SwoT Essay Example for Free

SwoT Essay Before identifying the potential strengths, weaknesses, opportunities and threats Sharp faces in solar panel market. We must first examine the solar panel industry as a whole. The future growth of industry and the demand for solar panels is contingent on two economic drivers. These two factors include what types of energy will be used to fuel the growth of developing nations and how and where the energy is produced. The first economic driver that could potentially increase the growth of the industry lays in the fact that securing traditional energy as a means of fueling growth is ecoming increasingly more expensive with an ever-growing demand. The growth in demand for traditional energy can be attributed to the development of countries such as China and India. The second economic driver that will dictate the growth of the industry is the fact that over the next few decades developing nations will shift away from centralized energy production to more local production. On the grounds that developing countries dont have the current infrastructure such as electrical grids and decentralized energy production is much more cost effective than building such infrastructure (Bradford, 2006). In closing, the future growth of the solar industry hinges on developing nations using renewable energy to fuel their growth and leap frog the expense of constructing infrastructure to distribute traditional forms of energy with decentralized production. After identifying the two drivers that will dictate the future growth of the solar panel industry, we can examine the projections made about the future growth of the industry. The current market is over five billion dollars annually with new markets continuing to develop. Predictions have been made that the solar cell manufacturing ndustry will be a twenty- five billion plus industry by 2010 (CSU, 2007). While the solar panel industry has experienced a steady stream of growth for the last six years with growth estimated at a rate of thirty percent annually (Businessweek, 2006). In conclusion, the solar panel industry has experienced a consistent annual rate of growth that will only continue to increase with the growing trend towards renewable energy. Now that we have examined the economic drivers that will fuel the growth of the industry and the current growth the industry has experienced we can began to xamine the strengths, weaknesses, opportunities and threats Sharp faces. The foundation of Sharps strength in the solar panel industry stems from their experience manufacturing solar powered fuel cells. Since 1963 Sharp Corporation has been mass producing solar powered fuel cells. This translates into roughly forty years of production experience. With Sharps solar panel division being the second largest producer within the industry. Another crucial strength that Sharp possesses is its effective utilization of its working capital generated from its sale of consumer lectronics. Sharp uses this working capital to fund research and development and gain a foothold in developing markets as a means of achieving their long-term goal of becoming an industry leader. Sharp is currently allocating billions of dollars to the research and development of new cutting edge technology before industry rivals beat them to the punch (Hall, 2008). In addition, to investing in new technology, Sharp is increasing their production capacity with construction of a new factory in to produce solar panels suitable for the climates in Southern Europe, Southeast Asia, Central and South America, and Africa (Williams, 2008) pcmag. Finally, Sharp has Just recently announced a partnership with Italian energy company costing 1. 05 billion dollars to build several solar power-generating plants in the next four years. With Sharp collecting royalties from Enels sales generated from the new plants. In summary, one of Sharps biggest strengths is their ability to effectively utilize their working capital and take the necessary actions to accomplish their long-term goal of being the industry leader. After evaluating the strengths Sharp brings to the ndustry, we can begin to evaluate their weaknesses within the industry. One of the greatest weaknesses of Sharp stems from the fact that they are headquartered in Japan. Which has the highest production costs in the entire world . The high production costs of manufacturing in Japan poses a serious threat by hampering their ability to offer prices competitive with those of the competition. Who manufacture their products in countries with much lower labor costs. Another weakness of Sharp is the susceptibility to changes in the value of other countries currency eroding their sales (Funding Universe, unknown). In summary, the weaknesses of Sharp Corporation consist of manufacturing in the world most expensive country and their vulnerability to changing exchange rates negatively impacting their sales. After reviewing the weaknesses of Sharp within the industry we can now examine the opportunities Sharp has within the industry. With the growing trend towards transitioning to renewable energy sources, there are multiple opportunities within the industry that Sharp can capitalize on as a means achieving growth. One of the greatest opportunities presented to Sharp Corporation within the industry is Europes oal to obtain twenty percent of its energy from renewable sources by the year 2020. Even if only a quarter of the renewable energy quota were generated through solar power, the entire industry would have to multiply their production by twenty-five (Schenker, 2008). Europes commitment to renewable energy presents Sharp with the opportunity of unlimited demand for their solar panels. On the grounds that the industry will most likely not be able to increase production capacity to meet the ambitious goals Europe has set for themselves. In summary, Europes commitment to enewable energy poses a substantial opportunity for Sharp to increase their presence within the industry. With the growing trend of modernization brought on by globalization developing nations present Sharp with yet another opportunity to achieve growth. Solar energy has proven to be one of the best solutions for providing electricity to the rural communities around the globe. With 1. 