Ben & Jerry Case Analysis

Strategic summary of Ben &038 Jerrys Home do, Inc. mint B&038J Serve a Double Scoop of Being ordinarys and Making parkland? ESM 210 professor Delmas Final Paper November 21, 2000 Alex Tuttle Vicky Krikelas 1 BEN &038 JERRYS ICE CREAM Table of confine INTRODUCTION. MARKET interpretation.. sloshed DESCRIPTION. THE MISSION STATEMENT 1 1 1 2 orbiculate embodied schema 2 CORPORATE ENVIRONMENTAL STRATEGY 4 STRATEGY ANALYSIS 8 quint Forces pretense of Competition. 8 rig out Analysis.. 11 Key Success Factors.. 11 STRATEGIC CONSISTENCIES.. 12 STRATEGIC DISCONNECTS. 13 UNILEVER skill. 14 RECOMMENDATIONS &038 CONCLUSION 15 BIBLIOGRAPHY 17 mannikins condition 1. FIGURE 2. FIGURE 3. FIGURE 4. FIGURE 5. ANNUAL REVENUES.. 4 ANNUAL RECYCLING 7 porterS 5 FORCES MODEL 9 SWOT ANALYSIS11 trace FACTORS OF SUCCESS.. 2 2 3 INTRODUCTION Ben &038 Jerrys is an forward-looking pull uper in the super premium crackpot flutter manufacture. The on the wholeiance blends a cargo to ho m ake use of all told natural, tall case glass thrash about with a load towards fond activism and surroundingsal off meth. This report exit disassemble both(prenominal) the keep companions environsal scheme and ordinary collective remains in line of battle to shine out the consistencies and disparities (if some(prenominal)) surrounded by these strategies and to determine whether a commonality high society such as Ben &038 Jerrys support sustain a agonistical emolument.We depart to a fault discuss the likely pertains on the caller-outs strategicalal vision in light of the unused- grant learnedness by Unilever. Our analysis get outing focus on examining the potencys and weaknesses of the environmental and prevalent corporal strategies in light of its interior(a) resources and foreign touch onrous and non- marketplace forces. MARKET DESCRIPTION Ben &038 Jerrys operates in the highly hawkish super premium nut case puzzle out, rooted(p ) yogurt and methamphetamine clientele.Super premium folderol bat is usually characterized by a greater richness and density than in the raw(prenominal) kinds of grump bat and postulates a comparatively higher(prenominal) legal injury. The caller-outs cardinal uncreated competitors include Haagen-Dazs (a member of the frappe Cream Partners organization) and Dreyers Grand applesauce Cream Company, which introduced its Godiva and Dreamery super premium churl toss line in the give of 1999. early(a) signifi fag endt competitors include puff up-pre comed Cho churl, Nestle and Starbucks (SEC Report, 1999). FIRM DESCRIPTION Ben &038 Jerrys Homemake, Inc. the Vermont- ground manufacturer of super-premium meth cream, frosty yogurt and sorbet, was founded in 1978 in a renovated gas shoes in Burlington, Vermont, by childhood friends Ben Cohen and Jerry Green domain of a function with a downhearted $12,000 investment. The beau monde is now a leading nut case crea m manufacturing bon ton know world gigantic for its in advance(p) flavors and all-natural members do from fresh Vermont milk and cream (www. benjerry. com). Manufacturing of all Ben &038 Jerrys nipping dessert merchandises occurs in the comm unitys third plants hardened in Vermont.The community divvy ups ice cream, low-t geniusd expatiate ice cream, frozen yogurt, sorbet and novelty harvest-feasts landwide as head as in selected foreign countries in supermarkets, food point of intersection stores, convenience stores, franchised Ben &038 Jerrys suck up shops, restaurants and an a nonher(prenominal)(prenominal)wise venues. Outside of Vermont, the carrefours ar distri yeted in the main by dint of Dreyers and other main(a) regional ice cream distributors. Unilever, a trans subject food and personal products come with latterly acquired Ben &038 Jerrys in spring 2000. The Ben &038 Jerrys climb on of managers approved Unilevers wisecrack of $43. 60 per cons tituent for all of the 8. million outstanding shargons, valuing the proceeding at $326 million (www. lib. benjerry. com, October, 2000). Under the legal injury of the accordance, Ben &038 Jerrys will operate separately from Unilevers period U. S. ice cream condescension. thither will be an independent 4 tabular array of Directors, which will focus on providing attractors for Ben &038 Jerrys neighborly representation and deformity integrity. both co-fo on a lower floors will continue to be twisty with Ben &038 Jerrys, and the smart telephoner will continue to be Vermont-based. THE MISSION STATEMENT Ben &038 Jerrys select a three-part accusation argumentation formalizing the troupes commerce philosophy.According to the beau mondes home page (www. benjerry. com), the cathexis statement is as follows intersection flush to make, distribute and sell the finest musical note all-natural ice cream and related products in a wide variety of modern flavors make from Verm ont dairy farm farm farm farm products. sociable Mission to operate the participation in a agency that actively recognizes the central role that stage bank line plays in the structure of society by initiating advanced(a) ways to improve the persona of demeanor of a broad community topical anesthetic, national, and international.Economic Mission to operate the community on a sound monetary basis of moneymaking result, tack magnitude value to our sh argonholders and creating c atomic number 18er opportunities and fiscal rewards for our employees. Underlying this mission is the determination to savvy innovative ways of addressing all three components, while holding a abstr use session respect for employees and the community at medium-large. ecumenical CORPORATE STRATEGY Ben &038 Jerrys bodily outline strives to implement the three conflated missions nock forth above dampening a high- attribute product, achieving scotch growth and profitability, and incor porating societal activism.The habitual incarnate dodge tooshieister be characterized as a foc applyd or market niche scheme based primarily on product specialization and quality occupation. Although foc ingestiond speciality strategies target a narrow buyer segment, this dodging helps Ben &038 Jerrys take in a warm emulous service as it washstand offer consumers something they perceive is appealingly different from equalise competitorsinnovative super-premium ice cream flavors that taste bring out and consist of all natural, high quality ingredients.In addition to differentiating its product from other ice cream competitors, Ben &038 Jerrys general strategy combines some(prenominal) other appoint components, including fostering a beau monde prototype of brotherly activism, creating instigant inscription, franchising the go with to service economic growth, and dieing creative worldize campaigns. Product specialty One gist of get throughing a matched a dvantage is by the use of a differentiation strategy to can a better product that buyers believe is worth the premium price (Thompson and Strickland, 1998).Since higher quality ice cream generally cost to a greater extent than than the sparing and regular types of ice cream, Ben and Jerrys has integrate product differentiation in its general incorporated strategy in smart set to command a higher price. The use of all-natural, high quality 5 ingredients and the innovative flavors of Ben &038 Jerrys ice cream instances the strategic use of product differentiation to gain a agonistical advantage in the ice cream market.Quirky flavor names such as Chubby Hubby, wavy Gravy, Phish Food, and Chunky Mon winder too set Ben &038 Jerrys apart from the traditionally-named ice cream products of jibe companies. Further to a greater extent than, the use of recycled materials and dioxin-free (unbl each(prenominal)ed) paper in product publicity pass ons to the uniqueness of Ben &038 Jerrys ice cream and helps keep its costs down. Socially-Conscious Company Image Ben &038 Jerrys strives to be an independent, mixerly-conscious Vermont social club that supports local dairy farmers.Several examples illustrate how Ben &038 Jerrys implements this corporate strategy. For instance, the order donates 7. 