Children Obesity Essay Example for Free

Children Obesity Essay The problem of childhood obesity in the United States has grown considerably in recent years. Between 16 and 33 percent of children and adolescents are obese.From Environmental Health Perspectives website, the recent data from the National Health and Nutrition Examination Survey estimate 17% of youths ages 2-19 years old to be overweight compare to just 5% a few decades ago(â€Å"Child obesity†). This data shows we should act urgently to rescue children because the percentage of child obesity is increasing rapidly.According to Answer. com website, using the BMI (Body Mass Index) calculation, overweight is between 25-30, obese is 30-40 and extremely obese is 40 and up. This calculation is a height and weight comparison (BMI = weight in pounds X 705 / height in inches squared). By usingbody fat analysis, for a woman’s obesity starts about 33% body fat, for a man, it is about 24%(â€Å"How do you know†).Weight and shape of children are affected by hereditary factors from their parents. However, most of unhealthy weight gain is due to poor diet. Children who have obesity have bad habits; for example, they prefer to eat fast food such as hamburgers with french fries and coke than healthy food such as vegetable and multi-grains. Fast food is very tempting to children and theirparents because of its cheap price, taste, and convenience. The reason children like hamburgers is high levels of salt and sugar content found in most fast food items. So far, unhealthy food leads children to become obese which causes various health problems. Overweight children, when compared to healthy weight children, are more likely to develop many health problems such as depression, diabetes, high cholesterol and high blood pressure, which are associated with heart disease in adults. Thepurpose of this paper is to reviewhow children obesity effects on physical and mental health. First, children obesity and overweight have been found to be at an increased risk of depression. Obese children get stress from change of their body shape, perspectives from other people’s awareness that leads to poor self-esteem or social phobia which are related to the cause of depression. [ì ¶Å"ì ²Ëœ][ë ¹â€žÃ« §Å'ìš °Ã¬Å¡ ¸Ã¬ ¦ ] ë ¹â€žÃ« §Å'ê ³ ¼Ã¬Å¡ °Ã¬Å¡ ¸Ã¬ ¦ , ë ¹â€žÃ« §Å'ê ³ ¼Ã¬Å¡ °Ã¬Å¡ ¸Ã¬ ¦ Ã¬ ËœÃª ´â‚¬Ãª ³â€ž ìž  Ã¬â€¹ ¤Ã¬Å  ¤Ã­  ¬Ã¬ ¸  Ã¬ ¢â€¦Ã­â€¢ ©Ã¬Æ' Ãª °â‚¬Ã¬Å  ¤Ã­  ¼|ìž‘ì„ ±Ã¬Å¾ spom4237236The following article, â€Å"Childhood Obesity and Depression: Connection Between These Growing Problems in Growing Children,† shows how depression is diagnosed in youths. Youthbecome depress if they gain weight more than they expected. Also, obesity and overweight are connected to sleep problem which is associated with increased risk of depression. In study of 400 adolescents with a primary diagnosis of major depressive disorder, change i n sleep was most common symptom remaining depression in youths. Relationship between sleep and obesity is intervened at least in part by insulin resistance. In a study of obese children, insulin was connected with shorter sleep duration according to thepolysomnography (Reeves M. G., Postolache T. T., Snitker S.).In addition, that child obesity cause depression is obesity makes children a target for bullying. According to Medscape Medical News, â€Å"Obese children are more likely to be bullied than their non-obese peers regardless of sex, race, socioeconomic status, social skills, or academic achievement† (Harrison).Because childhood and adolescent are a sensitive period, and they focus on other’s appearance, obese children can be targeted of bullying that makes them get hurt and depress. To prevent the depression, children need to eat health food and exercise. In addition to obesity causes depression, the second health problem is obesity causes diabetes. The dietary habits of obese children are eating a lot of sugar and salt which are excessive caloric intake. Being obese means you have more fatty tissue, having more fatty tissue causes the body to become insulin resistant and becoming insulin resistant causes the body to put on more weight. Becoming more insulin resistant and at a certain level of resistance, it becomes known as diabetes. Obese children also are twice as likely to have diabetes than children who are of normal weight, according to a new study from the University of Michigan Health System. The study, published in the February issue of Diabetes Care, is the most recent national study to estimate the prevalence of children with diabetes. It found that more than 229,000 children, approximately 3.2 cases for every 1,000 American children under the age of 18, currently have diabetes. And one-third of those children are obese(â€Å"Obese Children Twice†). Obesity causes the build-up of fats around cell walls. The liver loses the ability for the metabolism of glucose. Glucose is supplied with the help of the insulin hormone. In essence, obesity reduces the body’s ability to use insulin properly. A glucose build up is deposited in the urine.In addition, diabetes is explained from Washington University in St. Louis website. Diabetes mellitus is a group of disorders that have in common high blood sugar and the risk of damage to tissues and organs. There are two major types: Type1, juvenile diabetes and Type 2, adult-onset diabetes. In Type 1 diabetes, the cells of the pancreas that make insulin are destroyed. Often, the body’s immune system destroys these cells, sort of like friendly fire. Without insulin, blood sugar rises and complications occur. Lifelong insulin treatment is required. In Type 2 diabetes, organs and tissues are resistant to insulin; that is, more insulin is needed to have the same effect. When the insulin-making cells can no longer keep up with the extra insulin needed, blood sugar becomes high and diabetes occurs (â€Å"Obesity, Type 2 diabetes†). Overall, children should avoid eatingso muchunhealthy food that contain of high sugar, salt and fat that causes diabetesto continue into adulthood. In addition to obesity causes diabetes, the third health problem is obese puts children at risk for high cholesterol levels and high blood pressure that cause heart disease. Childrens diets have changed dramaticallybecause it is influenced by television commercials and the convenience of fast foods that have too much sugar and salt that leads high cholesterol level. In â€Å"Cholesterol in Childhood† by Vincent Iannelli, M.D., the author reported â€Å"The effects of cardiovascular disease is something that will especially be a problem once an overweight child grows up, when he will be at risk for a heart attack or stroke.†Also, the article exposes children who have heart disease with high cholesterol was 2.3 times as likely to have died early. These factsgive a warning to how obesity is related to serious health problem to children. The connection between high cholesterol and high blood pressure was explained on Livestrong.com website, â€Å"Cholesterol is a soft waxy material in the blood that mixes with lipids. It shapes membranes and some hormones but does not dissolve in the blood. Since it does not dissolve, lipoproteins carry it to and from cells. Blood pressure is the force that pushes blood through blood vessels, then to all body organs. When these two functions of the body are not working correctly, it can be devastating to overall health.†(â€Å"Connections Between†).According to Webmd.com website, when there is too much cholesterol in blood, it builds up in the walls of arteries, causing a process called atherosclerosis, a form of heart disease. The arteries become narrowed and blood flow to the heart muscle is slowed down or blocked. The blood carries oxygen to the heart, and if enough blood and oxygen cannot reach the heart, it may cause chest pain (â€Å"Heart disease†).Because ofhigh cholesterol, high blood pressure that are related to the heart disease, obese children need dietary changes and weight loss to help lower their cholesterol. In conclusion, children obesity is an increasingly prevalent health disorder and is of particularly concern because children who are obese are more likely to continue to become obese through adolescence and into adulthood with various health problems. Eating unhealthy food and lack of exercise lead to most of child obesity and overweight. Obesity can cause mental and physical problemsinchildren. According to â€Å"Child obesity ‘time bomb’ a threat to life expectancy†, Food Standards Agency chairman, John Krebs, told: â€Å"We already know that many children’s diets contain more fat, sugar and salt than is recommended. We know that the level of obesity in children is rising and, in the words of the chief medical officer, is a health time bomb that could explode.† (Carey). Also, children obesity can be targeted of bullying and give rise to diabetes, high cholesterol, high blood pressure, and heart diseases. Also, child obesity has high probability to become an obese adult. Therefore, we need to accept the children obesity as a serious problem in current society in the United States and seek the solutionsto make children free from obesity and being overweight. Works Cited Brown, Joni.â€Å"Connections Between High Blood Pressure Cholesterol†. livestrong.com, 17 Dec. 2010 Web. 22 May 2012 Carey, Dorothy. Child Obesity Time Bomb A Threat To Life Expectancy. Nutridate 15.1 (2004): 8. Web. 22 May 2012. Harrison, Pam. â€Å"Obesity Makes Children a Target for Bullying.† Medscape Medical News. 4 May 2010. Web. 22May 2012. â€Å"Heart Disease and Lowering cholesterol†.Webmd.com,Web. 22 May 2012 Iannelli,Vincent. â€Å"Cholesterol in Childhood†.About.com, 13November 2011 Web. 22 May 2012 â€Å"Obese Children Twice as likely to have Diabetes†. University of Michigan, 2 Feb. 2006. Web. 22 May 2012 â€Å"Obesity, Type 2 Diabetes Growing rapidly among Children†. Washington University in St. Louis., 11 March 2005. Web. 22 May 2012 Reeves, Gloria M., Teodor T.Postolache., and Soren Snitker. â€Å"Childhood Obesity and Depression: Connection between these Growing Problems in Growing Children.† NIH Public Access. Aug. 2008. Web. 22 May 2012