6 million people in developing countries not having access to electricity grids. Sharp has the opportunity to invent and manufacturer solar panel products, which are suitable to the needs of those living ithout, access to electricity (EPIA, 2009). So, as Sharp continues to improve production efficiency and cut costs, they are presented with the valuable opportunity of developing solar panel specifically suited to the needs of those in developing nations. The opportunity to provide solar panel products to developing nations would out the goal of taking action that help Sharp become a global company while contributing to the construction of a sustainable society (Sharp, 2009). In summary, the developing world and the 1. 6 million people without electricity present Sharp ith the opportunity of new markets while helping to strengthen their dedication to social responsibility. After examining the opportunities that are currently available to Sharp within the industry, we can begin to examine the current threats Sharp faces. Before February 2008 Sharp held the ranking of number one producer within the industry. However, they have recently been replaced by Q-cells. Founded in 1999 in Germany, Q-cells was able to surpass Sharp due to their ability to acquire the necessary amount of poly silicon during the recent shortages (Calflnder, 2008). In ummary, the German company Q-cells poses a serious threat to Sharp, with their ability to rise to the number one position ten years after going into business. Sharp also faces a serious threat from manufacturers abroad, whose governments provide larger subsidies than the Japanese government. Sharp faces a serious threat from competitors in China, where the government subsidies aimed creating a stronger market for domestic manufacturer is three times as large as the current subsidies offered by the Japanese government. In summary, Sharp faces an international threat from manufacturers within China whose government subsidies far surpass hose offered in Japan. In conclusion, what once began as small metal works shop has transformed into an international corporation. With the foundation of their success being attributed to the corporate culture created by its founder Tokuji Hayakawa. His emphasis on the importance of investing in the development of new technologies is the reason Sharp is where they are today. With Sharps abundance of working capital, and the opportunities that exist within Europe and developing nations Sharp will almost certainly be able to reclaim their spot as the number one industry leader.

A Brief Background On Nestle Marketing Essay

A Brief Background On Nestle Marketing Essay In the 1860s Henri Nestlà ©, a pharmacist, developed a food for babies who were unable to breastfeed. His first success was a premature infant who could not tolerate his mothers milk or any of the usual substitutes. People quickly recognized the value of the new product, after Nestlà ©s new formula saved the childs life, and soon, Farine Lactà ©e Henri Nestlà © was being sold in much of Europe. In 1905 Nestlà © merged with the Anglo-Swiss Condensed Milk Company. By the early 1900s, the company was operating factories in the United States, Britain, Germany and Spain. World War I created new demand for dairy products in the form of government contracts. By the end of the war, Nestlà ©s production had more than doubled. After the war Government contracts dried up and consumers switched back to fresh milk. However, Nestlà ©s management responded quickly, streamlining operations and reducing debt. The 1920s saw Nestlà ©s first expansion into new products, with chocolate the Companys second most important activity Nestlà © felt the effects of World War II immediately. Profits dropped from $20 million in 1938 to $6 million in 1939. Factories were established in developing countries, particularly Latin America. Ironically, the war helped with the introduction of the Companys newest product, Nescafà ©, which was a staple drink of the US military. Nestlà ©s production and sales rose in the wartime economy. 1944-1975 The end of World War II was the beginning of a dynamic phase for Nestlà ©. Growth accelerated and companies were acquired. In 1947 came the merger with Maggi seasonings and soups. Crosse Blackwell followed in 1960, as did Findus (1963), Libbys (1971) and Stouffers (1973). Diversification came with a shareholding in LOrà ©al in 1974. 1975-1981 Nestlà ©s growth in the developing world partially offset a slowdown in the Companys traditional markets. Nestlà © made its second venture outside the food industry by acquiring Alcon Laboratories Inc.. 1981-1995 Nestlà © divested a number of businesses1980 / 1984. In 1984, Nestlà ©s improved bottom line allowed the Company to launch a new round of acquisitions, the most important being American food giant Carnation. 1996-2002 The first half of the 1990s proved to be favorable for Nestlà ©: trade barriers crumbled and world markets developed into more or less integrated trading areas. Since 1996 there have been acquisitions including San Pellegrino (1997), Spillers Petfoods (1998) and Ralston Purina (2002). There were two major acquisitions in North America, both in 2002: in July, Nestlà © merged its U.S. ice cream business into Dreyers, and in August, a USD 2.6bn acquisition was announced of Chef America, Inc. 2003 + The year 2003 started well with the acquisition of  Mà ¶venpick Ice Cream, enhancing  Nestlà ©s position as one of the world market leaders in this product category.   