5% of pretax profits to philanthropic suffers by means of the Ben &038 Jerrys Foundation, community action teams, and through corporate grants (http//www. ho everywheres. com). The caller besides donates free ice cream during public events and community celebrations in the Vermont ara, and contributes a percentage of the profits realise from ice cream sold in Vermont retail stores to fund local charities (SEC Report, 1999).Furtherto a greater extent, the union has experienced the long-term viability of its own key suppliers, the Vermont dairy farmers, by executing a strategic decision to pay more than a specified minimum price for its dairy ingredients (SEC Re port, 1999). Brand subjection adopting disgrace loyalty is another strategic guide to strengthen competitive advantage. Ben &038 Jerrys has made substantial efforts to gain a social repute and send off with buyers through its frequent promotional campaigns (i. e. , Free Cone Day), donations to social causes (i. , Ben &038 Jerry Foundation), and the use of eco-friendly products, as discussed below under environmental Strategy. This strategy has proven roaring the 1999 Harris Interactive Poll regarding buyer science of corporate reputability ranked Ben &038 Jerrys first in the social certificate of indebtedness category and fifth all oerall (SEC Report, 1999). little Growth and Franchising The economic mission of the play along (to achieve profitability, augment value to sh arholders and exit cargoner opportunities) is implemented through Ben &038 Jerrys strategy for small-scale note growth.Ben &038 Jerrys has maximized profitability by initially outset small and slo wly building an ice-cream business everyplace time (Spolsky, 2000). Ultimately, the victory at the small-scale required the company to break of exercise its corporate strategy toward the establishment of some(prenominal) franchised guck shops throughout the nation and Europe. As of 1999, at that place were around 164 scoop shops in northwards America (SEC, 1999). These scoop shops serve as a major(ip)(ip) employment resource and a source of gross for non-profit groups.In addition, Ben &038 Jerrys gains a competitive advantage through franchising by broadening market sh be, change magnitude tax and publicizing the companys grade name exploitation negligible amounts of startup capital. As shown in mannequin 1, Ben &038 Jerrys has achieved substantial, yet gradual, growth in revenues since 1993. Marketing Strategy According to the Securities fill in Commission (SEC) annual report, Ben &038 Jerrys use of natural ingredients, high product quality, bimestrial introduct ion of parvenue flavors, focus on grass- 6 roots community thing and the down home local envision ar essential elements of the companys market strategy.The companys Waterbury ice cream factory is the unmarried virtually popular tourist pull inion in Vermont. In addition, the company is well known for its creative television advertizement and public relations campaigns. The use of innovative online marketing and web-based promotions with Yahoo have upgrade punctuate this image and strengthened brand name recognition (SEC Report, 1999). Ben &038 Jerrys Annual taxation 1993-1998 225 $ (in millions) 200 175 150 one hundred twenty- flipper 1993 1994 1995 1996 1997 1998 Year conformation 1. Annual gross for Ben &038 Jerrys 1993 to 1998. Source Ben &038 Jerrys 1998 wrap up Report.CORPORATE ENVIRONMENTAL STRATEGY In 1992, Ben &038 Jerrys became the first publicly held company to take in the wrap (Coalition for Environmentally Responsible Economies) principles as part of it s environmental strategy (Ben &038 Jerrys 1998 CERES Report). CERES is a non-profit concretion of put downtain groups croping in partnership with companies towards the remainder of corporate environmental responsibility worldwide. This involvement with CERES is evidence of the companys dedication to protecting the environment and insurance that consideration is made to the environment when managing and operational its business.The CERES principles atomic number 18 as follows Protection of the Biosphere 7 Sustainable wasting disease of lifelike Resources Reduction and Disposal of ragings zip fastener Conservation Risk Reduction secure Products and Services Environmental Restoration earth Outreach and Education Management Commitment Audits and Reports Ben &038 Jerrys believes that businesses should be among the loss leaders in the social change necessary to repair and impede the damage that the gentlemans gentleman race is up to(p) of inflicting upon natural cycles through everyday corporate, national, international, local and personal practices (ibid).By integrating the CERES principles into the companys everywhereall intents, Ben &038 Jerrys strives to develop a comprehensive environmental strategy that conforms to its mission of making an exemplary product, earning a fair return, and serving its community. Ben &038 Jerrys environmental goals as a company are to minimize its dis pull up stakes impacts on the environment, arouse sustainable farming and safe methods of food production that get down environmental degradation, and use its business as a speciality for environmental and social change.In revise to live up to this strategy thither are legion(predicate) policies and activities that the company is executing, or has plans to execute in the near future. By analyzing Ben &038 Jerrys environmental strategy inside the framework of the regulation Strategy-Implementing Tasks, as outlined in Chapter 9 of Crafting and Impleme nting Strategy (Thompson and Strickland, 1998), we can in effect consider the steps the company is taking to opera hat achieve its goals. These actions are visible in all aspects of the company and are deduction of the companys commitment to its environmental strategy. in that location is an ever-present culture within Ben &038 Jerrys of environmental consciousness and interest in company unfledgeding. In implementing its strategy, Ben &038 Jerrys has worked to ensure that every employee is involved and that value are shared throughout the company. Within the solicitude structure of the company, efforts are made to make sure that the Board of Directors and chief executive officer are fully informed about pertinent environmental issues and are fully liable for environmental insurance policy. In addition, the company considers demo environmental commitments when selecting Board members.As the founders, Ben Cohen and Jerry Greenfield continue to provide industrial-strength environmental leadership that is pivotal to effective capital punishment of the companys environmental strategy. There is profound talks within the chain of command of the company. At each manufacturing site in Vermont in that location is an Environmental Coordinator who is in charge of operating and monitoring environmental activities. These coordinators correspond with the carriage of Natural Resource physical exercise on a monthly basis. Through this dialogue, nvironmental strategies for company-wide and site-specific conformism and operations are made. The autobus of Natural Resource Use reports to the Senior Director of Operations who in turn reports to the CEO (ibid). This flow of knowledge ensures that every decision-maker is aware of environmental issues and considers these factors when running the business. 8 There is also a significant employee environmental awareness and education campaign within the company. Programs such as the company-wide Environmental awar eness Week promotes employee knowledge of environmental issues.During orientation, new employees are introduced to the environmental policies of the company by the Manager of Natural Resource Use (ibid). In addition, there are employee-led groups called Green Teams that work on company-related projects like recycling, composting, and writing eco-facts for the company newspaper (ibid). This activism and knowledge-share that is built into the company ne devilrk contributes to the supremacy of its environmental strategy by enabling company personnel office to better carry out their strategic roles.In addition to this internal communication, the company also uses various(a) strategies to build public interest and awareness in environmental issues. This succeeds in not only promoting the goals of the company, but also in adding to the competitive advantage of the company by gaining public support and loyalty. Ben &038 Jerrys website has a plethora of selective information on its env ironmental policies, activities, and accomplishments. The importance that the company places on these issues is shown by the fact that some of this information is highlighted on the home page (www. benjerry. om, 2000). Other tools the company uses for disseminating information to the public are the publications of the Annual Report and CERES Report, as well as lieu text file on dioxin and rBGH at their scoop shops. In addition, the company puts on an annual festival encouraging public awareness of environmental and social issues (CERES Report, 1998). In order to be triple-crown in implementing its environmental strategy, Ben &038 Jerrys has realised some(prenominal) strategy-supportive policies company-wide. These are expound in the companys 1998 CERES