Cold Mountain Odell story Essay

What do you find interesting about the way in which Frazier presents Inman and Veasey’s encounter with Junior? Frazier presents Inman and Veasey, who encountered Junior, is an interesting one because we at first see Junior as a man who is loyal and caring, however at further dissection we see him as a cruel, manipulative and calculating man, who is the source of all evil, because this novel is about evil. Frazier uses languages to describe Junior, he is described as a: â€Å"Great bush burnsides fuzzed out to his jawbone peered from under the brim’s shadow with dark eyes, the lids swollen and hooded as a raptor’s.† This gives an image of a man who is quite â€Å"old†, however the words such as: â€Å"shadow†¦dark eyes† suggest to me that he is the meaning of true evil, and that Inman and Veasey shall be in danger if they stay with him. Later on the novel, when Inman and Veasey go to Junior’s house, Frazier uses animal symbolism such as â€Å"cocks†¦three legged, patchy-haired dog.† Which brings that this world is not a pleasant one, and evil roams everywhere, also that this world is not safe at all. Frazier makes us the audience despise Junior because when the â€Å"dog† is kicked and is thought to be dead, he tell us that: â€Å"I don’t give a shit one way or the other.† Frazier makes distance away from him, and proves that evil has no heart. Frazier uses the theme of food, between the encounter with Junior, Veasey and Inman, we are told that food â€Å"smell of rank meat cooking.† This suggests that the food and smell is horrible and this tells us that Junior is the same, that he is cruel. Frazier presents to us to one of the biggest themes which is evil and Junior is the source of all evil, Frazier cleverly distances us away from Junior, because when Inman asks that little girl’s name, and she tells him it is â€Å"Lula† however, he forces her to use the name â€Å"Chastity† which is a virtue showing us that she is pure. He describes Lula mother as a â€Å"cathouse†, which is another symbol, which is used to represent that she is a whore, because she has sex with other men. Which makes sympathise with her, because the mother and daughter are not well treated compared to Inman and Veasey. However, Frazier uses a subtheme manipulation, because Junior is showing the kindness and hospitality towards Inman and Veasey, because they are being tricked into being sold to the â€Å"homeguard†, because they want to take the â€Å"outliers† and that he gets â€Å"five dollars.† This shows the cruelty of Junior. Frazier uses another theme, stars, when Inman is outside, the â€Å"light† is missing and that the stars are not there, which suggests that an omen is coming soon, this is true because it reflects on Inman and Veasey, who will be betrayed by Junior and that one of them shall die. â€Å"The light was thin† and it â€Å"was unmarked by stars.† Frazier presents the house as not a normal house, but a house where everything has gone wrong, because he uses language to make it seem strange, like the â€Å"doughboys.† They move in circles, with no emotion, making them emotionless, also they show no kind of communication, and they don’t think at all, which tells me that they are lifeless, they are only bodies with no soul, or emotions, because evil (Junior) has tainted them and took their souls away. This might happen to Veasey and Inman, if they stayed too long. Frazier uses another subtheme, instinct, you need it to survive in that house, because when Inman enters, his â€Å"feet were about to slide out from under him.† This is warning him, that you must leave this place, or else suffer from what is coming. The house is presented as a â€Å"dark†¦vast warren†¦mazy into many tiny rooms with doors on each wall in ways that defied logic.† This tells us that you have a small chance of escape and survival now, if you do not rely on your instincts. Soon, Frazier reveals the evil in Junior, and he shows the subthemes of trickery and manipulation because he tricked them into staying in his house and he manipulated them to make his life easier. He tells them that â€Å"You’re not the first one I’ve snared in here†¦I get five dollars a head for every outlier.† This tells me the treachery and intelligence that Junior has and how he uses these to his advantage. To conclude, the meeting of Junior shows that you have to rely on your instincts, because you are close to meeting the true source of evil, also you have to be alert, in case he tries to betray you. Frazier is also telling us that you cannot get rid of evil because it is in everyone’s hearts. To prevent it making it too powerful, you need to balance it with good, to make it neutral. The good guys are Inman and Veasey, while the bad guy is Junior, They balanced each other out, and when the stars were gone, they represented the light, but they were overthrown by the darkness, Junior’s tainted heart.