In 2006, Jenny Craig and Uncle Tobys were added to the Nestlà © portfolio and 2007 saw  Novartis Medical Nutrition, Gerber and Henniez join the Company.   Nestlà © is the worlds leading Nutrition, Health and Wellness company. We are committed to increasing the nutritional value of our products while improving the taste. We  achieve this through our  brands and with initiatives like the Nutritional Compass. Since Henri Nestlà © developed the first milk food for infants in 1867, and saved the life of a neighbours child, the Nestlà © Company has aimed to build a business as the worlds leading nutrition, health and wellness company  based on sound human values and principles. The Nestlà © Corporate Business Principles are at the basis of our companys culture. We have built our business on the fundamental principle that to have long-term success for our shareholders, we not only have to comply with all applicable legal requirements and ensure that all our activities are sustainable, but additionally we have to create significant value for society. At Nestlà © we call this Creating Shared Value. Our  Corporate Business Principles will continue to evolve and adapt to a changing world, our basic foundation is unchanged from the time of the origins of our Company, and reflects the basic ideas of fairness, honesty, and a general concern for people. Nestlà © is committed to the following Business Principles in all countries, taking into account local legislation, cultural and religious practices: Nestlà ©s business objective is to manufacture and market the Companys products in such a way as to create value that can be sustained over the long term for shareholders, employees, consumers, and business partners. Nestlà © does not favour short-term profit at the expense of successful long-term business development. Nestlà © recognizes that its consumers have a sincere and legitimate interest in the behaviour, beliefs and actions of the Company behind brands in which they place their trust, and that without its consumers the Company would not exist. Nestlà © believes that, as a general rule, legislation is the most effective safeguard of responsible conduct, although in certain areas, additional guidance to staff in the form of voluntary business principles is beneficial in order to ensure that the highest standards are met throughout the organization. Nestlà © is conscious of the fact that the success of a corporation is a reflection of the professionalism, conduct and the responsible attitude of its management and employees. Therefore recruitment of the right people and ongoing training and development are crucial. Nestlà © continues to maintain its commitment to follow and respect all applicable local laws in each of its markets. The Nestlà © Corporate Business Principles The ten principles of business operations Consumers; 1 Nutrition, Health and Wellness 2 Quality assurance and product safety 3 Consumer communication Human rights and labour practices 4 Human rights in our business activities Our people 5 Leadership and personal responsibility 6 Safety and health at work Suppliers and customers 7 Supplier and customer relations 8 Agriculture and rural development The environment 9 Environmental sustainability 10 Water Consumers Nutrition, Health and Wellness Our core aim is to enhance the quality of consumers lives every day, everywhere by offering tastier and healthier food and beverage choices and encouraging a healthy lifestyle. We express this via our corporate proposition Good Food, Good Life. Quality assurance and product safety Everywhere in the world, the Nestlà © name represents a promise to the consumer that the product is safe and of high standard. Consumer communication We are committed to responsible, reliable consumer communication that empowers consumers to exercise their right to informed choice andpromotes healthier diets. We respect consumer privacy. Human rights in our business activities We fully support the United Nations Global Compacts(UNGC) guiding principles on human rights and labour andaim to provide an example of good human rights and labourpractices throughout our business activities. Leadership and personal responsibility Our success is based on our people. We treat each other with respect and dignity and expect everyone to promote a sense of personal responsibility. We recruit competent and motivated people who respect our values, provide equal opportunities for their development and advancement, protect their privacy and do not tolerate any form of harassment or discrimination. Safety and health at work We are committed to preventing accidents, injuries and illness related to work,and to protect employees, contractors and others involved along the value chain. Supplier and customer relations We require our suppliers, agents, subcontractors and their employees to demonstrate honesty, integrity and fairness, and to adhere to our non-negotiable standards. In the same way, we are committed towards our own customers. Agriculture and rural development We contribute to improvements in agricultural production, the social and economic status of farmers, rural communities and in production systems to make them more environmentally sustainable. Environmental sustainability We commit ourselves to environmentally sustainable business practices. At all stages of the product life cycle we strive to use natural resources efficiently, favour the use of sustainably-managed renewable resources, and target zero waste. Water We are committed to the sustainable use of water and continuous improvement in water management. We recognise that the world faces a growing water challenge and that responsible management of the worlds resources by all water users is an absolute necessity. Commitment of the Chairman and the Chief Executive Officer Peter Brabeck-Letmathe Chairman of the Board We believe in the importance of a strong