Juvenile Delinquency Assignment Example | Topics and Well Written Essays - 1000 words

Juvenile Delinquency - Assignment Example These experimentations usually lead them to engaging in at least one illegal demeanor like drinking or disobeying their parents. Some minors get caught and penalized for their illegal behavior while others remain unpunished. It leaves an impression as to what delinquent behaviors are punishable and forgivable? Sadly, its legal definition does not provide a clear distinction as to who are being caught and freed for engaging in illegal behavior. Response to Question #2: Different states have different age limits that help them determine whether an offender will be subjected to a juvenile court jurisdiction or to the jurisdiction of adult court. On average, once individuals reach the age of 18, they already are considered adults and therefore get tried in an adult court jurisdiction. The main concern here, however, is that it is difficult to quantify the level of maturity and cognitive capability of a person. Indeed, an individual can be 18 years old but it does not mean that he/she alr eady has the mental capacity and maturity of an adult. Another problem with using age as the fundamental determinant of adulthood is that it generalizes the social and psychological development of all youths. It fails to look at the differences of young individuals, specifically differences in their experiences, rate of development, and learning ability. Response to Question #3: The very system of juvenile justice varies in different states hence it is a great challenge to provide a description of it that would apply nationwide. The lack of uniformity in juvenile delinquency law in different states in America makes it difficult to standardized juvenile justice practices in the country. Consider that every state has different age definition of who can be considered juveniles. In addition, each state has its own way of handling or preventing certain juvenile behaviors because of people’s differences in their social, political, and economic circumstances. In some states, for ins tance, shoplifting is already a violation of the law and therefore merits a certain punishment. On the contrary, other states which are more tolerant about their juvenile delinquency law might have a different response to a person who commits the same offense. Moreover, although the law on juvenile delinquency is already in situ, local officers within juvenile justice still have their freedom to choose how to respond on a certain juvenile behavior. Response to Question #4: Since the subject of juvenile delinquency mainly concerns about the youths’ present life and future, the public throughout time fundamentally perceives it as an important social and political problem that needs to be looked closely and addressed. Most people believe that juvenile crime incidences are rapidly increasing and, therefore, need to be taken care of in tougher ways. Although the public’s perception is almost always unsupported, they are able influence juvenile justice in one way or another. Normally, the insights of the public about juvenile crime leads to a certain change in the way local governments respond to delinquency problem. Response to Question #5: Based on the UCR information provided in the text, juvenile

Operation Management Essay Example | Topics and Well Written Essays - 2000 words - 2

Operation Management - Essay Example Thirdly, Maielli (2005) states that the plant was aimed at addressing persistent industrial conflict. In establishing this plant, 1000 knowledge workers participated in crafting the agreement that led to the creation of the new plant. As a leading objective, the new plant was intended to address union and company industrial conflict. Besides, the existing plants had continuously deteriorated the quality of the products, the management, therefore, set this new plant with an objective of acting as a benchmark in establishing quality production. The main goal was to foster quality, expand production, and end industrial conflicts with the unions. In addition, the objective driving this new plant was to restore a cognitive and institutional order. Traditionally, the car manufacturer had suffered a huge industrial unrest, in establishing the new plant the focus was establishing an industry based on realigning industrial processes and put under management controlled. Moreover, the objective was to streamline company operations with a view of setting car manufacturing strategy driven by astute institutional order driven by consumers’ intention of improving quality and expanding production. Lastly, Melfi plant objective was to establish organizational turn-around that would revamp production, establish quality and promote industrial growth (Maielli 2005). The design of the Melfi plat appeared to have been substantially affected by previous experience with automation and robotics in a number of ways. The Melfi plant was significantly influenced by Post-Fordism ideas of extensive production and organizational restructuring to meet the industrial dynamics. Post-Fordism reflects a move to expand quality production; the largest production plants established during the 1970s and 1980s were driven by this industrial ideology (Seitz &

Nestle: A marketing analysis

Nestle: A marketing analysis Nestlà © is the worlds leading Nutrition, Health and Wellness company (Nestlà © SA, 2010). As the worlds leading food company, Nestlà © is dedicated to provide the best nourishment to people throughout their lives by understanding consumer needs and meeting those needs through its global resources. Nestlà © has grown to become the worlds largest food company providing more than 8,500 brands and 10,000 products. Nestlà © has more than 456 factories spread over 80 countries with its headquarters in Vevey, Switzerland and employs more than 283,000 people. The founder for Nestlà © Group was a Swiss chemist known as Henri Nestlà ©. It started when there was a high infant mortality in Europe due to malnutrition, where Henri began experimenting with nutritious food supplements to overcome the situation. During 1867, Henris first success was the development of milk food supplement which had helped a premature infant who was unable