The Blue Sword CHAPTER TEN

Harry had trouble falling asleep that night; she listened to the gentle sound the water made walking down the three stone steps, and often she stretched out her hand to touch the hilt of the blue sword that lay beside her, carefully laid upon a small carpet of blue and green and gold that she had found in a corner of a hall on her way back to her mosaic palace after the feast. She had appropriated it, rolled it up, tucked it under her arm, and glared at the woman of the household who was conducting her. The woman dropped her eyes, but did not seem unduly disturbed. Who would grudge a damalur-sol a little rug? Harimad-sol thought airily. But each time she touched the blue sword it was as if a shock ran through her, and she listened to the quiet night, hearing the echoes of sounds that had rung themselves to silence hundreds of years ago. Her restlessness made Narknon grumble at her, although the cat did not offer to leave the bed and sleep elsewhere. At last Harry tucked her hands firmly beneath her chin and fell asleep, and in her sleep she saw Aerin-sol again, and Aerin smiled at her. â€Å"Gonturan will do well for you, I think, child, as she did well for me. You can feel it in the way she hangs in your hand, can you not?† Harry, in her dream, nodded. â€Å"Gonturan is far older than I am, you know; she was given me with the weight of her own years and legend already upon her. I never knew all she might lead her bearer into – and as it was, I learned more than enough. â€Å"Gonturan has her own sense of honor, child. But she is not human, and you must not trust her as human; remember it. She is a true friend, but a friend with thoughts of her own, and the thoughts of others are dangerous.† Aerin paused, and the dream began to fade; her face was pale, and half imagined, like a cloud on a summer's dawn, with her hair the sunrise. â€Å"What luck I had, may it go with you.† Harry woke up, and found the sword gleaming blue in a light that seemed to come from the blue mosaic walls, from the blue stone in the hilt, even from the silver water of the stream. Several days passed, while some of the Riders went forth on errands; but the newest Rider did not. She spent long hours in the mosaic palace, staring at the air, which hung, or so it seemed to her, like tapestry around her; and in that tapestry was woven all of history – her own, her Homeland's, as well as Damar's. Sometimes she saw a little bright shimmer like someone tossing back a fire-red mane of hair; and sometimes she saw the glint of a blue jewel – but that was no doubt only some chance reflection from the glossy walls around her. But most of all, she slept. Mathin had been right about the sorgunal. For several days she was content to sleep, and waken to do nothing in particular, and sleep again. Narknon enjoyed it as much as she did. â€Å"I'm sure Mathin did not put any of that stuff in the porridge,† Harry said to the cat; â€Å"there's no excuse for you.† On the fourth morning Mathin came to her, and found her pacing from fountain to fountain and from wall to wall. â€Å"This is not a cage to enclose you, Hari,† he said. She turned, startled, for she had been deep in her thoughts and had not heard his approach. She smiled. â€Å"I have not felt caged. I have †¦ slept a great deal, as you warned me. It is only today I have begun to †¦ think again.† Mathin smiled in return. â€Å"Is it so ill, this thinking?† â€Å"Why am I a Rider?† she replied. â€Å"There is no reason for Corlath to make an Outlander girl, even the laprun minta, a Rider. Riders are his best. Why?† Mathin's smile twisted. â€Å"I told you, long ago – long ago, more than a week since. It is a good thing for us to have a damalur-sol. It is a good thing for us to have something to look to, for hope. Perhaps you do yourself too little honor.† Harry snorted. â€Å"Has a laprun ever been made a Rider before?† Mathin took a long time to answer. â€Å"No. You are the first to bear that burden.† â€Å"And an Outlander at that.† â€Å"You Outlanders are human, for all of that – as the Northerners are not. It is not impossible that some Outlander might have †¦ a Gift, kelar, like ours, as you do – for you do. There is something in you we recognize, and we know it is there, for Lady Aerin has chosen you herself. Corlath makes you a Rider to †¦ to take advantage of whatever it is you carry in your Outlander blood that has made you Damarian, even against your will.† Harry slowly shook her head. â€Å"Not against my will. At least not any more. But I do not understand.† â€Å"No; nor do I. Nor even does Corlath. He – † Mathin stopped. Harry looked sharply at him. â€Å"Corlath what?† The faint smile drifted across Mathin's face again. â€Å"Corlath did not steal you of his own free will. His kelar demanded it.† Harry grinned. â€Å"Yes; I had guessed, and once he told me – something of the sort. I saw dismay on his face often enough, those early days.† Mathin's face was expressionless when she raised her eyes again to his. â€Å"You have not seen dismay there for a long day since.† â€Å"No,† she agreed, and her eyes went involuntarily to the mosaic walls around her. Mathin said, â€Å"You are a token, a charm, to us, Daughter of the Riders and Rider and Damalur-sol.† â€Å"A mascot, you mean,† Harry said, but without bitterness; and still she looked at the mosaic walls. She asked timidly, not certain of her own motives, â€Å"Does Corlath have no family? I see here, in the castle, the people of the household, and the – us – Riders, but no one else. Is it only that they are cloistered – or that I am?† Mathin shook his head. â€Å"You see all there is to see. In Aerin's day the king's family filled this place; some had to live in the City, or chose to, for privacy. But kings in the latter days †¦ Corlath's father married late, and Corlath is his queen's only surviving child, for she was a frail lady. Corlath himself has not married.† Mathin smiled bleakly. â€Å"Kings should marry young and get heirs early, that their people may have one thing less to worry about. There has been no one in generations whose kelar is as strong as Corlath's; it is why the scattered folk along our borders and in the secret hearts of our Hills, who have acknowledged no Damarian king for many years, rally now to Corlath. Even where he does not go himself his messengers are alight with it.† After Mathin left her, Harry thought of taking another nap, but decided against it. Instead she rode out on Sungold, Narknon deigning to accompany them. She found at the back of the stone castle and beyond the stone stables a practice ground, stepped into the sides of the Hill, for those wishing to practice horsemanship and war. It was deserted, as though the menace of the Northerners was too near to permit of practice. But she jogged slowly around the empty field, Sungold stepping up or down as they came to each edge, and decided to practice anyway: she who was laprun victor, who had never held a sword till a few weeks ago, who was suddenly a Rider: she felt, a little wildly, that she needed all the practice she could get. She was wearing Gonturan, a little self-consciously, but she had felt somehow that it would be impolite to leave her behind. She unsheathed her and wondered if the ancient sword had ever been used to hack at straw figures and charge at dangling wooden tiles. She galloped Tsornin over poles laid on the ground, piles of stone and wooden logs, and up and down turfed banks, and over ditches. She felt a little silly; but Tsornin made it plain that he enjoyed it all, whatever it was and however humble, and Gonturan always struck true. Harry took Tsornin back to his stable and put him away with her own hands, studiously ignoring the brown-clad groom who hovered near her. Hers was the first human face she had seen since she rode out. The stables were on the same scale as the castle: large and grand, the loose-boxes the size of small fields. There were over a hundred stalls – Harry lost count when she tried to multiply them out in her head – in the barn Sungold was quartered in, and two other barns as big stood on either side of it. Sungold's stable was nearly full; sleek curious noses were thrust out at them as they left and returned. Harry saw no other men or women of the horse; they must reappear at some point, she thought, to tend the horses. Unless Hill horses can be trained to take care of themselves – it wouldn't surprise me. The silence was uncanny. Tsornin's hoofs had echoed around the practice field; and when she thanked the brown woman and said no, she needed nothing, her voice sounded strange in her ears. Over the next few days she rode out again and again, and spent some hours slaying straw men with the Dragon-Killer's sword, and then some hours riding out from the stone ring of the castle, and into the stone City, down the smooth roads. She saw mostly women and young children, but even of them there were rarely more than a few. The women watched her timidly, and smiled eagerly if she smiled at them first; and the children wanted to pet Sungold, which he was good enough to permit, and Narknon, who usually eluded them; and sometimes they brought her flowers. But the City was as empty as the castle was; there were people, but far fewer than its walls might hold. Some of this, she knew, was because the army was massing elsewhere – on the laprun fields, before the City; messengers came and went swiftly, and the gathering of forces hung heavily in the air. But most of it was because, as the king's family had dwindled, so had the king's people; there were few Damarians left. She thought again of the mounting strangenesses of her recent life; and she wished, if she was to be given to Damar, as apparently she was, that she would be given no more long pauses of inaction in which to brood about it all. One of the young women who had assisted her at her bath brought her food, in the blue front room with the fountain, or outside in the sunshine where the other fountain played; and she managed to convince her and the other women sent to wait upon her that, at least as long as there were no more banquets requiring special preparations, she might bathe herself. For three more days she slept and watched the shimmering of the air and rode Tsornin and played with Narknon. There was a friendship between the horse and the hunting-cat now, and they would chase one another around the obstacles of the practice field, Narknon's tail lashing and Sungold with his ears back in mock fury. Once the big cat had hidden behind one of the grassy banks, where Harry and Sungold could not see her; and as they rode by she leaped out at them, sailing clean over Sungold and Harry on his back. Harry ducked and Sungold swerved; and Narknon circled and came back to them with her ears back and her whiskers trembli ng in what was obviously a cat laugh. And Harry polished Gonturan and tried not to brood, and looked often at the small white scar in the palm of her hand. But with all her inevitable musings she found that a certain peace had come to her and made its way into her heart. It was not like anything she had known before, and it was only on that third day that she found a name for it: fate. Yet she wished that the business of war were not so all-consuming, that she might have someone to talk to. On the fourth day when the woman came with her afternoon meal, Corlath came with her; and evidently he was expected, although not by Harry, for there were two goblets and two plates on the tray, and far more food than she could eat alone. She was sitting on the flagstones beside the fountain in the sunshine, watching the prisms that the falling drops threw into the air; and Narknon was washing Harry's face with her razored tongue, and Harry was trying not to mind. She was trying not to mind with such concentration that she did not realize till she looked up, still dazzled by tiny intricate colors, that he was there; and she remained sitting, blinking up at him, as the woman set down her tray and retired. â€Å"May I eat with you?† he said, and Harry thought that he seemed ill at ease. â€Å"Of course,† she said. â€Å"I would – er – be honored.† She pushed Narknon's head away and started to scramble to her feet, but Corlath dropped silently down beside her, so she settled back again, grateful that her bones decided not to creak. He gave her a plate and took his own; and then sat staring into the fountain much as she had done, and she wondered, watching him, if he felt any of the queer peacefulness that crept into her with the same looking; and if he would call it by the name she had discovered. â€Å"Eight days,† she said, and his eyes drew back from the water spray and met hers. â€Å"Eight days,† she repeated. â€Å"You said less than a fortnight.† â€Å"Yes,† he replied. â€Å"We are counting the hours now.† He made a swift sweeping motion with his right hand, and Harry said suddenly: â€Å"Show me your hand.† Corlath looked puzzled for a moment, but then he held his right hand out, palm up. There was one short straight pale mark across it, obviously new; and many small white scars; she didn't have to count them to know there would be eighteen of them, the still-fresh – and longest – cut a nineteenth. She studied the hand a moment, cupping it in her own, not thinking that she was poring over a king's hand; then she looked at her own right palm. One tiny straight line looked back at her. He closed his hand and rested it on his knee. â€Å"They don't fade,† Harry said. â€Å"The old ones don't disappear.† â€Å"No,† said Corlath. â€Å"It is the yellow salve, before we make the cut; it is made of an herb called korim – forever.† She studied her own palm again for a moment. The scar cut through the lines a fortune-teller would call her life line and her heart line; and she wondered what Damarian fortune-tellers might see in her hand. She looked up at Corlath, who absently put a piece of bread in his mouth and began to chew; he was staring into the fountain again. He swallowed and said: â€Å"There is a story of one of my grandfather's Riders: the Northern border was restless then – but only restless, and this man had gone North to see what he might learn. But they caught him, and recognized him as from Damar; but he knew they would find him a little before they did, and he slashed his hand that they might not find the mark and hold him for ransom – or torture; for the Northerners, if they wish, can torture with a fine prying magic that no mind can resist.† Harry thought: If the Northerners know about the Riders' mark, they must be a bit slow not to wonder about a spy caught with a cut-up hand. Corlath continued after a moment: â€Å"He had traveled dressed as a merchant, so when he knew they would find him he freed his horse and sent it home, and took off his boots, and began to climb the near-perpendicular face of one of the Hills that is the boundary between our land and theirs. When they found him he was half mad with sunstroke and his hands and feet were as tattered as autumn leaves. They decided they had not caught a prize at all, and after they had beaten him a bit, they let him go. He finished climbing the mountain with his hands and feet, because he remembered that much of what he was doing; and just over the summit, just inside the border of Damar, his horse was waiting for him, and she took him home. He recovered from the sunstroke, but he never held a sword again.† Harry swallowed a lump of bread that didn't want to go down, and there was silence for a bit. â€Å"What happened to the mare?† she said at last. â€Å"Your Tsornin's dam is a daughter of his mare's line,† Corlath said, but it was as if he were tracing some thought of his own. â€Å"The mare lived till she was almost thirty, and dropped a foal every year till the last. Many of our best riding-horses are descended from her.† Corlath looked at her, coming back from wherever he had been. â€Å"That mare's line is called Nalan – faithful. You can see it in Tsornin's pedigree.† Harry asked lightly: â€Å"And is there a name for the line of the kings of Damar?† Corlath said, â€Å"My father's name, and his father's, and mine, is Gulkonoth: stone.† Harry looked at his right hand resting quietly on his knee. He paused and added as if inconsequentially, â€Å"There are other names for the king. One of them is Tudorsond. Scarred hand.† â€Å"Does the korim scar the foreheads of the household, and the faces of the hunt and the horse as well?† And Corlath said, â€Å"Yes.† There was a silence again, and Harry wondered how many other questions she might be able to gain answers for. She said, â€Å"Once in the mountains before the trials, Mathin said to me that he could teach me three ways of starting a fire, but that you knew a fourth. He would not tell me what the fourth was.† Corlath laughed. â€Å"I will show you one day, if you wish. Not today. Today it would give you a headache.† Harry shook her head angrily, her feeling of contentment gone. â€Å"I am tired of having things only half explained. Either I am damalur-sol, when it is convenient, or I am to be quiet and sit in a corner and behave till it is time to bring me out and show me to the troops again. Did you choose Mathin to teach me because he is close-mouthed?† Corlath looked a little abashed, and Harry guiltily remembered how much Mathin had told her, although – she defended herself – it was not enough. Never enough. But she could not help remembering his answer when she had asked him why he had been chosen for her training. â€Å"I chose Mathin because I thought he would teach you best; there are none better than he, and he is patient and tireless.† And kind, thought Harry, but she would not interrupt when she might learn something. â€Å"We of the Hills – I suppose we are all, as you say, close-mouthed; but do you think you have learned so little of us?† And Corlath looked at her – wistfully. â€Å"No,† she said, ashamed of herself. There was a pause, and she said, â€Å"Could you perhaps, please, tell me why Mathin would not tell me any of the legends about the Lady Aerin? They are a part of your lives that all of you share – and it is her sword you have given me – and the legends, why, there are a few sung even at the spring Fairs in the west, where Outlanders can hear them.† Corlath tapped his fingers, one-two-three, one-two-three, on the brim of the fountain. â€Å"Aerin is a part of your destiny, Harimad-sol. It is considered unlucky to †¦ meddle with destiny. Mathin would feel that he was doing you a disservice, speaking much of Aerin to you, and I – I find, now, that I feel the same.† Tap-tap-tap. â€Å"If you had grown up †¦ here, you would have heard them. But you did not. And if you had, perhaps you would not now be what you are. â€Å"I am sorry.† He turned and looked at her. â€Å"If – after we have met the Northerners, and the gods have decided between us, if you and I are left alive, I will tell you all the stories I know of Aerin Dragon-Killer.† He tried to smile. â€Å"I even can sing a few.† â€Å"Thank you.† Corlath's smile became more successful. â€Å"There are a very great many of them – you may not wish to hear them all.† â€Å"I do wish to hear them all,† said Harry firmly. Corlath took his hand away from the stone brim and began to shred a chunk of bread into fragments on his plate. â€Å"As for the first question,† he said, â€Å"watch.† He blinked a few times, closed his eyes, and a shudder ran through him; then he opened his eyes again and gave a hot yellow glare to the little heap of bread crumbs, which burst into flame, crackled wildly for a few minutes, and subsided into black ash. â€Å"Oh,† said Harry. Corlath looked up; his eyes were brown. They stared at one another. Harry found herself saying hastily, in a voice that was a little too high-pitched, â€Å"What is this place – here – ?† and she jerked her eyes away, and waved to the mosaic walls. â€Å"I have seen nothing else like it anywhere in the City.† Corlath shook his head. â€Å"Nor will you.† He got slowly to his feet, and looked around, and cupped his scarred hand under the fountain, and drank from it. â€Å"My father built it for my mother just after he married her. She was fond of the color blue – and I think he wanted to tell her that he did not mind that she would never carry the Blue Sword, the greatest treasure of his family, the woman's sword.† He looked down at her inscrutably, but his eyes did not focus on her. Then he turned and left her, going through the door into the castle. Two days later the army rode away from the City. Corlath and his Riders rode together down the highway from the castle to the gates of the City, with men and women of the household and the hunt and horse, and pack horses behind them; and the people of the City lined the streets and silently watched them go, although many raised their hands to their foreheads and flicked the fingers as they rode by. Harry had not seen so many before; some were refugees from northern Damarian villages, and farmers from the green lands before the Bledfi Gap. And they rode down to the plain where the army Harry had not seen, for she had not left the City since she rode into it, lay before them; and behind her she heard a sound no Damarian had heard in generations: the City's stone gates closing, heavily, mournfully. Tsornin was restless. Now, with the ranks upon ranks of the Hill army drawn up upon it, the plain looked like some other place than the plain where Harry and Tsornin had fought with blunt staves and sword points. Tsornin was too well bred to do more than fidget slightly in place; but his shoulder, when she ran her hand down it, was warmer than the morning air deserved. The muscles under the golden skin were hard; she felt that if she rapped her knuckles against his shoulder ridge it would ring like iron. She stood, a little awkwardly, in the group of Riders, only a little way into the plain from the end of the City highway. They were on a little rise of land, so they looked out and down over the rest of the company, and Harry felt unnecessarily conspicuous. â€Å"Why couldn't you be liver chestnut or something?† she whispered to Tsornin, who bowed his golden head. A new helm fitted closely down over her bound-up hair, and there were new boots on her legs, with tops that rolled up and lashed into place for battle; and she felt Gonturan hanging expectantly at her knee. Ten days were not enough to accustom herself to being a Rider, however hard she had driven herself and Tsornin round the lonely practice fields with their stiff wooden silhouettes of enemy swordsmen; and while the Riders themselves – particularly one or two: Mathin, and the merry (for a Rider) young Innath – closed ranks around her and accepted her as one of them, she could not believe that they did not themselves wonder, a little, about her presence among them. Sungold blew impatiently and began to dig a hole with one front foot. She booted his elbow with her toe and he stopped, but after a moment he lowered his head and blew again, harder, and she could feel him shifting his weight, considering if she might let him dig just a small hole. She looked around: the other horses were showing signs of stress as well. Mathin stood next to her; Windrider, although rock still, unlike the younger Tsornin, wore a dark sheen of sweat down her flank. Corlath's Fireheart was standing on his hind legs again; the king could bring him down as he chose, but Harry rather thought the horse was expressing the mood of both of them. Narknon, so far as Harry could see, was the only one of their company who remained undisturbed. She sat in front of Sungold, just beyond the reach of pawing forefeet, and washed her chest and combed her whiskers. They marched west. They crossed the low but steep ridge of mountains between the City and the desert plain that stretched far away, up to the back door of the Outlander Residency in Istan. They retraced Harry and Mathin's route, going in single endless file through the narrow paths; and they came to the desert edge at the end of the second day. Beyond the ridge they turned north. All the spies – those still living, for the North had caught a few – that Corlath had sent out in the last several years had come back in the last few months, in a rush, all with the same word: the waiting was over, the Northerners were moving. The last man of them had returned not six days before; it had taken him so long because they knew about him, and he had dodged and fled and scrambled to get away from their creeping tracking magic. His tale was that their army was only days behind him, and that it was many thousands strong. He had delayed and delayed to take a fairer tally of the total; and yet, he said, even as the army marched south, hundreds and more hundreds appeared as if out of the air to march with it. Out of the air, Harry thought, and wondered if the phrase was more than just a manner of speaking. She had been included in the council of Riders that heard the man's tale; and the candlelight seemed to cast more shadows when he was through. Yet there was no thing to be done; the army that would stand for Damar was already gathered; the plans to face the Northerners were already laid. Of the Northerners' dread captain no spy was sure; no Damarian dared get that close, for the uncanny way he was said to smell foreign blood. There were hundreds of mounted men and women now following Corlath's word; and as they rode with the eastern Hills at their right hand, they looked a great many. A few hundreds more would join as the southern army made its way to the wide plain before the Gap. But that was all. Innath, riding at her elbow, said conversationally, â€Å"Less than half of the Northern army will be mounted; and not many of them will be riding horses; and very few of their horses will match the poorest of ours. One can double our tally at least, just for our horses; for they are Damarians and will fight for Damar as fiercely as we human beings, for all that we are the only ones who talk about it.† â€Å"Yes,† said Harry, her voice only a little muffled. Noontimes they stopped briefly, loosening girths to let the horses breathe, and eating bread and dry meat and water. At night they camped behind ridges of shale and scrub, and lit fires enough to boil the terrible dry meat to a slightly more edible consistency, and rolled up in their blankets to sleep where they sat. A few of the hunting-cats and a dozen dogs were with them; but they could not spare the time at present to use them. Narknon continued at Harry's heels and, as she had done once before, began hunting on her own, and brought back some of her grisly victories to lay at Harry's pillow. As the days passed and Mathin's stew pot became generally known as the only one reliably containing fresh meat, it grew very popular. The nights were clear and quiet, and the weather-casters among them promised no sudden windstorms; the edges of the Damarian Hills were known for their unpredictable weather, where mountain storms bottled up by the steep slopes might suddenly find their way to the flatter lands where they could rage and riot as they chose. Corlath was not trying to strike at once for the center of the northern mountains and the Bledfi Gap. After the Hill army crossed the narrow range behind which the City lay, they worked their way around the curve of the mountains, trotting through the sandy sour grass and broken rock at their feet. At first this made them ride almost due north, then in an increasing arc to the west; and the sun moved across the sky before them. Often in the mornings when the mist was still lying around them, trailing from the mountains' shoulders into their camp, a little group of riders, or even a solitary figure on horseback, would loom up at them from nowhere; but Corlath always seemed to be expecting them, and they always knew what to say to the guards that they might pass; and in this way the army a little swelled its ranks. Occasionally Harry heard a woman's voice among the strangers, and this made her glad; and often she'd rub a finger over the blue gem in the hilt of Gonturan and think of the sword no man could carry. Mathin said to her once: â€Å"We did not think to see so many women – few have fought with us within any man's memory, although in Aerin's day it was different. But I think many fathers are letting their daughters join us who had not thought to till they heard of Harimad-sol, and that Gonturan went to war again.† Many of these women she met; particularly after Mathin had spoken to her, for then she began to feel a little uneasily responsible for them. Senay she saw several times – and saw too that she was wearing a sewn-together sash as if she were proud of it. Harimad-sol asked the names of the women when she had a chance, and they answered gravely; and they often gave her the back-of-hand-to-forehead gesture of respect, and none ever asked her her name, even when she was not carrying Gonturan and ought to look – she thought – like any other disheveled soldier. Most of those who came thus late to join Corlath's army did not carry a sword, and wore no sash; these were men and women who had spent their lives in their own villages, on their own farms and in their own shops, and had never attended laprun trials, nor felt the lack that they had not. One evening they rode into a hollow where nearly a hundred strangers, all mounted, and with several pack horses and hunting-beasts besides, waited for them; and Corlath rode forward with a great hearty cry of welcome, a sound nearer happiness than any Harry had heard from him since they began their march north. A rider at the head of the group rode to meet him, and they seized each other by the shoulders while their horses bumped uneasily together and rolled their eyes at each other. A third man then detached himself from the new group and joined Corlath and his friend. â€Å"Murfoth and his son, Terim,† said Mathin in Harry's ear. â€Å"Murfoth was one of the old king's friends, though he's not much more than ten years older than our king. He might have been a Rider, had he wished, but he chose instead to stay at home and look after his lands; and a good job he's made of it too. Some of our best horses now come from him, and grain to feed many more.† â€Å"We Riders,† said Innath from her other side, â€Å"as you may have noticed, tend to be fourth sons or otherwise penniless – or incurable wanderers like Mathin here – but Murfoth now, when he comes to ride with his king, can bring eighty men with him.† Innath's voice, for all its careless pride, sounded almost wistful. Harry found herself remembering her father's words to her – it seemed decades ago: â€Å"You haven't a penny, you know.† Terim was Harry's age, and when he and his father came to sit at the king's fireside he came to her and sank down beside her, folding up his long legs as all the Hillmen did. She looked at Terim and he looked at her; his look was eager and a little, to her embarrassment, reverent. â€Å"I was First at my laprun trials three years ago,† he said; â€Å"but when I took my turn against Corlath my sash was on the ground before I had a good grip on my sword.† He thumped the hilt of his sword, which jangled as it bit into the ground. â€Å"My father gave me Teksun here anyway, he said no one ever got a grip on a sword against Corlath. You did, though.† His eyes shone in the firelight. Harry ran a meditative finger over the careful seam in her sash, which she had put in under Mathin's promised tutelage. â€Å"I didn't know it was he – I never thought. And he allowed me to cross swords with him; and when I realized how much of it was allowing, I got †¦ mad.† She paused. â€Å"I was surprised too.† She frowned, remembering the awful headache she'd had for most of that day, and then the more awful sick lurch that seemed to start behind her eyes, where the headache was, and quiver all the way through her body, when she saw the face behind the scarf she had just removed. No one had called her baga for the cut at the corner of Corlath's mouth, though. She met the boy's eyes somewhat ruefully and said, â€Å"It wasn't as pleasant an experience as you might think.† Terim gave a little snort of laughter and said, â€Å"Yes, I believe you,† and Harry looked across to where Corlath sat with Terim's father and found him watching her. She wondered if he had heard what she had just said.