The Five Porter Model In Bajaj

The Five Porter Model In Bajaj Bajaj Auto is a major India Automobile manufacturer. It is Indias largest and the worlds 4th largest two- and three-wheeler maker. It is based in Pane, Maharashtra, with plants in Kauri and Chaka (near Pane), Wale and Pat agar in Uttaranchal. Bajaj Auto makers and exports motor scooters, motorcycles and the auto rickshaw. Over the last decade, the company has successfully changed its image from a scooter manufacturer to a two wheeler manufacturer. Its product range encompasses scooters and Motorcycles. Its real growth in numbers has come in the last four years after successful introduction of a few models in the motorcycle segment. The company is headed by Rahall Bajaj who is worth more than US$1.5 billion. Bajaj Auto came into existence on November 29, 1945 as M/s Bachraj Trading Corporation Private Limited. It started off by selling imported two- and three-wheelers in India. In 1959, it obtained license from the Government of India to manufacture two- and three-wheelers and it went public in 1960. In 1970, it rolled out its 100,000th vehicle. In 1977, it managed to produce and sell 100,000 vehicles in a single financial year. In 1985, it started producing at Wale in Aurangabad. In 1986, it managed to produce and sell 500,000 vehicles in a single financial year. In 1995, it rolled out its ten millionth vehicles and produced and sold 1 million vehicles in a year. Founded in 1926, at the height of Indias movement for independence from the British, the group has an illustrious history. The integrity, dedication, resourcefulness and determination to succeed which are characteristic of the group today, are often traced back to its birth during those days of relentless devotion to a common cause. Jamnalal Bajaj, founder of the group, was a close confidant and disciple of Mahatma Gandhi. In fact, Gandhi had adopted him as his son. This close relationship and his deep involvement in the independence movement did not leave Jamnalal Bajaj with much time to spend on his newly launched business venture. His son, Kamalnayan Bajaj, then 27, took over the reins of business in 1942. He too was close to Gandhi and it was only after Independence in 1947, that he was able to give his full attention to the business. Kamalnayan Bajaj not only consolidated the group, but also diversified into various manufacturing activities. The present Chairman of the group, Ra hall Bajaj, took charge of the business in 1965. Under his leadership, the turnover of the Bajaj Auto the flagship company has gone up from Rs.72 million to Rs.46.16 billion (USD 936 million),its product portfolio has expanded from one to and the brand has found a global market. He is one of Indias most distinguished business leaders and internationally respected for his business acumen and entrepreneurial spirit. REVIEW OF LITURATURE CORPORATE: BAJAJ AUTO TO USE PANTNAGAR, WALUJ PLANTS FOR EXPANSION Anonymous. Mar 28, 2010. Bajaj Auto will use its Waluj and Pantnagar plants for its capacity expansion programmes in the coming years. The company now plans to up overall capacity to five million vehicles during 2011-12 and will divide this enhanced target almost equally between Waluj and Pantnagar. Waluj is, incidentally, home to the three-wheeler range as well as bikes, while Pantnagar, the youngest plant, focuses on bikes. The Bajaj Auto board approved of this expansion programme on Wednesday. BAJAJ FINSERV SETS A GAME PLAN IN PATH TO PROFIT Falaknaaz Syed. Dec 10, 2009. Bajaj Finserv, the holding company for a clutch of financial firms controlled by the Bajaj group, has chalked out a systematic plan for the subsidiaries, giving a new focus on profitability and setting out strategic footprint to make them grow in the coming years. BEHIND THE SPIN Anonymous.: Jun 2008. Last month, Japans third-biggest carmaker missed its profits target for the second year running. And Nissan, which is 44% owned by Renault, said the coming year would be difficult, with an expected 30% fall in profits, because of absolutely scary increases in raw materials, a lackluster US market, and a strong yen. Nissan has promised to launch an ultra low-cost car in partnership with Indian motorcycle maker Bajaj Auto, in 2011. Nissan must apply all its ingenuity to meet changing consumer demands GHOSN ACCEPTS NISSANS LONGER ROAD TO GROWTH Anonymous. May 14, 2008. While his two previous strategic plans for the carmaker merited full or better than full scores for execution, Mr [Carlos Ghosn], speaking in Tokyo, acknowledged his Value-Up blueprint deserved not a full score, but . . . still a very good score. Mr Ghosn also vowed to double sales of Nissans Infiniti premium brand to 300,000 units by 2012. The carmaker will also CATALYST: BANKING ON KIM Anonymous. Jun 5, 2008. Reminisces a former employee of Videocon, Nabankur Gupta, Head of Nobby Brand Architects Strategic Marketing Consultants, Videocon was seen to be an innovator with every new product which came into the market. It was the first one to bring in the automatic washing machines and the frost-free refrigerators in the country. But such innovations have died away over the years. But now with the former LG chief at the helm, Videocon might just return to its glory days. But there is still a lot of catching up to do. In a major category, such as flat colour TVs for instance, LG holds forth with a 27.5 per cent volume share while Videocon has a mere 9 per cent share in the category, according to market estimates. Even in the air-conditioner segment the gap looms large with LG enjoying a 25 per cent share and Videocon having an 11 per cent share. In frost-free refrigerators, LG leads with a 25 per cent share while Videocon is struggling with a 6 per cent share in the category. However, in wash ing machines LG currently with a 22 per cent share has Videocon closely trailing with a 21 per cent share. According to a former LG employee, Ajay Bajaj, who is currently Product Business Head for ACs and Washing Machines, Videocon Group, As long as resources are channelled in the right direction, it is possible for Videocon to overtake anybody. Being one of the oldest companies it had added some flab but as soon as some amount of operational excellence comes in, it would be raring to go. Analysts say that in spite of Videocons shares shrinking, its brands continue to have some equity in certain segments with the durable business. While the flagship brand of Videocon has its strengths in washing machines, air-conditioners and colour TVs, Electrolux is known for its frost-free refrigerators and microwaves while Kelvinators expertise is in direct cool refrigerators. Sansui is best known for its colour TVs while Kenstar has equity for its small appliances and air coolers. We can have different trade channels for each of our brands and thereby have an extensive retail presence today, adds Baj aj, who believes in replicating the LG strategy for Videocon as well. In LG too we had different models for the different trade channels and even in Videocon we intend attacking all the trade channels with our different brands, says Bajaj. ENTRY BARRIERS: Entry barriers are high. The market runs on high economies of scale and on high economies of scope. The need for technical expertise is high. Owning a strong distribution network is important and is very costly. All these make the barrier high enough to be a deterrent for new entrants. SWOT ANALYSIS: Lets analyze the position of Bajaj in the current market set-up, evaluating its strengths, weaknesses, threats and opportunities available. STRENGTHS: Highly experienced management. Product design and development capabilities. Extensive R D focus. Widespread