to accept his mothers milk or other conventional substitute. The product was then marketed throughout Europe which was known as Farine Lactà ©e Nestlà ©. Henri Nestlà © adopted his own coat of arms as a trademark in 1867 known as Nestlà © which means little nest translated from German, and the now-famous symbol is universally understood as it represents nurturing, caring, security, nourishment and family bonding. These attributes are still the guiding legacy for the company as it fulfills its commitment to Good Food, Good Life. During 1905, Nestlà © Company merged with the Anglo-Swiss Condensed Milk Compan y, the first condensed milk factory which opened in Switzerland during 1866. In 1904, Nestlà © entered into milk chocolate business when Peter Kohler Swiss General Chocolate Company produced milk chocolate under Nestlà ©s trademark and the company then joined Nestlà © Group in 1929. Nestlà © grew and diversified its range of products, through acquisition and mergers with well known brands. Nestlà © started in Malaysia during 1912 as the Anglo-Swiss Condensed Milk Company in Penang. The growth and expansion made a move to Kuala Lumpur during 1939 and with its first factory located in Petaling Jaya in 1962. Now, Nestlà © Malaysia manufactures its product in 7 factories and operates from its head office in Mutiara Damansara with six other sales offices nationwide. The company was public listed on KLSE during 13 December 1989. Today, the company employs 5000 people and markets more than 300 Halal products in Malaysia such as Milo, Nescafe, Maggi, Kit-Kat, Nesvita and etc. Nestlà © Company still adheres to its founders beliefs and principles providing the best products for every individual. (Source: nestle.com.my) SITUATION ANALYSIS Market Summary The soft drink industry consists of establishments primarily engaged in manufacturing non-alcoholic beverages in the form of carbonated and non-carbonated. These drinks are normally consumed while it is cold. Carbonated drinks are drinks that contain gassy and fizzy feeling while drinking such as soda, cola and many more where as non-carbonated are drinks which do not contain gases such as fruit juices, yogurt drink, cordial, and etc. In the Malaysia market, soft drink industry has been growing continuously for 5 consecutive years since 2002 (Loh, 2009). In fact, there are a certain amount of consumers who really enjoys soft drinks as they are cold and refreshing for a hot climate country. Most consumers are normally children and young adults due to their active lifestyle. According to the report entitled Soft Drinks in Malaysia to 2012 by Research and Markets, it states that the market for soft drinks had increased from 2002 to 2007 with a growing annual average rate of 5.7% (Asia Food Journal, 2009). However, there has been a decline in the sales of carbonates, functional drinks, concentrates and ready-to-drink (RTD) teas where this trend can be deduced from the growing health awareness which encourages a stronger demand for healthier beverages (Loh, 2009). The consumer market has not changed their main taste in carbonates. However, seeking for alternative and healthier choices is getting popular. In the forecast from 2008 to 2012, there will be a continuing but slower progress in the soft drinks industry in terms of quantitative and qualitative sales where the trend is inclining towards healthier drinks that include low-calories and low-sugar products in natural and healthier form such as fruit or vegetable juice (Loh, 2009). Furthermore, the consumption of soft drinks is also a fairly high consumable product in the market as Malaysia is an Islamic country and therefore the consumption of alcohol per capita is low as Muslims do not consume alcohol (Malaysia Food Drink Report Q3, 2008). Target Market The target market for Nestlà ©s soft drink products focuses more to a healthier drink and a target group that ranges from children to adults depending on the type of drinks. For instance, Yoco Cultured Drink targets more to the children segment, RTD Milo in UHT targets more on children to young adults segment, RTD Milo canned and RTD Nescafe targets more on young adults segment and Nestlà © Bliss Yogurt Drink are more to young adults to adults segment. In addition, target customers who purchase these products often prefer convenience as these drinks are ready to be consumed straight away. Market Attractiveness Global uncertainties had brought an impact to Nestlà © performance. Although with the tough economic environment that Nestlà © Malaysia faces, the Nestlà ©s management group took actions to help ensure the company delivers a strong performance reaching a double digit growth of 13.5% together with a total sales turnover of RM3.9 billion in 2008 (Nestlà © Corporate Report, 2008). Nestlà © has also made a move towards the expansion of Popular Positioned Product (PPP) which offers Malaysians nutritionally balanced products at affordable prices (Nestlà © Creating Shared Value Report, 2008). Still, there is also strong competition in the soft drinks industry that has contributed to challenges in terms of price due to economic factors. Furthermore, strong companies like FN Sdn Bhd and Pemanis Sdn Bhd have higher awareness in this industry as they focuses mainly on soft drinks. In fact, this industry is seemingly non-attractive for new entrants as there are many companies plus strong existing companies in this segment. However, Nestlà © only focuses on drinks which benefits health and wellness of the people and has a competitive differentiation as consumers nowadays are seeking for healthier alternatives. In terms of political factor, Nestlà © shares the concern of the Ministry of Health on the state of the nations health such as supporting the efforts of the National Plan of Action for Nutrition Malaysia II (NPANM II) to address health issues related to nutrition affecting Malaysians (Nestlà © Creating Shared Value Report, 2008). Nestlà © also focused on the Centre of Excellence for Halal in Malaysia that offers Halal products which has gained even more ground and importance not only in the local market but also the export market (Nestlà © Creating Shared Value Report, 2008). According to The Star, Nestlà © Malaysia expects its out-of-home food