Discuss Nora Helmer's journey from 'dolly' wife to emanicapted woman Essay

Discuss Nora Helmer's journey from 'dolly' wife to emanicapted woman in ''A Doll's House'' by Ibsen - Essay Example In this situation, Nora is depicted as an extravagant woman who spends a lot of money on Christmas presents and home improvements. Yet the play goes well past such meanings and point of view, so that when all the characters and intensities have appeared during the plot development, the play seems to point to something different from what the readers have supposed at the beginning. The first factor of change is marked by a blackmail form Nils Krogsta. In order to save her husband, Nora lent some money from Nils Krogstad, but he found that Nora forged her dying father's signature. When Nora finds a letter, she matures and understands that the disclosure will cost her love and devotion of her husband and happy family life. As a mature woman, she does everything possible to solve the situation (ask her friend Christine to help her), but fails. In Nora's remarks, readers can find the stages of a repudiation of such a "civilized" development, and this refusal, going deeper than a social responsibility. Though, because social role of the wife is predetermined, Ibsen underlines that Nora feels miserable and depressed. The symbolic meaning of blackmail helps readers to grasp the idea at once shaping atmosphere of the play. Also, this setting contemplates nature, both the natural world around the narrator and her own inner nature. Another unique setting is Torvald's st udy. Before he shuts the door he calls to him" (Ibsen).

Gatorade Sport Drinks Essay Example for Free

Gatorade Sport Drinks Essay Gatorade is a brand of flavored non-carbonated sports drinks manufactured by PepsiCo and distributed in over 80 countries. [1] It was first developed in 1965 by researchers at the University of Florida, as a means of replenishing the fluid, carbohydrates and electrolytes that are divested from the body during physical exertion. Its name was derived from the school’s football team, the Gators. Originally produced and marketed by Stokley-Van Camp, the Gatorade sports drink brand was purchased by the Quaker Oats Company in 1983, which was acquired by PepsiCo in 2001. As of 2009, Gatorade is PepsiCo’s 4th-largest brand, on the basis of worldwide annual retail sales. It primarily competes with Powerade and Vitaminwater worldwide, as well as Lucozade Sport in the United Kingdom. Within the U. S. , Gatorade accounts for approximately 75 percent market share in the sports drink category. [2] PepsiCo Inc. (NYSE:PEP) is a global manufacturer, distributor, and marketer of food and beverages, owning many well-known brands including Pepsi, Frito-Lay, Tropicana, Gatorade, and Quaker Oats. [1] PepsiCo operates in over 200 countries, with its largest markets in North America and the United Kingdom. [2] In 2009, the companys revenues were $43. 23 billion with net income of $5. 95 billion. [3] Unlike its major competitor, the Coca-Cola Company (KO), the majority of PepsiCos revenues do not come from carbonated soft drinks. [4] In fact, beverages account for less than 50% of total revenue. [4] Additionally, over 60% of PepsiCos beverage sales come from its key noncarbonated brands like Gatorade and Tropicana. [5] PepsiCos diverse portfolio can mitigate the impact of poor conditions in any one of its markets. Strong demand growth in international markets the company serves 86% of the worlds population and international sales account for 48% of revenue is helping to offset a sluggish domestic market and provided the company with opportunities for continued expansion. [6] [7] PepsiCo is highly exposed to raw materials costs. Prices for the most important input materials, aluminum, PET plastic, corn, sugar, and juice concentrates fluctuate widely. For example, aluminum prices have fallen nearly 60% from their 2008 highs of $1. 50/pound to less than $0. 90/pound. [8]. PepsiCo has benefitted from lower input prices after the collapse of the commodities super spike of 2008. Contents 1 Company Overview 1. 1 Quarterly Earnings 1. 2 Bottlers 1. 3 Operating Segments 2 Trends Forces 2. 1 PepsiCo Must Survive a US Slowdown While Capturing International Growth 2. 2 Commodity Costs are Pressuring Margins 2. 2. 1 Pepsi Must Face a Declining Demand for Carbonated Soft Drinks 2. 2. 2 The Dollar Affects International Performance 3 Competition 3. 1 Beverages 3. 2 Snacks and Convenient Foods 3. 3 Coke vs. Pepsi 3. 3. 1 Global Footprint 3. 3. 2 Diversified Product Offering 4 References On April 20, 2009, PepsiCo made an offer to acquire its two largest bottlers, Pepsi Bottling Group (PBG) and Whitman (PAS), for $6 billion in a combined cash and stock deal. The deal was turned down, forcing PepsiCo to make a sweetened $7. 8 billion offer on August 4, 2009. PepsiCo hopes to streamline manufacturing and distribution through the acquisitions, allowing it to bring new products to market more quickly and efficiently. The company expects to gain full control of 80% of its North American market and increase pre-tax profit by $300 million, increasing eps by $. 15. [9] The deal adds $4 billion in debt to PepsiCos balance sheet. According to PepsiCo CEO Indra Nooyi, the acquisition is necessary to consolidate profit as there is not enough total profit in the North American beverage industry to support investments in several different companies. [10] The acquisition closed on March 1, 2010. [11] With the purchase of Pepsi Bottling Group (PBG) and Whitman (PAS) in 2010, company executives have said that it will lead to increased joint marketing that will bundle the companys snack and beverage offerings together. [12]. In December 2010, PepsiCo announced the purchase of 66% of Wimm-Bill-Dann Foods, a Russian food and beverage company, for $3. 8 billion. After completing this acquisition, the company is planning to buy the remaining 34%. [13] Wimm-Bill-Dan is the leading producer of dairy products in Russia and they also have a large market share for juice; the purchase significantly expands Pepsis presence in Eastern Europe and Central Asia. The addition of Wimm-Bill-Dann moves Pepsi closer to their goal of creating a global nutrition business worth $20 billion by 2020. [14] The acquisition comes three months after the Coca-Cola Companys purchase of Nidan Juices, a leading Russian juice manufacturer. [15] Company Overview PEP Revenues by Segment[16] PepsiCo is the largest snack and non-alcoholic drink producer in the United States, with 39% and 25% of the respective market shares. [16] Although the carbonated soft drink market in the US has gradually declined since the mid-2000s, PepsiCo has been able to grow revenues and net income through product diversification and international expansion. In 2008, the company posted revenues of $43. 3 billion, a 9. 6% increase from 2007; net income fell by 9% to $5. 1 billion. [17] The increase in revenues was primarily driven by higher sales volumes in the key European and Asian markets as well as company wide price increases. [18] The fall in net income was attributable to two reasons. First, PepsiCo recognized a $346 million mark-to-market loss on derivatives used to hedge its commodity exposure. [19] Next, the company incurred restructuring costs of $543 million in relation to its Productivity for Growth program. [20] PepsiCo expects to record another $30-60 million charge in 2009 to complete the program, which will close six plants in an effort to streamline PepsiCos global supply chain. [20] Quarterly Earnings Q1 2009 In the first quarter of 2009, PepsiCo posted revenues of $8. 