Emotional Intelligence and Leadership Essay Example | Topics and Well Written Essays - 1250 words

Emotional Intelligence and Leadership - Essay Example When leading others, a good leader will be willing to express emotions that are well aligned to the objective. This is either meant to encourage the subjects or to stress a point and show its importance. If the leader is also capable of reading other people’s emotions, he or she will be in a better position to deal with them knowing how well they accept the plans or how they perceive the project or the leader. This can be important in planning and motivating the subjects. This paper will analyze the five main elements of emotional intelligence and their application in leadership skills.Self-awarenessThis is the first element of emotional intelligence. With emotional intelligence, a leader is capable of being self-aware. This means that he or she knows and understand what he or she feels. This also encompasses the knowledge of the emotions and their effects on other people. To develop this kind of competence, a leader should be ready to put more focus on self-development aiming at making it possible first to know self before seeking to know others. This is the aspect of emotional intelligence referred to as action-based (Antonakis et al. 2009, pp. 247–261.). For this, three steps model is used. In this model the leader is supposed first to know self, be aware of his or her reactions to various situations. Then, the leader should be able to choose himself or herself. This means that the leader shifts the reactions from unconscious to intentional responses guided by competencies and optimism. Through the choosing.

Rotana Hotels Essay Example | Topics and Well Written Essays - 750 words

Rotana Hotels - Essay Example By understanding the direction the business is to take long-term, it can make decisions that always lead to goal attainment. Rotana’s stated goals of increasing the number of Hotels to 100 within a specific time period shows that the business understands how to develop strategy properly. The goals as they are written give Rotana focus and give the chain a sense of purpose about what direction to take moving forward. By setting two to three years as the basis of expansion, it gives the organization a very clear time-frame regarding what efforts need to be undertaken to get there. In some ways, this can be considered part of the vision as it gives everyone in the organization a sense of direction and know where the business is trying to head. As to whether they meet the criteria of well-written goals, the answer would have to be no. Well-written goals have specific accomplishments listed about the long-term strategy. They should include objectives on how the business intends to succeed all the way through the entire management process from planning, to organizing, to leading and controlling. This is just a broad goal without specific strategies listed. â€Å"To be the Leading Hospitality Management Company within the Middle East and Africa operating a comprehensive range of products and brands that aim to meet all the requirements of our guests† (Rotana, 2011, p.1). organization is actually in business and what is it trying to achieve as well as where it wants to go in the long-term. It tells that it is a customer-focused business that devotes most of its efforts into marketing and guest services. Like most visions should, it should motivate Rotana workers to achieve the goals of providing these guest services and inspire innovators in the company to develop new product variety. Rotana’s values are founded on its LIFE principles, which are long-term, innovation, friendly and ethical.

Sustainability and Transational Business Ethics Essay

Sustainability and Transational Business Ethics - Essay Example As a matter of fact, it is as a direct result of global concern over enhanced pollution that this term is becoming more and more relevant. (1) In fact, it was the US and the UK, with their norms of environmentalism, who were the pioneers, with regard to adherence to principles of sustainable development. This term (sustainable development) emphatically states that issues of environment are a highly important part of all cultural, social and economic interactions. The all-important aspect of sustainable development maintains that, manner of production and consumption needs to be modified. This is to make sure that environmental norms are not compromised upon. Likewise, it is equally essential that there is a change in the pattern of all cultural, social and economic relationships, lest the requirements of sustainable development are unmet. ... (1) Globalization and sustainability – Review of Literature and Other Studies It would now very much be appropriate to be succinctly reviewing some literature and researches, which emphasize on the fact that sustainability is indeed a vital element in the contemporary business ethics. In the book â€Å"Business Ethics: Managing Corporate Citizenship and Sustainability in the age of Globalization† the authors Andrew Crane and Dirk Matten elaborate on the vital aspects of sustainability, corporate citizenship and globalization. The book comprehensively enumerates on business ethics, from the point of view of globalization. Using some real instances as the basis, the authors argue that the modern-day business ethics do have sustainability as their integral feature. By highlighting things such as Middle East military companies and the UK’s sector of Islamic Finance, the authors stress that present-day business ethics are strongly linked with globalization. In fact, t his book provides details of several key topics like water, climate change and social enterprise, to cite a few. Crane and Matten also speak about the necessity of being an ideal corporate citizen, as well as the pattern in which this can be achieved. (2) The work â€Å"The Oxford Handbook of Corporate Social Responsibility†, which has been penned down by Andrew Crane, Abagail McWilliams, Dirk Matten, Jeremy Moon and Donald S. Siegel, includes several essays on the crucial topic of corporate social responsibility. These essays throw light on the fact that the definition of this term (corporate social responsibility) has undergone a drastic change, on account of globalization. Corporate organizations are now entailed to aptly address several social

Leadership Journal Essay Example | Topics and Well Written Essays - 500 words

Leadership Journal - Essay Example and reducing the weaknesses would help the company in gaining advantage of the external opportunities and in countering external threats effectively and thereby improves the position of the company in the perceptual map (Morrill, 2010, p.162-163). Strategic business leadership in global organizations earns success through cultivation of both self and organizational knowledge that in turn enhances productivity. Global organizations take into account people belonging to different cultural and national diversities. These organizations through enhancing their knowledge resources need to understand the ethos of the different cultural groups and thereby to enhance communication to generate productivity (Harris, 2005, p.43). Managing a diverse cultural base of workers in the organization focuses on linking the needs and understandings of the employees to the policies, rules and regulations of the company. This policy helps in safeguarding the interests of the workers which in turn enhances the productivity of the concern (UCSF, n.d.). Organizational leaders often tend to manage the different cultural groups without reflecting sensitivity to the level of perception changes in the different individuals belonging to varied cultures. This fact tends to excite conflict. Some organizational leaders tend to respect the different cultural understandings and thus tend to modify and revise the rules and procedures in that respect (Morschett, Klein and Zentes, 2010, p.143). An individual to cope up as a global leader must reflect different types of skills like maintaining integrated relationships with people belonging to different cultures, having a stronger business acumen pertaining to offshore business and strategic endeavors, and possessing signified potential of organizing a strategic workforce. Further the business leader must reflect a potential vision and a cognitive understanding of the change movement (Mendenhall, 2008, p.54). The organizational leaders must make the

The Channel Tunnel Project and the Way in Which It Was Planned and Essay

The Channel Tunnel Project and the Way in Which It Was Planned and Expected To Be Carried Out - Essay Example This essay explores the Project Management Process which is made up of three stages namely; Project Initiation, Control, and Closure. Generally, the Project Initiation Stage is described as a sequence of steps which include the Kick-Off Stage, the Project Objective and Scope, Project Schedule and Budgeting, Stage Schedule and Budgeting, Project Organization, Project Control Procedures, Business Case, and Project Initiation Stage Assessment. Project Control-This stage involves arranging of various project activities into a series of steps. These steps fall into four categories, namely; a step to initiate the stage, steps that are continuously undertaken throughout the stages. There should be clearly recognized control measures for all the processes. The project control procedures should be incorporated into the project plan. Such procedures include quality, progress, change and version controls alongside issue resolution. In the project control, there should be a proper administration system, detailing the role that each person is going to undertake in order to ensure the success of the project. There needs to be a quality control procedure. The management should have in place mechanisms sable in ensuring the quality products from the project. There need to be change control procedures for the project. This should be taken into account to avoid it impacting on the schedule, costs, and quality of the final product. There should also be established issue resolution procedure to tackle any issues that may arise during the project control process. Finally, there should be a regular review of the project control procedures. This should ensure that the Project Controls are in place. Project Closure- This stage helps formally close the project in a way that institutes instruments for the continuous development and upgrading of the final project product standard process for this project by updating the models of estimation so that the project resources can be re-deploye d. Projects are normally designed to end at some point. The lessons learned on how to undertake similar projects better in the future should be captured for future use. These will help the project management team have a better idea of how long the various activities on this type of project will take to do. There will be a lot of data generated in the process of undertaking a project, and this should be stored with diverse degrees of the procedure by the team.

Starbucks Company Research Paper Example | Topics and Well Written Essays - 2500 words

Starbucks Company - Research Paper Example The Company’s mission is to â€Å"inspire and nature the human spirit-one person, one cup and one neighborhood at a time.† The company has dedicated itself to serving people with the best coffee that the prevailing market can possibly offer. Starbucks’ main goal is to ensure that all their coffee is grown and natured under high quality standards, which they realize through the use of ethical sourcing practices. The intended suppliers of the company’s coffee personally tour its coffee firms in Africa, Asia and Latin America in order to select arabica beans of highest quality. Once the buyers have selected the beans, they are brought to the company’s roasting plants where experts bring out the rich flavor and balance of the beans via Starbucks Roast TM signature. Starbucks is committed to conducting its business responsibly and conducting themselves in ways that earn their partners, customers and neighbors respect and trust (â€Å"Starbucks Company P rofile†). The purpose of this paper is to describe how Starbucks Company uses the four management functions: Planning, organizing, influencing and controlling to achieve its goals. Starbucks Planning function Effective planning helps an organization in achieving its goals and objectives. The process often commences with the reviewing of the organization’s current operations and identifying the loopholes that need to be operationally improved. As such, planning encompasses the envisioning of the outcomes to be achieved by the organization and the necessary steps for achieving desired success. Success is often measured in terms of goals or financial terms including high rating of the organization based on the satisfaction of their customers. All businesses including Starbucks require a plan in order to grow and survive in their respective industries. Plans are significant in guiding Starbucks to accomplish its desired goals and objectives. The planning process is an essen tial element of an organization’s performance as it helps a business and its managers in determining processes needed to achieve the goals of the company. In any competitive industry, it is difficult to encounter businesses as frequently as is the case with Starbucks. The Starbucks Company has retails located in each and every street corner, a factor that places its retail shops right at the doorsteps of its customers. This makes it extremely convenient for consumers to buy a cup of coffee at a premium price while home, at the office or out for a fun day. The company’s functional plan organized along with its business plan has helped it to achieve a near monopoly in the coffee industry. Executive managers and company employees work hand in hand to ensure their customers are satisfied. Starbucks does not only train its employees on the hard production skills, but also on the soft skills on how best to interact with the customers and other stakeholders. Soft skills are s uch as donning an inviting smile or creating a friendly eye contact with the potential customers. In terms of legendary service, the Company remembers its regular customers and their preferred drinks. Starbucks is a service oriented companies that ensures a high degree of customer contact and visibility. It is of great significance for the company to continue training their employees with the sole aim of perfecting their service to both casual and regular customers since it is

Problems in the Public School System Research Paper

Problems in the Public School System - Research Paper Example A more pressing observation, which most people have failed to acknowledge, is the collective failure of the American public to hold not only learners to standards but also the government and its policy towards education. Learner Apathy Learner apathy in the American public school system may be blamed on a variety of factors. Most students of today have come to put things such as sports and other activities such as T.V watching and going out to be of more importance than an education. Issues from home such as divorce or poverty make the learner unable to learn and compete effectively in the classroom (Long 54-61), plague some students. While educational psychologists have acknowledged these problems as having the potential to impair learning, very little has been done by parents and teachers in trying to prevent emotional and mental disabilities, which ultimately result into apathy in school. According to Griffith, the education system is to blame since it makes learners have misguide d perceptions on education. Many learners know that colleges take into consideration the grades of the eleventh and twelfth grades and thus they tend to relax and only start getting serious during those final years, which results, into failure (231-4). Since the American system is based on the traditional approach of classroom learning, many students may feel neglected since they may be more inclined to the practical aspects of learning. The system is also to blame for some of the apathy among students. Students in the lower classes are required to attend compulsory classes some of which they may not have an interest. Since overhauls of the system are also few and far between some of the content being learned may not give learners the challenge they require at a certain level. Accountability One of the foremost issues in the American public education system is the lack of holding of students accountable. Many public schools teachers and parents do not hold students accountable to at taining high academic standards as before. Many public schools are only interested in the dissemination of information and covering of the syllabus without caring whether the learners attain the set goals or they fail (Scovronick 186-7). Many learners in the public schools only attend school at their own volition since parents do not care whether they attend school or they do not. Many learners are known to keep away from school on many instances without receiving any reprimand or any kind of punishment from either the parents or teachers. In days of old, such behavior was expected to elicit heavy punishment and consequences for the student not only from the parents but also from teachers. Many of the parents and teachers of today lay the blame of a lack of student accountability on changing attitudes about child punishment, which makes the enforcement of student accountability difficult if not impossible. A review of research done however shows that there are a variety of methods t hat may be employed by teachers and parents in holding learners accountable in education apart from corporal punishment (Hood 345-53). Changing lifestyles of American parents such as having two jobs lead to poor relationships between the learner and the parent. Such lifestyles also leave no room for the parent to appraise the learner’s performance. Political Interference Political interference in the public system of American schooling has to be