compliance culture that is fully embedded in our business. The Corporate Business Principles and the supporting documents reflect this commitment and thus protect the trust of our consumers and other stakeholders in the Nestlà © brand. Our internal rules not only require strict compliance with the law, they guide our actions even if the law is more lenient or where there is no applicable law at all. For Nestlà ©, upholding compliance goes beyond keeping checklists. It requires steadfast principles that apply across the whole Company, providing clear guidance to our people. As the Chairman and the Chief Executive Officer of Nestlà ©, we are committed to making sure that our entire Company is managed according to these principles and require adherence to them from all our employees around the world. We are also committed to continuous improvement and are open to external engagement regarding any area of our Corporate Business Principles. The Nestlà © Corporate Business Principles are at the basis of our companys culture, which has developed over the span of 140 years. Since Henri Nestlà © first developed his successful infant cereal Farine Lactà ©e, we have built our business on the fundamental principle that to have long-term success for our shareholders, we not only have to comply with all applicable legal requirements and ensure that all our activities are sustainable, but additionally we have to create significant value for society. At Nestlà © we call this Creating Shared Value. Although our Nestlà © Corporate Business Principles were first published as an integrated document in 1998, most had already been established in individual form many years before. While the Business Principles are firmly established, they also continue to evolve and adapt to a changing world. For instance, Nestlà © incorporated all ten principles of the United Nations Global Compact soon after their creation and continues to implem ent them today. This latest revision differs from the previous two versions in that it establishes Creating Shared Value as Nestlà ©s fundamental business principle. In addition, each principle is specifically linked to on-line copies of more detailed principles, policies, Standards and guidelines. This has allowed the statement of each principle to be more succinct, while providing more detailed implementing measures related to each one on the worldwide web. Also, for the first time, a map of the principles and an overview of related company measures is included at the start of the document. We believe in the importance of a strong compliance culture that is fully embedded in our business. The Corporate Business Principles and the supporting documents reflect this commitment and thus protect the trust of our consumers and other stakeholders in the Nestlà © brand. Our internal rules not only require strict compliance with the law, they guide our actions even if the law is more lenient or where there is no applicable law at all. For Nestlà ©, upholding compliance goes beyond keeping checklists. It requires steadfast principles that apply across the whole Company, providing clear guidance to our people. As the Chairman and the Chief Executive Officer of Nestlà ©, we are committed to making sure that our entire Company is managed according to these principles and require adherence to them from all our employees around the world. We are also committed to continuous improvement and are open to external engagement regarding any area of our Corporate Business Principles. MISSION STATEMENT At Nestle we believe that research can help us make better food so that people live a better life Marketing and sales Nestle is one of the worlds largest global food companies.    It has over 500 factories in 76 countries, and sells its products in 193 nations.    Only 1% of sales and 3% of employees are located in its home country, Switzerland.    Having reached the limits of growth and profitable penetration in most Western markets, Nestle turned its attention to emerging markets in Eastern Europe, Asia, and Latin America for growth.    Many of these countries are relatively poor, but the economies are growing quickly.    Thus a consumer base capable of buying many Nestle products will develop over the next couple of decades. Nestle tries to enter emerging markets ahead of competitors, and build a substantial position in basic foodstuffs.    As income levels rise, the company progressively moves from these niches into more upscale items.    It very much focuses on developing local goods for local markets, however, and places relatively less emphasis on its global brands in emerging markets.    It also localizes its distribution and marketing strategy to the requirements of the local market.    When good opportunities are available, Nestle acquires local firms. Nestle is a very decentralized organization, with operating decisions pushed down to local units.    On top of this are both a SBU organization focused around food groups, and a regional organization that tries to help rationalize production and marketing among nearby countries.    