263 billion, a 1% decrease from Q1 2008 figures; net income fell less than 1% to $1. 135 billion. [21] Although net pricing across PepsiCos product line increased by 7% during the quarter, the company was negatively impacted by a 7% foreign exchange loss due to the strengthening US dollar, as well as a 2% net decrease in sales volume. [22] Q2 2009 In the second quarter of 2009, PepsiCo posted revenues of $10. 592 billion, a 3% decrease from Q2 2008 figures; net income fell less than 1% to $1. 66 billion. [23] PepsiCos volumes remained roughly constant between the quarters, with snack gaining 1% and beverages losing 1%. The decrease in net revenues was due to a weakening of the companys US beverage operations, which decreased by 9%, in addition to the strengthening dollar, which adversely affected revenues by 8. 5%. Ignoring these changes, revenues would have grown by 5. 5%, driven by gains in the the Latin America Foods and Asia/Middle East/Africa divisions. Net income remained roughly constant as input costs fell in line with net revenues. Ignoring currency fluctuations, Earnings Per Share (EPS) would have grown by 8%. [23] Q3 2009 In the third quarter of 2009, PepsiCo had revenues of $11. 08 billion, a 1. 5% decrease from Q3 2008; net income increased 12% to $2. 23 billion. [24] The increasing value of the US Dollar negatively affected net income by 7% and the company had $9 million in costs associated with its merger with PBG and PAS, its two largest bottlers. [25] Worldwide, beverage volume increased 0. 5% while snack volume increased 2%. Frito-Lay North America, the largest division of PepsiCo, grew net revenue by 5% and increased volume by 3%. [26] Through the first three quarters of 2009, Frito-Lay was the fastest growing consumer goods company in North America. [27] The second largest division, PepsiCo Americas Beverages, saw net revenues decline by 9% and total volume decline of 6%. [28] Both Gatorade and Aquafina had double-digit volume declines; discussing Gatorade, executives attribute the decline to casual consumers budget worries and insist that the core consumer, athletes, are still buying the brand. [29] In Latin America and Europe, net revenue declined 10% and 2% respectively, driven primarily by foreign currency weakness compared to the US Dollar. [30] Q4 2009 In the fourth quarter of 2009, PepsiCo had revenues of $13. 3 billion, a 4. 7% increase from Q4 2008; net income increased 99% to $1. 43 billion. [31] Operating income for the quarter was $2 billion. [32] Pepsi American Foods net revenues increased 4%, with a 5% revenues decrease for Quaker Foods being offset by 2% revenue growth for Frito-Lay and 10% revenue growth for Latin American Foods. Pepsi American Beverages net revenues decreased 2% as a result of a 5% decrease in volume. Pepsi Internationals net revenues increased 5%, supported by 4% revenue growth in Europe and 7% growth in AMEA. Volumes for AMEA increased 13% in the quarter while volumes for Europe decreased 3%. [33] AMEAs strong quarter was based on a 13% increase in snack sales and 5% increase in beverage volumes, with 21% growth in beverage volume in India. [34] However, Chinas beverage volume decreased, which implies a market share loss to Coca-Cola Company (KO), whose China volumes grew 29% during the same period. [35] Q1 2010 In the first quarter of 2010, PepsiCo had revenues of $9. 4 billion, a 13. 4% increase from Q1 2009; net income increased 26% to $1. 4 billion. Operating income for the quarter decreased 47% to $840 million. [36] On February 26, PepsiCo completed the acquisition of its two largest bottlers for approximately $12. 6 billion; charges related to the merger in this quarter were approximately $282 million . [37] Worldwide snack volume for the quarter increased 1% while beverages volume dropped 0. 5%. Frito-Lays operating profit increased 10%, primarily as a result of increased sales of variety product packs and the decreased cost of cooking oil. [38] Quaker Foods revenue decreased 1% because of declines in ready-to-eat cereals and oatmeal, which were partially offset by substantial growth in the Roni brand; operating profit declined by 12% mainly as a result of insurance recoveries related to last years flood at Cedar Rapids. [39] In Latin America, favorable net pricing and a 1% increase in volume resulted in a 13% increase in revenues; however unfavorable currency exchange rates in Venezuela (19% decrease) accounted for a 12% decline in operating profit. [40] In Europe, favorable currency exchange rates offset 4% declines in snack and beverage volumes, for net revenues increase of 5% and operating income increase of 16%. [41] Double-digit growth in snacks and beverages volumes for India and China drove net revenues up 23% and operating income up 17% for the Asia, Middle East, and Africa segment. [42] The companys Americas Beverages segment saw volumes slip 4% (despite a 2% gain from a recent distribution agreement with Dr Pepper Snapple Group (DPS)) with a double-digit decline in Aquafina volume. However, net revenues increased 32% while operating income decreased 83% as a result of the completed merger with PepsiCos two largest bottlers. [43] The merger makes comparisons to previous quarters very challenging, however the Americas Beverages segment is in the process of de-emphasizing less-profitable products in favor of higher end offerings, such as Gatorade, which saw nearly 10% volume gains in the quarter. [44] Q2 2010 In the second quarter of 2010, PepsiCo had revenues of $14. 8 billion, up 40% from Q2 2009; net income decreased 3. 4% to $1. 6 billion. Operating income increased 12. 3% to $2. 46 billion. [45] The primary reason for the discrepancy in revenues and net income was the ongoing costs associated with the companys purchase of its primary bottlers. In Q2 2010 charges related to the restructuring decreased income by $155 million. [46] Worldwide volume increased 7% with an 11% increase in beverages and 1% increase in snacks. Frito-Lay pound volume fell 3% but net income increased 2%. The segment also benefited from lower commodity costs, in particular lower prices for cooking oil. Quaker Foods North Americas revenue fell by 4% with a 2% decline in volume that was primarily attributable to a decrease in cereal volume. [47] Latin America Foods net revenue increased 12% with a 2% increase in volume. However, operating profit fell by 5% after an unfavorable court settlement decreased profits by 5% and unfavorable currency exchange rates added another 5% to the decrease. The companys Americas Beverages increased revenues by 112% as a result of the merger with its major bottlers; volume for the quarter increased 13% with 8% coming from the acquisition of bottling operations in Mexico and 6% from PepsiCos contract with Dr. Pepper Snapple Group. [48] In Europe, net revenues increased 47% with snack volumes growing at 2% and beverage volume growing at 10%. Sales improved in most of Western Europe and Russia but declined slightly in Eastern European countries such as Romania and Ukraine (with the one exception of double-digit beverage growth in Turkey). [49] In Asia, Middle East, and Africa, where the company has recently invested significant funds in increasing manufacturing capabilities, net revenue grew 22%. Snack volume grew 16% and beverage volumes increased by 8%. India saw double-digit growth in both categories, while snack volume in the Middle East and China grew more than 10%. [50] Q3 2010 In the third quarter of 2010, PepsiCo had revenues of $15. 