Computer Liquid Cooling Systems and CPU FANS Essay

Computer Liquid Cooling Systems and CPU FANS - Essay Example However, for larger equipment and setups the liquid cooling technology is still used owing to the sheer volume of heat that it can handle along with the scientific properties of water as heat conductor. The paper then sheds light on the brief history and usage of this technique. This technique has its roots in 1982, but started gaining popularity in 2000. High performance and high power consuming systems are the ones that are mostly suited for this type of cooling technology as they are the ones that generate voluminous heat. It is a common fallacy to think that only the CPU is cooled by such liquid systems- a wide range of components including the bridges, memory, hard disk drive and others also benefit from these cooling systems. In the final course of this paper, the advantages along with the disadvantages of these systems are considered in the light of the more popular, air cooling systems. This technology offers unique advantages in terms of higher capacity to tolerate heat leve ls, ability to transmit heat from the source to another point over larger distances which makes high performance possible without overheating. The downside, however, is that these systems are costly, primarily due to the cost of installation and technical expertise of professionals that deal with this system. The paper finally concludes with recommendations pertaining to the use of these systems along with their likely application in future. Computer cooling is a process whereby heat that is produced as waste by various components of the computer is removed or ‘cooled down’ in order to maintain the working temperature confines of the computer (Morley & Parker, 2009). This is extremely essential for certain components to function properly that may otherwise become permanently disabled owing to overheating. Components such as these include, but are not limited to, circuits such as hard disks, graphic cards and the CPU (Morley & Parker, 2009). The CPU is often equipped wit h a cooling fan on top to ensure the temperature remains regulated and the components do not become out of order due to overheating. Computer cooling systems are often designed in sync with robust design of computer components such that these components produce as little heat as possible. In such cases, the components are manufactured in a way that they consume as little power as possible, because the greater the power they consume, the higher the heat levels generated. â€Å"Heatsinks† are often used for this purpose such that they do not contain a fan; however, they have a mechanism whereby cooling is done through control of airflow which reduced the heating impact or temperature boost owing to a certain increase in heating of components (Miller, Vandome, & McBrewster, 2009). By systematically controlling the flow of air the establishment of hotspots is averted. Computer fans, which are often used in sync with these heatsinks, provide the invaluable function of reducing the intensity of heat generated by various computer components (Morley & Parker, 2009). Another, unusual and uncommon technique is the use of liquid cooling mechanisms or water cooling to regulate the temperature of the computer in line with the normal operating standards (Zelkowitz, 2009). Water cooling has been traditionally employed in cooling of power plants and industrial machinery (Zelkowitz, 2009). Since water is a good conductor of heat, the heat from

Statement of the problem Essay Example for Free

Statement of the problem Essay This study explored the experience of subjective well-being (SWB) among the institutionalized aged: concept of well-being, indicators of the cognitive and affective components, and the factors which contribute towards their sense of well-being. It also looked into the perception of their close associates on the SWB of the elderly under investigation. Specifically, the study addressed the following questions: 1. What is the concept of subjective well-being among the institutionalized elderly? 2. What are the indicators of the cognitive and affective components of subjective well-being? 3. What are the factors which contribute towards the subjective well-being among the institutionalized elderly? 4. How do the close associates of the elderly view the following: the concept of SWB, the indicators of cognitive and affective components, and the factors contributing toward SWB among the elderly? 5. Are there similarities and differences observed in the view of the elderly and their close associates with regard to the experience of SWB among the institutionalized aged? This chapter presents in detail the research design, the description of the participants, the instruments used, the data gathering and analysis procedures. Research Design The present study employed the qualitative research design (Heppner, Kivlighan, Wampold, 1999; McLeod, 2001). Qualitative research involves doing one’s utmost to map and explore the meaning of an area of human experience. Generally it examines people’s words or actions in narrative or descriptive ways more closely representing the experiences of the people involved. It emphasizes the importance of looking at variables in the natural setting in which they are found and the qualitative researchers believe that human behavior cannot be understood outside of its context. According to McLeod (2001), the knowledge generated by qualitative research through eliciting peoples’ stories, sensitive listening, building up an understanding, and checking it out is usually holistic, nuanced, personal, contextualized and incomplete. Key (1997) observes that in qualitative research detailed data is gathered through open ended questions that provide direct quotations, and the interviewer is an integral part of the investigation. The present study was exploratory in nature (Westman, 2004) and employed case study as well as interview method to collect the data. It helped in understanding the concepts and personal meanings and theories held by the people who were being studied. The study also contributed to the understanding of how the elderly in the home for the aged conceived and defined quality of life or subjective experience of well-being in their lives as perceived by their administrators. Case Study. The rationale for including case studies were: (1) case studies strive towards a holistic understanding of cultural systems of action (Tellis, 1997). The interviews on the elderly elicited holistic information and nuances about their life and subjective sense of well-being. Content analysis alone could not do justice to the nuances came across in the accumulated data. According to Tellis (1997), selecting cases must be done so as to maximize what can be learned. (2) Case study is known as a triangulated research strategy (Tellis, 1997). The present study being qualitative, employing triangulation confirmed the validity of the findings (Yin, 1994). Interviews are one of the most important sources of case study information. Interview Method. In a qualitative study human person is the primary collection instrument. Insisting upon measurable outcomes to determine the quality of life is a disservice to elders (Moberg, 2001) and the world has many accounts of what aging looks like from the outside, but we have little insight into what aging looks and feels like and their sense of well-being from the perspective of older adults (Ray, 2002). It is an unquestionable truth that questions about what makes life worth living and what is their subjective experience of well-being to individuals are answered only by asking the individuals themselves. It helped to explore and explain the complexity of the fabric of life entering to its labyrinth, expressing the personal which is always interpersonal. In other words it gave access to the phenomenological data, which is the respondents’ perception, of themselves and their world. Exploring the concept of well-being, the indicators of cognitive and affective components of subjective well-being among the elderly and different features that they thought were helping toward their subjective experience of well being in the given situation of life, the researcher was able to gather the subjective description of the lived experiences of the institutionalized elderly.

What Is A Carbon Footprint Environmental Sciences Essay

What Is A Carbon Footprint Environmental Sciences Essay there are many definitions used by different organizations; a carbon footprint is The total amount of greenhouse gases produced to directly and indirectly support human activities, usually expressed in equivalent tons of carbon dioxide (CO2) (timeforchange.org); The total set of greenhouse gas emissions caused directly and indirectly by an [individual, event, organisation, product] expressed as CO2.'(carbon trust). Some organisations such as direct.gov and the carbon trust provide online calculators which allow individuals and businesses to calculate their individual carbon footprint and how you can go on to minimise and/or offset it. Government campaigns and initiatives such as Act on CO2 encourage and provide information on how the CO2 output can be reduced (which is the main contributor to greenhouse effect) by making changes to their lifestyle and daily routine. For households this includes switching to energy efficient light bulbs, switching of appliances when not in use and red ucing the temperature of laundry washes. For businesses there are incentives and aids such as online help for reducing co2 emissions and costs, carbon surveys and 0% interest loans for energy efficient equipment upgrades (carbon trust). Companies such as carbon trust set up by the government are providing  £50 million in interest free loans to help the public sector save energy. It is clear that an incentive for both individuals and businesses is that reducing their carbon footprint will inevitably save them money; replacing an old boiler (10-15 yrs old) with and energy efficient boiler could save a household  £90 each year. (direct) Savings such as these are enough of a driver to encourage those people to consider reducing their carbon footprint. However it is important to consider if initial costs are relatively small and how easy and practical it is to make these changes. ( exoand on this) There is a need to reduce the CO2 emissions contribution to greenhouse gases (GHG) compared to other GHG as the actions of humans mostly contributes to Co2 . Since the last industrial revolution there has been a rise to tens of billions of tons per year from human greenhouse gas emmisions. Figure 1 shows human produced greenhouse gases. Figure 1 Currently over 30 billion tonnes of CO2 is emitted each year by the burning of fossil fuels which releases co2 directly into the atmosphere. 7 billion tonnes is emitted from land use changes such as deforestation which changes the natural process of trees removing Co2 from the atmosphere. (actonco2) different activities which contribute include; Industry: more than 40%, Buildings (homes, offices and the like: about 31%, transportations: around 22% and Agriculture; about 4%. (robert henderson) The contribution from other GHG to global warming can be calculated by converting them into their carbon equivalent (carbonfootprint.com) The previous bullet point describes the carbon emissions of different sectors and countries. There is an increasing need for businesses in the private and public sector and local authorities to reduce carbon emissions as well as individuals. The UK government is introducing new legislation in order to meet the target of reducing emissions by 80% by 2050. This legislation includes charging businesses if their energy usage is greater than 6000MWh per year. (reference). If these requirements are not met then the result is being placed in a low league table (carbon footprint-crc) and the possibility of facing other penalties. EU and UK legislation regarding reducing carbon emissions and energy in the UK is discussed in sectionxxxx of this report. Local authorities are encouraged to be fore frontiers of combating global warming in their areas and societies; encouraging others to make changes in order to reduce carbon emissions. Local authorities will need to calculate the carbon emissions of their buildings and services yearly and report them to DEFRA. Under new regulations they are encouraged to raise awareness of reducing carbon footprints in the local area ( carbonfootprint.com). The Carbon emissions of LAs will be published annually. There are also a number of campaigns such as Act on Co2 being advertised to the public to highlight the problem of carbon emissions. The Government is putting pressure on tenants, buyers and the public for making their buildings more energy efficient. Energy Performance Certificates (EPCs) were introduced in 2008 (carbon foot) and are required when a building is constructed, sold or rented out. It rates the energy performance of a building; informing buyers, possible occupants if the building is energy efficient. A recommendation report is always produced along with the certificate listing the potential opportunities to increase the buildings energy efficiency. Landlords are open to Heavy penalties of 12.5% of the rateable value of the building if an EPC is not presented when requested by a tenant/buyer. The equivalent for public buildings are Display Energy Certificates; where the building is rated on its operational efficiency every 10 years, with the result certificate displayed in a publically visible place (cfprint) How is a carbon footprint calculated? Online calculators provided by organistations including direct.gov, carbon trust and carbon footprint allow both businesses and households to calculate their carbon footprint. In order to get an accurate idea of a carbon footprint it is important to use calculators regulated by Government bodies. For households, data which is usually sort for calculation of the footprint are statistics such as gas and electricity bills, motor vehicle mileage and Miles per Gallon (MPG) the products contained in homes and the main source of heating the home gas or electricity (act on co2),. For businesses this can includes all of the above as well as employee travel and fuel usuage for example. A carbon footprint is made up pf the sum of a primary footprint and a secondary footprint These are defined by Carbon Footprint Ltd. below 1. The primary footprint is a measure of our direct emissions of CO2 from the burning of fossil fuels including domestic energy consumption and transportation (e.g. car and plane). We have direct control of these. 2. The secondary footprint is a measure of the indirect CO2 emissions from the whole lifecycle of products we use those associated with their manufacture and eventual breakdown. To put it very simply the more we buy the more emissions will be caused on our behalf. The graph below shows the main elements of an individuals lifestyle which contributes to a carbon footprint. The pie chart above shows the main elements which make up the total of an typical persons carbon footprint in the developed world. This is different for residents of other countries; on average a UK resident has an annual carbon footprint if 11.6 tonnes; 40% manufacture/construction, food 5%, services 6% housing 20%. Compared to a US resident of 25.9 tonnes 38% manufacture/construction, food 45%, services 6%, housing 18%, personal travel 34% and resident of Africa resident 0.9% from services solely ( robert henderson book) How to reduce a carbon footprint When considering reducing and how to reduce a carbon footprint it is important to consider the persons lifestyle and for a company; the type of business. Everyone leads different lives and will be able to make differences depending on their lifestyle. Some people require travelling abroad for instance so it may be difficult to minimise travel co2 emissions. In almost all instances reducing co2 emissions inevitably results in reducing costs in the long term. Changes can be made in all aspects of life in order to reduce a carbon footprint; this includes in the home, changing transport and travel, shopping and recycling. Initial costs outweigh benefit At home switching to low energy light bulbs, and investing in attic insulation can reduce the energy lost in a home resulting in less energy and money required to heat it. Some utility companies also allow customers to specify that some or all of the power supplied to your home is from renewable sources (roberthenderson). This works by the company putting energy into the grid in an amount equal to your consumption. Households could also switch to renewable energies such as photovoltaics and wind turbines. The benefits and reality of such technologies smaller households will be discussed in sectionxxx Businesses Table xxx shows methods to help reduce an indivuals carbon footprint Home Travel shopping Business-buildings product Loft insulation Switch to cycling and walking Consider the materials used and transport mechanism for products Turning elcetircla equipment off at night Deisng for environmentally friendly products Double glazing Making fewer and shorter journeys by car uses a lot if energy Choose local products, and farmers market products and organic products Invest in energy saving plant/ technology Draught excluders Choose energy efficient vehicles-hybrid Buying in vulk and ingeredients instead of ready made foods Install movement sensitive lights in lower used areas such as toilets Cavity wall insulation Plan route, save fuel, time and money getting lost Improve insulation and lowering the thermostat temperature Carbon offsetting Carbon offsetting is the process of compensating for carbon emissions which are generally unavoidable (i.e lifestyle essentials) by funding an equivalent co2 saving project somewhere else. carbon credits are awarded in order to balance to emissions from defined activities measured in carbon dioxide equivalent (co2e) (qas). It is highly stressed (act n co2) that carbon offsetting is not an alternative to reducing an individuals/organisations carbon emissions to combat climate change but provide a mechanism to reduce GHG emissions in the most cost-effective and economically-efficient manner (carbonfootprint.com) carbon offsetting is defined as (offsetting.decc.goc.uk) Offsetting is also used by global corporations such as HSBC (get some more) Some online travel services and airlines also offer customers the possibility to offset their air travel emissions. The UK Governments Quality assurance Scheme (QAS)- for carbon offsetting introduced in xxx. It has been created to help individuals and companies choose approved quality offsets. The QAS effectively vouches for the quality of offsets provided with a quality mark. The aim of the scheme is to tackle public confusion and distrust of carbon offsetting whilst providing better information and high quality standards for customers of carbon offsetting. The main process of carbon offsetting (carbon neutral) is (directgov offset) calculating the emissions produced- this can be done using QAS offset providers which have carbon calculators -choose which activity/activities you would like to offset Buy an equivalent amount of carbon credits from projects- which use the fee paid to fund the projects Some projects include: harnessing river hydropower  in Fiji establishing the first wind energy plant in Cyprus collecting methane to generate electricity from landfill sites in Durban, South Africa (offsetting .decc.gov.uk) QAS offsetting providers include: -Energy Saving Ttust Crabon Trust The offsetting argument Offsetting fees are not regulated they do vary over time- however there are plans to set these costs from European emissions trading which are measured in cost per tonne. Therefore I is currently difficult to say if consumers and businesses are getting their monies worth of carbon offsets. Projects such as tree planting are slightly controversial as there is evidence to show that there may be longer lasting ways to beat climate change (henderson). When trees die most of its stored carbon is restored to the atmosphere anyway and It may be more important to protect the rainforests which are still remaining from deforestation. The actual deforestation of forests is a very large source of greenhouse emissions- the burning of trees contributes to around a fifth of co2 produced emissions (Henderson) Now with governmental standards it should make it easier to pick offsets which actually work. It can take years to see the environmental benefits of tree planting to take affect and It also difficult to measure exactly how much carbon dioxide is saved preventing projects such as these from receiving the QAS mark (offsetting.decc.goc.uk). There are many different types of offsetting projects,  generally involving energy efficiency or renewable energy. Here are some examples of the kind of projects that could produce a credit used for offsetting: providing people in Aceh, Indonesia with solar cookers and heat retention containers for cooking, heating, sterilising water and preserving food introducing energy efficiency measures at a resort hotel in India harnessing river hydropower  in Fiji establishing the first wind energy plant in Cyprus However carbon footprint offsetting does allow people to start making the effort to combating co2 and for some (due to busy lifestyles which require releasing larger amounts of co2 9e.g-needing to travel) it is easier to do this than invest in renewable energies in the home/office. It can take decades for the carbon produced to be offset by projects such as tree planting. Whilst investing in lower energy light bulbs and insulating a loft can lead to benefits in a year.