Helping hold the organization together is a group of managers who rotate around the world on various assignments. During the year under review the company ach ieved sustainable profitable growth by capitalizing on the opportunity presented by a positive business environment. This became possible through successful marketing and sales strategies and focus on key initiatives. Innovation and renovation remained the key to development of new products. Because Nestle competes in a broad range of geographic areas as well as in a broad range of product categories, it faces competition from an equally broad range of companies. Some of its competitors are multinational organizations with similar product lines that cross regional bounds. These include Philip Morris, RJR Nabisco and Unilever. Other companies focus on a single product area in which Nestle competes. The result of this type of competition is that Nestle must compete vigorously across its international customer base. Since the product categories in which Nestle participates are no longer in the introductory or growth phase, there is increased price pressure, as well, which means that companies who do not focus on marketing and on competitive pricing can quickly lose large amounts of market share which can be difficult to recover. In some cases, smaller competitors have brought pressure on governments to help regulate the activities of Nestle; this is not different from compa nies in other countries. The acquisition of Source Perrier is a prime example of this. Although Nestle had acquired other companies in the past which had similar products to its own, the Source Perrier acquisition brought considerable critics. Nestle uses local brands in a wide range of local markets and focuses on trying to optimize ingredients and processing technology to local conditions. That is why, the company needs to be flexible and able to adapt rapidly to local demand and cultural differences. Doing business in different countries means different ethical standards, different business expectations, and different cultural norms. Nestle claims that it can reduce risks and concentrate its marketing resources by narrowing its initial market focus to just a few strategic brands. Its global strategy must be backed up with the necessary financial and human resources and knowledge management should be introduced to spread information throughout the company. Clearly, the entrance of a company into the global marketplace creates numerous challenges. Knowing that innovation and quality were key determinants, Nestle transferred these distinctive competencies to foreign markets. In Nigeria, for example, Nestle had to rethink i ts traditional distribution methods (operating a central warehouse), because the road system was poorly developed and there was much violence. This example shows, that the company was able to respond quickly to different local conditions. You are required to relate all your findings to Nestle. Task 1 You are required to compare alternative definitions of marketing. In your opinion what would be the appropriate definition for Nestle, justify your answer.(outcome 1.1) Definitions: alternative definitions including those of the Chartered Institute of Marketing and the American Marketing Association, satisfying customers needs and wants, value and satisfaction, exchange relationships, the changing emphasis of marketing. Definition of marketing (4 is enough) a) which definition is more appropriate for Nestle. b) you can chooseyour own definition too. Task 2 Identify the main characteristics of a marketing oriented organization and how do u think Nestle fair in this. (outcome 1.2) Marketing concept: evolution of marketing, business orientations, societal issues and emergent philosophies, customer and competitor orientation, efficiency and effectiveness, limitations of the marketing concept. Main characteristic of a marketing oriented organization Link it to Nestle Task 3 Explain the various elements of the marketing concept. Relate your findings to Nestle (outcome 1.3) Marketing process overview: marketing audit, integrated marketing, environmental analysis, SWOT analysis, marketing objectives, constraints, options, plans to include target markets and marketing mix, scope of marketing. Marketing concept Relate to Nestle Task 4 You need to Identify and assess the benefits and costs of a marketing approach. Do you think Nestle has achieve this? Justify your answer. (outcome 1.4) Costs and benefits: benefits of building customer satisfaction, desired quality, service and customer care, relationship marketing, customer retention, customer profitability, costs of too narrow a marketing focus, total quality marketing. How to build customer satisfaction Desired quality are achieved Service and customer care Relationship marketing Customer retention Customer profitability Cost of 2 narrow and marketing focus Total quality marketing Relate this to Nestle Task 5 Identify and explain macro and micro environmental factors which influence marketing decisions. You need to do an analysis as to how Nestle is affected with micro and macro environment and how do they overcome the problems encountered. (outcome 1.5) Macro-environment: environmental scanning, political, legal, economic, socio-cultural, ecological and technological factors. What their news are? What happend? How they solve it? Task 6 Propose segmentation criteria to be used for two products in different markets. You are required to choose any two products of nestle and propose the segmentation appropriately. (outcome 1.6) Micro- environmental: stakeholders (organisations own employees, suppliers, customers, intermediaries, owners, financiers, local residents, pressure groups and competitors), direct and indirect competitors, Porters competitive forces. Segmentation: (e.g baby product/ health product) What is segmentation Why is it important? Relate it to Nestle What kind of market they are going to propose Task 7 Outline the factors which influence the choice of targeting strategy. As Nestle has wide range of products in many different countries you can choose any products and compare how the strategy differs in one country to another. (outcome 1.7) Buyer behaviour: dimensions of buyer behaviour, environmental influences, personal variables- demographics, sociological, physiological- motivation, perception and learning, social factors, physiological stimuli, attitudes, other lifestyle and lifecycle variables, consumer and organisational buying. What is marketing strategy all about? Why is it important? What is the benefit? Relate it to Nestle Task 8 You are required to explain how buyer behaviour affects marketing activities in two different buying situations. Relate your findings to Nestle. (outcome 1.8) Segmentation: process of market selection, macro and micro segmentation, bases for segmenting markets is geographic, demographic, psychographic and behavioural; multivariable segmentation and typologies, benefits of segmentation, evaluation of segments and targeting strategies, positioning, segmentation, evaluation of segments and targeting strategies, positioning, segmenting industrial markets, size, value, standards, industrial classification. What is buyer behaviour? Why doing buyer behaviour analysis? Relate it to Nestle