5 billion, up nearly 40% from Q3 2009; net income increased more than 11% to $1. 9 billion. Operating income increased by 25% to $2. 8 billion. [51] The companys volume and revenues increased worldwide for both food (+2. 5%) and beverages (+11%). Quaker Foods was the companys only division that failed to grow its operating income from 2009 with the largest gains posted by North American beverages, Europe, and Latin America Foods. [52] PepsiCo Americas Beverages operating profit grew nearly 80% for the quarter with the majority of this growth related to the companys purchase of its main bottlers in Q1 2010. However, volume grew by 13% during the quarter reflecting 8% growth in Mexico (operations in Mexico were included in the bottling merger), 6% volume growth due to the companys new contract with Dr Pepper Snapple Group (DPS), and a 4% decline in carbonated beverages in North America that was more than offset by a 5% increase in non-carbonated beverages. The success of the latter was due primarily to a double-digit increase in volume for Gatorade; water sales continued to fall during the quarter. [53] In Europe, volume growth related to the bottling merger accounted for a 7% increase, while double-digit growth in Russia, the UK, and Turkey pushed volume up 17% in total. Snack volume for the quarter grew by 3%, again supported by Russia, the UK, Turkey, and France. Both beverages and snack volume fell by more than 10% in Romania during the quarter. [54] Latin America Foods operating profit grew by 22% as a result of a double-digit volume increase in Brazil and nearly 10% increase in volume for the Sabritas brand in Mexico. [55] Operating profit for Quaker Foods decreased by more than 5% as a result of a 1% decline in volume, especially for Roni and Oatmeal brands. For Frito-Lay North America, pound volume declined 2% as a result of overlap with the companys 20% More Free promotion; sales of Sun Chips fell by more than 10% forced the company to abandon its compostable, albeit noisy, packaging. [56] In the Asia, Middle East, and Africa segment snack volume grew by 16% and beverage volume grew by 4%. Snack volumes grew significantly in the Middle East, China, India, and Australia while only China exhibited strong single-digit beverage growth. [57] Bottlers *Note Pepsis acquisition of Pepsi Bottling Group (PBG) and PepsiAmericas (PAS) was completed on March 1, 2010 PepsiCos beverage division manufactures concentrated syrup forms for all of Pepsis beverage brands. PEP sells these concentrates to bottlers for production, packaging, and distribution of the final products. PepsiCo grants bottlers the use of Pepsi trademarks and other brand rights within certain geographic regions. In August 2009, Pepsi made a $7 billion offer to acquire Pepsi Bottling Group (PBG) and PepsiAmericas (PAS). As the US carbonated beverage market shrinks from 60% of all nonalcoholic beverages in 1999 to 35% in 2009 PepsiCo hopes to consolidate the earnings of the three companies for shareholders. [9] Additionally, PepsiCo believes the acquisitions will streamline company-wide distribution through economies of scales. Three companies distribute 60% of PepsiCos North American beverage volume:[58] The Pepsi Bottling Group (PBG) is the largest of PepsiCos bottlers. PepsiCo has a 33% stake in Pepsi Bottling Group (PBG), and claims its share of income under the equity method of accounting. [59] PepsiAmericas (PAS) is the second-largest bottler in the Pepsi system. PepsiCo has a 43% stake in PepsiAmericas (PAS), and claims its share of income under the equity method of accounting. [60] Pepsi Bottling Ventures is the third-largest domestic bottling company within the Pepsi system. The company was formed in 1999 when five of Pepsi’s bottling companies consolidated to form PBV. Operating Segments PepsiCo operates in six divisions: Frito-Lay North America (29% of Revenue, 43% of Operating Income)[61] manufactures, markets and sells branded snacks. Popular products include Lays Potato Chips, Doritos Tortilla Chips, Cheetos, Rold Gold Pretzels, and SunChips. [1] Following the companys purchase of Pepsi Bottling Group (PBG) and Whitman (PAS), company executives have said that it will lead to increased joint marketing, bundling the companys snack and beverage offerings. [62] Quaker Foods North America (4% of Revenue, 8% of Operating Income)[61] manufactures, markets and sells cereals, rice, pasta and other branded products. Popular products include Quaker Oatmeal, Aunt Jemima mixes and syrups, Cap n Crunch cereal, Rice-A-Roni, and Life cereal. [1] Latin America Foods (14% of Revenue, 13% of Operating Income)[61] manufactures, markets and sells a number of leading salty and sweet snack brands. Popular products include Gamesa, Doritos, Cheetos, and Ruffles. [4] PepsiCo Americas Beverages (25% of Revenue, 29% of Operating Income)[61] manufactures, markets and sells beverage concentrates, fountain syrups and finished goods, under various beverage brands. Popular products include Pepsi, Mountain Dew, Gatorade, Tropicana, and Izze. [4] United Kingdom Europe (15% of Revenue, 10% of Operating Income)[61] manufactures, markets and sells a number of leading salty and sweet snack brands. Popular products include Lays, Walkers, Doritos, and Cheetos. [4] Middle East, Africa, and Asia (13% of Revenue, 8% of Operating Income)[61] manufactures, markets and sells a number of leading salty and sweet snack brands. Popular products include Lays, Smiths, Doritos, and Cheetos. [63] Trends Forces PepsiCo Must Survive a US Slowdown While Capturing International Growth Soaring food and energy prices[64], the housing slump[65] and a weakening job market[66] are putting the breaks on consumer spending in North America, even in the typically recession proof drinks and snacks market. Emerging markets such as China, India, Eastern Europe and Latin America present strong growth opportunities for Pepsico. In December 2010, Pepsi announced their purchase of Wimm-Bill-Dann Foods, a Russian food and beverage company, for $5. 4 billion[67]; the purchase followed Coca-Colas purchase of a Russian juice company for $300 million in summer 2010. [68] Wimm-Bill-Dan is the leading producer of dairy products in Russia and they also have a large market share for juice; the purchase significantly expands Pepsis presence in Eastern Europe and Central Asia. The company had sales of $2. 6 billion in 2010 and serves approximately 280 million customers in Eurasia. [69] In addition to making international acquisitions, PepsiCo is investing significant resources in expanding their manufacturing capabilities in developing markets. The company has pledged to invest $3. 