The mechanical and electromagnetic wave

The mechanical and electromagnetic wave Introduction A wave is a moving disturbance that transports energy from one place to another without transporting matter. Any wave is characterized as sort of disturbance that travels away form its sources. There are two examples of waves, mechanical waves and electromagnetic waves. Mechanical waves travelling through a material medium, such as water waves, sound waves and the seismic waves caused by earthquakes. Particles in the medium are disturbed from their equilibrium positions as the wave passes, returning to their equilibrium positions after the wave passed. Electromagnetic wave such as radio waves and light waves which has the disturbance consists of oscillating electromagnetic fields. Two of our five human senses are wave detectors: the ear is sensitive to the tiny fluctuations in air pressure caused by compression waves in air, which is sound whereas the eye is sensitive to electromagnetic waves in a certain frequency length that is light. (Richardson 2004). The examples of mechanical wave and electromagnetic wave Mechanical wave One of the examples of mechanical wave is sound wave.How does a sound wave be created? First, the disturbance from one location to another which carried by any medium. By far, the most familiar case is sound in a gas such as air. Second, there is a unique source of the wave. The vibrating object which creates the disturbance could be the string of a violin or guitar, vocal chords of a person, tuning fork, etc. Third way is particle-to-particle-interaction. If the sound wave is moving through the air, it will pull or push its nearest neighbors, causing a disturbance of its nearest neighbors. (National Science Digital Library Science, 2003). Besides, seismic wave is an example of mechanical wave. Seismic wave is a result of an earthquake, explosion or some others process that give out force. There are several different kinds of seismic waves, and they all move in different ways. There are two main types of seismic waves; they are body wavesandsurface waves. Body waves propagate into the body of the Earth. On the other hand, surface waves can only move along the surface of the Earth. Those are similar to water waves on the surface of a lake. Earthquakes radiate seismic energy as both body and surface waves. (Michele, n.d.). Seismic waves carry energy released by an earthquake to other parts of the Earth, sometimes with devastating results. Electromagnetic waves   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  There are lot types of electromagnetic waves. The one of the examples, radio waves which is used to carry conventional radio and television signals as well as signals for some cell phones and pagers. In addition, microwaves, X-Rays and gamma rays are also types of the electromagnetic spectrum. Microwaves in ovens carry energy from their source to the food. (Richardson 2004). Gamma rays are not only produced in nuclear power plants and the Sun, but also reach the Earth from the sources outside our solar system. The radiation people are able to detect by eyes falls into the rather narrow frequency range. This radiation is called visible light. Proceeding to frequencies above the range of visible light is ultraviolet light. The tragedy caused by wave The earthquake struck in Hanshin is caused by seismic waves which was the worse to hit Japan since the great Kanto earthquake of 1923. The 7.2-magnitude GreatHanshinEarthquake of 1995 hit the Kobe area at 5:46 a.m. on Tuesday, January 17, leaving in its wake more than 5200 deaths, 30,000 injured, 300,000 homeless, and 110,000 buildings damaged. (Fukushima 1995). How did the earthquake cause great devastation at locations many kilometers away? Seismic waves travel away from the focus of an earthquake both through the Earth (body waves) and along the Earths crust (surface waves), transporting vibrations and energy. However, the material through which the waves travel is not transported. Most earthquake damage is caused by seismic waves rather than caused by fault movement. In the Hanshin earthquake, damage to the buildings was caused by seismic waves at distances over 100km from the epicenter, but the motion of the vibrating particles in the ground never moved than about 1.5m. (Giambattista 2004) Optical phenomena (Atmospheric optics) The unique wave properties of the atmosphere cause a wide range of spectacular optical phenomena. One common example would be therainbow, when light from the sun is reflected and refracted by water droplets. Some, such as thegreen ray and Fata Morgana are so rare they are sometimes thought to be mythological.(John 2006) Why is the sky blue and not violet? The Rayleigh scattering of light by molecules in the atmosphere gets stronger as the wavelength decreases. We have claimed that this scattered of light gives the sky its blue light, so why isnt the sky violet instead? Two factors combine to make the sky blue instead of violet. First, the Sun emits more strongly in the blue than in the violet range (according to Fig.1). Second, peoples eyes are more sensitive to blue light to violet light. Hence, even though violet light scattered more strongly than blue light, people still perceive the sky is blue. (Nicholas, n.d.) Wiens Law: Hotter objects emit most of their radiation at shorterwavelengths; hence they will appear to bebluer. Cooler objects emit most of their radiation atlonger wavelengths; hence they will appear to beredder.

Fate, Destiny, and Predestination in Beowulf Essay -- Epic of Beowulf E

Fate, Destiny, and Predestination in Beowulf An epic story is one that combines elements of supernatural powers and heroic deeds with plebeian troubles. In Beowulf , the unknown author paints a typical yet magnificent tale that is one of the great epic chronicles of the Middle Ages. Like the poems of Homer, Beowulf possesses terrible monsters, men with supernatural powers, the search for glory, and deadly defeats. However, this medieval account brings a new element into the folds: the association between established religious forces and personal choices. The concepts of predestination and fate intertwine in this work with the idea of free will. Throughout the poem, characters struggle to understand who and/or what is the guiding force for actions and events. Although this answer remains a mystery, many proverbs and traditions hint at the proper way to live and act. The advice, "Let whoever can/ win glory before death" (lines 1387-8), exalts the idea that champions are the most likely to live a bountiful life and are the ones who uphold the highest ideals in society. Bravery and wise choices create circumstances that cannot determine a future, but can help to lead a man to his predetermined best end. A specific incident in Beowulf exemplifies this connection among free will, glory, and predestination. Beowulf's fight with the dragon and dying words demonstrate the overarching idea that although fate, destiny, and God work to direct a man toward his death, free will and the glory acquired because of it determine how a man is remembered and honored during his life. In a society like Beowulf's, ruled by kings and noblemen, destiny is the most common indication of greatness; accordingly, destiny itself is measured most oft... ... and King Beowulf's dying words, the reader begins to form a clear picture of the warrior's motivations for previous decisions in the poem. Awareness of the lack of fear of death is an important ingredient to understanding the sometimes rash actions of the protagonist. The apparent non-conflict that Beowulf demonstrates in this final scene between free will and fate allows previous choices to have merit and credibility. In the final lines of Beowulf's life, the reader sees the transition between the living and eternal worlds occur in the hero. Because he clearly gains honor and admiration in life due to his choices and will go on to claim his fated seat among the kings in the heavens, Beowulf is the example of this epic poem's declaration to attain glory in both life and death. Work Cited Heaney, Seamus, trans. Beowulf . New York: W.W. Norton and Company, 2000.

Romeo And Juliets Fate :: essays research papers

William Shakespeare wrote many great plays in his day. His tale of Romeo and Juliet portrays a tragic love. This play ends with the deaths of the key characters Romeo and Juliet, because of their forbidden love. Many factors contribute to their demise. The scene of when they first meet, the fight between Tybalt and Mercutio, and the final death scene all reveal why the two of them cannot be together in the end. Romeo and Juliet are ultimately killed because of their decisions and fate. The effects of Romeo and Juliet’s decisions and fate are first apparent in the scene when they first come together. When Romeo says to Juliet in the Capulet party, "Thus from my lips, by thine my sin is purged" (I,v,108), and then he kisses her, it obviously exhibitions how they exercise their choice to love each other. After discovering each other’s identities, Romeo proclaims, "My life is my foe’s debt" (I,v,119), and Juliet states, "My only love sprung from my only hate" (I,v,140). These lines foreshadow that there will be many impediments keeping them apart and eventually killing them both. It might be thought that the tragic ending is caused by them choosing to love each other. However, if fate does not bring them together in the first place, they will never have the opportunity to establish their love. Romeo and Juliet are affected by their choices and fate right from the beginning. Romeo’s actions and chance also cause the chaos in Romeo and Mercutio’s fight scene with Tybalt. When Romeo replies to Tybalt when he is first insulted and threatened on the street, "I do protest I never injure thee, but love thee better than thou canst devise" (III,I,67-8), it means he does not mean Tybalt any harm and is walking away from the fight. Then, Mercutio steps in for Romeo and starts fighting with Tybalt. Romeo gets between them, which allows Tybalt to kill Mercutio, and later results in Romeo killing Tybalt. It is very easy to point the finger at Romeo and accuse him of allowing Mercutio to be killed. His decision directly allows Tybalt to stab Mercutio, but he is trying work it out so no one will be injured, like peer mediation. Although he has no clue that he will do more harm, Romeo is actually trying to help. That’s where fate affects him. Also, it can be said that Romeo is entirely responsible for killing Tybalt.

Musimundo Case Study :: Business Strategy Analysis

1. DESCRIBE THE STRATEGIC CONTEXT IN WHICH QUINTANA SHOULD JUDGE MUSIMUNDO’S PERFORMANCE. WHAT ARE THE CHARACTERISTICS OF THE ENVIRONMENT THAT MUSIMUNDO COMPETES IN? WHAT ARE PEGASUS’ STRATEGIC OBJECTIVES FOR MUSIMUNDO? HOW DO THESE FACTORS AFFECT THE BUDGETING PROCESS? Strategic Context Quintana wants to strategically reward the managers of the Musimundo stores for meeting their budgetary goals; however, some managers were completely unable to do this and other managers were guaranteed their sales quota. Quintana can rectify this situation by modifying the Musimundo incentive system. Quintana can use multiple performance measures to reward his managers. These performance measures can be sales based on a flexible budget that looks at historical sales and measures them against current sales. The manager could be rewarded for the percentage of increase. Quintana can also use a balanced scorecard approach for each store. A store’s success can be based on a number of factors aside from sales. These factors could be customer satisfaction surveys, growth within the store, and management of employees and human resources. Additionally for the next year, Quintana should implement and/or refine an Activity Based Budgeting system. Quintana can first assign overhead costs to cost pools that represent the largest activities for Musimundo. These costs would be related to the purchase, location, and stocking of Music (Music represented 41% of the Musimundo business in 2004). After these overhead costs are assigned, the costs can be allocated to the various retail stores based on their consumption of the good (e.g. the number of musical works they stock and sell). The Musimundo Environment The Musimundo environment is jaded and disproportionately profitable in various regions of Argentina. As Argentina was exiting its economic crisis, various regions were â€Å"catching up† in the realm of consumption; however, other regions were either not â€Å"catching up† or lacked the activity to generate the proper sales. Managers in the more profitable regions were achieving/surpassing their sales goals, while managers in the less active regions were unable to achieve their sales goals. These underperforming managers were penalized by a system that they neither fostered nor developed. In all likelihood, the underperforming managers were disincentivized by unrealistic budgetary goals for their region, needing further assurances from corporate that their vision could be achieved. All retail stores suffered from a lack of product, destroying the potential sales that they could have gained. The stores in less popular/populated regions may have garnered a reputation for being unreliable and continually out of stock.