and beverage market to double to RM7.84bil in five years as Malaysians spend more money eating out which is known to be a social trend. The companys out-of-home market was 35% from the current share of RM11.2bil due to increasing number of partnerships the company had and an increasing amount of people eating out (The Star, 2009). Besides that, Nestlà © Malaysia also placed an importance and is committed towards environmental issues by practicing to preserve natural resources and minimise waste (Nestlà © Creating Shared Value Report, 2008) where Nestlà © has come up with Nestlà © Environmental Management System (NEMS) which is to improve management cycle and manages the companys environmental performance in alignment with the requirements of international standard ISO14001:2004. Positioning In response to the current consumers need for health, nutrition, convenience and well-being, Nestlà © had positioned its products by providing a full range of clarified nutritional balanced products that are trusted brands among the Malaysians. Differential Advantage Nestlà © Malaysia has a certain differential advantage especially in terms of providing healthier and trusted brands as it has existed for a long period of time in the Malaysia market. For instance, Nestlà © received a positive feedback from consumers by offering full range of drinks product with No Artificial Colouring in conjunction with Some Things are Best Left Natural campaign (Nestlà © Corporate Report, 2008). Nestlà © Malaysias credibility and positioning as the Centre of Excellence for Halal within the Nestlà © group has gained importance by successfully launching wide range of Halal products as these products are not only being marketed locally but also to the export market (Nestlà © Corporate Report, 2008). Besides, these products have gained trust and confidence among the Muslim consumers (Nestlà © Creating Shared Value Report, 2008). Due to increasing out-of-home food and beverage market, Nestlà © has also evolved the Food Services Business Unit into Nestlà © Pro fessional to manage business globally for independent business that caters for the needs of out-of-home operators which ranges from five-star hotels to mamak stalls (The Star, 2009) where the company focuses on consistency in the market. This will also be an added advantage for the companys long-term, profitable growth as it aims to be an inspiring growth partner by delivering creative and branded solution that will enable operators to operate and create customer satisfaction. Furthermore, Nestlà © has also launched a range of products known as Popularly Positioned Products (PPP) in 2008 by providing products at an affordable price range to consumers (Nestlà © Creating Shared Value Report, 2008) to be price competitive in the market and at the same time providing quality products to consumers. The Microenvironment Competitors The soft drink industry in the Malaysia market faces many competition and challenges. Among the few soft drink manufacturers in Malaysia are FN Sdn Bhd, Pemanis Sdn Bhd, Yeo Hiap Seng (M) Bhd, Malaysia Milk Sdn Bhd, Lam Soon (M) Sdn Bhd, Pokka Ace Sdn Bhd, Dutch Lady Milk Industries Bhd and etc. One of the leading soft drink manufacturers in Malaysia is FN Sdn Bhd (Asia Food Journal, 2009) where the main product for FN Sdn Bhd in Malaysia is Coca-Cola which is known to be the leading soft drink brand around the world and ranked first in the Best Global Brand 2000-2009 (Interbrand, 2010). Furthermore, FN Sdn Bhd also produces the main selling isotonic drink which is 100Plus. However, the direct competitions faced by Nestlà © Malaysia are as stated in the table where these competitors are known to have product which have similarity in relation to Nestlà ©s beverage product. Product Nestlà ©s product Competitors Competitors product Chocolate malt drink Milo Maestro Swiss Corporation (M) Sdn Bhd Vico RTD coffee Nescafe (canned) Pokka Ace Sdn Bhd Pokka (canned) Yogurt drink Nestlà © Bliss Dutch Lady Milk Industries Bhd Dutch Lady Yogurt Drink Cultured drink Yoco Malaysia Milk Sdn Bhd MDD (M) Sdn Bhd Vitagen Nutrigen Soya bean milk Nestiva FN Sdn Bhd Yeo Hiap Seng (M) Bhd Lam Soon (M) Bhd Seasons Yeos Drinho (Source: Malaysia Food and Beverage Directory Online) Distributors Nestlà © distributes its product through its National Distribution Centre to its wholesalers and retailers like Giant, Tesco, Carrefour, Jusco, KK Supermarket, 7-Eleven, 99-Speedmart and many more which will then be sold to end users. (Source: Nestlà © Report, 2008; Giant Hypermarket Shah Alam; Tesco Hypermarket Shah Alam; Carrefour Subang Jaya; Jusco Bukit Tinggi, Klang; KK Supermarket Section 9, Shah Alam; 7-Eleven Section 9, Shan Alam; 99-Speedmart Section 25, Shah Alam) Suppliers In order for Nestlà © to produce its product, materials such as packaging and ingredients are obtained through trustworthy suppliers. Furthermore, it is very challenging for Nestlà © Malaysia to ensure a steady supply of material at competitive cost. Nestlà © Malaysia currently has about a total of 150 suppliers which include 40 that are local companies and these 40 local companies supply and contribute only 10% of its raw materials and ingredients to Nestlà © Malaysia (hdcglobal.com, 2009). SWOT Analysis (Source: Malaysia Food Drinks Report Q3 2008) Strengths One of the strongest and well known brand names in the market An immensely dominant parent company in Malaysia as it is one of the most important Asian markets to ensure the subsidiary continues to receive investment funds Acts as an important regional hub in Malaysia and as such production facilities remain revolutionary Weaknesses Price-sensitive Malaysian consumers limit strong growth opportunities at the ultra-premium end of the market Consumer preference for fresh foods brings a large challenge towards the processed product portfolio Opportunities Having Malaysia established as its Global Centre for Halal Excellence where it is on the edge to capitalise on growth in this global industry as Halal foods have contributed particularly strongly in Nestlà © Malaysia export growth Regional health and hygiene scares have led to increased interest in processed foods, especially from an established and recognised manufacturer Healthier option of