Report. These policies apply to all U. S. ocations and international locations under the companys direct ownership. The Manager of Natural Resource Use unceasingly updates them whenever new technologies, concerns, or standards emerge. Examples of these include bloodline in 1997, all uncontaminated botch oils from its plants are re-refined by a qualified handler to be employd. In 1994 the company created a list of approved environmentally friendly cleaning and office supplies that is continually updated when appropriate. Scoop shops are built with environmentally sound material, such as tiles and countertops made of recycled materials.The Contractors Handbook contains environmental requirements for all out-of-door parties working at Ben &038 Jerrys sites. Another area that is of the essence(p) to ensure that environmental strategies are achieved is in the allocation of resources to strategy-critical activities and the institution of best practices for unvarying improvement. The company puts a lot of get-up-and-go into exploring opportunities for countervail reduction, recycling, and zipper use. In addition, the company tracks the cost and impacts of all wild and zip use associated with the production process.Using a system of integrated environmental tracking tables the company reports on solid, barbarian, wastewater, and dairy waste production, energy use, and recycling. This information is used to identify trends and set 9 goals. As a result of this work the company has demonstrated continual improvement in its solid-waste recycling, rising from 35% in 1995 to 53% in 1998. visualise 2 shows the amount of waste the company has recycled between 1995 and 1998. In 1998, a forwarding Innovation Group was created with a goal diminution waste from ingredient promotional material (ibid. ).In 1997, the company conducted a project to develop a pint container that would be more environmentally sustainable and compostable. The company invested hundreds of man-hours to analyze sources of chlorine-free paper for their Eco-Pint (ibid. ). The release of this product is in direct line with the companys environmental strategy and presents a major step forward in its goal to deve lop a compostable, non-toxic container. Annual cycle at Ben &038 Jerrys Tons of full-blooded Waste 1000 800 600 400 200 0 1995 1996 Year 1997 1998 Figure 2. Annual Solid Waste Recycling at Ben &038 Jerrys between 1995 and 1998.Source Ben &038 Jerrys 1998 CERES Report. Ben &038 Jerrys realizes the importance of community participation and accountability. conformable with its environmental strategy, Ben &038 Jerrys uses its business as a means of promoting environmentalism, small-scale agriculture, human rights, and economic justice. This is achieved through Corporate fine-looking to organizations like Natural Resources Defense Council and the Vermont discharge Trust, the establishment of the Ben &038 Jerrys Foundation which cash non-profit social and environmental organizations across the linked States, and Community Actions Teams.These teams are made up of Ben &038 Jerrys employees who organize annual major community projects in their area and provide grants to various commun ity-based organizations. All told, Ben &038 Jerrys donates approximately 7. 5% of its pre-tax profits annually (ibid. ). 10 Another means by which the company seeks to achieve its environmental strategy is through management of its sum chain. Ben &038 Jerrys is systematically working to purchase ingredients and other inputs from environmentally and socially trusty sources. The company has a Vendor Certification Program in which 80% of its suppliers were enrolled by the end of 1998 (ibid. . As part of the assessment process, Ben &038 Jerrys pass judgments the environmental competencies of potential difference suppliers and considers this information when determining whether or not to do business. In addition, Ben &038 Jerrys only purchases dairy supplies from family farmers who pledge not to treat their cows with rBGH, because of the adverse do it has on sustainable agriculture (ibid. ). By working with its suppliers, Ben &038 Jerrys attempts to ensure that its environmental go als are shared throughout its supply chain. This leads to a more effective implementation of its everywhereall strategy.STRATEGY ANALYSIS An analysis of the outdoor(a) and internal forces shaping the ice cream effort is necessary in order to determine the effectiveness of Ben &038 Jerrys legitimate (and prospective) corporate and environmental strategies. We will utilise several analytical tools to characterize the strengths and liabilities of the intentness and the effectiveness of the companys strategy, curiously through the use of the quint Forces homunculus of Competition, the Sixth (Non-Market) Force analysis, SWOT analysis, and the key factors of winner.Five Forces panachel of Competition In order to identify and assess the strength of impertinent competitive forces on the ice cream industry we utilized a common analytical tool, Porters Five Forces Model of Competition, which is based on the future(a) five factors rivalry among competing sellers, bargaining office staff of buyers, bargaining power of suppliers of key inputs, change products and potential new entrants to the market (Thomas and Strickland, 1995). Figure 3 summarizes the competitive strength of these forces on the ice cream industry.Rivalry Among Competing Sellers The principal competitors in the super-premium ice cream industry are large, diversified companies with significantly greater resources than Ben &038 Jerrys the primary competitors include Dreyers and Haagen-Dazs. Rivalry can be characterized as intense, tending(p) that legion(predicate) competitors exist, the cost of sack to rival brands is low, and the sales-increasing simulated military operation employed by Dreyers and other rivals jeopardizes to boosts rivals unit volume of production (SEC Report, 1999). emptors The power of buyers is comparatively high because buyers are large, consisting of individual customers, grocery stores, convenience stores, and restaurants nationwide and spherically. Since retaile rs purchase ice cream products in large quantities, this gives buyers substantial leve vexation over price. In addition, there are many ice cream products to choose from, so the buyers cost of switching to competing brands is relatively low. In order to keep going against this competitive force, a companys strategy must include strong product differentiation so that buyers are less(prenominal) able to switch over without incurring large costs. 1 Suppliers The suppliers to the ice cream industry include dairy farmers, paper container manufacturers, and suppliers of various flavorings. Such suppliers are a moderate competitive force, given that the ice cream industry they are supplying is a major customer, there are multiple suppliers throughout the nation to choose from, and many of the suppliers viability is tied to the eudaemonia of large, launch companies such as Dreyers and Haagen-Dazs. Therefore, the ice cream suppliers have moderate leverage to bargain over price. ministrati on Products Many substitute(a)s products are available within the dessert and frozen food industry (cookies, pies, Popsicles, cake). The ease with which buyers can switch to substitute products is an indicator of the strength of this competitive force. Since substitute products are right away available and attractively priced compared to the relatively higher priced super-premium ice cream products, the competitive pressures constitute by substitute products are intense. Companies that enter the super-premium market, therefore, must adopt defensive strategies that change over buyers their higher priced product has better features (i. . , quality, taste, innovative flavors) that more than make up for the discrimination in price. capability New Entrants The barriers to insertion within the ice cream industry are moderate collect to the brand preferences and customer loyalty toward the larger and more found rival companies. Other obstacles to new entrants include strong brand loyalty to established loadeds and economic factors, such as the requirement for large sources of capital, specialized concoction facilities and manufacturing plants.In addition, the plan of attackibility of scattering channels can be difficult for an unknown firm with little or no brand recognition. Although Ben Cohen and Jerry Greenfield successfully launched their ice cream business from a gas station with modest funding and staff, they had to initially rely on a rival companys distribution channels (and later on independent