Visionary Mr Mineka Wickramasingh Essay

Brief background on CBL (Munchee) It was the visionary Mr Mineka Wickramasingha in 1960 who wanted to expand his family business from the chocolate market. It was at the same time that CARE looked at sources of nourishment for the poverty stricken. It was a substitute of a biscuit that Mr Wickramasinghe proposed looking to expand on those lines. At that time the market leaders were Maliban. They were the ones who were awarded the contract. Due to lack of space, CBL was first launched at Dehiwela in his own premises to produce a high protein biscuits for schools. From this footing Munchee, has marched forward to capture 80% of the market of the local market. For over 40 years the brand has developed a certain nostalgia that is irreplaceable by any other brand. The taste is enjoyed young and old alike. There vision is to become the number one biscuit in Asia. Product portfolio CBL now produces various food items which have become house hold names in Sri Lanka. CBL expansion is not only with biscuits to which consumers are more familiar, they also have chocolates under brand name ‘Ritzbury’ since 1990s. The other brands are Tiara and Lanka Soy. There are numerous subcategories under each product. There are jellies, soya base products, cereal products, herbal porridges, soups and much more. Sub Categories under the Munchee brand Sweet biscuitsCrackers Puffs Savory Biscuits Cream Biscuits Marie Cookies Assorted HerbalWafers These are premium and hand-moulded chocolates. They come in boxes and slabs. Can be as a coated biscuits or wafers or beans or candy bars. It is in different flavours, type, and size. Sub Categories Chocolate Coated Biscuits Chocolate Slabs Miniature Caterers RangeChocolate Coated Beans Chocolate Coated Balls Chocolate Coated Candy Bars Specialty ChocolatesChocolate Coated Wafers Soft sponge cake made to perfect texture and taste Layer Cake Portion Cake Butter Sponge Cake Swiss Roll Company performance Ceylon Biscuits is of undisputable quality. CBL has shown a growth both in sales and profit for the last 5 years. Revenue had doubled from Rs.1.9 to Rs 5,2 Billion by 2005. Group turnover grew by 48% that same year. Net profit that year was Rs.533 Mio. This was the highest recorded profit for this company. CBL profit gradually grew, as it caught on to an international market. By 2011 sales revenue has grown by 25% in comparison to 2010. The overall profit margin was around 9% for the recently past five years. If ever the company saw a small decline it was due to industrial unrest. This biscuit is spread over 95,000 retail outlets all around Sri Lanka. CBL exports to 36 international destinations. It has been able to spread it’s fame in South Asia as well. Some of the countries of export are USA, Canada, Australia, UK, Hong Kong, China, India, Maldives and even the Middle East countries. The annual export revenue is about US $ 4 to 5 million. CBL has many awards for its entrepr eneurship. These awards are Exports in the Gold Category, Product Brand of the Year for four consecutive years, Anugu International Food Fair award. The daily production is around 150 tons. The annual production is around 45,000 tons. The company’s labor force is about 3,500. Company sustainability relies on strict norms on quality, texture and taste. For this it uses the latest technology, innovative marketing, research and development. The three C analysis There are three phases that need to be carefully scrutinized in order get a total overview of the product. Customer analysis Of the main brand Munchee, the customer analysis will be done on a sub category -Marie widely known as â€Å"Tikiri† Marie –or Munchee Tikiri Marie. It is a small sized biscuit. The market segment chosen were children. Presently it is packed in a ‘keep fresh pack’ sold at a economical price. The advertisement that was done on a range of media was presented in the most attractive way, backed by lyrics that set a smile on the lips of any child. It was later that Maliban put a Marie range into the market. But by then Munchee Tikiri Marie had taken the market by storm. Competitor analysis There has been great potential for a children’s biscuit in the market. CBL had limited resources, especially in production technology which restricted revenue. It was the consumer preference that motivated CBL to keep producing the Marie Biscuit. At one point in time 50% of the production was Marie. Yet, the company was unable to raise profits. Maliban held strong to its position. No advertising, trade promotions or merchandising was able take over the market share that Maliban held. Maliban Marie has an unique flavor that was unmatchable. Volume market share (Total Biscuit Market-February 2005) Communication analysis This is a (B2C) nature of business. The company has used campaigns such as Tikiri Marie scholarship program.-Munchee Tikiri Shishyadara. Expansion programs worth Rs. 500 million – Rs. 300 million for state of the art plant. It was known as â€Å"Plant 6† from Italy. CBL went to war using all types of media from TV, newspaper, radio, magazines, even websites to introduce a new Marie. There was a series of advertisement for Tikiri Marie- from ‘Kohomada Tikiri Mole’ to the first day in school. All campaigns had been embarked under their corporate moto-‘A crowning success’. This was CBL communication approach of tacking Maliban. Target market for Munchee Tikiri Marie The brand â€Å"Munchee† has not only spread over domestic market but also the export market. Munchee is now exported to over 36 countries. Munchee can be seen in Gourmet Shops in Australia, supermarket like Wal-Mart, K-mart worldwide in countries like UK, Germany , Italy , Middle-East , Canada and Japan. South East Asian region is spread over 11 countries. When Munchee is target marketed in this area, it must be the same target market as of the other South Asian countries. It is the high quality, texture and taste that captivate any child in any country. Because of this CBL must ensure that they do not loose the perception of ‘a biscuit for children.’ As it is not being partnered by any company as it was in UK the brand name can prevail. Here CBL needs to position its product, thus no private label will be needed either like NTUC of Singapore and Supreme brand in China. Segment for Marie Geographical segmentation-South Asia, Europe, America, UK Demographical Segmentation – Age, taste, texture, income Behavioral segment- instant, nutritious Product positioning of Marie Brand Identity vs. Competition (Source- AC Neilson) Premium quality, Innovative and value for money brand available at arms length of desire. Scope of this Integrated Marketing Communications Plan It looks in to objectives, strategies, and tools in communication used to successfully bring about integrated marketing. The plan will discuss ways to launch a program to communicate product. Marketing objective Increase the sale of Munchee Buiscuits. CBL is looking to increase sales by 5% within the next two years. With this to increase the market share by 5% at the end of the second year. Increase the company profile while enhancing the product among the target market. Munchee also wishes to strengthen Brand image among South East Asian countries as a healthy, nutritious biscuit. Communication Objective Awareness program to reach 20% of target market through television, newspaper advertising and web promotions. At least 5% the target market must purchase the product. Issues and Challenges The target market may have other preferences in biscuits. This entirely depends on texture, flavor, taste, shape and size. Thus the promotions/advertising will have to be attractive, creative and innovative in order to reach the hearts and minds of South East Asian Children. Situational analysis Current problem facing product * The target audience may not be reached. * They may prefer other biscuits. * Difficult to build brand loyalty in the food industry. Identifying target * The target market is chosen taking taste and nutrition in to consideration. * Targeting people who looks for low price but has to be of quality. Selecting a Market to Target South East Asia Geographic segmentation Children of the age 1-16 , Middle class Demographic segmentation Target market Instant, nutritious Behavioral segmentation The target market that has been chosen is of the geographical location of South East Asia region among a demographic target of children between the ages of 1-16. In modern South East Asia food in freely available for purchases for people who are one the move. This biscuit provides nutrients that are good for children and is an easy snack in a keep fresh pack. It is instant food for hungry youngsters. Positioning through Marketing Strategies * Introductory price * Chance to taste Competition Product Comparison There are companies like DIMOs that offer discounts to Government servants but no company has offered it to Bankers. AMW is the first to get into this program. Barriers to Entry * The awareness in low. * Banks have tied with other automobile companies, on a separate basis for their leasing requirements and the staff gets their vehicles also leased through those companies. * Buyers may go for second hand as the economic situations are tough. Competitor Differentiation | Chery QQ| Micro Panda| Features | Small hatch back with comfortable interior, Three Cylinder – DOHCMPI – 12V – Petrol 812 CC engine ‘Chery’ is imported from China and marketed in Sri Lanka by David Peiris Motor Company| Micro car, Volvo tech, 1300 cc engine. Made in Sri Lanka. Comes with and without air bag.| Target Market| Working professionals| Working professionals| Strengths | Low price, Brand backing | Made in Sri Lanka| Weakness | Small range of customers, No discount| Small range of customersNo discount| Consumer Behaviour – problems faced in addressing communication message There is nothing extraordinarily attractive about the AMW Maruti. But the interior is appealing. It is economical on the fuel. There is a one year warranty on the car. These are some of the aspects in regards to the car that a consumer will look at. Then the consumer is going to look at the company that selling the car. Associated Motor Ways Ltd is one of the oldest automobile conglomerates in Sri Lanka. They are the sole distributors of Suzuki vehicles in Sri Lanka and are affiliated with several brand names in the motor industry such as Nissan, Yamaha, and Goodyear. Addressing the problems with the vehicle such as no extra ordinary beauty about the vehicle or that there is fume emission from the vehicles which is hazardous to the external environment, what AMW concentrates on is the interior of the car and how economical it is. The Maruti is good on fuel. The size makes it easy to handle. This car is val ue for money. Branding Bankers are likely for a discount program where the vehicles are leased giving a bank loan. Maruti is likely to stay in the minds of the buyer due to features of the vehicle, the interior and the engine capacity in relation to the other brands of this same model which where given under competitor analysis. The Maruti is a more durable and dependable brand. Position statement This promotion is available only for bankers that are permanent in their jobs and the loan facilities are available. Any other financing will not be permitted. The discount is available for all colours of Maruti. Promotion The promotion is done within Colombo and its near suburbs. For this promotion 50% of the budgeted funds are allocated. This was first circulated to family and friends, for the word of mouth is the cheapest and the best way of promoting a discount program. Gradually as the awareness starts to increase it will be circulated among banks, first on a personal basis to call whose contacts can be acquired. Then the leasing managers or the staff managers in charge of staff leasing will be approached. Depending on the geographical location, banks will be approached in regards to the promotion. Once the approval has been obtained by the management, posters will distribute to main branches. These are known as power position advertising. The dealership logo will be indicated in the poster. A list of the eligible staff members will be collected and a web based mailer will be sent out to them. Permission will be acquired to post the promotion on an intranet facility that is accessible only to the relevant bankers of the targeted bank. A car may be sent out to the main branch for display. Once the initial promotions have been done in and around the main branches where web may not be the best promotional attribute a news paper advertisement will be posted. The news paper will carry a pictureous depictation of the car with a Brand Ambassador. The Brand Ambassador can be a cricketer or any other sportsman who is working in a bank indicating that this is the best leasing offer ever. These adds will have to run every often and it must be made sure that the adds are not too small to see. It may be preferable to advertise in a Sinhalese paper when thinking of promoting the discount program among the suburbs. There has to be creativity, innovation and an even flow for an advertisement to catch the eyes of the reader. A Saturday or Sunday paper is preferable as people have more time than on a weekday to read the paper. Television can be used as last resort. This is expensive but can be the most influential method of advertising. This is a sure a way of information gathering for viewers. The television adds usually have a lasting impression on the viewer. This is a sure way of assuring results for IMC. There are many highly watched channels of those the cheapest but the most effective can be used. The TV add can play between programs. The programs after which the add will be aired will have to be carefully chosen. It will need to depend on viewer’s discretion. The advertisement can go on for a period of 6 months at least. The web based marketing is another method by which advisement can be done. This is the most modern method. Some of the websites frequently visited by banke rs are Facebook, ESPN, Google, YouTube, Digg.com, Myspace, and Perezhilton.com. The most popular of them all is Facebook, Google, and Youtube. All these websites focus on online advertisements. Websites like Facebook taps a large audience. This not only enables promoting to bankers but also lets others know the car sale. This is a good way to get other companies to tie up with the dealership of AMW. Communication Tactical Calendar | Jan| Feb| Mar| Apr| May| Jun| Jul| Aug| Sep| Oct| Nov| Dec| Poster| | | | | | | | | | | | | News paper| | | | | | | | | | | | | TV| | | | | | | | | | | | | Web| | | | | | | | | | | | | Display| | | | | | | | | | | | | Budget The largest potion that is 50% of the budget is for promotion. Of the 50% promotional budget 30% will be allocated for television commercials, the remainder 20% for news paper, posters, display and web. The remainder 50% will be allocated for Brand Ambassador and miscellaneous expenses. The total allocation for the budget is Rs. 2,000,000/- Measurement system Implementation Controls Monitoring, review and control will be done by the dealership company with the collaboration with the bank that is leasing the vehicle. The review to be done on a monthly basis. Progress against targets to be analyzed. For this a marketing plan has to be drawn out. A target market needs to be chosen and a pilot project done before, the discount program is advertised. Once the dealership feels that this can be a successfully implemented then monitoring has to be undertaken. This has to be done carefully. Gap analysis done on a regular basis. Correction actions need to be taken if there is no progress within the first three months of advertising. Dealership may go back to the drawing board and redo the marketing plan again. Quality Assurance Around this time the company was receiving a number of complaints regarding its biscuits – breakages, poor taste, quality etc. Rather than ignore the issue, CBL decided to place an emphasis on investigating the cause of the complaints, and took corrective action, including formula changes, to reduce the high number of returns at the time. Setting up better procedures for packing, product handling and transportation, the company prepared for its future growth. It conducted daily taste tests of its own products and organized regular taste panels to compare its products with those of its competitors’. It also methodically documented the specifications of all products being manufactured – knowledge that had previously been passed on through practice and word of mouth. As the demands on the Quality Assurance department began to rise, the company decided in 1996 to seek ISO certification Today, quality assurance remains an area of particular pride for Munchee. The depa rtment plays a critical role in product testing and development of production process controls and systems. High hygiene standards for toilet habits and hair, together with regular swab tests of employees are strictly enforced. Every shipment of incoming materials is tested for quality and those that fail are rejected. Following a complaint, products are collected from customers and subject to laboratory analysis. In 2004, CBL received HACCP certification for food safety together with SLS certification for its biscuits23.. With these in hand CBL became the only confectionary company in Sri Lanka to acquire all relevant quality certifications for its line of business i.e. SLS, ISO 9001:2000, ISO 1400124 and HACCP. Product Development Product development also became an area of increased focus. While CBL had begun operations with a line of distinctive biscuits, along with some generics. However, in the recent years the push for higher turnover had resulted in innovation playing a secondary role. Some of the biscuits that had made Munchee distinctive, were neglected in favor of more mass consumer products. CBL began formulations and potential improvements to flavor and quality. The company also began to actively investigate and keep up with new technologies and machinery by participating regularly at trade exhibitions and through membership in industry associations. Distribution Around this time CBL took the decision to rethink its methods of distribution and undertook to overhaul its sales and distribution efforts in favor of a much bolder plan. Up to this point the company had depended almost completely on wholesalers to sell its products as a hassle free means of managing its distribution efforts. As a result, while CBL had the logistic and cost advantages of maintaining a lean sales team, the company suffered due to its dependence on the enthusiasm of its wholesalers to push its products. CBL decided to bite the bullet and invest heavily in its sales force. It expanded its distribution reach, increasing its number of distributors, changed the demarcation of sales regions into much smaller areas for more intensive sales efforts and recruited the regional and senior sales personnel required to cope with this new direction. 