instant food exploit consumer interest in the fields of convenience and healthy-living Threats Continue to feel its margins pressurized by increasing commodity expenditure and a desire to maintain consumer loyalty by keeping prices low Marketing Mix Product Canned Drinks Milo Grab N Go (Original, Mocha, Hi-Cal) Nescafe (Black Roast, Original, Mocha, Latte, Ice) UHT(Tetra Pak) Milo Nesvita Soya Bean Milk (Original, Calcium, Honey, Aloe Vera, Gula Melaka) Cultured Drinks Nestlà © Yoco (Strawberry, Orange, Blackcurrant, Mixed Fruits) Yogurt Drinks Nestlà © Bliss (Orange, Strawberry, Kiwi, Guava, Blackcurrant, Mango, Tropical Fruit, Passion Fruit Orange, Apple Kiwi, Lime Cucumber) (Source: nestle.com.my) Price Product Price Milo Grab N Go (canned) RM1.40 (Original 240mL), RM1.61(Hi-Cal 240mL), RM1.69 (Mocha 240mL) Milo (UHT) RM4.29 (1.0L), RM7.29 (6 x 250mL), RM3.73 (4 x 125mL) Nescafe (canned) RM1.69 (240mL), RM9.39 (6 x 240mL) Nestiva (UHT) RM5.89 (6 x 250mL) Nestlà © Yoco RM3.49 (5 x 120g) Nestlà © Bliss RM4.19 (750g), RM1.99 (300g), RM4.19 (5 x 125g) (Source: Tesco Hypermarket Shah Alam) Place Nestlà © produces its products in 7 factories and will then distribute its product through its National Distribution Centre to its retailers like hypermarket and supermarket such as Giant, Tesco, Carrefour, Jusco, KK Supermarket and convenience stores such as 7-Eleven, 99-Speedmart and many more which will then be sold to consumers which is available throughout the whole nationwide of Malaysia. (Source: Nestlà © Report 2008; Giant Hypermarket Shah Alam; Tesco Hypermarket Shah Alam; Carrefour Subang Jaya; Jusco Bukit Tinggi, Klang; KK Supermarket Section 9, Shah Alam; 7-Eleven Section 9, Shan Alam; 99-Speedmart Section 25, Shah Alam) Promotion Nestlà © Malaysia has done all sorts of promotions in order to promote their products such as by holding events, sampling, consumer contests, advertising, offering lower prices for their products and many more to attract customers into purchasing their brand. (Source: Nestlà © Creating Shared Value Report 2008; Nestlà © Corporate Report 2008) People Since 1912, Nestlà © has built the trust among Malaysian consumers through its variety of products which are now well-known household brands. According to the Corporate Brand Monitor Study conducted by Nestle during 2008, the first company that came into mind was Nestlà © when being asked to think about food and beverage companies (Nestlà © Creating Shared Value Report, 2008). In 2008, there was a significant increase towards the awareness of Nestlà © among the consumers in the Nestlà © database. A majority of those surveyed have a good impression of the company (Nestlà © Creating Shared Value Report, 2008). In Nestlà © Malaysia, it is important for employees to contribute towards their corporate vision which is the leading reference company in Nutrition, Health and Wellness. Nestlà © believes that a healthy workforce can contribute to happy employees and improve productivity (Nestlà © Creating Shared Value Report, 2008). According to the Organisational Climate survey conducted by Nestlà © during 2007, the company is known to be the preferred benchmark against other High Performing Global Companies with a participation rate of 91% (Nestlà © Creating Shared Value Report, 2008). Process Consumers can easily purchase Nestlà © drinks products from Nestlà © distributors such as hypermarkets, convenience stores and etc to obtain the products. Physical evidence The beverages size ranges are as stated below: Product Size Milo Grab N Go (canned) 240mL Milo (UHT) 125mL, 250mL, 1.0L Nescafe (canned) 240mL Nesvita (UHT) 250mL Nestlà © Yoco 120g Nestlà © Bliss 125g, 300g, 750g (Source: As printed on the packet of the drinks) (Source: product images taken from nestle.com.my) MARKETING STRATEGY Objective To create brand awareness for new and current product To create satisfied customers towards product and services To increase extra sales profit for the company Ansoff Matrix Existing Product New Product Existing Market Market Penetration Price making price affordable for this product Promotion having free samples and creating added value for customers Place making product available and accessible Product Development Product creating an addition new product for the drinks segment New Market Market Development People creating a wider target market Diversification Product Development (creating a new beverage product for Nestlà ©) Product: A new product will be created as an addition to Nestlà © drinks segment in the existing market. This product created will be a fruit drink called NesFruits which is a healthier alternative of fruit drink that will be available in the market as it contains less sugar and also no artificial colouring and flavouring is added into the drink. Creating a healthier alternative drink will help boost up company sales as consumer are more health conscious nowadays and want more choices and options while they seek healthier alternative in drinks due to the increasing numbers of illnesses that is arising with unhealthy lifestyle. Market Penetration (penetrating to competitors market) Price: This new drink will be priced at an affordable price and placed in the market under the Popularly Positioned Product (PPP) by the company in conjunction with available ongoing promotions where customers always like their products with quality and within an affordable range for them to purchase. Promotion: This drink will be placed under promotion by giving out free sampling with every purchase of Nestlà © product, holding consumer contest and events when it is newly launch. Furthermore, offering a lower price promotion or giving out some freebies with every purchase of the product can help to penetrate competitors market. By doing so, it can help to create an added value and satisfaction within customers when purchasing the product as customers love great value for money and offers. Place: This product will also be made available and accessible for everyone where it can be easily obtainable nationwide. It will not only be made available in hypermarkets and supermarkets but can also be easily purchased through vending machines, convenience stores, fast food outlets and petrol kiosks when the consumer has a sudden desire of