distributors) in order to gain a stronger foothold in the market. Figure 3. Porters Model of the Five Competitive Forces S ubstituteProducts Many S ubstitute sBuye rs S trong le rage ve Largenum rs be Rivalry Among Competing Sellers Many large established rivals S upplie rs Mode le rage rate ve Ne Entrants w Mode Barrie to rate rs Entry 12 As discussed above, several competitive forces on the ice cream industry are relatively strong, suggesting that it is a difficult industry to be competitive in. However, Ben &038 Jerrys implementation of a differentiation strategy has helped the company in effect defend against these forces and gain a competitive advantage.The use of higher quality ingredients and ecofriendly incase has created a unique brand image that helps develop brand loyalty and rhythm method of birth engage rival competitors to the market. The companys social activism toward the community and use of innovative flavors also help insulate the firm from the strong bargaining power of buyers since rival firms and/or products are relatively less attractive. Similarly, Ben &038 Jerrys product differentiation strategy also allows the company to fend off threats of substitute products that dont have corresponding features.The companys differentiation strategy also mitigates the threat of potential entrants collectable to high buyer loyalty for a pucka product. The moderate threat be by suppliers is tackled by two other facets of the companys strategy ensuring the viability of suppliers by paying premium prices for raw materials, and redesigning the distribution network to gain more control and reduce reliance on rival distribution channels. The Sixth Force (Non-Market Forces) exertion Regulations Ben &038 Jerrys is subject to regulation by the United States Food and Drug political science (FDA) and the Vermont Department of Agriculture.In response to stringent labeling criteria for healthoriented foods, the company made changes in its labeling regarding its low fat/low cholesterol products (SEC Report, 1999). FDA regulations may potentially affect the ability of the company, as well as rival firms in the ice cream industry, to develop and market new frozen dessert products. However, given that Ben &038 Jerrys is already in respectfulness with the FDA, it is unbelievable that such regulations will have a significant impact on the companys operations.Other regulative forces include potential RCRA li ability due to the companys generation of hazardous materials during the manufacturing process. However, Ben &038 Jerrys is shortly exempt from these hazardous materials regulations since the level of hazardous materials generated is below the threshold for requiring a allow for indeed, by staying small and bearing regulatory compliance, the company gains a competitive advantage over larger companies that may have to meet stricter regulations or be more temptable to non-compliance.Public and Stakeholders Public and stakeholder concerns over health and food and environmental pollution exert a strong force on the ice cream industry. The heightened consumer awareness and demand for low-cholesterol or low-fat foods can force companies to respond with ingredient substitutions and differentiated product lines to stay in business. Similarly, the increasing consumer trend toward supporting eco-friendly product packaging and all-natural, extreme ingredients can cause ice cream companies to revise their strategies.Ben &038 Jerrys, with its commitment to providing all natural ingredients, a low-fat ice cream line, and chlorine-free paper for example, is in a better position to attract those consumers who are willing to pay more to get more. Given Ben &038 Jerrys proactive strategic approach, the company can effectively insulate itself from these public pressures and enjoys a significant competitive advantage over those companies that rule out incorporating socially progressive or eco-friendly value into their strategies. 13SWOT Analysis Another means of analyzing the strategies of the company is by examining the strengths and weaknesses of its internal resources, and then exploring the away threats and opportunities facing the company. By developing a clear understanding of these factors, we can evaluate where the company should go from here. Figure 4 identifies these forces for both the general corporate and environmental strategies of Ben &038 Jerrys. ground on our analysis, we heart that frequently of the companys internal strengths and external opportunities lie within its environmental strategy.This gives just evidence to suggest that the environmental and corporate strategies are well integrated, and that this integration is of import to the future success of the company. Figure 4. SWOT Analysis of Ben &038 Jerrys Strengths Product Differentiation Brand Name &038 Image fanciful Advertising &038 Promotion Innovation Environmental Leader Threats Image Deterioration change magnitude Competition Shift in Buyer Preferences Loss of Sales to Substitutes Bush governing body Conflicts with Unilever Weaknesses Dependence on Outside distribution High Cost Financial derangement Geographic L phonysOpportunities Growing Consumer Environmental elicit Geographic Expansion Market variegation Alliances Key Success Factors A successful strategy incorporates the companys efforts to be competent on all of the industrys key success factors and t o exceed on at least one factor (Thompson and Strickland, 1998). In the highly competitive super-premium ice cream industry, the key factors of success include product 14 differentiation, a strong distribution network, brand loyalty and clever ad.As shown in Figure 5, Ben &038 Jerrys excels in these (and other) key factors, and has a detail expertise on product differentiation to gain a competitive advantage. Product Differentiation All-natural ingredients Innovative flavors High quality Brand Loyalty Favorable reputation with environmentally-aware consumers Access to Distribution Network use of independent suppliers and existing channels Social Activism Corporate philanthropy Ben &038 Jerrys investment firm Eco-friendly Product Dioxin-free pint containers Recycled materials Hormone-free dairy supplyClever advertising Free ice cream samples basic and local image Figure 5. Ben &038 Jerrys Key Factors of Success. STRATEGIC CONSISTENCIES According to the Ben &038 Jerrys Mission St atement, the goal of the company is to integrate product quality with economic success and social responsibility. One of the key strategic factors that successfully links these three missions in concert is the differentiation strategy. In this respect, the environmental and general corporate strategies are very much in tune with each other.Differentiation not only increases the competitive advantage of Ben &038 Jerrys, but it also leads to environmental excellence in the operation of the company. By focusing its oversight and energy on recycling, energy efficiency, and product variation, Ben &038 Jerrys can reduce its impact on the environment while at the same time reducing product cost. This is being achieved through the work of the promotional material Information Group that focuses on reducing the incoming packaging which adds to the waste stream, and the production of the compostable Eco-Pint. These and other actions help build a competitive advantage within the market.By u sing allnatural, rBGH-free ingredients and dioxin-free containers, Ben &038 Jerrys can also attract environmentally minded consumers to its products, consequently increasing market share. At the same time, this practice helps protect the environment and support family-farming and sustainable agriculture. Therefore, this differentiation strategy has the versatility of providing a better product that can attract customers, command a higher price, and protect the environment, hence satisfying the three integral move of the companys mission and both the corporate and environmental strategies.In order for this environmental differentiation strategy to be sustainable there needfully to be a willingness among customers to pay for environmental quality, credible information about the companys environmental attributes, and insulation against imitation. The companys blotto 15 growth in revenue over the last few years shows that the customer base is there and that they are more than will ing to pay a premium price for a superior quality product. Ben &038 Jerrys addresses the latter two issues through its informative website, external audits, and regular innovation creating unique, hard to imitate flavors and products.Another way in which the environmental strategy and corporate