distribution network. High performance products across all categories. High export to domestic sales ratio. Great financial support network (For financing the automobile) High economies of scale. High economies of scope. WEAKNESSES: Hasnt employed the excess cash for long. Still has no established brand to match Hero Hondas Splendor in commuter segment. Not a global player in spite of huge volumes. Not a globally recognizable brand (unlike the JV partner Kawasaki) THREATS: The competition catches-up any new innovation in no time. Threat of cheap imported motorcycles from China. Margins getting squeezed from both the directions (Price as well as Cost) TATA Ace is a serious competition for the three-wheeler cargo segment. OPPORTUNITIES: Double-digit growth in two-wheeler market. Untapped market above 180 cc in motorcycles. More maturity and movement towards higher-end motorcycles. The growing gearless trendy scooters and scooterette market. Growing world demand for entry-level motorcycles especially in emerging markets. PORTERS FIVE FORCES ANALYSIS: Supplier Bargaining Power: Suppliers of auto components are fragmented and are extremely critical for this industry since most of the component work is outsourced. Proper supply chain management is a costly yet critical need. Buyers Bargaining Power: Buyers in automobile market have more choice to choose from and the increasing competition is driving the bargaining power of customers uphill. With more models to choose from in almost all categories, the market forces have empowered the buyers to a large extent. Industry Rivalry: The industry rivalry is extremely high with any product being matched in a few months by competitor. This instinct of the industry is primarily driven by the technical capabilities acquired over years of gestation under the technical collaboration with international players. Substitutes: There is no perfect substitute to this industry. Also, if there is any substitute to a two-wheeler, Bajaj has presence in it. Cars, which again are a mode of transport, do never directly compete or come in consideration while selecting a two-wheeler, cycles do never even compete with the low entry level moped for even this choice comes at a comparatively higher economic potential. MANAGERIAL STYLE: Off late Bajaj Auto Limited, Indias premier automotive company has emphasized a lot on organizational restructuring for the Auto business. With this restructuring, the existing business roles and responsibilities at the company has been strengthened and enhanced to ensure greater operational empowerment and effective management. The five pillars of this new structure (Strategic units) are RD, Engineering, Two Wheeler Business Unit, and Commercial Vehicles Business Unit International Business Unit. These pillars will be supported by functions of Finance, MIS, HR, Business Development and Commercial. Praveen Srivastava, who was VP-Engineering prior to restructuring, will, now, is President- Engineering. As per the reorganized structure the company will have three CEOs. S. Sridhar, currently, VP, Mktg. Sales Two-Wheelers, will now head the Two Wheeler Business Unit as CEO with manufacturing operations at Wale and Kauri also reporting to him. RC Maheshwari has joined Bajaj Auto as CEO Commercial Vehicles. The company is in the process of identifying a CEO for its International Business. The three CEOs will be responsible for Top line, Business Growth profitability of their respective businesses. Abraham Joseph will continue to lead Research Development. HR PRACTICES: The Company affirms that its competitiveness is interlinked with the well being of all sections of the Indian society. The Company believes that equal opportunity in employment for all sections of the society is a component of its growth and competitiveness. It further believes that inclusive growth is a component of growth and development of the country. The Company affirms the recognition that diversity to reflect socially disadvantages sections of the society in the workplace has a positive impact on business. The Company wills neither practice nor support conscious discrimination in any form. The Company does not bias employment away from applicants belonging to disadvantaged sections of society if such applicants possess competitive skills and job credentials. The Companys selection of business partners is not based on any considerations other than normal business parameters. In case of equal business offers, the Company will select a business partner belonging to a socially disadvantaged section of society. This Code of Conduct for Affirmative Action will be put up on the company web-site to encourage applications from socially disadvantaged sections of society. The Company makes all efforts for up skilling and continual training of all its employees in order to enhance their capabilities and competitive skills. No discrimination of any type will be shown in this process. The Company may have a partnership programmed with educational institution/s to support and aid students from socially disadvantaged SECTIONS OF SOCIETY. The Company will maintain records of Affirmative Action. Â · The Company has nominated Mr. K Srinivas, Vice President (HR), to oversee and promote the Affirmative Action policies and programmers. He will be accountable to the Chairman. Â · The Company will make available its learning and experiences as a good corporate citizen in Affirmative Action to other companies desiring to incorporate such policies in their own business. BUSINESS STRATERGIES: MARKETING STRATEGIES: The focus of BAL off late has been on providing the best of the class models at competitive prices. Most of the Bajaj models come loaded with the latest features within the price band acceptable by the market. BAL has been the pioneer in stretching competition into providing latest features in the price segment by updating the low price bikes with the latest features like disk-brakes, anti-skid technology and dual suspension, etc. BAL adopted different marketing strategies for different models, few of them are discussed below: KAWASAKI 4S First attempt by bajaj to make a mark in the motorcycle segment. The target customer was the father in the family but the target audience of the commercial was the son in the family. The time at which Kawasaki 4S was launched Hero Honda was the market leader in fuel-efficient bikes and Yamaha in the performance bikes. Boxer It took the reins from where the Kawasaki 4S left. Target was the rural population and the price sensitive customer. Boxer marketed as a value for money bike with great mileage. Larger wheelbase, high ground clearance and high mileage were the selling factors and it was in direct competition to Hero Honda Dawn and Suzuki MX100. CALIBER The focus for the Caliber 115 was youth. And though Bajaj made the bike look bigger and feel more powerful than its predecessor (characteristics that will attract the average, 25-plus, executive segment bike buyer), its approach towards advertising is even more radically different this time around. Bajaj gave the mandate for the ad campaign to Lowe, picking them from the clique of three agencies that do promos for the company (the other two being Leo Burnett and OM). Going by the initial market response, the campaign was clearly a hit in the 5-10 years age bracket. So, the teaser campaign and the emphasis on the Caliber 115 being a `Hoodibabaa bike placed it as a trendy motorcycle for the college-goers and the 25 plus executives both at the same time. PULSAR Pulsar was launched in direct competition to the Hero Hondas CBZ model in 150 cc plus segment. The campaign bearded innovative punch line of Definitely Male positioning Pulsar to be a masculine-looking model with an appeal to the performance sensitive customers. The Pulsar went one step ahead of Hero Hondas CBZ and launched a twin variant of Pulsar with the 180 cc model. The model was a great success and has already crossed 1 million marks in sales. DISCOVER The same DTSI technology of Pulsar extended to 125 cc Discover was a great success. With this, Bajaj could realize its success riding on the back of technological innovation rather than the joint venture way followed by competitors to gain market share. BAL now is taking a leaf out of the FMCG business model to take the company to greater heights. Bajaj has kicked off a project to completely restructure the companys retail network and create multiple sales channels. Over the next few months, the company wills set-up separate sales channels for every segment of its business and consumers. Bajaj Autos entire product portfolio, from the entry-level to the premium, is being sold by the same dealers. The restructuring will involve separate dealer networks catering to the urban and rural markets as well as its three-wheeler and premium bikes segments. Bajaj Auto also plans to set-up an independent network of dealers