having the drink. Market Development (creating a wider target market) People: This new drink should be able to have a wider segment since it is meant for everyone as it is a healthy drink. However, this drink is not just targeting people who are health conscious but also for people who desires and enjoys having fruit juices all the time. Furthermore, having a wider market can help boost extra sales and profit. Target Market The target market for NesFruits would be more for consumers who are health conscious especially the baby-boomers generation. This product is created in such a way where it is less sweet with no added artificial flavouring and colouring. In addition, this product will also be targeting people who want convenience and enjoy drinking pure fruit juice. Positioning This product will be positioned as a healthier choice of fruit juice which contains less sugar and no artificial colouring and flavouring is added into the drink. Furthermore, this fruit juice also contains high vitamin C as it is made from real fruits. The purpose of having this product to be less sweet is due to increasing numbers of diabetics in Malaysia (The Star, 2010). As people are aware of the risk of consuming too much sugar, this will lead them to purchase healthier alternative drinks. Besides that, artificial content is also unimportant in Nestlà © products with the supporting campaign theme of Some Things are Best Left Natural. In fact, colouring and flavouring does not play an important obsession to adults as they know that artificial content is a chemical which will harm the body if consumed on a long term basis (Heather, 2007). On top of this, it is not the colour of the drink that matters but the original quality content of the drink which is more important such as t he purity and freshness of the juice with a combination of fruity good taste. In addition, this drink is also more refreshing and thirst quenching because there is less sugar added as sugar will tend to make a person thirstier after consumption. This drink also helps bring convenience for fruit juice lovers where they do not need to go through the process of blending fruits to get the juices as this product really taste like juice out from the blender. Moreover, this product can be consumed on a daily basis as it is made from natural fruits with less sugar and no added artificial content and therefore suitable for everyone. Competitive Advantage These new juices are high in vitamin C as they are extracted from real fruits. Furthermore, this drink also contains less sugar compared to other fruit juices that is available in the Malaysia market. In addition, artificial content is also not added into the drink with supporting campaign theme Some Things are Best Left Natural. Competitive Target The direct competitive target for this new product will be FN Sdn Bhd Fruit Tree and Malaysia Milk Sdn Bhd Marigold Peel Fresh (food-beverage.com.my). This is because both of these brands are the main key players in the fruit drink segment. Furthermore, they are also competitive challenging in terms of price as this new product will be priced higher compared to them in the market. However, with the excellent quality and the benefit of the new drink, it will somehow attract consumers that is seeking healthy drinks in the market as this new drink is something different compared to the fruit juices that competitors are having. Strategies Product NesFruits is a new fruit juice product from Nestlà © that will be an addition to the drink segment for the company. This product comes in an assorted range of flavours which includes orange, apple, grape, mango and tropical mix. It will also be packed in various pack sizes which include handy pack size of 250mL for convenience and large pack size of 1.2L and 2.0L for bulk consumption. Price The price for NesFruits will be slightly more expensive than other brand of fruit juices that is available in the market as it is made purely from fruits in comparison with the quality at an affordable price. The price will be range from RM6.99 to RM10.99. The 250mL pack of 6 will be price for RM8.99, RM6.99 for the 1.2L and RM10.99 for the 2.0L. Place NesFruits will go through channel integration which will be sold through intermediaries using conventional marketing channels such as supermarkets, hypermarkets, convenience stores and vending machines. This product will be easily available at all supermarkets and hypermarkets such as Giant, Tesco, and Carrefour plus easily accessible through convenience stores such as 7-Eleven, petrol kiosks and Nestlà © vending machines. Promotion In order to promote NesFruits in Malaysia, these are the following ways that the promotion should be done: Event NesFruits will be introduced and launched through an event by the Malaysia Health Ministry and Malaysia Natural Resources and Environment Ministry. The purpose of this event is not only to introduce a healthy fruit juice in the market but also to create awareness that Nestlà © Malaysia is a sustainable company towards the environment where the fruit waste from the product will be further used to make enzyme that can be use for household cleaning During this time, free samples will be done to let the people try out the new product and to collect feedback about the new drink. This product will also be placed under promotional sale for customers to purchase. In addition, this event will definitely have good publicity as it will be advertised through the media since it is supported by the Ministry of Malaysia. Product brochure NesFruits can also be introduced using Dear Nestlà © Programme by sending product brochures to introduce this new product to Dear Nestlà © members. On top of this, a coupon card for a free NesFruits 250mL and discount voucher will also be given for the members to prompt them in trying this new product which is easily obtainable at participating retailers. Sampling A coupon card for 2 free sample of NesFruits 250ml (customer gets to choose any 2 flavours) will be given out with every purchase of RM20 and above on Nestlà © products at participating retailers to introduce this product to the market. By filling in their particulars on the coupon card and submitting it to participating retailers, customers will have a chance to try out the new product for free. This product can also be promoted by having free samples in supermarkets and hypermarkets during weekends when most people do their grocery shopping. Sales promotion A sales promotion of buy 2 free 1 or giving out some nice freebies with every purchase of the product will also be done at different period of time to create added value for customers. 