strategy are consistent with each other is in the area of regulatory compliance. As a result of the attention Ben &038 Jerrys pays to the environmental risks associated with its production process, and the efforts made by the company to ensure that negative impacts to the environment from its business operations are minimized, Ben &038 Jerrys has had very few compliance issues and has never been issued any penalties by federal regulators (1998 CERES Report). In addition to the environmental benefit from such compliance, there is a beneficial impact on the business as well.By minimizing operational costs, the company gains a potential competitive advantage over competitors with less stringe nt environmental controls that may face compliance issues. Overall, the companys environmental strategy and general business strategy are well integrated. By focusing on differentiation, which is in large part due to environmental policies and programs, the company gains a competitive advantage over its rivals. As the company grows and increases its annual profits, more money can therefore be donated to social and environmental causes through its various giving channels.Ben &038 Jerrys has positioned itself so that its success is highly dependent on its environmental image, therefore the two strategies are close linked. There are, however, some disconnects between strategies. There are a few instances where environmental goals take a back rump to company profits. Examples of these disconnects are described in the next section below. DISCONNECTS BETWEEN STRATEGIES Although the mission of the company is to temper economic growth with environmental responsibility, during our research we discovered several ccasions in which company profits clear outweighed the desire to be as environmentally proactive as possible. For example, Ben and Jerrys shortly packages its Peace Pops inside a tractile wrapper and paper board box. This change was in response to a intuitive feeling that sales had been declining due to customer dislike of its original packaging, which consisted solely of a fictile wrapper. This change has led to an increase of packaging materials by 152,000 pounds annually (ibid. ).This is in direct conflict with the companys policy on waste reduction and illustrates the priority given to company profits over environmental concerns. Similarly, an effort to introduce an organic line of desserts, which would have been more in line with its environmental strategy, was abandoned due to economic costs. Another example of a disconnect is in the companys energy use. Ben &038 Jerrys recognizes that its operation, like any industrial process, is energy intensive. However, as of 1998, the company had no formal policy on energy use and conservation (ibid. ). time the plants and scoop shops make attempts to be energy efficient, the company relies on non-renewable sources of energy for its production processes, sooner of using green energy that would be less damaging 16 and more consistent with its environmental policies. Although not expressly stated, it seems that economic cost is once again superseding sustainability. While Ben &038 Jerrys works to reuse and recycle as much of its waste as possible, it is the policy of the company to send any hazardous waste that cannot be recycled to a hazardous waste incinerator to be handled.Although this may be the roughly scotch method of treating hazardous waste, it is not needfully the most environmentally sound governance technology, and directly contradicts the companys environmental goals. In keeping with the corporate strategy of maintaining a local, down home image, many sacrifices to the env ironmental strategy are made. The most glaring disconnect is in the national distribution of the product from a single state. Manufacturing in Vermont requires extensive shipping of its products this is a highly energy-intensive process.In 1998, emissions from the distribution of its products totaled over 113,000 pounds for speed of light monoxide, 15,000 pounds of nitrogen oxides, 7,000 pounds of hydrocarbons, 1,600 tons of carbon dioxide, and 400 pounds of particulate matter (ibid. ). This trade-off illustrates an inherent inconsistency between the corporate and environmental strategies of the company. While these disconnects do occur, we feel that Ben &038 Jerrys has done an excellent telephone circuit in integrating its business and environmental strategies and balancing profitability with environmental protection.UNILEVER ACQUISITION AND IMPACTS ON STRATEGY Ben &038 Jerrys strategy will likely shift towards larger-scale economic growth in response to the new-fashioned Unile ver acquisition of the company in April 2000. Ben &038 Jerrys emphasized that this acquisition will allow the company to create an even more dynamic, socially positive ice cream business with global reach (www. lib. benjerry. com). In addition, the financial backing of a larger and established company will strengthen Ben &038 Jerrys competitive advantage with respect to the five forces, particularly the threat of competition from rival firms.According to the cofounders, neither of us could have anticipated, twenty years ago, that a major multinational would some day sign on, enthusiastically, to go later and expand the social mission that continues to be an essential part of Ben &038 Jerrys and a driveway force behind our many successes. scarcely today, Unilever has done just that. While we and others for certain would have preferred to pursue our mission as an independent enterprise, we take to that, as part of Unilever, Ben &038 Jerrys will continue to expand its role in s ociety (ibid).The agreement between Unilever and Ben &038 Jerrys ensures that the latest social mission of Ben &038 Jerrys will be support and well-funded, which will lead to improved procedure in this area and an opportunity has been offered for Ben &038 Jerrys to contribute to Unilevers social practices worldwide. According to Richard Goldstein, President of Unilever Foods of North America, Unilever feels that Ben &038 Jerrys has a significant opportunity outside of the United States. Unilever is in an ideal position to bring the Ben &038 Jerrys brand, values and socially responsible message to consumers worldwide.Much of the success of the Ben &038 Jerrys brand is based on its connections to basic human values, and it is our hope and expectation that Ben &038 Jerrys continues to engage in these critical, global economic and social missions (ibid). Based on the nature of this agreement, Unilever is pledging to uphold Ben &038 Jerrys mission of 17 integrating product quality wit h economic performance and social responsibility. Therefore, we do not expect that Ben &038 Jerrys environmental strategy will change, except that more innovations can possibly be made with the augmented financial and human resources.In addition, the social and environmental mission of the company will have the opportunity to be apply on a more global scale. As far as the saving of the companys corporate strategy, Unilevers global presence and greater access to distribution channels will allow for Ben &038 Jerrys to continue to expand inter nationally, thus increasing market share, profitability, and competitive advantage. Potential threat to Ben &038 Jerrys success as a result of the Unilever acquisition are the negative public perception of the company (i. e. elling out), loss of consumer support and brand loyalty. This can be mitigated through marketing strategies geared towards alleviating public fears and ensuring that the underlying goals and policies of the company will rem ain intact. RECOMMENDATIONS &038 CONCLUSION Based on our analysis, we believe that the corporate and environmental strategies are appropriate and well integrated. While there are some disconnects between the two strategies, overall it is clear that the company strives to achieve economic success and environmental responsibility.Up to now, Ben &038 Jerrys has been successful at maintaining this balance. The primary concern is how well the company can insulate itself from future competition that could threaten its position as a leader in the super premium frozen dessert industry. In light of the threats set in the SWOT analysis, we recommend that Ben &038 Jerrys implement the following suggestions Protect its public image in light of the recent acquisition by Unilever by maintaining its current position as a market-leader in environmentally and socially responsible business practices. remain cost-cutting efforts through implementation of further waste reduction, energy conserv ation, and recycling programs. Draft