for the rural areas. The needs of financing, selling, distribution and even after-sales service are completely different in the rural areas and do not makes sense for city dealers to control this. The company also plans to set-up exclusive dealerships For its three-wheeler products instead of having they sold through an estimated 300 of its existing dealers. OTHER STRATEGIC ISSUES: CASH IS STRENGTH: Bajaj Auto has been sitting on a cash pile for over five years now. Over the next couple of years, competition in the two-wheeler market is set to intensify. TVS Motors and Hero Honda are on a product expansion binge. To fight this battle and retain its hard-earned market share in the motorcycle segment, Bajaj Auto will need its cash muscle. A look at its own story over the past five years provides valuable insight. DELISTING WORRY: What is worrying is that there is an idea to delist the investment company (also an indirect indication that it would be listed initially). This would be closing the valve of equitable ownership distribution. There is a hint of a buyback of shares of the investment company as this is the only way it can be delisted. The company would not be short of cash to put through such a buyback. Factors such as low valuation, low trading interest and the need to provide shareholders may be cited as plausible reasons for the buyback. STAKE FOR KAWASAKI: Bajaj Autos attempt to vest the surplus cash in a separate company may be a prelude to offering a stake to Kawasaki of Japan in the equity of the automobile company. The latter has been playing an increasingly active role in Bajajs recent models, and its brand name is also more visible in Bajaj bikes than in the past. BETTER VALUE PROPOSITION: Shareholder interests may be better served if the cash is retained to pursue growth in a tough market. This would also obviate the need to fork-out fancy sums as stamp duty to the government for the de-merger. A combination of a large one-time dividend and a regular buyback program through the tender route may offer better value. A strategic stake for Kawasaki would only positively influence the stocks valuation. STRATEGIES FOR THE OVERSEAS MARKETS: Bajaj Auto looks at external markets primarily with three strategies: (1) A market where all BAL need to do is distribute through CKD or CBU routes. (2) Markets where BAL need to create new products (3) Markets where BAL need to enter with existing products and probably with a good distributor or a production facility or a joint venture. Earlier, most of the products that Bajaj exported were scooters and some motorcycles. However, in its target markets, like in India, the shift was towards motorcycles. With the expansion in Bajajs own range to almost five-six platforms of motorcycles, it had a better offering to export, also the reason for its stronger showing. For the last fiscal, 60 per cent of its exports were two-wheelers and the rest three-wheelers. Of the two-wheeler exports, close to 90 per cent were motorcycles. Bajaj has identified certain key markets, which hold potential. Its first overseas office established at the Jebel Ali free trade zone has been the focal point for exports to middle Africa and the Saharan nations. Egypt and Iran also continue to be strong markets for Bajaj. The other market, which would be a focus area, is South America, where the company feels it is fairly well represented in most countries, except in Brazil, the largest market. The company recently participated in a large auto exhibition in Brazil and found good consumer acceptance to products like Pulsar and Wind 125.The other focus area is the ASEAN nations, which constitute the third biggest consumer of two-wheelers. The biggest among them is Indonesia, where Bajaj distributors are looking to introduce eco-friendly four-stroke auto rickshaws. But two-wheeler market requires great deal of effort from BAL. Everybody is there with Honda leading the show. Theres Suzuki, Kawasaki and some Korean and Chinese models. BAL should look at the right product mix for two-wheelers. Bajajs Pulsar model has taken off well there. It also wants to develop a new step-through model for the Indonesian market, but for now it will create a base there with its motorcycle models. Bajaj has also made a beginning by selling bikes in the Philippines branded in the name of its technical partner, Kawasaki. The two signed a Moue in February. Kawasaki, a large multi-product conglomerate, only makes high-end bikes and does not have sub-200cc models. Kawasaki is marketing the new model, Wind 125, developed by both companies, in the Philippines. The Bajaj-developed models, Caliber and Bike, which is a fuel-efficient bike, are also being Distributed by Kawasaki. This is a good beginning strategically for Kawasaki to evince interest in Bajaj products for markets which can still buy less than 150 cc. COST EFFECTIVE AND ENVIRONMENTAL STRATEGIES: CONSERVATION OF ENERGY: Furnaces, reduction of hot water temperature for pre-treatment, use of bio- As a part of continuing efforts to conserve various resources, following steps were taken to conserve energy Electrical energy saving was achieved by installation of localized portable air compressors at various shops during low production periods, energy efficient screw compressors by replacing CPT compressors, real timer electrical circuits installed to switch off electrical equipments during lunch / tea breaks and during non utilization of production equipments, fan less cooling towers for AC plants, high efficiency reflector fittings with electronic ballasts tube lights, use of LED CFT street lights, replacement of 350 W air circulators by 180 W air circulators, 150 W MH lamps instead of 250 W HPSV lamps at shop floors, Variable Frequency Drives (VFD) for ASUs in paint shops, washing machine blowers, compressors etc and rationalization of pumping hours of main pump as well as booster pump of pump house. Water saving was achieved by replacement of old under-ground water pipes with aboveground pipes to avoid water wastage through leakage, drip irrigation system for gardening, installatio n of localized fresh water storage systems, usage of treated water for bin washing and paint shop process, rain water harvesting and use of bio-chemical additives to reduce frequency of water change in various paint processes; and LPG saving was achieved by installation of waste heat recovery system for hot water generation used in pre-treatment process of paint shop, use of reflective coating inside furnaces for better heat retention, three-wheeler electro-deposition (ED) painting process changed from Acrylic ED to Cathodic ED, optimisation of loading pattern in CGC and seal quench gas for cooking in canteens, start-up losses in ovens and hot water generation plants and changed design of paint jigs to reduce jig stripping frequency. IMPACT OF MEASURES TAKEN: As a result of the initiatives taken for conservation of energy and natural resources, the company has effected an overall reduction in consumption as under:- COMMUNITY LEADERSHIP PROGRAMMES: During the year, the employees volunteered for blood donation camp at Deenanath Mangeshkar Hospital, Pune and Dr Sunshield Tiwari Hospital, Pant agar Fire fighting teams of the company along with vehicles responded to 20 Fire assistance calls from Government Fire Department / other industrial units outside the factory premises in the larger interests of saving invaluable life and property. COMMUNITY CARE: In line with the commitment to enrich the life of all with whom bajaj deals, it shows sensitivity to the employees, who opted for voluntary retirement at the Kauri Plant. Soon after the Kauri employees expressed their interest in accepting the Voluntary Retirement Scheme, the company organized a series of interactive meetings with leading financial institutions. The officers explained the need to prudently and safely invest the monies received, considering the various options available today. The company devised attractive schemes for interested employees so that they could receive regular monthly payments, in addition to lump sum compensation announced. They were also provided with options of taking loans at competitive rates of interest. By these actions, it is the companys Endeavour that the employees, who have accepted voluntary retirement scheme, are independently self-sustaining and can take good care of their families. Employees were also guided for alternative possibilities, whether as employee or entrepreneur. HEALTH: Government of India- Ministry of Health and Family Welfare National Aids Control Organisation (NACO) and CII has initiated Public Private Partnership (PPP) in order to provide better healthcare to AIDs patients. Your company has signed a tripartite Moue with NACO and Yeshwantrao Chauvin Municipal Hospital (YCMH) in Pinprick to set up an Anti Retroviral Treatment Centre (ART Centre) at YCMH in Pinprick, Pane with