5 billion in China through 2013, mainly through the construction of 10 to 12 new manufacturing facilities (in addition to the 27 it currently operates). In China, Pepsi is also pursuing a strategy of buying back stakes in its Chinese operations from local partners. These acquisitions will give the company greater control over its operations while increasing profits. Unlike the saturated North American market, Chinas carbonated drink market is growing at almost 20% annually. [70] In late August 2010, PepsiCo announced its plan to invest $250 million in new manufacturing plants in Vietnam further expanding its footprint in the region. In the past two years, the company invested in two other manufacturing plants in Vietnam, and it currently operates five plants in the country. [71] In Latin America, the company has pledged $3 million over the next three years to create an agriculture research center in Peru, which will focus on the discovery of new potato and other vegetable varieties. [72] Pepsis expects their global nutrition business will be worth $20 billion by 2020. [73] Commodity Costs are Pressuring Margins 2007-2009 PET resin prices, ? /pound [74] PepsiCos profitability can be affected directly and indirectly by the costs of various production inputs. PEP is responsible for purchasing the raw materials used to make its products in all its markets and also acts as an agent for the purchase of its bottlers raw materials. Some of the raw materials used by PEP include grains such as corn, wheat flour, oats and rice; fruit and vegetable products like oranges, potatoes, and juice concentrates; sugar; and vegetable and essential oils. For example, aluminum prices have fallen more than 60% from their 2008 highs of $1. 50/pound to less than $0. 65/pound. [8] Changes in the prices of such raw materials could impact total production costs and the company’s profit margins. Changes in bottlers production input costs can also indirectly impact PEPs profits. If a bottlers raw materials become more expensive, it might pass on the increase to customers, which could lead to a loss of market share as customers switch to more affordable alternatives. The primary raw materials used by bottlers are high fructose corn syrup, which is used as a sweetener, aluminum, used to make cans, and PET Resin, used for plastic bottles. In an effort to insulate itself from market forces, PepsiCo has invested $29. 3 million in five farms in China, making it one of the countrys largest agricultural companies. [75] The farms primarily produce potatoes for the companys potato chip brands and by 2005, the company was the largest private potato grower in the country. [76] In her 2008 visit to China, CEO Indra Nooyi said that the company is planning to invest $1 billion in China by 2012. [77] In addition to its farms in China, Pepsi has 12,000 contract farmers in India growing potatoes on 16,000 acres of land. In addition to potatoes, the company is hoping to expand its contract farming initiative to include oats in the near future. [78] Pepsi Must Face a Declining Demand for Carbonated Soft Drinks Consumer demand for CSD has been negatively affected by concerns about health and wellness. Since 1999, carbonated soft drinks have dropped from 60% to 35% of total US beverage volume. [9] Rising health and wellness concerns can be attributed to increasing concern for obesity as well as education campaigns on the part of the FDA as well as non-profit groups. Public campaigns to ban sales of soft drinks and fatty snacks in schools have also negatively impacted demand for sugary sodas. These factors have driven a shift in consumption away from CSD to healthier alternatives, such as tea, juices, and water. Even within the CSD segment, consumers have been moving away from the sugared drinks, opting instead for diet beverages, which do not generally contain any sugar or calories. In response to this shift in consumer demand, PEP has increased its development of both diet CSD and non-CSD beverages. With its popular Tropicana and Gatorade brands, PepsiCo is much better situated than Coca-Cola Company (KO) to react to these changing trends. Facing lower Gatorade sales in 2010, Pepsi developed a social marketing department to track the brands performance and online reputation. By tracking user discussions online and Gatorade groups on Facebook, the company has been able to quickly respond to consumer demands. The results of Pepsis new marketing initiative is inconclusive because the brand rose 2. 4% during the first half of 2010 but this is compared with low sales in 2009. [79] The Dollar Affects International Performance Changes in the strength of the dollar compared to foreign currency could impact the company by decreasing both costs and revenue in dollars. As the strength of the dollar increases, all sales made in foreign currency end up being worth less because the amount of US dollars the company gets per sale decreases. On the other hand the cost of foreign inputs (food and other commodities that go into PepsiCo products) sold in foreign currencies would decrease with the strengthening dollar. Since over half of PepsiCos sales are in international markets, the increasing value of the dollar could be a significant factor driving revenues down overseas. Specifically the company primarily deals with the British Pound, Euro, Australian dollar, and Canadian dollar. Between July and December 2008, the dollar regained nearly all its 2007 losses against foreign currencies, and has continued this trend through 2009. [23] Competition 2008 U. S. non-alcoholic beverage market by volume[80] Beverages In the domestic beverage market, the Coca-Cola Company (KO) is PepsiCos main competitor. In 2008, Coca-Cola had a 23% share of the U. S. non-alcoholic beverage volume, while PEP held a 25% share. Coca-Cola Company (KO) has a higher worldwide share of carbonated soda beverages, but PepsiCo has a more diverse product line and leads the industry in non-carbonated soft drink innovations. [81] PepsiCos revenues are also substantially higher than Coca-Colas, due to PepsiCos snack and convenient foods business, a market in which KO does not participate. PepsiCos presence in the snack and convenient food industries, as well as its industry-leading innovations in the non-carbonated soft drink segment, gives it a somewhat more balanced portfolio than Coca-Cola and provides the company with some protection against further declining demand for CSD. Pepsi also pays the Dr Pepper Snapple Group (DPS) for the rights to sell its products, along with Coca-Cola Company (KO). In December 2009, Pepsi agreed to pay Dr Pepper Snapple Group (DPS) $900 million for the continued rights to sell Dr. Pepper products following the companys acquisition of its North American bottlers. [82] This deal was similar to a contract signed by Coke and Dr. Pepper in June 2010, worth $$715 million, that gave Coke similar distribution rights following their acquisition of Coca-Cola Enterprises (CCE). [83] Snacks and Convenient Foods 2008 U. S. Snack Market by volume[80] PepsiCos Frito-Lay and Quaker brands compete in various parts of the larger food industry. Its snack foods manufactured by the Frito-Lay segment hold a commanding share of the U. S. market, accounting for around 39% of domestic snack food sales in 2006. PepsiCos main competitor in the food market overall is Kraft Foods (KFT). Krafts products