a formal written policy on energy use. Frequent product innovation and diversification to address threats of substitute and imitation products and meet changing consumer preferences (i. e. lactose-free ice cream, all organic line of frozen desserts, cookies) Continue franchising scoop shops to increase its market reach and withstand growing competition, both nationally and internationally.As the company grows, there will be greater waste generation and distribution-related emissions increase the development of cleaner manufacturing, disposal, and distribution technologies to ensure that the company continues to stay in compliance. Develop additional manufacturing plants and distribution centers outside of Vermont to reduce distribution costs, cut down on distribution-related emissions, and increase production volume of the company. If George W.Bush becomes President, there could be a relaxation of environmental regulations and attitudes, thus le veling the playing field and eroding Ben &038 Jerrys competitive advantage over firms that may be less environmentally responsible. The 18 company needs to continue to focus on its differentiation strategy to retain its edge and reinforce customer loyalty and support. Continue to work with Unilever to ensure that Ben &038 Jerrys remains an independent subsidiary with its social and environmental values firmly in place. Protect itself from acculturation into the multinational corporate identity.In conclusion, our analysis has illustrated that a company can be competitive without sacrificing its environmental goals and strategies. Through differentiation, Ben &038 Jerrys has established itself as both a leader in product quality and environmental responsibility. The challenge will be for Ben &038 Jerrys, after being acquired by a multinational conglomerate, to demonstrate that it is still possible to maintain its uniqueness and proactive environmental strategy. So can Ben &038 Jerry s continue to serve up a double scoop of being green and making green?Stay tuned for the next flavor of the month. 19 BIBLIOGRAPHY Ben &038 Jerrys 1998 CERES Environmental Report, 1998. Securities and transfer Commission Annual Report for Ben &038 Jerrys Homemade, Inc. Form 10-K, 1999. Spolsky, Joel, How to Grow a Business, http//www. fool. com, rarified 4, 2000. Thompson, Arthur A. Jr. , Strickland, III, A. J. Crafting and Implementing Strategy, Text and Readings, 10th edition. Irwin McGraw-Hill, 1998. www. hoovers. com www. benjerry. com www. lib. benjerry. com Substitute Products Many S ubstitute s 20

'Explain These Terms Essay\r'

'• Speech †A order of verbally communicating to explain wants, wants, perceptions in an articulated manner\r\n• Language †A method of communicating both in a verbal or pen manner structured in an understand subject manner to express the persons point\r\n• colloquy †A method of expressing feelings, opinions, or breeding using either verbal or non verbal structures e.g. body nomenclature or facial expressions\r\n• Speech, actors line, and communication needs †Shows slipway in which an individual may need help to communicate by either formulating sentences or using sounds to create dustup in order to get on that point feelings or opinions across. This leave behind show which areas they desire help in order to oblige a full method of communicating.\r\n1. rationalise how speech, language and communication skills support severally of the following areas in children’s outgrowth\r\n• Learning †Speech, language a nd communication enables a child to stand up a mind of the world by being able to ask questions to construct opinions but withal an rationality. It in addition allows them to build there proclaim relationships and share information. This makes them able to express emotion and develop ideas which allow them to solve problems.\r\n• Emotions †universe able to express emotions through speech, language and communications enables a child to build confidence and a self look on to become who they want to be. By growth their communication it means that the child in any case understands what are companionablely acceptable standards and the social norms of how to show the emotions. E.g. it is acceptable for a toddler to throw a temper scene in the street due to fatigue but when the individual grows up it is non socially acceptable so this enables them to develop manners of expressing emotions without crying or having a strop.\r\n• Behaviour †Children are a ble to accustom their speech, language, and communication skills to help them understand just and wrong. By doing this it enables them to understand what they have through with(p) wrong and the consequences for their actions. An example of this could be understanding the word no and naughty.\r\n• Social †universe able to use speech, language, and communication in a social way volition allow them to make friendships. By gaining friendships they will also learn an understanding of how commonwealth like to be treated. Using language in a social shot allows children to learn new things but also allows them to learn off other\r\n'

'Organic Farming Business Proposal\r'

'PB B A S E M E S T E R V I original FARMING design GROUP 6 Iftekhar Ansari, Mujtaba Yameen, Priyamvada Panicker, Akbote Shiva, Vikas D, Jayadev B BBA • Semester VI • Group VI• thoroughgoing body politic B B A S E M E S T E R V I BBA • Semester VI • Group VI• radical earth radical agribusiness Introduction constitutional gardening is the mildew of tillage that relies on techniques a lot(prenominal)(prenominal)(prenominal) as straddle whirling, jet manure, compost and biological lad make. complete gardening mastercedures fertilizers and pesticides but excludes or strictly contrasts the work of manufactured ( synthetical) fertilizers, pesticides (which take herbicides, de statusine lo engrossicides and kingdom Fungicides), plant g course of tryth regulators much(prenominal) as hormones, livestock antibiotics, provender additives, genetic totlyy modi? d organisms, human sewage sludge, and nanomaterials extreme verd ant methods argon internation on the wholey regulated and lawfully en forcefulnessd by galore(postnominal) nations, establish in large part on the standards set by the International union of extreme furorure Movements (IFOAM), an international comprehensive organization for constitutive(a) do work organizations accomplished in 1972. IFOAM de? nes the overarching goal of thorough tillage as: â€Å" original floriculture is a intersection system of rules that sustains the health of tarnishs, ecosystems and people.It relies on ecological wreakes, biodiversity and cycles adapted to local conditions, sort of than the drop of inputs with adverse effectuate. primitive grocery store-gardening combines tradition, innovation and science to bene? t the overlap environment and promote fair relationships and a neat quality of life for all involved… ” â€International Federation of original close Movements Since 1990, the commercialise for ingrained products has expectant from nonhing, reaching $55 billion in 2009 correspond to ingrained Monitor (www. essentialmonitor. com).This bespeak has driven a similar gain in nativeally maked raise fetch which has grown over the past ten-spot at a compounding rate of 8. 9% per annum. [5] Approximately 37,000,000 hect ars (91,000,000 acres) worldwide ar at formerly farmed extremeally, representing approximately 0. 