The Yellow Wallpaper Feminist Analysis

The Yellow Wallpaper Feminist Analysis One of the major goals of feminist literature is to determine what kind of voice women have or do not have in a world, dominated by men. Women are seen as not as important as men in humanity, and language is one of the tools used to emphasize mens power over women. Often the world in literature is represented from a male point of view, yet female writers have continued to write. In Charlotte Perkins Gilmans The Yellow Wallpaper the author uses slight symbolism to tell the reader how the main character is really feeling while the literal text goes  either talk like men or not talk at all. Even with these expectations, men have different experiences than women and women needed to find a way to express them, by finding their own style that includes specific themes, like mental illness, and women work on self expression. Mental illness and disease are common themes in North American feminist writing (Feminist Criticism, 173). This piece was written during what Showalter refers to as th e Feminist phase, which was between 1880-1920 when omen protested against societys standards and values. (Feminist Criticism and Jane Eyre, 462) Charlotte Perkins Gilman was one of many women who used mental illness as a theme in her writing, as well as suffering from it in real life. As the story unfolds, the characters oppression from men and resulting mental illness takes shape. At the beginning, the author quickly makes it obvious who is dominant in her marriage, saying John and myself while writing in her personal diary. Even in her private thoughts she feels respectful to the men in her life. As quickly as she lets the reader know the way her relationship is set up, it becomes obvious that she has a very active imagination. She describes the house as a haunted house, which also is a foreshadowing to the conclusion of the story. Her resentment towards John is shown in small ways and is hard to detect, John laughs at me, of course. She is used to John thinking her ideas are a joke. Throughout the beginning of the story we learn all about Johns personality traits, a practical forceful physician. In describing John and emph asizing how different the two are, she implies that she is the opposite of his traits. Where he is practical, she is a dreamer. The juxtaposition of John and the narrator reflects the universal juxtaposition of men and women. The dominance of men is undeniable, He does not believe Im sick. The narrator has lost control to decide if shes sick or not, one of the most basic things a person can determine. Her brother is another male figure who makes decisions for her. Although she disagrees, it is not something that she is vocal about. While describing herself, John and her brother the narrator does not use a lot of symbolism. However with the sentence So I will let it alone and talk about  the house, the symbolism begins. Because she cannot argue in the realm of men, she chooses a different outlet for her feelings in issues surrounding the house. She describes the house and its surroundings as beautiful, she then says There were greenhouses too, but they are all broken now. It is common knowledge that greenhouses are areas of new life and growth, the fact that they are broken symbolizing the end of growing new life. The narrator was pregnant, and the  idea of a broken greenhouse could symbolize depressio n relating to the pregnancy and not having the baby growing inside her anymore. The narrators imagination is something that John expects her to control and change, his constant disapproval of her true personality is unavoidable. She does not disagree with John  actively or in an upfront manner, even within the text. The houses features, especially the wallpaper, can be seen as a symbol for the narrators marriage and general feelings. John chooses for the two of them to live in the upstairs nursery, while the narrator preferred the prettier downstairs. I dont like our room one bit. The narrators distaste for the nursery could also symbolize the fact that she did not want to have a child in the first place, which is also evident in the fact that she does not refer to the baby by name or show any desire to interact with it. Their room and shared space could be interpreted to mean their marriage, where it seems that she spends a lot of time alone. Even when attempting to describe John in a positive loving way such as, He is so careful and loving, and hardly lets m e stir without special direction the narrator manages to imply that this is irritating and stifling. This isnt genuine pleasure in this attention. She is not openly rebellious, yet her feelings of unhappiness towards male dominance cause her to feel ungrateful because she is aware of the role women are supposed to happily play. She feels trapped, her unwanted nursery room is ugly and the windows are barred. This was once a precaution for children inhabiting the nursery, but now makes a cage like environment for the narrator and serves as a constant reminder of children. It also is a blatant symbol of the fact that the narrator is caged within a life she has no control over. Her hatred of tire room is intensified by her disgust with the wallpaper. She describes it as committing every aesthetic sin. At first