include snacks, cheese, diary, and cereal products, which puts it in competition both with Frito-Lay and Quaker products. Much like the Coca-Cola Company (KO), Kraft does not participate in both the food and soft drink markets, giving PEP the advantage of having a more diverse offering of products. Coke vs. Pepsi For decades now, Coke and Pepsi have battled for our hearts and minds but what about our capital? Which company will add the best flavor to your investment portfolio? Although both companies share powerful brand names and global franchises, there are two important distinctions between Pepsico and Coca-Cola that any investor should consider before choosing between these comestible titans: Global Footprint When it comes to international presence, Coca-Cola easily trumps Pepsico. In 2009, Coca-Cola generated 74% of its revenue overseas compared to 48% revenue for Pepsico. [84][85] Coca-Colas impressive global footprint puts it in a better position to benefit from strong growth across the globe, particularly in the developing world. Furthermore, because Coke generates so much of its revenue abroad, it stands to benefit greatly from the continuing weakening of the dollar as sales denominated in foreign currencies are suddenly worth more dollars back home. At the same time, Pepsicos heavy dependence on North America makes it much more susceptible to a slowing US economy. Diversified Product Offering. Another important distinction between the two companies is their product offering. While KO is essentially a one-product company that focuses on beverages, Pepsico has a much broader product base that includes beverages, foods and snacks. Coca-Colas heavy dependence on beverages, particularly carbonated beverages, makes it more susceptible than Pepsico to a growing aversion to soda which is perceived as fattening and unhealthy. On the other hand, Pepsicos extensive portfolio of beverages, foods and snacks puts it in a better position from the trend to healthier eating.

The Complexity of Arnold-Chiari Malformation :: Biology Essays Research Papers

The Complexity of Arnold-Chiari Malformation To the medical doctor, Arnold-Chiari Malformation, which may have a genetic link, is characterized by a small or misshapen posterior fossa (the depression in the back of the skull), a reduction in cerebrospinal fluid pathways and a protrusion of the cerebellar tonsils through the bottom of the skull (foramen magnum) into the spinal canal resulting in a multitude of sensory-motor problems and even some autonomous malfunctions (1). These many symptoms can come in a variety of forms which often makes a clinical diagnosis difficult. To the patient this disorder can present not only physical difficulties but also mental distress. Treatment options and their success rates vary widely, and proponents of the cause are demanding more recognition, research, and success. The study of Arnold-Chiari malformations can lead to additional questions and new understandings about the I-function, sensory-motor input/output paths and the general make-up of the brain and nervous system, but a complete und erstanding of the disorder may be a long time coming. Impairment and sometimes loss of motor control of the body and its extremities is one of the many effects of this disorder. Patients may complain of headaches, neck pain, coughing, sneezing, dizziness, vertigo, disequilibrium, muscle weakness, balance problems, and loss of fine motor control (1). The senses (hearing, sight, smell etc.) may also be affected in deleterious ways. On can have blurred vision, decreased sensation of limbs, unable to locate them without looking, decreased sense of taste, ringing of the ears etc. (2). Two ideas about the nervous system that can be better understood from these observations are the concepts of having and locating the I-function. It seems that the I-function here is very often affected in terms of voluntary movement. A person with Arnold-Chiari malformation who has lost the feeling in and control of his arm for example will not be able to move it even upon someone's request and his or her own desire to do so. Some use of the I-function is definitely impaired. However, these observations do not seem to necessarily imply that some part of the I-function was damaged, because it may very well be located elsewhere- connections may have simply been lost. A person with Arnold-Chiari can still think and have a sense of self, but somehow can not connect with the various body parts that can be affected. Some uses and pathways of the I-function can be understood, but the exact location of it remains vague.

European History - The Renaissance in Italy :: European Europe History

The Renaissance in Italy The Italian Renaissance was called the beginning of the modern age. The word Renaissance itself is derived from the Latin word rinascere, which means to be reborn. Many dramatic changes occurred during this time in the fields of philosophy, art, politics, and literature. New emphasis was placed on enjoying life and the world around you. Talented individuals sought self-gratification through art, literature, and architecture, and their achievments would influence future generations for centuries to come. This great new movement was originated and centered in Italy, and without Italian contribution, would never have launched European society into the dawning of a new era. At the beginning of the Renaissance, Italy was divided into some 250 self- governing city-states, ranging from small towns of 2,000 individuals, to some of the largest cities in Europe of that time, such as Florence, Milan, and Venice, each with 100,000 citizens each. These city-states were loosely organized under the Pope, ruling out of Rome, although he had no real political control over the divided Italy. During the mid- 1300s and early 1400s, many large Italian cities came under the control of one family, such as the Visconti and later the Sforza families in Milan. The form of government established by the ruling families of the various Italian cities came to be known as signoria, with the chief official being called the signore. Soon , elaborate court systems, controlled by the ruling families, began to spring up in each city-state. At these courts, leading artists, intellectuals, and politicians gathered under the sponsorship of the signore and families. Other city states had a form of republicanism, such as Florence and Venice did. In these cities, a group of upper class families controlled the government, and often looked down upon the common residents of the town, considering them to be inferior. A Venetian observer wrote about Florence during this time: "They are never content with their constitution, they are never quiet, and it seems that this city always desires change of constitution as so the government changes every fifteen years"(Cole p.218) In Florence, which is perhaps considered the most important center of Renaissance learning in history, the Medici family dominated the ruling class. Under Medici domination, Florence became a signorial power and a cultural gem stone. It was during the reign of Lorenzo de' Medici , that many great painters, sculptors, and architects flocked to the Medici family looking for sponsorship, knowing that Lorenzo was a great supporter of the arts.

