the return of sales compared to the pri ce increase requested is not cheap. Sales are down and prices are strongly influenced by the fluctuation of raw material (such as the recent fire in Russia has led to a shortage of grain in the world). Thats why many companies have decided to invest abroad, in America some of the others in East Europe2.3) General indicatorsCountrytons of pasta producedItaly3,161,707Russia858,400Poland150,00CountryPer capita consuption of pasta (kg)Italy26,0Russia6,0 (fast grown)Poland3,0 (quite stable)CountryAverage selling price ()Italy2Russia4Poland3Market shares of Italian companies in the area of pasta in Italy2.4) Consumers behaviourItaly West EuropeEast-EuropePasta is a food for all peopleIs healty and cheapThousands and thousands of differents brandsBrand name and reputation create trustsRecipes are usually fresh and light, tastefull.The buyers knows dissever of things about pasta, how to prepare the best recipe, a lot of obtain of the product.Is made in ItalyUnlimited existence of differe nt size and shapesThe package is less important than the brandPossibility of collusion between similar products to keep high pricesThe original Made In Italy Pasta is an expensive productWhen controls are are carried out strictly, the product has a good quality save the most famous brands and names can attract a foreign customer.Expensive marketing campaigns can help selling pastaCultural mix of italian pasta and west-Europe products can create unpleasant tastes (Pasta with Vodka sauce)Lack of basic knowledge. Especially about cooking timeFake products are common (unfortunately)Spaghetti, Macaroni, Lasagne, Fettuccine. No more.The package must be as distinctive as brand, particularly for the expensive productsFees and taxation keep high pricesQuantity of pasta exported (tons)graph.emfThe Italian industry in West EuropeAs seen above, De Cecco and Barilla are two companies leading her Italian pasta. If we add to Zara, the largest exporter of pasta, we get a great deal of products t o be sold in these countries. Each of these three companies has followed a different corpse, with strengths and weaknesses, which we will analyze in detail.3.1) BarillaAs seen previously, export pasta in these countries is difficult because there is no culture of pasta. Barilla has begun the process of its introduction in the country with the acquisition of two companies operating in different sectors.We had to remember that Barilla was sold to U.S. multinational W. R. Grace and Company in 1970. For the company the acquisition was very helpful because it help to increase sales and became famous and hefty. But it remains a national pride in foreign hands. In 1979, Pietro Barilla with his sons repurchase it. Initially, to inject liquidity in the difficult moments of the 80 and 90, the Barilla became partner with Walter Wurth, chairman of Oerlikon Buhrle, a major Swiss company producing weapons. Its probably the first international Italian food company it begins acquisition of severa l foreign companies in the same industry, such as the Greek Misko (1991), the Turkish Filiz (1994) and Swedens Wasa (1999). In 1999 opened its office in Poland, where he began to export pasta produced in Italy in local markets.The landing in Russia and not planned, but with the acquisition of Harrys Wasa gain control of these companies small offices in Moscow. We are in 2002 and the situation for a foreign investor is well-heeled to the resumption of the Russian economy after the financial crisis of 1998. So Barilla decided not only to invest in the country, but also to get up the production facilities, acquiring the plant Solnechnogorsk.The process is not smooth 20 million being spent to rebuild the plant Solnechnogorsk after a disastrous fire in 2004. Another 40 million are used, from 2004 to 2007, to improve the production of this plant that produces only for the subsidiarys Harry. Barilla pasta that matter in Russia everlastingly comes from Italy.Harrys hand and the colossus of French bread loaves, which produces many varieties suitable for each meal. To bear the internalization, the company has suffered over the years, many structural changes. The holding has also changed over the years several times its operating structure to achieve its present form. Then the system for foreign Barilla provides direct entry into the market, acquiring companies that can provide knowledge and know-how, to use as a base for future expansion of its core business abroad.While this system is characterized as very solid, almost textbook economics, however, is only possible by companies such as Barilla, that have large, very solid financial basis (also accessible through the weapon trade), faith banks, large availability of money for long-term investment. Although the expansion in Eastern Europe has begun for the last decade, the recent imbalances of the economy are putting a cover on the coffers.barilla organigramma.jpg3.2)Zara in West EuropePasta Zara is an unusual case in the Italian industrial sector. While most other food companies producing for the domestic market and possibly export the surplus, since 1958 this company, with rare foresight, has started to export, so that now the export is the main source of income of the company. In Italy it is a little known brand in the main distribution channels, but through some sub-brands popular discount stores. The experience in Eastern Europe began in the 80 and 90. with small improvements every year, Zara was the first going through uncharted territory.Zaras experience in Eastern Europe is very attractive. Pursuing a