glance, the wallpaper may be seen as insignificant. But upon closer inspection it can be obviously interpreted as a symbol for her marriage. She calls the wall paper dull but irritating, John is either leaving her which is boring or trying to control her life which is annoying. The narrator spends a countless amount of time studying the wall paper, I start, well say at the bottom, down in the corner over there where it has not been touched, and I determine for the thousandth time that I will follow that p ointless pattern to some sort of conclusion. This passage despite how frustrated she is, she continually complains of feeling a lack of strength. She is unable to truly change her situation and feels defeated by this. John makes assumptions and assertions such as You know the place is doing you good,  while the narrator is slowly slipping into madness. It shows his ignorance towards his wifes situation, and mens general ignorance of the well being of women. Also it makes it obvious that one person shouldnt be making decisions for someone else, which was a major cause of unhappiness for women when men were accepted by society as the dominant gender. The narrator feels separated from her husband, there is a disconnected displayed by their inability to communicate, his lack of awareness of their needs and their marriage as a whole. The fact that the narrator has been put in this room, symbolically her marriage, angers her and she makes this known I would not be as silly as to make him uncomfortable just for a whim. He makes her stay upstairs just because that is his preference, when he is often away. The narrator describes the wallpaper and her feelings towards it by saying, I get positively  angry with the impertinence of it and everlastingness. Her marriage is something she cannot escape from, and she has no choice in the matter. The word choices made in this part of the story intensify the feeling of unhappiness, words such as inharmonious and sentences like ravages  the children have made here they must have had perseverance as well as hatred convey a negative image. Yet as much as there is the narrator fights against the oppression of men there are moments within the text where she doesnt do a very good job of making her case. And dear John gathered me up in his arms, and just carried me upstairs and laid me on the bed, and sat by me and read to me till it tired my head At times like this she enforces the idea that she is a child and needs to be babied. If this is the way she behaves than it is no wonder that he treats her the way he does. As much as the oppression is created by men it is accepted and at times encouraged by women. Her tears and weakness are leading towards a mental breakdown. She begins to see a woman in the pattern, stooping down and creeping about. If her marriage is the wallpaper, than the woman behind it can be seen as the narrators subconscious. Her growing unhappiness makes the woman more and more noticeable. She lacks purpose, as she is not allowed to write, and this causes her over active imagination to engage. Her woman behind the pattern feels as she does, the faint figure behind seemed to shake the pattern, just as if she wanted to get out. The narrator desires to shake off her marriage as the woman tries to shake the pattern. The use of the word pattern is no accident either, as these types of relationships are the typical pattern followed by society at his time. As time progresses the narrator sinks deeper into her obsession with the woman in the wallpaper, perhaps her only means of escape from a situation she cannot change. Finally the narrator gives way to madness, ripping at the wallpaper and creeping around the room causing her husband to faint. She hasnt managed to escape the confines of her relationship, yet she is attempting to free the woman from behind the pattern of the wallpaper. Her obsession with the wall paper is directly correlated to her desire for control within her life  and relationships, she can assert her dominance over the wall paper yet she is incapable of changing her relationship.

A Case Study of Operational Strategies Adopted By Jyoti Remedies Essay

The global Pharmaceutical sector is worth US$300 billion and this is expected to rise to US$400 billion within three years. With 10 largest drugs companies controlling over one-third of the market, several have sales of more than US$10 billion a year and profit margins of about 30%. Of the top 10 six are based in the United States and four in Europe. It is predicted that North and South America, Europe and Japan will continue to account for a full 85% of the global pharmaceuticals market well into the 21st century. (wikipedia, 2014) In 2006, the US contributed 52 per cent of the pharmaceutical sector's growth, while the seven emerging markets of Brazil, Russia, India, China, South Korea, Mexico and Turkey referred to as â€Å"pharmerging† contributed 16 per cent combined. This year the pharmerging economies are expected to account for 51 per cent of the industry's growth, while the US has declined to -19 per cent. The Pharmerging Countries:- In reviewing each of the world’s emerging economies, the upcoming major players are generally classified as pharmerging countries and further they are divided in to three tier. (money control, 2014) Tier 1: China. With a GDP of more than $8 trillion, China is the world’s third-largest pharmaceutical market. Most of the growth in China come from branded generic products manufactured and marketed by established domestic companies, although demand for innovative products from multinational companies is rising in the country’s leading urban centres. Tier 2: Brazil, Russia and India. These countries are each expected to add $5-15 billion in annual pharmaceutical sales by 2014. Brazil and Russia both have achieved consistent double-digit pharmaceutical sales growth in recent years, while ... ...ogi, R. (2011). The indian pharma sutical industry: the emperical study. the emperical study, 40-48. Schuh and compay. (2013). Operational excellence in pharmaceutical indusry. 3-13. Jyoti Remedies. (2014, march 10). jyoti remedies. Retrieved from Jyothi remedies: http://www.jyotiremedies.com/html/index.html money control. (2014, March). Money Control. Retrieved from http://www.moneycontrol.com/stocks/top-companies-in-wor;d/net-sales-bse/pharmaceuticals.html reserch and markets. (2014, march 10). Retrieved from reserchandmarkets: http://www.researchandmarkets.com/reports/2043060/industry_insight_crams_contract_research wikipedia. (2014, march 10). wikipedia. Retrieved from http://en.wikipedia.org/wiki/Pharmaceutical_industry wikipedia. (2014, march 10). wikipedia. Retrieved from wikipedia: http://en.wikipedia.org/wiki/Pharmaceutical_industry_in_India