the cooperation of Pinprick Chinch wad Municipal Corporation for HIV patients. Many dignitaries from Global Fund, WHO and such other organizations have visited the ART centre, which is the largest unit run by an industry under Public Private Partnership programmed. Apart from two doctors and six supporting medical staff, the ART centre has added audio-visual facilities for group counseling, as a result of which the ART centre registration has reached 1,900 numbers and the unit is recognized today as one of the best ART centers in the country. Rural and community development activities and empowerment of women. The company continued with its rural development activities in Pane and Aurangabad districts of Maharashtra through its trust, Jankidevi Bajaj Gram Visas Sancta (JBGVS). JBGVS aims at an integrated development of 43 Selected villages, to be carried out by the villagers under their own leadership and through united efforts forged by local organizations with JBGVS acting as a catalyst New projects four wheeler plant: Chaka 4wheeler plant-The Late range of 4 wheeler vehicles, both in Passenger and Cargo segments of the Industry are under re-design, to Sharpen the competitive positioning of the products. The Cargo version code named PV 1500 is likely to be launched in 2011. The Techno-economic feasibility for the Passenger 4 wheeler will be Evaluated by Bajaj Renault-Nissan for a final decision, leading to firming Up of the co-operation parameters among partners and a suitable JV Agreement. Company continues to focus on expanding its design testing teams, Which has enabled it to make the new generation products? R D has Enhanced its internal competencies by installation of advanced machines in Proto shop and introduction of special equipments in testing areas. PROFITS DURING RECESSION: 2008-09 has been a tumultuous year for the global economy. The year began With a continuation of a world-wide inflationary spiral and ended with the Worst slowdown since the Great Depression of the 1930s. While India did not Face a contraction in GDP growth like the USA, the Euro zone, the UK and Japan, it has witnessed a 250 basis point compression in growth rate from 9% in 2007-08 to an expected 6.5% or thereabout in 2008-09. The second half of 2008-09 has seen severe financial distress across broad Sections of Indian industry-especially the manufacturing sectors. Companies Have got re-rated; have scrapped investment plans and capital expenditure; Cut down capacities; struggled with finances because of their earlier over- Leveraged positions; delay ed payments to vendors; and had to borrow funds .At prohibitive interest rates. It is in this context that one must look at the performance of Bajaj Auto Limited (Bajaj Auto, BAL or the Company). Despite falling demand in .The motorcycl e segment, the company has succeeded in maintaining an Operating EBITDA (earnings before interest, taxes, depreciation and Amortization) margin of 13.6% of net sales and other operating income The heartening news for this segment is that state governments have Increased the permits for plying energy efficient three-wheelers. Bajaj Auto has a market share in excess of 90% in the permit-driven markets. The Company also intends to introduce a RE Diesel upgrade in 2009-10, which Will have a high mileage; accommodate more passengers with a luggage hold Area, and will attempt to capture a larger share of the rural market. INDUSTRIAL RELATIONS: At Kauri, the management signed the wage settlement on 18 July 2008 with Vishwakalyan Kampar Sanghatana, the recognized union, in conciliation and accordingly, the benefits of the settlement have been given to all daily- Rated employees at Kauri. Subsequently, with a view to downsizing the workforce at Kauri, Voluntary Retirement Scheme was floated for the permanent daily rated workmen. 2,331 Workmen availed of the benefit under the scheme. Relations with staff and workmen across the plants at Kauri, Wale, Chaka And Pant agar remained cordial. SUBSIDIARIES: PT. Bajaj Auto Indonesia (PT BAI), was incorporated as a subsidiary company In Indonesia with an issued, subscribed paid-up capital of US$ 12.5 Million (Rs.562 million) in 2006-07. Bajaj Auto holds 97.5% shares in this Company, with balance being held by a local partner. The subsidiary company Has accumulated losses of Rs. 830.7 million as on 31 March 2009. Through The efforts, which are planned in the coming years, it is expected that PT BAI will turn around within a reasonable time. During the year under review, sales and service network reach have been Expanded substantially covering the major cities of Jaw, Sumatra, Bali And Sulawesi islands. Total showroom strength stands at around 63 numbers, Covering 46 cities of Indonesia. PT BAI assembles and markets Bajaj Pulsar and Bajaj XCD in Indonesia, Establishing Bajaj as a high quality tech-savvy brand. PT BAI plans to Expand its presence, product range and reach towards becoming a strong Player in this market currently dominated by Japanese 2-wheeler majors. Bajaj Auto International Holdings BV, Netherlands (BAIHBV) -was incorporated as a wholly owned subsidiary company in Netherlands with an Issued, subscribed and paid-up capital of Euros 200,000 during 2007-08. Further capital of Euro 98.2 million was invested in this company d

Return Of The Native Essay -- essays research papers

In Thomas Hardy’s poem “Her Dilemma,'; it relates to book one of the novel Return of the Native in the concept of marriage and distrust of feelings. In both the poem and the novel, the woman’s feelings and emotions cause conflict in her marriage. It is interesting that both these literary works has a marriage transpire with one person doubtful, especially during a time when divorce was unconceivable. The question arises, should a lifetime decision be made solely upon the basis of one’s personal desires?   Ã‚  Ã‚  Ã‚  Ã‚  In “Her Dilemma'; the title gives the reader a clue that a choice must be made between equally undesirable alternatives. Hardy uses iambic pentameter as the rhyme scheme to make the poem flow smoothly. The first stanza uses detail to describe an ancient church where the couple is soon to be married. Once this stanza ends Hardy’s attitude changes to one of sorrow. “For he was soon to die, --he softly said, ‘Tell me you love me!’—Holding hard her hand.'; It is pathetic that this is the last wish of a dying man. Hardy’s use of consonance allows the reader to understand the man’s feelings. Next stanza the tone changes again, to one of pity for the woman who sells her soul “to be a moment kind.'; Regardless of whether the woman decides to marry, the man will die. Eventually, her sympathy for the man overwhelms her consciou...

Sonata Allegro Form :: essays research papers

Sonata Allegro Form The roots of this form can be traced to the simple binary form of the baroque era. With binary, the two sections are thematically similar with a sameness of texture and theme throughout the movement. The term sonata originally referred to instrumental music, not a particular form of composition. The Baroque sonata can be traced back to an instrumental song of the late Renaissance called canzon da sonar. This leads eventually to the trio sonata, for four instruments despite its name, which consisted of two melody instruments, a chord playing instrument, and a basso continuo. Along with the trio sonata, there was the solo sonata that was written primarily for a melody instrument and a basso continuo. In the late 1600s, the word sonata was associated with sonate da chiesa, for church, and sonate da camera, for chamber. With the rejection of complicated Baroque style of music, the classical era came about. The idea of simpler music would appeal to a broader audience, thus making the classical era more popular. The change was not sudden; rather, the Rococo style was like a transition period. Carl Philipp Emanuel Bach was an important character in the changing of styles. The Rococo style was known as an expressive or sensitive style. Baroque music usually remained in the same mood throughout a piece, whereas this new style would sometimes change moods abruptly with highly contrasting ideas. The use of ornaments in music gradually went out with the complicated baroque music. Simpler, more original melodies emerged with this new style. During the Baroque era, instrumental music and vocal music were equally important. This contrasts the Classical era where instrumental music was more prominent than vocal. Sonata form, or sonata allegro form, consisted of three major sections: exposition, development, and recapitulation. Exposition presented the main theme of the movement in the tonic key. Then the theme transitioned by a bridge to the dominant key if the movement was major or to the relative major if the movement was in a minor key. The second theme, usually given in the dominant key, cadenced at the codetta with a double bar.