long policy of small steps, it has earned the trust of consumers and respected brands and quality. This system is fairly inexpensive, considering that need no infrastructure in place but only an exporter with a warehouse. mustiness be added also costs of marketing. It s true that with this system Zara has become the largest exporter of pasta in the world but to become it took years of e ffort, sacrificing the domestic market to focus entirely on exports. And it was really long But the positive side is that now Zara, while its competitors are suffering and reel, squeezed by banks and crisis, has an enviable financial position, rather it is also able to expand its production facilities. A successful economic policy, therefore, provided to be able to wait many years and do not be alarmed by the lack of results.zara organigram.gif3.3)De Cecco in west EuropeDe Cecco has always been the pride of Italian quality. It began to export its products only recently, but in Russia especially stood out for its products in the range Premium Segment.In particular, the company has distinguished itself for its commitment in the use of new technologies, especially the e-commerce and Web 2.0. The use of these powerful new media and online marketing campaigns, combined with the companys presence in social networks and YouTube, have fostered his knowledge outside of Italy.Is too early to comment on the results obtained by De Cecco nellexport online. The system is in fact not be operational until 2007, after a year that had put a strain on the company. It seems that the idea to focus mainly on trade web has been in practice a gamble in which few people believed. In the absence of funds and massive investment, however, seemed a logical solution. In practice it is not exported to Eastern Europe but to explore a whole new space (internet), very little used by Italian companies to sell their products. The data so far are very fragmentary. On social networks, the company has a large number of fans, as well as recipes on youtube channel. This is the first Italian company to have understood the potential of Web 2.0, but there is no practical data on the quantities sold. Despite this, I think this is an excellent system, able to demonstrate that the business is not achieved only with exaggerated amounts of money, but also with good ideas and lots of advertising.Future of P asta marketThe pasta is a food that is going through a second youth, in recent years. Its nutritional properties make it an excellent item, but not yet adequately known outside the Mediterranean region and North America. From this point of view, the efforts of many Italian companies to showcase the product is impressive, especially in the East of EuropeIn a few years the consumption of pasta in those countries began to grow exponentially, a sign of the goodness of product. But if the increased consumption of pasta, it makes it necessary to increase the users understanding of the product and best practices on how to consume it. Only in this way, a product still popular but seen as a foreigner will be able to enter definitively into the hearts of people.However, the paste cannot hope to increase its market share in the intensely until remains a niche product of luxury. If this can start to attract more wealthy clients, it must then expand to all other social classes, with appropriate pricing policies and promotional purposes.It should not underestimate the different cultures from which the users come. If in some cases the result of any intersections of recipes is not pleasant, very often you get tasty combinations.The expansion into new markets becomes the only option for companies at home suffer more and more competition. Not only the internal ones (in Italy exists, in each store, tens of hundreds of shapes and products) but also from China and countries in the developing world.It is important to point out then that the real Made in Italy for wine and food products every year suffer more from clones from different countries, much cheaper but with much lower quality.Not only that, the pasta industry is still in insecurity from the changes in the price of wheat (see fires in Russia that in 2005 and 2010 have destroyed the stocks of that country, a formidable exporter) and in general of market imbalances particular the recent crisis has led to a negative peak of exports, and fear for one of the key sectors of Italian economy, although it is early to reach definitive conclusions or analysis.But this I can definitely say that the pasta industry will expand only through export.ConclusionsThe situation of the market for products derived from corn is very precarious. On one side we have the farmers, who are fighting daily against nature to obtain a more healthy wheat, but their efforts are frustrated by the industries that underpaid their product.From other side we have to endure the same companies that increasingly stringent budgetary constraints in order to sell their products, and increasingly fierce competition.Thats why these three large Italian companies have decided to export its products to countries that are foreign to the culture of pasta.Someone called him a chance, something else a fail, but all these companies are fighting every day to sell their products.It s just business, but it is also through these channels that the real Made i n Italy spreads. We have seen how difficult it is to enter a different market. is a long-term investment, and massive investments of money, time and energy are required, as well as know-how previously unknown. Until 2009 these companies have made it. With the recent crisis, the situation has deteriorated drastically, and perhaps have a good product will not be enough to save himself.Sources1) www.istat.it2) Comtrade3) www.barillagroup.com4) www.cia.gov5) http//www.pastazara.it/6) http//www.dececco.it/IT/Barilla official report 2001 -2010http//www.eiu.com/public/Italian Embassy in Moscow www.ambmosca.esteri.itwww.confindustria.itwww.worldfood-moscow.comhttp//www.unipi-pasta.it/dati/andam.htmhttp//www.pasta.it/consumo.htmTutto il Grillo che conta (Beppe Grillo, Feltrinelli 2006)http//www.intracen.org/appli1/TradeCom/TP_IP_CI.aspx?RP=643YR=200816) http//www.pastaria.it/rivista-pasta/russia-un-mercato-promettente/