20% discount promotion on price (PPP) will also be done during certain period of time. Contest A contest will also be held in conjunction with the launching of this product which will be held for 2 months by just answering 3 simple questions on the contest form. Entitlement for this contest: 4x250mL 1 contest form, 1.2L 1 contest form, 2.0L 2 contest form Winners: RM50,0001; RM10,0003; RM1,00010; RM500x50 Advertisement Advertisement for this product will be done on billboards, newspapers and health magazines This is to remind, reinforce and at the same time create awareness for this newly launched product and available on-going promotions. In order to launch this promotional campaign, Nestlà © Malaysia will have to hire a specialist agency to organize the development of this campaign for this new product. People The following are ways to sell this product to retailers: In order to have working productivity among the employees in the key account management division, Nestlà © Malaysia must follow the cycle of motivation as stated in the diagram: This product is a low involvement purchasing behavior product among customers. Therefore, it is better to create awareness by having trial for this product and to collect feedback from customers to make improvement according to customers needs and wants in order to have repeat purchase in the future. Process Purchases of this product can be easily made by way of payment at the place of distribution. Physical Evidence NesFruits will be packed in a tetra pak form in which the 1.2L and 2.0L comes with bottle cap to open and close the drink easily so that the drink will not spill where as the 250mL will come with a straw and a sealed lid for convenience to drink straight away from the pack. Marketing Research Product Free sampling will be done during weekends at hypermarkets and supermarkets to get direct feedback from customers about the new product. Price Monitoring competitors through environmental scanning, and gathering, buying, soliciting information about competitors by comparing the prices of other competitors and setting the product at a reasonable price for customers under the Popularly Positioned Product once there is a high demand. Promotion Using email survey to collect feedback from customers about the product that they obtained from retailers using the coupon card and customer who answer the survey will get a discount voucher to purchase Nestlà © products. Directly ask for customers feedback and record it during sampling in retailer outlets and customers who gives feedback will obtain a small gift Place Regular site visits to retailers to check on the availability. The visitation will be done on a weekly basis at different locations for 1 to 3 years depending on how well the new product sells. KEY AVTIVITY PLANNER MARKETING ACTIVITY BUDGET Overall Strategies Strategies Cost Event to launch NesFruits in support with the Ministry of Malaysia RM200,000 Giving out product brochure to introduce NesFruits to Dear Nestlà © members with coupon card and discount voucher for members to try out the product RM250,000 Giving out free samples of NesFruits with a purchase of RM20 and above on Nestlà © products RM600,000 Sampling in hypermarkets and supermarkets RM200,000 Buy 2 free 1 sales promotion

Cars :: essays research papers fc

Works Cited McBride, Gordon. â€Å"Automobile Manufacturing.† Career Information Center. 2 vols. New York: MacMillan Library Reference USA, 1996 p. 98-100 Tardiff, Joseph, ed.â€Å" Motor Vehicles and Motor Vehicle Equipment.† US Industry Profiles. New York: Gale Research, 1998 p. 394-401 Broughty, James. Careers in Transport. Chicago: The Institute for Research, 1999 Womack, James P., Jones, Daniel T., and Roos, Daniel. The Machine that Changed the World. New York: MacMillan Publishing Company, 1990 Farr, Max. â€Å"Automobile Industry.† Hoover’s Online. Online. Internet. February 2000 There is no industry more present in the world-wide community than the automobile industry. The automobile has changed the lives, culture, and economy of the people and nations that manufacture and demand them. Ever since the late 1800s when the first â€Å"modern† car was invented by Benz and Daimler in Germany, the industry has grown into a billion dollar industry affecting so many aspects of our lives. There are more than 400 million passenger cars alone on the roads today. During the early part of the twentieth century, the United States was home to more than 90 percent of the world’s automotive industry, but has shrunk to about 20 percent in today’s world. This drastic change has occurred by the booming economies in such nations as Japan, Germany, Canada, France, Italy, and other nations. The US auto industry â€Å"sales totaled $205 billion, or 3.3 percent of the total Gross Domestic Product.† (Tardiff 394) By the end of 19th century, there were abou t 500 auto manufacturers, but that number dropped sharply to 23 by 1917, and today the Big Three dominate the market. Ford, General Motors, and Chrysler make up the Big Three which account for 23 percent of the world’s motor vehicle production in 1997, with the Japanese industries coming in second, producing 21 percent. Germany produces 9 percent, Spain, France, South Korea, and Canada each produce 5 percent of the international market in 1997. In the US alone, the auto industry, which includes it’s 500,000 car-related businesses, create 12 million jobs. The automobile is clearly an oligopoly, but each company’s control of the market has gradually diminished because of rising foreign competition. The US has three main auto manufacturers, Japan has five major producers as does Germany. Each of these companies produce differentiated versions of the same product, have control over their products’ prices, and rely heavily on non-price competition. Each compan y produces a new line of cars for each model annually.