Drugs and Alcohol Essay -- American History, Alcohol

Drugs are heavily used throughout the entire world. However, it is important to understand and not undermine the variability in which drugs are used. It is clear some are for distinct medical treatment and others are for recreational use. In the United States, marijuana has been and continues to be a very controversial drug. Some states have allowed marijuana consumption for medicinal purposes, while others have completely outlawed the drug. Those who are against the legalization and regulation of marijuana suggest the economical and health risk associated with consumption of the drug are too high. Although there is risk involved with the legalization of the marijuana, our country has already been risking too much banning the drug. As a result, many police officers and American citizens lives are at risk as task force attempt to control the black market. It has limited the treatment possibilities of the ill as marijuana can be prescribed for various sicknesses (Fisher, par. 1 ). The benefits of legalizing marijuana by far out way the losses of continuing to keep it illegal. There are flaws on both ends of the spectrum, but it is clear is the regulation and legalization of marijuana will give government additional revenue through taxation, reduce spending allocated to enforcing the law, and increase the availability of medicinal treatment (Single 10:457). Looking back on American history, alcohol at one point in time was against the law. Overtime it became legal and thoroughly regulated by the government. As this took place, our nation has witnessed the dangers and health issues arising from alcohol consumption and abuse. For example, drunk driving kills many Americans each year. In comparison to marijuana studies w... ...ijuana 40:478). There are many positive effects marijuana regulation can have on an economy; people need to be open minded enough to at least acknowledge them. In conclusion, it seems as if for various reasons marijuana has gained a negative image in America today. Whether this is because the smoke, physical effects, or criminalist view of the drug, it does not matter. Americans must accept the facts instead of seemingly taking them with a grain of salt. If anything, the failure to legalize marijuana and attempt to prohibit usage has caused more human suffering than simply legalizing marijuana. Additionally, the actual regulation of the drug would help stimulate the economy and eliminate crime. Americans must choose, and by the facts, it is only a matter of time before people recognize and accept the legalization and regulation of marijuana in America.

The Role of Diversity Training in Businesses

Diversity training has become a necessity in businesses today. Diversity training is necessary because of people†s differences in our work force. Some of these differences are race, gender, culture, age, and disabilities. Because our organization is so diverse, this program will help educate, sensitize and prepare people to get along in our workplace. If done right, I feel that the training programs will bring our company promising results. One study by Katrina Jordan on diversity training in the workplace from the perspective of organization/human resources diversity practitioners and diversity consultants showed positive results. Some of the outcomes found in this study were changes in staff behavior, increases staff sensitivity, increased executive commitment, recognition that diversity training is not just a H.R function, etc. For some diversity training â€Å"empowers people by helping them to understand others and develop a world view beyond their own. As a result they know how to respond to and resolve differences that might otherwise interfere with their work†(Jordan). Programs are made up to cover a wide range of topics. These topics include defining, developing and managing diversity, harassment prevention, cross cultural communication, and creating an affirming environment. Workers will be able to bring up their own specific topics as well. Training sessions will be of two types. First we will have a series of speaker†s come in at least once every other week and talk to large groups no larger than 75 people. Also during the week between smaller groups of no more that 20 people will meet for discussions. All sessions will be held at times convenient to all employees. To try to create an informal environment we will serve coffee and donuts. For the training programs to make a positive impact it is important for all levels of employees to take part. Training must begin from the top down. H.R participants say that it is essential for top executives to take part in these training sessions. Middle management will be stressed to attend, since they are doing a lot of interaction with people. Following a substantial period of time the company should be able to notice a difference in job performance and hopefully increase profits. Since we can utilize our conference room and auditorium the price for the training program is very inexpensive. The lectures will be brought in from the outside for a standard lecture fee. A small amount will be spent for refreshments to help create a relaxed environment. In the end the program should basically pay for itself.

Sainsbury

Analyse’ and ‘evaluate’ the business strategy that J Sainsbury Ltd. has pursued using either Bowman’s strategic clock or Porter’s Generic Strategies framework. Submission Date : 28th April 2012 Word Count : 1841 Introduction Strategy is defined as how an organization and individual achieves its goals. The marketing strategies are altered as well as renewed in companies in the effort to survive and also prosper in an increasing demanding and complex business environment (Grant, 2010, p. 270).The strategic imperatives have shifted towards a priority emphasis in order to develop a superior capacity to reinvest the business model (Cravens, 2010, p. 20). Sainsbury mission and goal is to become the first choice of its customers in terms of food, deliver products which are of outstanding quality and service available at a competitive cost by means of working in a simpler, faster and together. Sainsbury have made fundamental changes which have transformed th e business but in the course of action the company has stayed true to its heritage.Sainsbury passion towards food at fair prices and its ethical approach have remained central for their success (J Sainsbury Plc, 2012). Figure 1: Business Strategy and Objectives [pic] (Source: J Sainsbury Plc-a, 2012) Accessing Sainsbury’s strategy using Bowman Strategic Clock The strategy clock which was coined by Cliff Bowman encouraged the mangers to consider competitive advantage with relation to cost advantage or differentiation (figure 1). It focuses on the price of the customers and their perceived value of the goods and services.It has been argued that Sainsbury pursue a differentiation strategy while others might argue that it has adopted the low cost strategy. It could be however said that the organisation has adopted both differentiation and low cost strategy and can be termed as â€Å"stuck in the middle† (Mantle, 2012). Figure 1: Bowman’s Strategy Clock [pic] (Source : Johnson, 2008, p. 243) Theories and Analysis SWOT Analysis has been performed in order to consider the internal and external factors of Sainsbury (See Appendix 3).J Sainsbury has been able to tackle the problem as it has been able to build the trust and can have faith on its customers at the worst condition. But the competition is also intense between the top four food retailers in UK and the hard discounters. It has been noted that Tesco and Asda are the top most retailers in UK and they have expanded in almost every part of the globe and this is where Sainsbury lacks and falls behind its current competitors (Mantle, 2012, p. 7).Sainsbury can try to overcome its weakness by applying its strength and overcome its threat by applying the opportunity. As per the TOWS Matrix, (Appendix 6) Sainsbury has a huge opportunity to tap the emerging nations with its diversified portfolio and with its good corporate image . To tackle the external environment PEST analysis has been conducted. Sa insbury needs to consider the external environment in order to proceed successfully and take measures of the upcoming shortfalls with respect to the external environment (See Appendix 2).In order to tackle