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Mandatory reporting laws of domestic violence for healthcare providers could be an important step forward as well to protect children witnesses. These laws are still controversial, and those who oppose them usually do so out of concern that it will dissuade women from seeking medical help – not to mention a risk of retaliation – and is too much of an attempt to control the life of an adult (Culross 115). However, these mandatory reporting laws would allow doctors who see signs of domestic abuse to bring in child protective services, which is a first step to protecting children who witnessed domestic violence (Culross 115). Increasingly, many believe that Child Protective Services should intervene on behalf of children who witness domestic violence (Appel 231). Historically, despite the aforementioned overlap, these programs have been very divided with Child Protectice Services only focusing on the children and domestic violence programs only focusing on the abused victims (Findlater 84). Some opponents fear that just like mandatory reporting laws, these could put the children and t...

Angelina Jolie Biographical

Angelina Jolie, an example of the powerful and modern woman. Recently, Angelina Jolie released a statement: â€Å"l wanted to write this to tell other women that the decision to have a mastectomy was not easy. But it is one I am very happy that I made,† talking about her decision to undergo a preventive double mastectomy after being diagnosed with a cancer gene.Angelina Jolie, a movie star, Award winning actress and named highest paid actress by Forbes magazine, three words could describe her: talented, beautiful, rich. It would be very easy to go on and on about her on-camera success, instead this essay will illustrate her real life success and how despite all of the disadvantages mentioned above, Angelina Jolie, manages to be a philanthropist, independent, family woman, therefore a powerful example of the modern woman.Childhood Philanthropist Jolie raised by a hard working single mother did not have an easy childhood, her mother was often absent and as a result she had an ea rly start on depression, aving lived this, Jolie is particularly sensitive when it comes to childhood matters, and in her adulthood she has worked on eradicating extreme rural poverty and lack of education, helping not only kids but also adults all over the world, supporting over 25 causes and creating foundations on her own, not only donating large amounts of money but also her own time.Teenage years resilience At the start of her acting career in her teenage years, Jolie had a hard time with drugs and casual sexual encounters, Adulthood Family woman Coming from a broken family, beautiful movie star Conclusion No matter what your stage is, if you are a teacher and you are working in a small school, a nurse in a hospital, a scientist is a dark lab room. Movie star or not own your stage Angelina Jolie Biographical Essay By Yaridis-Cervantes

Newell Strategy Essay

Yes, Newell does have a successful corporate strategy and it does add value to the businesses within its portfolio. Newell’s corporate strategy can be summarized as follows. Newell manufactures low-technology, high-volume staple products in the categories hardware/ home furnishings, office products as well as housewares and sells to large mass retailers. It mirrors the consolidation in the retail business and the related market power of volume merchandisers by a continuous flow of acquisitions of companies. These companies are well-known brands and often claim a #1 or #2 position in terms of market share but that on the other hand are poorly managed on the cost side and hence financially underperforming. Newell substantially increases their operational efficiency and hence profitability by introducing Newell’s financial system, IT-based sales and order processing system and flexible manufacturing system (â€Å"Newellization†), i.e. by streamlining their processes. Regarding its mass retail customers Newell aims at a solid reputation for its high service quality (e.g. use of EDI and POS data along with reliability of JIT delivery), commanding a price premium. This quality level is also established in the acquired companies. Moreover, by consolidating industry capacity at high and low price points Newell reduces price pressure in the market, creates economies of scale and entry barriers based on â€Å"critical mass†. Newell also capitalizes on economies of scope by leveraging relationships with discount retailers to get shelf space and favorable terms and conditions for products of other subsidiaries in its portfolio, too. Centralized training programs, comprehensive and frequent management meetings and regular transfer of managers between divisions contribute to best practice sharing and knowledge transfer within the corporation. The corporate office provides its various product divisions with capital infusion when necessary and with financial, technological, operational and legal support.