9 sh be of total world farm cut down (2009) History perfect dry land (of many an(prenominal) particular kinds) was the lord type of agriculture, and has been practiced for thousands of days. Forest gardening, a fully complete pabulum production system which dates from prehistoric periods, is thought to be the worlds oldest and virtually resilient agroecosystem.After the industrial trans kneadation had introduced in total methods, some of which were non well(p) true and had serious side effects, an positive presence began in the mid-1920s in tel ephone exchange europium by means of the work of Rudolf Steiner, who cr cour seminal fluid biodynamic agriculture, an un durationly version of native agriculture. complete agriculture was independently substantial in the forties England by the work of Albert Howard as a reaction to agricultures growing reliance on synthetic fertilizers. Arti? ial fertilizers had been created during the 18th century, initially with super orthophosphates and consequently ammonia- base fertilizers mass- received use the Haber-Bosch process positive during World War I. These early fertilizers were cheap, powerful, and halcyon to transport in bulk. Similar advances occurred in chemical pesticides in the 1940s, cart tracking to the decade world referred to as the ‘pesticide era. Although extreme fertilizer tillage is prehistoric in the widest sense, Sir Albert Howard is widely considered to be the â€Å"father of positive land” in the sense that he was a chance on builder of the post-industrial-revolution total movement.Further work was make by J. I. Rodale in the united States, chick Eve Balfour in the United Kingdom, and many former(a)s across the world. The ? rst lectures and publications on ingrained agriculture stem from Rudolf Steiner, however, whose Lectures on culture were print in 1925. The modern total movement is a revival movement in the sense that it seeks to restore balance that was addled when technology grew rapidly in the nineteenth and 20th centuries. Modern natural tillage has made up yieldd a fraction of total plain produce from its beginning until today.Increasing environmental aw atomic number 18ness in the general population has transformed the earlier supply-driven movement to a demand-driven one. Premium p strains and some government subsidies attracted farmers. In the maturation world, many G r o u p V I! thoroughgoing estate 1 producers farm according to traditional methods which ar comparable to ex treme fertilizer culture but are non certi? ed. In different grammatical cases, farmers in the develop world rush converted for frugal reasons Methods Soil oversight Plants pauperism normality, phosphorus, and potassium, as well as micro foods and symbiotic relationships with fungi and different organisms to ? urish, but belongting overflowing nitrogen, and curiously synchronization so that plants get enough nitrogen at the upright time (when plants expect it most), is likely the sterling(prenominal) challenge for complete farmers. Crop gyration and green manure (â€Å" whirligig plumes”) support to provide nitrogen through and through legumes (to a greater termination precisely, the legume family family) which ? x nitrogen from the atmosphere through symbiosis with rhizobial bacterium. Inter exploitping, which is sometimes utilize for insect and disease control, underside as well increase imperfection nutrients, but the competition among the legu me and the crop throw out be problematic and wider spacing amidst crop rows is take awayd.Crop resi delinquents send word be ploughed covering into the modify, and different plants leave different centers of nitrogen, potentially aiding synchronization. primitive farmers in addition habit savage manure, real processed fertilizers such as seed meal and various mineral powders such as rock phosphate and greensand, a pictorially occurring form of potassium hydroxide which provides potassium. Together these methods help to control corrosion. In some cases pH whitethorn need to be amended. Natural pH amendments let in lime and sulfur, but in the U. S. ome compounds such as iron sulfate, aluminum sulfate, magnesium sulfate, and soluble boron products are allowed in oganic farming. Mixed farms with both livestock and crops raft operate as ley farms, whereby the land gathers birth rate through growing nitrogen-? xing forage grasses such as white clover or alfalfa and grows cash crops or cereals when fullness is established. Farms without livestock (â€Å"stock slight”) whitethorn ? nd it lots dif? cult to maintain fertility, and may hope much than on away inputs such as trade manure as well as grain legumes and green manures, although grain legumes may ? circumscribed nitrogen because they are harvested. Horticultural farms growing fruits and vegetables which operate in protected conditions are a great deal even to a greater goal reliant upon external inputs. Biological interrogation on grease and soil organisms has proven bene? cial to perfect farming. Varieties of bacterium and fungi break master chemicals, plant theme and animal waste into fruitful soil nutrients. In turn, they produce bene? ts of healthy restorations and much productive soil for afterlife crops. Fields with less or no manure display signi? antly dismantle affords, delinquent to decreased soil microbe community, providing a healthier, to a great er extent arable soil system Weed management entire the skinny management promotes mourning illegalised suppression, rather than tummy elimination, by enhancing crop competition and phyto cyanogenetic effects on widows widows weeds. thorough farmers integrate cultural, biological, mechanical, forcible and chemical tactics to manage weeds without synthetic herbicides. entire standards require rotation of annual crops, meaning that a sensation crop cannot be grown in the same location without a different, intervene crop. original crop rotations frequently imply weed-suppressive cover crops and crops with dissimilar life cycles to discourage weeds associated with a particular crop. complete farmers ex operate to increase soil organic matter content, which can support microorganisms that destroy coarse weed seeds. Other cultural practices utilize to enhance crop competitiveness and cut back weed pressure intromit excerption of competitive crop varieties, high-density lay, tight row spacing, and late planting into warm soil to encourage rapid crop germination.Mechanical and fleshly weed control practices used on organic farms can be to a greater extent lots than not grouped as: Tillage †bend the soil between crops to incorporate crop resi receivables and soil amendments; remove existing weed reaping and prepare a seedbed for planting; G r o u p V I! fundamental farm 2 Cultivation †pitiful the soil after seeding; Mowing and cutting †Removing top maturation of weeds; Flame weeding and thermal weeding †Using ignite to kill weeds; and Mulching †Blocking weed emergence with organic materials, plastic ? lms, or landscape fabric. almost course sourced chemicals are allowed for herbicidal use.These include sure formulations of acetic acid (concentrated vinegar), feed gluten meal, and native oils. A few selective bioherbicides based on fungal pathogens acquit as well as been developed. At this time, however, organ ic herbicides and bioherbicides play a minor role in the organic weed control toolbox. Weeds can be controlled by grazing. For example, geese strike been used successfully to weed a pluck of organic crops including cotton, st bareberries, tobacco, and corn, reviving the practice of charge cotton patch geese, common in the southern U.S. before the 1950s. Similarly, some rice farmers introduce ducks and ? sh to wet paddy ? elds to eat both weeds and insects. Controlling separate organisms Organisms aside from weeds that cause problems on organic farms include arthropods (e. g. , insects, mites), nematodes, fungi and bacteria. native farmers use a wide present of Integrated gadfly Management practices to frustrate pests and diseases. These include, but are not limited to, crop rotation and nutrient management; sanitation to remove pest home ground; provision of habitat for bene? ial organisms; selection of pest-resistant crops and animals; crop protection exploitation physica l barriers, such as row covers; and crop diversi? cation through companion planting or creation of polycultures. radical farmers often depend on biological pest control, the use of bene? cial organisms to tighten up pest populations. Examples of bene? cial insects include minute brigand bugs, big-eyed bugs, and to a lesser extent ladybugs (which tend to ? y away), all of which eat a wide range of pests. Lacewings are too effective, but tend to ? y away. Praying mantid tend to move more than behind and eat less heavily.Parasitoid wasps tend to be effective for their selected prey, but like all minor insects can be less effective outdoors because the wind controls their movement. predacious mites are effective for controlling other mites. When these practices are insuf? cient to prevent or control pests an organic farmer may guard a pesticide. With some exceptions, naturally occurring pesticides are allowed for use on organic farms, and synthetic substances are prohibited. P esticides with different modes of action should be rotated to minimize development of pesticide resistance.Naturally derived insecticides allowed for use on organic farms use include Bacillus thuringiensis (a bacterial toxin), pyrethrum (a chrysanthemum extract), spinosad (a bacterial metabolite), neem (a tree extract) and rotenone (a legume informant extract). These are sometimes called green pesticides because they are generally, but not necessarily, safer and more environmentally friendly than synthetic pesticides. Rotenone and pyrethrum are particularly controversial because they work by attacking the nervous system, like most formulaic insecticides.Fewer than 10% of organic farmers use these pesticides regularly; one survey found that only 5. 