the problem, Sainsbury has adopted the policies of operating in EU and also other parts of the globe. It has joint hands with the British government to tackle the problem of obesity and have pledged to cut about 5 billion calories (Retail Detail, 2012). Sainsbury has diversified its business ranging from food retail to non food retail outlets and has adopted the differentiation strategy. This adds on to the advantage of Sainsbury and helps to maintain competitive advantage and stay ahead of its competitors.But at the same time Sainsbury have many competitors who offer the same product (Appendix 5) which shows that the competition among the retail industry is quite high, but Sainsbury with its core competencies and diversified portfolio has been able to gain a diverse customer base . Analysis and evaluation of supporting resources and capabilities The company is trying hard to keep up its competency level by delivering efficient service and timely service. Sainsbury online serves almost about 30,000 order per week and cover 75% of the UK which ads on to its advantage (Breitenbuch, 2004, p. 22).With advancement in technology and change in mindset, customers prefer online services rather than the brick and mortar. Thus Sainsbury competency lies with its online shopping service. The capital of Sainsbury resulted in decreases in 2011 (854) as compared to 2010 (1006). But Sainsbury has invested in its R&D and other portfolios which have sown positive outgrow in the current fiscal year. But a glance at the resources and capabilities have proved that Sainsbury can well compete in the competitive retail market. Sainsbury’s unique resources and capabilities underpinning the Value chainSainsbury had made an investment of about multimillion pounds in its supply ch ain technology which has helped the company to reduce the amount of un-bought food by 15% during hard times. This technology was created by Sainsbury and helps to reduce wastage of food which would then help in the reduction of emission from CO2 to about 1400 tonnes. Thus it can be said that the company can react to changes in the buying pattern (Brittain, 2010). (See appendix 9) Value chain has been identified and upgraded in order to widen the system of suppliers, network and the buyers i. e. hrough the value system, and the importance of each individual and the discrete activities which are performed by the firm to achieve competitive advantage. Sainsbury has developed different supply chain channels to manage the complexity faced due to different store formats such as country town, Sainsbury local. Sainsbury believes in continues improvement and aims to achieve it in many different ways. Sainsbury recognise the importance of its people who plays a major role in delivering excell ent business. The logistic staffs of Sainsbury tend to work in flexible and well maintained environment.One of the collaboration of Sainsbury is to focus on the demands of the consumers and maintain a healthy relationship with the suppliers and other partners. Above all Sainsbury is committed in reducing the impact of its operation towards the environment (J. Sainsbury Plc-b, 2002). Appendix 9: Value Chain (James,Rowland-Jones& Obrian)[pic] A exceptional tangible source resource would be Sainsbury’s land bank, they created an agreement with British land in 2008, as a result of losing the combat to Tesco in land management , and therefore currently own 10,5 billion in real estate (Mantle, 2012)This gain value and addresses a key decisive achievement factor in the industry (Grant,2010). As position is important to offer convenience and a deep assortment, An extra unique intangible resource would be their brand representation and customer loyalty, this is vital since it can attr act or attract consumers and it could be necessary to build the brand image . Mintel has reported that Sainsbury’s achieved top amongst the big four’ for the best brand reputation, improving this by supporting charities such as ‘fareshare and active kids(J Sainsbury PLC,2012)A core capability would be Their online shopping has evolved over the years and with a change in customers mind set and lifestyle, and is mostly dominated by the major food retailers (Mintel, 2011). It is the second largest food online retailer in UK and its business grew by 20% over the years (McGrath, 2012). Sainsbury is also trying to develop a presence in the drugstore category but it would result in huge risk for the company as Boots has already acquired a majority of the market share (Data monitor, 2002). Has Sainsbury got the potential resources and capabilities?Feasibility analyse the firm positing of the resources and capabilities necessary for their given strategy (Johnson,Scholes & Whittington,2008) Sainsbury core competencies and resources (See Appendix 4) have enabled Sainsbury to achieve the third position in UK retail market and strengthen its value chain through investing in new technology (Appendix 9). Sainsbury core capabilities (Appendix 4) lie with their online shopping service which is often regarded as better than its competitors and at the same time hard to imitate.Other capabilities of Sainsbury include its logistic, loyalty programs and its own labelled products. But the disadvantage lies that its competencies are same as its competitors and are very easy to imitate. Critical challenges that Sainsbury faces in the expansion plan Most critical driver in the grocery industry would be the attractiveness of new rising market, such china whose market was expected by Euromonitor in 2010 to reach ? 418 billion(Johnson, Scholes & Whittington,2008 ). furthermore globalisation is a key factor for merging competitors.One critical challenge Sainsburyâ€℠¢s face is how compatible or distant the national market is with the company, therefore they must consider compatibility before they get into the market(John, Scholes &Whittington,2008). This can be done using the CAGE model, which looks at cultural, administrative and political geographical and economic distance between the markets. For instance cultural distance is very important in the supermarket industry. As mentioned in the SWOT analysis (Appendix 3) one of the major critical challenge with Sainsbury is the market of UK which has matured over the years. (Grant,2011)Sainsbury has adopted both the low cost strategy and also the differentiation strategy. The retail food section of Sainsbury offers food at a cheaper rate and also its product line offers a variety of services and products thus following the differentiation strategy (See Appendix 3). One of the risks involved associated with the hybrid strategy is that the company is trying to diversify into various sectors which mi ght not result in profitability in the long run, may result in failure. This is because Sainsbury is following two generic strategies cost leadership and differentiation strategy and it might result in a drawback in the long run.Does the strategy adopted by Sainsbury is attractive in terms of financial return and timescale required for its online orders? Sainsbury main rival is Tesco in terms of market share. The market share of Tesco has slipped from 30. 7pc to 30. 5pc. However the supermarket, Tesco was not being able to keep a track with the level of inflation at the current rate of 6. 2 c in the grocery industry. In comparison to Sainsbury, sales growth was recorded 4. 2 pc (Wallop, 2011). The financial report of Sainsbury has also shown a positive growth rate in its operating profit which amounted to ? 851million in 2011 as compared to ? 