5.4.4 Customer Intimacy With the changes to its sales force, CBL was forced to face up to the fact that it was very removed from its consumers. The company recognized that it had been paralleling the moves and decisions made by Maliban rather than acting on real consumer insights. CBL’s focus had been very much â€Å"product centric† – concentrated on improvement of its formulation and production technology. It developed its products in isolation and once developed attempted to market them. Little attention had been paid to market research, even on an informal basis. Moreover, CBL began to understand that its customer was a new, youthful generation whose tastes and style were very different from the consumer of the previous ten years. Beginning in 1996, the Board itself acknowledged this changed attitude by beginning to go to the field on a regular basis to a top down attempt to gauge market perceptions and trends. The newly developed sales force provided feedback from consumers and distributors and the company took the further step of setting up a separate subsidiary to plan its marketing activities and to become more responsive to market needs an gaps. The holding company became primarily responsible for improving product quality and procedures. 5.4.5 Image Building CBL also recognized that in order to grow it had to become a better known name as a company. Partly as a result of its multiple brand names, CBL itself was relatively unknown as a corporate entity. Embarking on a campaign to raise the profile of the company, CBL engaged the services of a consultant, and set out to gain greater corporate recognition for itself among both consumers and the business community. The public’s lack of knowledge of the breadth of the company’s activities was hindering its activities as a holding company, particularly for purposes such as tapping the capital market. With the help of its consultant, CBL set about establishing a public image for itself. This was done primarily through the print media. Every week or so, an article regarding the company and its various corporate activities and Latest initiatives, including its export plans and CSR, appeared in the newspapers. Competitiveness Behaviour The Biscuit Wars Around 1995, CBL had hit a wall in terms of increasing its turnover. Limited by its existing production technology and consumer tastes, t its highest growth opportunity lay in the Marie biscuit market. While CBL’s Marie25 biscuits now made up 50% of total production, the company was unable to meaningfully increase its sales and market share of the Marie category. It had attempted a variety of marketing activities including extensive advertising, merchandising and trade promotions, but was still not able to take sufficient market share away from Maliban. The Munchee Marie biscuit was at this time essentially a knockoff of Maliban’s Marie and used very similar packaging. However, despite much effort and testing, eBL was not able to exactly reproduce the Maliban Marie flavor. Although market share was a (then) respectable 10% and despite fervent urgings from its own sales team to the contrary to be more like Maliban, CBL decided that the time had come to change tactics and be different in order to try to break through the turnover barrier. The Tikiri Marie Campaign Munchee hit on the winning concept of launching its own Marie as â€Å"Tikiri† Marie – a petit sized Marie biscuit – using an aggressive campaign entitled â€Å"Tikiri Mole†, to bring the little biscuit to the attention of consumers. The campaign targeted children with the use of attractive advertising and proved a real turning point in Munchee’s growth and image. The biscuit was so successful that the smaller sized Tikiri Marie became the number one Marie biscuit in the Sri Lankan market, with a phenomenal 50 per cent of Marie market share and eventually forced the giant Maliban to acknowledge Munchee as a significant market player by playing copy cat and resizing its own Marie. 7 Part of Munchee’s success with Tikiri Marie stemmed from Maliban’s complacency and its failure to react to this attack on the Marie category. The Tikiri Marie campaign brought into effect other changes at CBL such as the introduction of Munchee’s â₠¬Å"keep fresh pack, which ensured better product freshness. Following its success with Tikiri Marie CBL expanded the use of the fresh pack to the entire Munchee biscuit range. The company also commenced a Tikiri Marie scholarship program for school children in 1997 entitled Munchee Tikiri Shishyadara which it continues to this day. Now in its eighth year, the program provides 120 deserving children with scholarships of Rs. 1000 per month for one year with fresh applicants being selected annually. By 1998, the cumulative effect of the changes made through the 1990’s, resulted in CBL achieving a 30% market share of the biscuit market (up from 20% at the start of the 1990s) and topping the Rs. 1 billion turnover mark. This was a major milestone for CBL, both internally and externally. The company was becoming better known, both to consumers for its brands and quality products and to the industry for its investments in good technology. CBL reinforced this reputation by committing to a Rs. 500 million expansion program – Rs. 300 million of which was spent on a large state of the art plant from Italy. â€Å"Plant 6† as it was known, was CBL’s largest capacity plant thus far with five lines that could handle both hard and fermented dough. This action by CBL sent a strong message, to its staff and associates, about CBL’s optimism and confidence in the company’s future growth commercialization of this new plant, CBL planned to introduce a new range of biscuits to tackle Maliban head-on. 6.1.2 The Lemon Puff Battle CBL’s next strategic attack on Maliban came in 2001 with its Lemon Puff. The Munchee Lemon Puff had a solid 30% market share but as was the case with Marie, failed at growing sales further as a â€Å"me too† product. CBL decided to re-Launch Lemon Puff, by promoting it as a sandwich biscuit with a higher quantity of lemon cream. The campaign was heralded by an intensive television campaign directed at capturing the attention of a new market. What the company did not reveal in its advertising was that the cracker itself had been vastly improved, through a new formula and upgraded technology. It was in fact a noticeably better overall sandwich biscuit than Maliban’s Lemon Puff rather than just being a look alike with more cream. Going against the advice of its advertising company, Munchee replaced the traditional yellow packaging, synonymous with the Lemon Puff category, with a white wrapper. The superior moisture and odour barriers of the new metalized wrapper com bined with the new pillow pack technology, which used only two seals to achieve increased air-tightness, better preserved the crispness and freshness of the sandwich biscuit. This had been a problem that had plagued both companies’ puffs for decades. Consumers who tasted the Munchee Lemon Puff for its extra cream (not enough cream was a complaint associated with both Lemon Puffs for years) were pleasantly surprised and rapidly switched loyalty to the Munchee Lemon Puffs. Thus Munchee demonstrated that it was in touch with tastes of its consumers and used their feedback to improve its biscuits. The impact of the product changes were felt immediately. Munchee’s market share in puffs went up from 30% to over 50% within a mere four months following this relaunch, and grew the entire puff category from 12 to 16%. As a result, Maliban’s share of Lemon Puff which had been a staggering 70% plummeted to 29%. By now Munchee had 45% of the local biscuit market and was vyin g with Maliban for market leadership. CBL’s next big challenge was clear – take on Maliban in the cream cracker market. Despite Munchee’s success at growing its sales, Maliban still had nearly 75% of the lucrative cracker market while Munchee was at a meager 23%. The Maliban cream cracker was well accepted and entrenched in the market. CBL had to find a way of breaking through with an innovative cream cracker to take on this market. 6.1.3 The Cream Cracker Assault The following year, in 2002, CBL re-Iaunched its cracker as a â€Å"Super† Cream Cracker, enriched with vitamins in a bold campaign, with live broadcast of two music shows held simultaneously in Colombo and Anuradhapura before massive crowds As they had done with the Lemon Puff, CBL used a new metalized pillow-pack with a contemporary look to break away from the traditional solid red â€Å"Maliban† packaging synonymous s with cream cracker and re-formulated the cracker to deliver a crisper and tastier product. The Munchee strategy of delivering a superior quality product that convinced consumers to switch brands proved a success and the results were phenomenal. Cracker sales grew, expanding its own market not merely taking over competitor share. Growth in sales nearly tripled and Munchee’s market share in cream cracker immediately doubled to 40%, reaching 50% the foHowing year. Today, of the total cream cracker category, which makes up 20% of the total domestic b iscuit market, Munchee owns a 60% share. Super Cream Cracker accounts for 30% of the company’s turnover, with a profit margin of over 25%. Munchee continues to fight aggressively for market share. Its most recent marketing campaign entitled â€Å"Podi Badaginne† targets the large 500 gm pack market, previously serviced by loose crackers. The focus is to use the cracker as a substitute for a full meal for chummary factory workers who are already provided with two meals from their work place. The company has again demonstrated its knowledge of customer needs and changing trends and lifestyles in Sri Lanka as the record 128% growth of this heavy use pack from 2004 to 2005 shows. Business Expansion Beginning from the 1990’s, CBL began looking at other areas in the food and confectionary industry to expand its businesses activities. 6.2.1 Ritzbury One of the first areas CBL explored was one naturally complementary to its existing line of business: chocolate. At one time, the company had produced chocolate for Nestle and had some exposure to Nestle’s chocolate operations. Launched in 1991, Ritzbury chocolates began with chocolate coated (enrobed) biscuits. The company went through much teething pain in developing the right quality chocolate for its use. It struggled to develop a workable formulation – one that tasted good while withstanding the melting and rancidity caused by the tropical Sri Lankan weather. Ritzbury gradually developed its market by first growing its range of coated biscuits, then expanding to chocolate candies and hand made chocolates, and only recently moving into the traditional â€Å"slabs† – the largest market category. The company’s strategy is to provide innovative eye-catching products to its consumers and thus differentiate from its competition. Ritzbury’s first entry was Chunky Choc (chocolate covered biscuits sandwich with butterscotch cream filling), followed by Chit Chat (chocolate coated wafer with hazelnut cream) and Chocolate Fingers (chocolate coated â€Å"finger† biscuit). A nother innovation for Sri Lanka was Pebbles (brightly colored, sugar coated chocolate candies). The Ritzbury range includes Nik Nak, (chocolate coated vanilla cream wafer), Go Nuts (colored chocolate coated peanuts), Choosy (liquid chocolate stick) and Choco-La individual nuggets. Although it started out originally as a poor number four, Ritzbury recently beat Kandos (Ceylon Chocolates) to the number two spot in the chocolate market. However, at 21 % vs. 42% Ritzbury has only half the market share of market leader Edna and a long way to go to become number one. Further, Edna has itself shown to be very aggressive and quick in bringing out innovative products to the chocolate market. Ritzbury for its part, offers over 60 differentiated items, at the full range of price points and with a dedicated sales force certainly provides its consumers affordability and access. Despite being a small local brand, it offers consumers a complete range of chocolates and chocolate coated products and for other products frequently provides comparable alternatives to more expensive imported products. Examples are Pebbles as an alternative to Smarties, Chit Chat to Kit Kat and Go Nuts to M&Ms. Yet, apart from the hand molded specialty chocolates and coated biscuits products, the company has yet to fully convince local consumers that the quality of its slab range is on par with that of imports or Kandos. By 1997, following its first biscuit war and having grown its market share in the biscuit market to a respectable 30%, CBL began to focus on sales of Ritzbury. One hindrance to improving growth CBL realized was the then single chain of distribution it used for both biscuits and chocolates. In practical terms what this implied was that once a retailer had gone through purchases of the more established Munchee list of biscuits they would have little money left for Ritzbury chocolates. Ritzbury sales were materially affected and it became evident that an alternative would have to be sought out. One option was to increase the breadth of the CBL range in order to afford to maintain a second line of distribution. 6.2.2 Pancho Snacks With this in mind, CBL decided to enter the snack food market in 1998 under Ritzbury. Named Pancho, this snack range was made up primarily of extruded snacks. However, despite the company’s sustained efforts with Pancho and the separate sales force, the impulse buy snack market proved a disappointing arena for CBL. Despite the introduction of two products under a new line named Catch Me together with a re-Launch of Pancho in 2000, the company found that it could only succeed in this market with a near continuous stream of promotions. Although CBL persevered in snack foods for nearly five years, it was eventually forced to close up this operation and admit failure. With the aim of an expansion of its range still in mind, CBL next entered a completely unfamiliar food market. In 2000 due to its own financial difficulties, Yanik Incorporated, an investment bank, was selling its 79% stake in Soy Foods (Lanka) Limited, a public listed company manufacturing textured vegetable protein (TVP) nuggets. Soy Foods was a loss making number four player in the market but had pioneered a number of soy products under the brand Lanka Soy. CBL seized this opportunity to expand its range, encouraged by its present Managing Director who had experience in the soya area. CBL purchased the stake in Soy Foods at Rs.9/share and took over operations in September 2000; by 2002 the company had been successfully turned around and had become a viable entity. This was the success story that CBL had been searching for. The Soy Foods line allowed CBL to maintain a dual distribution network, one for its biscuits and another for chocolates and soy. The effects of this isolation of chocolate sales from biscuits were immediate and notable. By 2002 Ritzbury had made impressive inroads into its competition and grown market share to over 15%. 6.2.3 Lanka Soy In 2000 when CBL bought over management of Soy Foods (Lanka) Ltd. from Yanik it was a loss making company. Despite being the pioneer in the local soy market, Lanka Soy was at the time selling only 50% of the volumes of the market leader Raigam, with a 15% market share. The company’s growth was stagnating in a rapidly growing market, and many smaller competitors were cashing on its market with lookalike products. The ambitious strategy set out for a turnaround of the company was to aim to make it not merely profitable but the market leader. CBL decided that not only was it necessary to grow Lanka Soy’s market share, through a fresh look and product, it was going to grow the total product market through a change in positioning. Thinking very innovatively, the company decided what was needed was to position soya not just as a vegetarian food, but as a more economical substitute for the protein content of a main meal. Touting advantages such as convenience, price and the lack of freezer requirements together with newly introduced catchy features suc h as interesting shapes and flavors, a whole range of new branded soy products were launched under the Lanka Soy umbrella. Given that at the time, chicken flavored soya was the most popular soya product the company decided it would introduce interesting flavors to accompany new presentation efforts. In order to take the competition head on, it improved the taste of its traditional range, while also increasing its product range. It developed not one but a range of chicken flavors, under the brand Chikosoy, consisting of tandoori, masala, roast and chilli chicken flavors. For the traditional vegetarian market, it introduced the Vegesoy range a further four flavors of mushroom, hot and spicy, Chinese chop suey and Indian rasam. But its piece de resistance was a completely new entrant – Malusoy. This range of not merely fish but also seafood flavors truly tapped into a very strong local preference for seafood. Malusoy comprised spratts, devilled prawns, cuttlefish and ambul thiya l flavors. Packaging for the four new sub brands was done using a range of appealing eye-catching colors, with a unique logo designed for each. Advertising again interestingly was carried out individually on a sub brand basis. For example, Malusoy used a two column poster conveying the advantages over canned fish. The company also took the extra step of providing a sauce sachet to provide a one step cooking process. Emphasis was placed to introduce the cooked product to consumers by way of cookery demonstrations and street promotions. In particular, Malusoy was aimed at areas with little coastal access. Sales efforts were overhauled, re-demarcating a network to reach 35,000 outlets with designated representatives for supermarkets, catering and restaurant sectors. The results were strong. By early 2002 Lanka Soy’s market share had jumped to 25% hitting 30% and market leadership a year later. Malusoy to eBL’s surprise turned out to be Lanka Soy’s front runner in sales. The strategy to offer consumers, as a household, their daily main dish at a price less than half the price of canned or fresh sea food was highly successful. Within 24 months Malusoy sales exceeded 500,000 packets a month, making up over 14% of the total soy market. Due to the sudden launch of many interesting products at the same time Lankasoy established itself as trend setter and frontrunner of the soya product market. 