Smoking Cigarettes :: Argumentative Persuasive Example Essays

The governments must ban the sales of tobacco products. There are many consequences to sess like health, addiction, cessation and economic costs. Second hand skunk is a major problem, since smoking is allowed in alot of public places. Second hand smoke has fifty dollar bill cancer causing shemicals which are inhaled by non-smokers. Second hand tobacco smoke is in any case called Environment Tobacco Smoke (ETS). ETS is made up of smoke that comes from the end of a cigarette, pipe or cigar called sidestream smoke. People that are constantly exposed to ETS are at increasing risk for developing health problems colligate to it. Thirty-three percent of Canadian children under the age of twelve are regularly inhaling ETS. Since children breath faster than adults rhey take in more air, and if there is ETS in the air, the children can develop alot of health problems. ETS can cause problems like bronchitis,pneumonia, middle ear disease and asthma. In the family car many children are expo sed to ETS. In a 1995 survey it is found that over half of the smokers, smoke in the car when children are present. Each year in Canada about 3300 people exceed from heart didease caused by ETS. And this is only second hand smoke.As for smokers themselves, their at higher risk to their health. Smoking causes cancers to the esophagus, lungs, voice box, throat and mouth and helps develop cancers of the bladder, pancreas, neck opening and kidneys. It also causes cardiovascular disease like heart disease, stroke and diseases of the blood vessels. Lung cancer was the first cancer to be linked to smoking and is the number i cause of cancer deaths of people, world wide. Eighty to ninety percent of all lung cancer is smoking connect, but lung cancer is not the only smoking related cancer, there are eight other cancers linked to smoking. There are over 16,000 cancer deaths in Canada each year, and is caused by smoking. Also smoking causes pulmonary and respiratory diseases. Over 8,000 pe ople die each year from respiratory diseases caused by smoking. And it also causes alot of other diseases that permanently damage the lungs and airways by smokers. Other than cancer, respiratory and cardiovascular diseases, smoking can cause alot of health problems like ulcers and bowel disorders (Crohns Disease), osteoperosis (decreased bone density), thyroid disease and increased severity of rheumatoid arthritis. Smoking also causes other health problems like cataracts, menstrual disorders, sleep problems, tooth and gum damage and increased injuries.

The Door :: essays research papers

Everything (he kept saying) is something it isnt. And everybody is always somewhere else. Maybe it was the city, being in the city, that made him feel how queer everything was and that it was something else. Maybe (he kept thinking) it was the names of the things. The names were tex and frequently koid. Or they were flex and oid or they were duroid (sand) or flexsan (duro), but everything was glass (but non quite glass) and the thing that you touched (the surface, washable, crease-resistant) was rubber, only it wasnt quite rubber and you didnt quite touch it but almost. The wall, which was glass but turned out on being approached not to be a wall, it was something else, it was an opening or doorway--and the doorway (through which he saw himself approaching) turned out to be something else, it was a wall. And what he had eaten not having concur with him.He was in a washable house, but he wasnt sure. Now about those rats, he kept saying to himself. He meant the rats that the Profe ssor had driven waste by forcing them to deal with problems which were beyond the scope of rats, the insoluble problems. He meant the rats that had been trained to jump at the square card with the circle in the middle, and the card (because it was something it wasnt) would crap way and let the rat into a place where the food was, but then one day it would be a trick played on the rat, and the card would be changed, and the rat would jump but the card wouldnt give way, and it was an impossible situation (for a rat) and the rat would go insane and into its eyes would go the unspeakably bright imploring look of the frustrated, and after the convulsions were over and the frantic racing around, then the passive stage would set in and the willingness to let anything be done to it, even if it was something else.He didnt know which door (or wall) or opening in the house to jump at, to get through, because one was an opening that wasnt a door (it was a void, or kid) and the other was a wa ll that wasnt an opening, it was a sanitary cupboard of the same color. He caught a glimpse of his eyes staring into his eyes, in the and in them was the expression he had seen in the picture of the rats--weary after convulsions and the frantic racing around, when they were willing and did not mind having