710 million in 2010.The gross profit recorded for the year end 2011 was also quite impressive as compared to the previous financial years (See Appendix 8). Conclusion Sainsbury strategy has helped it to become among the top retailers in food and non food items in UK and has been able to achieve a decent market share along with gross profit which resulted in a higher rate than its competitors Tesco. But with respect to international strategy, Sainsbury would face challenge from the intense competition from its competitors as they are globally situated and are assumed to be bigger brand than Sainsbury and has captured most of the market share outside UK.And secondly, due to economic slowdown, consumers have started to cut cost and prefer the small retail shops rather than the giant retail outlets. This would hamper the working of Sainsbury in the process of international expansion. Therefore it can be said that Sainsbury should expand only when the conditions are in favour of the company. Reference Breitenbuch, M. V. , 2004. Online Food Shopping: Consumer Perception and Retailers Market Approach, Contrasting the Markets UK and Germany. GRIN Verlag. Brittain, N. , 2010. Sainsbury's tries something new with supply chain technology. [Online].Available at: ; http://www. computing. co. uk/ctg/news/1834835/sainsburys-tries-supply-chain-technology; [Accessed 23 April, 2012]. CBI, 2004. Sainsbury’s. [Pdf]. Available at: ; http://www. article13. com/CBI/CBI%20CSR%20Case%20Study%20Sainsburys%20August2004. pdf; [Accessed 19 April, 2012]. Cravens, D. W. , 2009. Strategic Marketing 8E. New York: Tata McGraw-Hill Education. Data Monitor, 2002. Sainsbury's: putting the Boots in. [Online]. Available at: < http://www. datamonitor. com/store/News/sainsburys_putting_the_boots_in? productid=E22D4126-72D1-4FF4-B2B3-1CAB1AF4E9A7> [Accessed 19 April, 2012].Grant, M. , 2010. Contemporary Strategy Analysis: Text Only. John Wiley and Sons. IGD, 2012. IGD’s 2012 Sainsbury’s Trade Briefing. [Online]. Available at: < http://www. igd. com/index. asp? id=1&fid=2&sid=1&cid=2083> [Accessed 19 April, 2012]. J Sain sbury Plc, 2012. About US. [Online]. Available at: [Accessed 18 April, 2012]. J Sainsbury Plc-a, 2011. Annual report and Financial Statement. [Pdf]. Available at: < http://www. j-sainsbury. co. uk/media/171813/ar2011_report. pdf> [Accessed 19 April, 2012]. J Sainsbury Plc-b, 2002. Sainsbury’s. [Online]. Available at:< http://www2. sainsburys. o. uk/sid/info_sc_osc. htm > [Accessed 26 April, 2012]. Johnson, G. , 2008. Exploring Corporate Strategy: Text & Cases, 7/E. South Asia: Pearson Education India. Just Food, 2011. UK: Morrisons, Sainsbury’s gain market share. [Online]. Available at: [Accessed 20 April, 2012]. Mantle, P. , 2012. Case Study: J Sainsbury Ltd – January 2012. McGrath, T. , 2012. Sainsbury's: Second largest UK online food seller. [Online]. Available at: ; http://www. eway. co. uk/ecommerce-news/post/2012/03/14/Sainsburys-Second-largest-UK-online-food-seller143. aspx; [Accessed 19 April, 2012]. Mintel, 2011.Food Retailing – UK [Online]. Avai lable at: [Accessed 18 April, 2012]. Moon, H. C. , 2010. Global Business Strategy: Asian Perspective. Singapore: World Scientific. Morning Star, 2010. Sainsbury Lacks Competitive Edge. [Online]. Available at: ; http://www. morningstar. co. uk/uk/660/articles/94693/Sainsbury-Lacks-Competitive-Edge. aspx; [Accessed 19 April, 2012]. Pisanello, D. , No Date. SHORTCOMINGS IN ENFORCING EU FOOD LAW. WHAT DOES EU FOOD LAW STAND FOR? [Pdf]. Available at: ; http://regulation. upf. edu/dublin-10-papers/2F4. pdf; [Accessed 20 April, 2012]. Retail Detail, 2012.British food industry pledges to cut calories. [Online]. Available at: [Accessed 18 April, 2012]. Verweire, K. , 2004. Integrated Performance Management: A Guide to Strategy Implementation. SAGE. Wallop, H. , Tesco loses market share. [Online]. Available at: ; http://www. telegraph. co. uk/finance/newsbysector/retailandconsumer/8937822/Tesco-loses-market-share. html; [Accessed 19 April, 2012]. Sainsbury Strategy clock Sainsbury Appendix 2: PEST Analysis Political †¢ Sainsbury adopted the international strategy and thus the political factors along with globalisation have affected the expansion. EU has been stringent in matters of food in order to protect the customers (Pisanello, n. d) and thus the food retailers have to comply with various standards which have affected the profit with is predicted to hamper the future growth. Economical †¢ Affects the buying decision of the customers as with recession hitting the country the residents are likely to cut cost and save for future needs. The people might prefer the next door retail outlet to shop for and this would indirectly affect Sainsbury. †¢ The economic recession has affected the people residing in UK and this has ultimately resulted in affecting the retail food sector.People will not stop eating due to poor economic situation like global crises or rescession but they would obviously cut cost which †¢ Retail industry prone to negative economic c ondition and can affect the future growth Social †¢ Social trends have been changing with the development in the countries †¢ High consumer debt level with negative savings rate. Technological †¢ Adoption of online retailing †¢ Supply chain management †¢ Adoption of electronic Point of Sale (PoS) Appendix 3: SWOT Analysis Strength †¢ Sainsbury is the third largest retailer in UK with 16% of the market hare (Just Food, 2011). †¢ Sainsbury has a diversified range of products †¢ it has a good corporate image †¢ Online shopping Weakness †¢ J Sainsbury Plc is exposed to the UK business cycle to a great extend. Opportunity †¢ Growth opportunity in the online shopping market †¢ Demand of good quality of food and healthy food †¢ Growth opportunity in the emerging countries. †¢ developing presence in the chemist and drugstore category Threat †¢ Intense competition from Tesco, Asda and Morrison †¢ Mature UK Market Appendix 4: Core capabilities and resourcesFigure 2: Resources and competencies of J Sainsbury PLC [pic] (Source: Mantle, 2012) Appendix 5: Porters Five Forces Figure 3: Porters five force of Sainsbury Appendix 6: TOWS Matrix | |Strength |Weakness | | |Sainsbury is the third largest retailer in UK |J Sainsbury Plc is exposed to the UK business | | |with 16% of the market share |cycle to a great extend. | |Sainsbury has a diversified range of products | | | |it has a good corporate image | | | |Online shopping | | | |Sainsbury being the third largest retailer |Sainsbury can overcome its weakness by | |Opportunities |could make use of its corporate image in the |utilizing its opportunity and create demand for| |Growth opportunity in the online shopping |emerging countries and with the online shopping|its food and non food items. | |market |market it can further strengthen its growth | | |Demand of good quality of food and healthy food|opportunities. | |Growth opportunity in the emer ging countries | | | |developing a presence in the chemist and | | | |drugstore category | | | |Threat |With its diversified portfolio it can stay |Sainsbury needs to tackle its problem as it’s | |Intense competition from Tesco, Asda and |ahead of its competitors and along with its |too exposed to the UK business cycle and as a | |Morrison |corporate image can easily tap the mature UK |result the rivalry is quite high. | |Mature UK Market |market. | | Appendix 7: Stakeholders Mapping Figure 4: Stakeholders mapping | | |A |B | |Minimal Effort |Keep Informed | | |Shareholders | | | | |C |D | |Keep Satisfied |Key players | |Environment, Community |Customers, Suppliers, employees | Keep informed: the shareholders of the organisation should be kept informed about the happenings and decision taken by Sainsbury. It is the duty of the company to make the shareholders know about every step that the company takes. Keep Satisfied: The community and the environment falls under the category of â€Å"C† where the company should satisfy these stakeholders.The community is important as it is a place that Sainsbury operates. The environment is also important as sustainability issue raises with the environment thus it becomes incredibly necessary to keep satisfied these two stakeholders. Key Players: The key players consist of the customers, suppliers and the employees. It is through these stakeholders that Sainsbury is able to operate its business. The employees form an integral part of the organisation. The strategies adopted by Sainsbury will directly affect thee stakeholders. Appendix 8: Financial Statement of Sainsbury Table 1: Financial performance [pic] (Source: J Sainsbury Plc, 2011) Table 2: Tesco Financial statement [pic] Source: Tesco, 2011) ———————– Hybrid Threat of Substitute Low -Medium: Low in case of food items and medium for non food items For clothing is high Rivalry among Competitors High: More competitors such as Tesco, Asda and Morrison Retail market is extremely competitive. Buyers Power High: Many competitors in the industry give the buyer the power to bargain Threat of Entry Low: Requires huge capital investment Sainsbury and other big retail giants accounts for nearly 80% of the retail market share Supplier’s power Low: As the position of Sainsbury is strengthen and are able to negotiate to get the lowest price from the suppliers.