6.2.4 Tiara Cakes eBL’s next expansion was within the local confectionary business -the lucrative Rs. 4 billion plus local cake market. eBL’s main biscuit and chocolate operations had traditionally taken place at its home factory located along with its head office in Pannipitiya. However in 2002, the company invested Rs. 1.5 billion to set up eBL Foods International (eBL Foods), a Board of Investment (BOI) approved company in Rannala, about one hour away. Awarded a 10 year tax holiday, eBL Foods has a mandate to manufacture bakery products and chocolates – the former includes a new line of cakes under the brand name Tiara. The new venture commenced operations in September 2004 with a new line of â€Å"portion cakes† – individually wrapped sponge layer cakes, marketed under the Tiara sub brand Okay, The product line also includes swiss rolls. CBL Foods boasts a state of the art plant intended primarily for cakes and a â€Å"Clean Room,,33 to guarantee freshness for a shelf life of up to eight months. Due to production constraints faced elsewhere however the 110,000 square foot modern facility also includes manufacturing and packing for chocolates, wafers and biscuits – the latter including both hard and soft dough. CBL expects that its group tax slab will come down to 32.5% as a result of CBL Foods’ tax advantaged status and the shifting of these manufacturing of chocolates, wafers and biscuits, which previously came under Ceylon Biscuits’ tax slab. The company uses a formula to determine profit and is taxed at the preferential rate of 15% on its export. 6.2.5 Other Snacks In 2004, CBL invested Rs. 50 million to acquire a 60% stake in Cecil Food (Pvt) Limited (Cecil Food) – an organic manufacturer of dehydrated fruit products, fruit juices, desiccated coconut and cashews primarily for the export market. Though the company had been in existence for 10 years and exported to 20 countries, it was facing financial difficulties. CBL brought to Cecil Foods the financial strength and management experience that it needed, while the founder retained a 25% stake. CBL’s main interest in Cecil Food was its exposure to rural agriculture and its export and local market potential. The company presently exports to countries including the US, UK, Germany, Taiwan, Australia, New Zealand, Malta, UAE, Saudi Arabia, Qatar and Bahrain. Armed with CBL’s financial backing the company has overcome its working capital needs. CBL’s infusion of capital has enabled the purchase of new equipment and is now looking at expanding sales to tap the local marke t. Cecil Foods also has a 100% owned subsidiary Cecil Fruit Canneries which concentrates on natural fruit juices for both the domestic and export markets. CBL intends to launch this range to the domestic market by introducing a line of fruit juices in novelty pouches. Export Markets CBL has also set its sights on growing its revenues through tapping sales in overseas markets. Although CBL had been exporting biscuits from inception, around 1997, the company began to export regular container loads to the United States, Canada, Australia and India, while also investigating at lucrative export markets such as the Middle East. India became a particular focus, with the company beginning its own marketing effort there. By 2000 CBL was also exporting to the US, Canada, Australia, UK, Sweden, the Middle East, Hong Kong, Mauritius, Fiji Islands and the Maldives. Although the export sector took a long time to stabilize, export orders now go out to 36 countries, exceeding Rs. 110 million in value (USD$ 1 million) in 2004/5. Exports to the UK, Middle East and Canada are mainly to the so called ethnic markets catering to the Sri Lankan diaspora, but in other countries demand is slowly establishing into in the established biscuit market through chain distributors. While most e xports are under private labels – that it, outsourcing for foreign biscuit companies – CBL has managed in some instances to establish its own brand. This is particularly the case in Australia where the company has taken the additional step, as it did in India, of setting up its own marketing effort by establishing a company representative as market manager. Australia is now the main export market for CBL, having overtaken the United States. CBL also enjoyed some recent success making inroads into western Africa. 6.3.1 Entry into India There are four accepted methods for a company to enter a foreign market: exports, licensing, joint ventures and direct investment, which often represent an evolution in the degree of interest the company develops once it is present in the market. Beginning with straightforward exports from the mid 1990s and early exports of containers to India in 1999 CBL took the next step in developing the Indian market by investing Indian Rupees 3.6 crores (36 million) to purchase Parry’s Confectionary based in Pondicherry, about an hour from Chennai. Setting up a 100% owned subsidiary Ritzbury India, CBL began manufacturing operations for the first time outside Sri Lanka. The acquisition provided CBL with a six line 350 ton a month manufacturing plant. The company entered the Indian market with the Munchee and Ritzbury brands, for distribution in Tamil Nadu and Kerala. While the chocolates were manufactured in Sri Lanka, most of the Munchee range was baked in India. CBL produced nine varie ties of biscuits including Marie, Glucose biscuits and several creams at the Pondicherry plant. This manufacturing base in India proved to be both a blessing and a distress to CBL. On the one hand, it became a strong negotiating tool for CBL at a time of labour unrest. CBL was able to take a tough stance, threatening closure and the moving of its entire manufacturing operations to its base in India. However, on the other hand, distribution arrangements provided by Parrys proved to be less than satisfactory. The company began a losing battle in trying to distribute its products. Revenues were far below expectations and Ritzbury India further faced a number of detrimental tariffs in South India. Despite a Free Trade Agreement with India, and a reduction of duty to 3%, the state sales tax in Tamil Nadu was increased by 8% for imported goods effectively nullifying any duty concessions. Following a second acquisition in India, CBL decided to completely dispose of its Chennai operations a t a loss, dissolving Ritzbury India. In 2003 CBL heard about the sale through court auction of Bakemans, once the third largest biscuit manufacturer in India with a market share high of 13% of the total Indian market. Outbidding its Indian competition in July 2004 CBL successfully acquired the assets of Bake mans at a cost ofRs .. 300 million. Along with the premises the company also gained six biscuit lines from the acquisition, two of which it chose to bring to Sri Lanka for installation at CBL foods to allay its present capacity constraints. Based in Patiala in the state of Punjab, CBL set up CBL India with plans to commence commercial production in the near future, using one biscuit line. Having recruited Bakemans former CEO, who had been directly involved in the company’s rise to its one time number three position, CBL has ambitious plans for India and its manufacturing operations there in the future. Tentatively speaking of a â€Å"Munchee-Bakemans† brand name, CBL aspires to become number three in India within two years of operations and have the same type of success at retail that Dilmah has achieved in India CBL’s challenge in I ndia is to find a mass consumer line of biscuits similar to Marie and Cream Cracker in Sri Lanka. Glucose biscuits are an area that the company will have to examine, given their present popularity in India, but to compete with established players such as Parle-G and Britannia, CBL will need both a reliable distribution network and an attractive proposition for the Indian consumers to give it a try. The use of the Bakeman name, which would certainly aid the latter, is presently an issue. If CBL is able to use the Bakeman brand name in some form it will cut down market establishment time considerably. CBL’s strength is that it has the innovation to develop a product to suit this market and it has proved in Sri Lanka that it has the quality and taste to convince consumers to switch to its brand. What remains to be seen is whether it will have sufficient insight into the Indian market to correctly select what that winning product and distribution strategy should be. Other Indian Ventures In 2004 CBL entered into an agreement with Ferrero of Italy to distribute and undertake manufacturing on Ferrero’s behalf. Ferrero is the world renowned producer of Nutella, Tic Tac and Ferrero Rocher and Mon Cherie brands of chocolate and another family owned business. Presently the agreement entails the manufacture of boxes for Tic Tac, Ferrero’s signature mini mint, intended to be extended to the manufacture or finishing of the mint pill also. CBL distributes Ferrero Rocher’s foil wrapped boxed chocolates, Nutella and Tic Tac for Ferrero in Sri Lanka and India. Manufacturing commenced in August 2005, packing pills imported from Australia into the boxes. Distribution is intended for Sri Lanka, Africa, India and Pakistan. The linkup with Ferrero is another example of CBL’s chairman’s dynamic personality and relationship building skills. Following initial contact in India, CBL’s directors visited Ferrero’s head quarters in Alba, Italy, which Ferrero reciprocated with a visit to Sri Lanka. The company has expressed an interest in using Sri Lanka as a base for South Asian activities, moving its present activities from India, convinced of CBL’sabilities as a business partner. CBL in turn hopes the association will expand its knowledge base through contact with the 60 year old Italian family business. Business Unit Contribution Biscuits Turnover from Munchee biscuits, the biggest contributor to group turnover, grew 30% in the financial year 2004/5 and early results for 2005 show this trend continuing. Past years sales have grown at a similar overall pace, although specific products have shown even higher growth rates at times of changes and innovation. Profit margins on biscuits range from 20-25% with products such as Super Cream Cracker, Tiffin and Chocolate Puff being the most profitable. Biscuit sales are presently constrained primarily by production capability, with demand strong and the company intending to increase its production lines in 2005/6. To try to keep up with demand, CBL has brought down two lines already from its recent acquisition in India and plans to import a new 2 ton per hour machine from Italy, expected to be installed in early 2006. Group Performance While CBL’s overall growth has been strong over the past five years with revenues more than doubling from Rs. 1.9 to Rs. 5.2 billion over the period, profit increases have been even higher due to various tax benefits. In 2005 CBL’s group turnover grew 48% to Rs. 5.2 billion and net profit after tax grew 63% to Rs. 533 million, the highest ever in the company’s 36 year history. Sales surpassed the previous year across all areas of biscuits, chocolates, Soya and exports. The tremendous bottom line growth clearly indicates the contribution accrued from CBL Food’s tax advantaged status. In comparison the 2004 figures were 11% top line and 23% bottom line growth. On average, overall profit margin has been near 9% over the five year period. This is taking into account FlY 200112 which differs due to both the industrial unrest that CBL faced for two months of that financial year as well as the exhaustion of the tax benefits afforded by the 1988 Investment Tax Allowance. The company’s latest earning per share figure (EPS) is an astonishing Rs. 53.12 and more impressively has grown from Rs. 36.75 in 2003. This EPS figure reflects the extraordinary growth that CBL has experienced over the last 10 years. EPS in the late 1990’s was actually in the Rs. 3000 range on the company’s original ordinary share capital of Rs. 390,000 (made up of 39,000 Rs. 10 shares). Path Forward Ceylon Biscuits faced with production capacity constraints for its biscuits, as demand has grown well beyond forecasts. It has adopted the following three pronged approach to increase capacity: a) bringing down two biscuit lines from India from its Bakemans operation for immediate capacity expansion, b) importing a brand new large capacity plant from Italy and c) future capacity expansion of its Indian manufacturing operations. CBL’s future growth will come from increasing exports of its established products and diversifying by leveraging its domestic logistics and distribution capabilities to market its other products. The company is also increasingly open to looking at new opportunities, an example being manufacturing for Italian chocolate maker Ferrero. The company’s core competencies for the future will be investment in technology, financial strength, sales and marketing competency and focused management. Key challenges will be dealing with its production restrictio ns and becoming able to compete on a global basis by 2007. CBL’s greatest test will be when the Indo Lanka FTA final phase permits Indian biscuits to be imported duty free beginning 2007. CBL intends to examine becoming listed on the Colombo Stock Exchange over the next few years. Since the desire for listing does not seem to be driven by financial needs only, it is still unclear what CBL will gain from this step. The company wishes to formalize its procedures in order to firm up its financial transparency and professionalize its organization structure and operations to ensure future continuity and success. There is a sentiment that going public will enforce the discipline required to ensure this. CBL is well poised with a business model to ensure ongoing value creation. It has spent time building strong brands that have future earnings potential. The brands have proven their competencies in that they have been replicated across new markets with success. However there are some concerns that need to be explored. Managing export markets Export marketing could be more aggressive – the model adopted by Munchee for Australia of establishing a marketing office seems the proven route to establish and develop key markets. We see some amazing possibilities for synergies for CBL in inviting someone of the caliber of Merrill 1. Fernando Chairman Dilmah to its board, perhaps even offering Dilmah some equity in an export division or forming a separate export company, who could help with establishing relationships with some of Dilmah’s retailers and distributors in Australia. One way or another, the use of a different model to fast track export market expansion is advisable. 5. Managing Indian market entry This is the second greatest challenge facing the company. India is an amazingly dissimilar market to Sri Lanka despite certain cultural similarities. It is fragmented with over 15 million retail entities, the largest number in the world. The organized retail sector in India is only 3%. However, over 51 % of its population is under 25 years of age and the fastest growing sector is the retail high-end supermarkets -expected to grow over three fold in the next five years (from US$8 billion to US$25 billion). Beginning with three malls in 2003, India had 25 by 2005 and is building 200 more. The pace of change is phenomenal. It makes sense to enter this high-end retail Focus on core competencieslRefocus on Sales and Marketing CBL’s passion for quality, capacity to build brands and technological and production innovativeness are great competencies to be retained. Skills like marketing and sales are always unstable. Such skills are in demand, pressures are great and often new challenges are looked for in different cycles of growth. No proper product management system or category management is in place. It is important to have some depth to the marketing department. And while CBL’s success speaks volumes for the capabilities of its current Director of marketing there is a need for a diversity of approaches and opinions so that marketing efforts do not grow stale. Key mid level appointments need to be made. Customer intimacy! Product leadership / Managing brand TOM In spite of CBL making all the right moves, and succeeding in achieving higher scores than Maliban in most of the consumer research categories (see chart below), Munchee is still behind in brand Top-Of-Mind (TOM) recall. This is despite Munchee having strong market noise levels in share of voice and especially with the competition making so many mistakes. Part of the gap between Munchee and Maliban in â€Å"top of mind recall† can be explained by the long history of Maliban as a market leader, and that it was the dominant player for a very long time. Part of the gap between Munchee and Maliban in â€Å"top of mind recall† can be explained by the long history of Maliban as a market leader, and that it was the dominant player for a very long time.