Othello Prelim Essay

When the aspirational values of an individual become all-consuming, the relationships of those close to them are destroyed, through the corruption of loyalty and trust. Both Shakespeare's Othello and Geoffrey Sax's Othello portray many elements of tragedy, by exploring the relationship of Othello and Iago/Jago, and the way his manipulations distort Othello's mind. Iago's zealousness in Shakespeare's play Othello reflect the elements of a fatal flaw in an individual, and the disruption of the Chain of Being, both being key features of a tragedy.Iago's words, â€Å"Men should be what they seem†, are ironic, as he hides his true self from Othello, who trusts him completely, in order to gain what he desires. His rejection, and pursuit, of the job of Othello's lieutenant eventually causes his demise, hence becoming his ‘fatal flaw'. Iago's continued pursuit of his goal leads to the deaths of many, which provides a metaphor for all audiences of the destruction our aspirations can cause.The imbalance in the Chain of Being is corrected in the conclusion of Shakespeare's Othello, however, Sax's Othello results in Ben Jago becoming successful, and achieving the position of Police Commissioner. Sax's Jago psychologically manipulates and abuses his victims, in contrast to the original play, where many are physically killed. Our modern audience expects this, however, because we, as well as Jago, realise that for him to achieve his goals, he has to be subtle in order to avoid detection in our age of fingerprinting and DNA sampling.In this way, Sax's Jago has to prepare his plans a lot more than Shakespeare's Iago, which leads to him gaining the position he wanted, rather than being captured. However, both have very similar plans, revolving around manipulation, especially Othello's mind and emotions. Othello's trust, thereby his loyalty, relies on his knowledge of the individual, particularly their past. In both texts, his slight uncertainty with his trust in Des demona/Dessie is due to their fast marriage and lack of knowledge of their lives before he met them.In Shakespeare's Othello, Desdemona's and Othello's sudden marriage, which finalises their relationship, is accentuated by Iago asking Othello â€Å"But I pray sir,/ Are you fast married? † This leaves us confused as to how these characters became truly familiar with each other before their marriage, and foreshadows what is to later come. Sax portrays Othello's niggling doubt towards Dessie as due to her silence about her boarding school days, when she met Lulu. However, Dessie defends herself against his accusations of her being secretive, by shouting, â€Å"It's always you talking and me listening!†This frame is a close-up, overhead shot of Dessie, emphasising how vulnerable she is to Othello, and foreshadowing the circumstances of her death. Othello's distorted trust enables Iago's plan to succeed, because he puts his loyalties in the wrong hands. Sax portrays Ben Jag o as a police officer, who we and also Othello, expect to be just and honest, as police uphold and enforce the law. Similarly, Shakespeare's Iago held a position that was expected to be trusted, as a part of the army who were assigned the role of protecting their country.This fallibility of Othello's trust and loyalty allowed Iago to manipulate him such that he was able to isolate him, and destroy his relationships with others. The relationship breakdowns in both versions of Othello cause vast amounts of chaos, because the Chain of Being is broken. Shakespeare's Othello decides that Desdemona is guilty before even consulting her, as seen when Iago tells him, â€Å"She did deceive her father, marrying you†, and he replies, â€Å"And so she did.†His truncated sentence bluntly expresses his view, implying that he has made up his mind, and nothing can change it. Similarly, Sax depicts Othello as already concluded that Dessie is guilty, by him saying, â€Å"You tell me wha t I want to know†¦ Tell me the truth bitch! † These words are accompanied by a low shot, looking up at a close-up of Othello's face, indicating the power Othello has over Dessie, and makes the viewer empathetic towards her, by feeling weak and insecure. However, we have recurring scenes that show how Desdemona is trying to keep their relationship together.Sax shows this by representing Dessie as a woman in a domestic violence household, especially when she says, â€Å"He needs me. † Similarly, Shakespeare characterises Desdemona as a dutiful wife, â€Å"It was his bidding†¦ We must not displease him. † Desdemona/Dessie's loyalty to her husband infuriates Othello more, as he believes it is more of a lie to keep the secret from him, rather than tell him outright, and it is the worst thing that Desdemona could do to him, â€Å"She's like a liar gone to burning hell.†All these little aspects of Desdemona/Dessie and Othello's relationship, in both Sha kespeare's and Sax's Othello, combine to cause the destruction of it, upon which the whole play is hinged upon. The end of a relationship is caused by many varying factors, but mostly a diminished sense of trust, whether it has a basis to be there, or whether someone values it so lowly that they put their own selfish desires over it.This is true in the case of Shakespeare's Othello, and the modern adaption Othello, directed by Geoffrey Sax. Iago/Jago's aspirations cause him to manipulate many people, with the purpose of destroying Othello's relationships, mainly with Desdemona/Dessie, to achieve the position that was â€Å"wrongly† given to someone else. This holds a mirror up to both the Elizabethan and our modern societies, critiquing our nature and values.