The Basics Behind Qualitative Research

yFundamentals of Qualitative Research Jamye D. Jeter Cameron Submitted to Dr. Curtis Maybee University of Phoenix Fundamentals of Qualitative Research When a researcher sets out to begin a study, he or she must begin by asking questions of him or herself. These questions lead to the determination of the type of research study the researcher is going to conduct. The study may be based on qualitative research, quantitative research, or both. But, in order to determine the study method and design choice, the researcher needs to see what is fueling his or her research question.Research questions based on quantitative research focuses on obtaining data that can be measured, usually in some form or numerical/statistical manner (Leedy & Ormrod, 2010). Qualitative research is based more on why certain phenomenon take place and what can be done to better understand why the phenomenon took place at all (Leedy & Ormrod, 2010). This paper will serve as a brief overview of the fundamental s of qualitative research.Through this paper, the reader should be able to receive a basic understanding of the characteristics of a qualitative problem statement and purpose statement; formulation of qualitative research questions; and qualitative data collection and analysis procedures. Characteristics of a Qualitative Problem Statement According to Leedy & Ormrod (2010), â€Å"qualitative researchers often formulate general research problems, and ask only general questions about the phenomenon they are studying† (p. 136).By taking this approach, the problem statement in a qualitative study may come across somewhat vague. The problem statement will attempt to be as direct as possible, and will hopefully detail why the researcher selected qualitative over quantitative research. However, the fascinating thing about qualitative studies is there is always room to evolve and further develop the study based on the information and data collected (Rubin, 2007, Leedy & Ormro d, 2010). The problem statement guides the researcher’s interest from the stage of curiosity to the stage of being a specific statement.The problem statement will also explain why the researcher feels their particular topic is important and what has already been researched in this particular area (Rubin, 2007). Characteristics of a Qualitative Purpose Statement The purpose statement of a qualitative research study, much like that of quantitative studies, gives an account of the purpose or intention of the study (Jenkins, 2009). The purpose statement is specific and addresses some information gaps that may exist in what is currently known from previous studies (Merriam, 2002).Researchers may often time take on a study of a phenomenon merely because this is not an abundance of research material about the phenomenon (Merriam, 2002). This can lead to the researcher having the ability to build his or her hypothesis or theory as information is gathered. However, the purpose stateme nt will need to identify the data collection methods chosen, and reveal the possible research questions that will be explored. Formulation of Qualitative Research Questions When trying to determine the research questions that will need to be asked, the researcher must understand what or whom, he or she is trying to research.A means to make this determination, the researcher can select a sample from which he or she believes to be the most informative and beneficial to the research (Leedy & Ormrod, 2010). This process is called a purposive or purposeful sample. When making a sample selection, the researcher must also make a determination of what the criteria of the sample will be; for example male or female; certain ages, ethnicity or heights; certain occupations; etc. Once the sample size and criteria is determined, the researcher will then be able to develop questions that can be posed to the sample group to get the information needed for the study.Data Collection and Analysis T he areas of data collection and analysis go hand and hand. In order to analyze the data, the researcher must first collect the data. According to Leedy & Ormrod, 2010, â€Å"there are three major sources of data for qualitative studies – interviews, observations, and documents† (p. 23). If is up to the researcher to determine what process of research is best for the study he or she is conducting. There are times when only one method is used, but then there are times when more than one method is used. However, the researcher may identify his or her primary method (Rubin, 2007).It is also possible to utilize the internet and worldwide web to collect information for the study also. After the data is collected, the researcher must be able to analyze the data. The truth is the data analysis is usually simultaneous with the data collection stage (Rubin, 2007). From the time the first interview takes place or observation begins, the researcher should already be analyzing what he or she has learned. By doing so, the researcher can eliminate the possibility of being overwhelmed with information at the conclusion of the data collection process.While analyzing, the information collected, the researcher can break up what he or she learns into categories (Leedy & Ormrod, 2010). The use of these categories will help identify any patterns of behavior or occurrence that may exist. References Jenkins, L. (2009). Fundamentals of quantitative research: Considerations in research methodology. Retrieved from the website: www. academicwriting. suite101. com on July 18, 2010. Leedy, P. and Ormrod, E. (2010). Practical research: Planning and design, 9ed. Merrill. Pearson Education. Merriam, S. B. (2002).Introduction to qualitative research. San Francisco: Jossey-Bass. Rubin, A. (2007). Practitioner’s guide to using research for evidence-based practice. New York: Wiley Fundamentals of Qualitative Research Part 2 Based upon Prospectus II * How does the prob lem statement align with the approach communicated in the purpose section? The problem statement aligned with the outlined approach. The problem was determined to be that qualified teachers are turning down jobs at low performing schools. The approach was to take surveys and interviews to find out why this is occurring. How does the purpose of the study inform the way in which the research questions are written? The purpose statement tells that the researcher will use in-depth open-ended interviews and questionnaires given to 100 current teachers, who have at least turned down employment at one low performing school.Do the research questions adequately address the problem as detailed by the researcher? Why or why not? In my opinion, the research question shown, while pertinent to the outcome, seems a little vague. Perhaps, if there was one than one research question posed, there may have been a little more clarity. Does the wording of the purpose statement and research question sugg est the methodology used in the study? How? Yes, the wording in the purpose statement and research question suggest the methodology used in the study. In the purpose statement, it begins with in this qualitative study†¦ That is telling the reader, this is definitely going to be a qualitative research study. In the research question, there is a lot of implication as to what and why. Typically, who, what, why and how are signs that the study is going to be centered on qualitative research methodology.Does the methodology employed adequately address all aspects of the problem detailed by the researcher? Why or Why not? The use of interviews and questionnaires seemingly will produce the results the researcher is looking for. * Do all elements of the project’s design work together in a cohesive and logical manner? Why or Why not? Yes, the components presented for this project, did work together in a cohesive and logical manner. The information flowed well, and was very easy t o read and understand what the project was focusing on, and how the researcher planned to get to that point.