Economic Importance Of Sorghum-Contract Farming Essay Example

Economic Importance Of Sorghum Economic Importance Of Sorghum-Contract Farming Essay Economic Importance Of Sorghum-Contract Farming Essay This agreement specifies the conditions for the production and marketing of a farms product or products. In this case the armed agrees to produce a certain quantity of the product that meets the quality standards required by the buyer, at a specified time (Sings, 2005). The buyer then commits to purchase this quantity of the output, sometimes at a predetermined price. The buyer can also choose to support production of the product by supplying farm inputs or providing technical advice. There are different models of contract farming arrangements including the centralized, intermediary, multivariate and informal models. A centralized model involves one processor who purchases materials from a large number of small-scale rammers, and in most cases the processor offers the farmer services such as financing the inputs, extension services and transportation. The intermediary model has similar characteristics with the centralized model but an intermediary organisms the contract on behalf of the buyer. Multivariate on the other hand comes up when sellers while informal models are oral and do not have formal written contracts (Cello et al. 2012) Contract farming has become attractive to agricultural producers and processors of agricultural products over the years, (Storms and Hoofer, 2006). In Kenya for example, contract farming has been widely used in horticultural e. G. French beans and poultry industries. In Ghana it has been used in fruit industry for passions, pineapples and mangoes, while in Zanzibar it has been 5 used in the cotton industry (Cello et al. , 2012). This is because of the benefits both the farmers and the contracting companies derive from it and the risk sharing feature of contract farming that leads to a reduction of risk for both parties. According to Africa Harvest (2009), sorghum is the worlds fifth most important cereal rope and a staple food to more than half a billion people in the world 60% of whom are in Africa. Sorghums domestication origin is in Ethiopia and the countries surrounding it between the years 4000-3000 BC (Limbo et al. , 2010). It is a crop with many uses ranging from human food, animal feed to being used to make befouls and in the brewing industry. The grain of sorghum is red or yellow and it is eaten with the hull, where most of its nutrients reside. It is high in fiber, iron, and zinc and with fairly high proteins. Sorghum is a staple food crop for many low-income households in Kenya and has for any years been considered as Just a food crop and not a commercial crop (Muumuu et al. , 2013). In recent years, however sorghum has started being viewed more as a commercial than subsistence crop. There has been growing demand for sorghum within the brewing industry for use in beer production. The beer industry has started to play a key role in the value chain for sorghum. This is largely due to the Babels increasing demand for higher quality sorghum varieties, such as gad or gating, which has opened new marketing channels for producers. In fact, many producers have been contracted to grow sorghum for FABLE directly. On average, 53 per cent of the total sorghum supply in Kenya each year is consumed as in the form of grain or flour, while 24 per cent is processed to make other commodities (e. G. Beer), 11 per cent goes to waste, 10 per cent goes to the animal feed industry and 2 per cent is used as seed for planting (FASTEST, 2012). In Kenya sorghum production is concentrated in the south-western and south-central parts of the country. In the year 2011, Eastern, Anza, Western and Rift Valley provinces accounted for about 99 per cent of the countrys sorghum production (MN-ERA, 2012). 6 between the years 2000 and 2012 FASTEST, 2013) From fig 1 above, we can see that the highest production of sorghum was in the year 2012. The highest area under sorghum cultivation was also in the same year. Between 1990 and 2011, sorghum production has varied considerably, due to changes in yield and area harvested. The average annual growth in production over these years has been 10 per cent. The lowest point in production was in 2008. The decline in production was due to political instability following Jennys 2007 elections that caused a reduction in total area of land cultivated and consequently a reduction n yield. By the year 2010, the production was recovered to previous levels and had exceeded it. The growth experienced between the years 2008 and 2010 was due to the promotion of sorghum as a drought resistant crop in the Arid and Semi-Arid Lands (Seals). Attractive prices due to increased demand e. G. FABLE and improvements in productivity of the sorghum varieties also encouraged the farmers especially those in SAL areas to devote more parcels of land to sorghum cultivation. Contract farming between FABLE and farmers in South Anza and Track Ninth has also raised the reduction. The research problem Studies analyzing the impact of contract farming have been undertaken in different countries and for different crops (Stiffen and Convey, 2005; Dillon et al. 2006; Porter and Howard, 1997). These studies have found that although contract farming has its disadvantages, it has a positive effect on the incomes of small holder farmers and also increases productivity. A study has also been carried out to analyze the role of state in contract farming (Sings, 2005) and how policies made by government affect the farmer-company relationship. However, these studies have been carried out in other countries and no study has been carried out to analyze contract farming, in Kenya so far. The analysis of the economic importance of sorghum-contract farming that is currently underway in the country has also not been documented. This is a significant knowledge gap, since understanding of its economic importance will enlighten the farmers and consequently lead to growth of the sorghum industry in Kenya. The purpose of this study is to assess the economic importance of sorghum-contract farming in Making County. The specific objectives of the study are: To assess the factors that affect farmers participation in contract farming.   To assess the effect of contract farming on household income. Hypothesis The hypothesis to be tested in this study is: 0 Engaging in contract farming does not increase household income. Justification of the study This study is important as it will reveal the economic importance of contract farming in general, and specifically for sorghum-contract farming in Making County. This information will be important for agricultural processing companies, agricultural producers or farmers and the government of Kenya. The information can benefit them in the following ways:Agricultural producers or farmers will be able to understand how contract farming can benefit them and help them better their agricultural activities. The farmers, e. G. Those in Making County, will be able to make informed decisions, using this information on whether or not to participate in chromatograms farming. Agricultural processing companies on the other hand will use this information in assessing whether or not they should make contractual relations with farmers. The government will use this information to determine whether or not they would formulate policies to promote sorghum-contract farming and contract farming in general in the country. They will also use this information to formulate policies to regulate such contractual relationships so as to ensure that both the contracting companies and the farmers are protected. Study area Making County was chosen as the area of study because it is one of the SAL (Arid and Semiarid Lands) regions in Kenya. According to the 2009 census, the county, which covers a land area of 8,008. Km , has a population of 884,527 people.   The county has an estimated poverty level of 4%. Agriculture can be used as a method of alleviating poverty in this area since it has a large portion of uncultivated land. However, it being an SAL area, very few crops can do well in the county. Sorghum is a drought resistant crop that can thrive in this region but the crop does not thrive due to challenges in its production. These challenges are mostly constraints associated with lack of funds to acquire quality problem for these farmers and consequently increase production of the crop in the area. Therefore information on the economic importance of sorghum-contract arming in this region is important. Organization of the report The proposal is arranged as follows: Chapter two provides an overview of relevant literature on contract farming. Chapter three contains the methodology used in this study. Chapter four outlines the results obtained from the research; Chapter five contains the conclusion and finally Chapter six contains a list of references that I have used in this study. LITERATURE REVIEW farming for agribusiness farmers in Mexico. The purpose of the study was to analyses the impact of contract farming on farmers and firms that engage in it. They found out that contract farming has both advantages and disadvantages to both growers and the contracting companies. However, the farmers still entered into the contracting agreements despite its disadvantages because the contracting companies offer alternative financing, technical assistance and access to market. A study of contract farming in Punjab, India was conducted by Dillon and Sings (2006). The purpose of the study was to analyses the problems, challenges and opportunities of contract farming in a micro level. They employed the use of surveys in data collection. They found out that contract farming is more prevalent among medium size farmers than large scale farmers, and its adoption is higher in educated than in non-educated farmers. Contract farming was also found to lend stability to farmers income in this study through minimizing price variations. The authors of this paper recommended promotion of contract farming use in marketing of perishable agricultural products. A study on the role of state in promotion of contract farming as a means to lead to agricultural development was conducted in Thailand (Sings, 2005). It was found that although the state intervened in contract situations, contract farming was widespread. It also found that policies made by state should focus on contract farming, so that they can be more effective. Muumuu et al. , (2013), conducted a study on the factors affecting sorghum production and use in Eastern Kenya. The purpose of this study was to find out the socio-economic factors that affect sorghum production in the area, the sorghum farming systems used by the farmers and the different ways farmers in the region used sorghum. They found out that farmers in the region used orgasm mostly for subsistence use and they acquired the planting seeds from informal systems. Production of sorghum in the area was found to be low due to constraints associated with lack of funds to purchase materials like fertilizer and pesticides and use of low quality seeds that are susceptible to pests and diseases. METHODOLOGY Data collection and sampling procedure The targeted population in this study is the sorghum farmers in Making County. Making County was selected because sorghum-contract farming is currently ongoing in the area. A sample of thirty one respondents was selected. This sample as selected in accordance to the rule of large numbers (Central Limit Theorem), which states that a sample that is greater than or equal to thirty is a large and sufficient number to make precise estimates to the various properties of the population. The sample was selected through random sampling from two sub counties of the larger Making County, Wet and Kibitz. A structured questionnaire was used to collect the data. It was administered through face to face interviews of the respondents. The structured questionnaire was preferred as it made data collection easier and faster. Face to face interviews on the rebel and nonverbal sues. It also allowed for clarification incase the farmer did not understand the questionnaire and to better understand the farmers responds. The data collected from the farmers included both demographic and socio-economic information. The demographic factors included: age, gender, occupation and education level, while the socio- economic factors included: farm size, income per year, involvement in contract farming and involvement in farmers groups. Access to government extension services was also one of the socio-economic factors included in the questionnaire. Model specification Ordinary Least Squares method was used in determining the factors that influence farmers involvement in contract farming. This model is used in estimating the unknown parameters in a linear regression model. Linear regression is a statistical method of estimating the relationship among variables. 12 The model equation is as follows: y : is the dependent variable a : is the y-intercept is the unknown parameter that will be estimated is the independent variable that affects the dependent variable I : is the standard error SPAS 16. 0 was used for data entry and analysis. Descriptive data will also be obtained. This data is useful in analyzing the farmers characteristics quantitatively using percentages. This will help in analyzing the impact of contract farming on farmers income. Variables included in regression the model Factors expected to affect farmers participation in contract farming Variable Description Age of the respondent in years Sex of the respondent Expected effect Age Ð’Â ± Gender Ð’Â ± Education Size of the farm owned by the respondent. Ð’Â ± Group membership Whether the respondent is a member of a farmers group. + Gobo extension Whether the respondent has received government extension ring that planting season. The age of the respondent is an important factor to consider because it determines the risk behavior of the individual. Older farmers are more likely to participate in contract farming than younger farmers. This is because they are more risk averse and would prefer the security that is offered by contract farming, as opposed to younger farmers who are risk takers. However, age might also reduce the likelihood of participation since older farmers are sometimes resistant to new technology. The sex of the farmer also affects their participation in contract farming. Men are greater risk takers than women and are thus predicted to be less likely to participate in contract farming. However, men are also more receptive of modern farming practices and this might increase their likelihood of their engagement in contract farming. Education level of the respondent may either positively or negatively affect their participation in contract farming. More educated individuals (tertiary education and above) are likely to have more access to information on modern agricultural practices like contract farming. This would most likely lead to most of them participating in interact farming. However, more educated individuals also have more access to information on available markets and this may reduce their likelihood to participate in contract farming. Farmers with large farms and plantations are predicted to be more likely to engage in contract farming than farmers with small plantations. This is because they produce large amounts and would want to have an assured market. On the other hand, these large-scale farmers may be discouraged from contract farming since they have better bargaining power in the market. Farmers who are members off group are predicted o be more likely to engage in contract farming. This is because they have better access to information on modern agricultural practices. Therefore, group membership is predicted to positively influence participation in contract farming.

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buy custom Boundary-Spanning Roles essay Managers have full responsibilities of making success in a business (Lysonski, Singer Wilemon, 1989). This presents a challenge for them to formulate effective and goal-oriented strategies that will enable them succeed. They coordinate the operations of a business both in and out. This involves dealing with staff, daily, operations, customers and publics. Both internal and external environments of a business are important in defining its state. One of the strategies managers use is boundary-spanning role. These are job positions where employees are subjected to direct contact with publics, as well as employees from other organizations or firms. Managers use boundary spanners to gather external information. This information is very useful in enhancing the entire organizational performance. This is because managers get to know the trends in the market and understand the consumers better. In most cases, they know what the customers want, as well as what the competitors have in store. They also use boundary-spanning roles in form of business practice, so as to get nearer to trends and potential customers of their products. Through this, they enhance their competitive advantage, which is essential for survival in the market. Most managers use communication as a boundary-spanning mode where they lay much focus on IT (Ford, Evans Matthews, 2004). This allows for easy communication and access of data from both internal and external sources. Customer data is also made available to the organization and kept in a database for easier access in future transactions. This increases efficiency in service provision and hence an upgraded competitive advantage. Boundary-spanning role enables managers to notice any change in the technology world, which facilitates innovation. This innovation of products enhances customers satisfaction and loyalty and hence a repeat business. Competitive advantage is enhanced through product innovation. Managers involved both customers and suppliers in product development process, thus maintaining them in the organizations circle. Buy custom Boundary-Spanning Roles essay