Costing Concerns in Society

In today's competitive economy, the cost structure is much more complex than that of the past, and there is a lot less room for error than that allowed in the more laid back economy of the past. Today's costing concerns arise from the growing disparity between direct and indirect product costs. American manufacturers have been pursuing a steady stream of manufacturing methods and technologies. The goal was simple and uniform: to reduce or eliminate direct costs. But as manufacturing has evolved, so has the structure of a product's cost. Direct costs, such as labor, are no longer the dominant cost of a product. The cost of indirect activities such as automation, marketing, sales, engineering, and order processing have dramatically increased. Overhead has grown to become the most expensive element of product cost structure. This might not be so bad if conventional product costing systems could handle the shift in cost structure. Unfortunately, they don†t. Most conventional systems allocate overhead based on some burdened rate (direct labor hours is a good example). This was acceptable when overhead was small and direct costs were high. But in today†s automated factory, this can lead to disaster. Conventional systems report inaccurate product costs–often grossly inaccurate. Management, in turn, makes strategic decisions based on these inaccurate product costs. Traditional cost systems assume all overhead activities are consumed equally by all products relative to volume produced. Further, all costs are allocated to products because the system assumes that current output drives current overhead costs. Overhead costs are allocated to products on the basis of the product's demand for some volume variable direct cost, usually labor hours, machine hours, or materials cost. But none of these bases individually represents the actual overhead incurred to make the product. Conventional thinking holds that the inaccuracy is not relevant because in total all costs are accounted for, and on average the relative distortion in margin reporting can not be significant. Activity based costing, by contrast, identifies what activities are performed by the overhead organization and calculates the cost incurred to perform each activity. Costs are traced to products on the basis of the individual product's demand for these activities throughout the process of converting raw materials, energy and human enterprise into the finished article. The allocation bases used in ABC, then, are the quantifications of activities performed. These might include hours of labor or number of times handled. As already mentioned, conventional costing often leads to gross inaccuracies. This is because direct costs–especially direct labor–have been minimized by automation. At the same time, indirect costs have increased dramatically. And it†s the indirect costs that get averaged across product lines by conventional methods. To see how bad the errors can be, look at the following chart. Conventional costing says that product B has a much lower overhead cost per unit ($4.80 vs. $7.20 for Product A). But this can†t be so. Product B consumes five times as much engineering change activity as Product A. Product B should cost more to produce. What has happened here is that the conventional system has averaged overhead costs across both products. The total cost of engineering changes is divided by the total direct labor hours. The result, $2.40 per direct labor hour, is then applied to each product. This overhead averaging causes Product A to carry an unfair–and inaccurate–portion of the overhead costs. Now guess what happens when these cost figures are used in pricing. Product A will probably be overpriced for the market, and Product B will be sold for less than its true production cost. Conventional costing says that product B has a much lower overhead cost per unit ($4.80 vs. $7.20 for Product A). But this can†t be so. Product B consumes five times as much engineering change activity as Product A. Product B should cost more to produce. What has happened here is that the conventional system has averaged overhead costs across both products. The total cost of engineering changes is divided by the total direct labor hours. The result, $2.40 per direct labor hour, is then applied to each product. This overhead averaging causes Product A to carry an unfair–and inaccurate–portion of the overhead costs. Now, using the ABC concept, the costs are apportioned according to a driver, the number of engineering change orders. (ECO's) The next graph shows the reallocation of overhead costs by the ABC method. Product B is now carrying its fair share of ECO processing costs. As would be expected, Product B actually costs five times more than Product A in terms of indirect activity consumption. As you have seen, activity based costing can offer much clearer insight into the operations of a business than the conventional method .of the past. When ABC is used as a management system, it is a powerful tool for rethinking and improving products, services, processes and a company's market strategies.