3% of vegetable growers in calcium use rotenone while 1. 7% use pyrethrum (Lotter 2003:26). Naturally derived fungicides allowed for use on organic farms include the bacteria Bacillus subtilis and Bacillus pumilus; and the fungus Trichod erma harzianum. These are mainly effective for diseases affecting roots. Agricultural explore Service scientists have found that caprylic acid, a naturally occurring fatty acid in milk and coconuts, as well as G r o u p V I! fundamental agribusiness 3 other natural plant extracts have antimicrobial characteristics that can help. compost tea contains a prance of bene? cial microbes, which may attack or out-compete certain plant pathogens, but vari king among formulations and zeal methods may contribute to in lucid results or even dangerous reaping of toxic microbes in compost teas. Some naturally derived pesticides are not allowed for use on organic farms. These include nicotine sulfate, arsenic, and strychnine. Synthetic pesticides allowed for use on organic arms include insecticidal soaps and horticultural oils for insect management; and Bordeaux mixture, cop hydroxide and sodium bi nose candyate for managing fungi. ancestral modi? cation A key characteristic of organic farm ing is the rejection of genetically engineered plants and animals. On October 19, 1998, participants at IFOAMs 12th Scienti? c Conference issued the featherbed del Plata Declaration, where more than 600 delegates from over 60 countries voted unanimously to exclude the use of genetically modi? ed organisms in forage production and agriculture.Although enemy to the use of any transgenic technologies in organic farming is strong, clownish queryers Luis Herrera-Estrella and Ariel Alvarez-Morales continue to direction integration of transgenic technologies into organic farming as the optimal means to sustainable agriculture, particularly in the developing world. [32] Similarly, some organic farmers question the rationale behind the ban on the use of genetically engineered seed because they view this kind of biotechnology consistent with organic principles. Although GMOs are excluded from organic farming, on that point is concern that the pollen from genetically modi? d crops is c hange magnitudely penetrating organic and heirloom seed stocks, qualification it dif? cult, if not impossible, to keep these genomes from entering the organic food supply. International trade restrictions limit the availability GMOs to certain countries. The hazards that genetic modi? cation could suffer to the environment are hotly contest Economics The economics of organic farming, a sub? eld of coarse economics, encompasses the inbuilt process and effects of organic farming in terms of human society, including mixer hails, opportunity costs, unintended consequences, information asymmetries, and economies of scale.Although the sphere of economics is broad, untaught economics tends to rivet on maximizing yields and ef? ciency at the farm level. Economics takes an anthropocentric approach to the apprize of the natural world: biodiversity, for example, is considered bene? cial only to the extent that it is valued by people and increases pro? ts. Some entities such as the Eu ropean Union subsidize organic farming, in large part because these countries want to depict for the externalities of reduced water use, reduced water contamination, reduced soil erosion, reduced carbon emissions, increased biodiversity, and assorted other bene? s that result from organic farming. Traditional organic farming is crunch and noesis- intense whereas formal farming is capital-intensive, requiring more energy and manufactured inputs. total farmers in California have cited market as their greatest obstacle. G r o u p V I! thorough res publica 4 Geographic producer distribution The markets for organic products are strongest in North the States and Europe, which as of 2001 are estimated to have $6 and $8 billion respectively of the $20 billion global market (Lotter 2003:6).As of 2007 Australasia has 39% of the total organic farmland, including Australias 1,180,000 hectares (2,900,000 acres) but 97 percent of this land is sprawling rangeland (2007:35). US gross reve nue enhancement are 20x as much. (2003). Europe farms 23 percent of global organic farmland (6. 9 meg hectares), followed by Latin America with 19 percent (5. 8 one million million million hectares). Asia has 9. 5 percent while North America has 7. 2 percent. Africa has 3 percent. Besides Australia, the countries with the most organic farmland are Argentina (3. 1 million hectares), China (2. 3 million hectares), and the United States (1. million hectares). Much of Argentinas organic farmland is pasture, like that of Australia (2007). Italy, Spain, Germany, brazil (the worlds largest farming(a) exporter), Uruguay, and the UK follow the United States in the amount of organic land (2007). Growth fundamental farmland by world persona (2000-2008) As of 2001, the estimated market value of certi? ed organic products was estimated to be $20 billion. By 2002 this was $23 billion and by 2007 more than $46 billion. In upstart years both Europe (2007: 7. 8 million hectares, European Un ion: 7. 2 million hectares) and North America (2007: 2. million hectares) have experienced strong growth in organic farmland. In the EU it grew by 21% in the period 2005 to 2008. However, this growth has occurred under different conditions. While the European Union has shifted agricultural subsidies to organic farmers ascribable to perceived environmental bene? ts, the United States has not, proceed to subsidize some but not all traditional commercial crops, such as corn and sugar. As a result of this policy difference, as of 2008 4. 1% G r o u p V I! native Farming 5 percent of European Union farmland was organically managed compared to the 0. 6 percent in the U. S.IFOAMs most recent edition of The World of total factory farm: Statistics and Emerging Trends 2009 lists the countries which had the most hectares in 2007. The landed estate with the most organic land is Australia with more than 12 million hectares, followed by Argentina, Brazil and the US. In total 32. 2 million he ctares were under organic management in 2007. For 1999 11 million hectares of organically managed land are reported. As organic farming becomes a major commercial force in agriculture, it is likely to gain increasing impact on national agricultural policies and confront some of the scaling challenges approach by conventional agriculture.Productivity and pro? tability conglomerate studies ? nd that versus conventional agriculture, organic crops yielded 91%, or 95-100%, along with 50% lower expenditure on fertilizer and energy, and 97% less pesticides, or 100% for corn and soybean, overwhelming less energy and vigour pesticides. The results were attributed to lower yields in comely and good years but high yields during drouth years. A 2007 field of operations compiling research from 293 different comparisons into a single study to assess the overall ef? ciency of the two agricultural systems has concluded that … rganic methods could produce enough food on a global per capi ta rear end to sustain the current human population, and potentially an even larger population, without increasing the agricultural land base. (from the abstract) Converted organic farms have lower pre-harvest yields than their conventional counterparts in developed countries (92%) but high than their low-intensity counterparts in developing countries (132%). This is due to relatively lower bankers acceptance of fertilizers and pesticides in the developing world compared to the intensive farming of the developed world. G r o u p V I! constituent(a) Farming thorough farms withstand severe weather conditions reveal than conventional farms, sometimes yielding 70-90% more than conventional farms during droughts. Organic farms are more pro? table in the desiccant states of the United States, likely due to their surpassing drought performance. Organic farms survive hurricane injury much better, retaining 20 to 40% more topsoil and smaller economic losses at highly signi? cant l evels than their neighbors. black eye to widespread belief, organic farming can build up soil organic matter better than conventional no-till farming, which suggests long-run yield bene? s from organic farming. [56] An 18-year study of organic methods on nutrientdepleted soil, concluded that conventional methods were superior for soil fertility and yield in a cold-temperate climate, arguing that much of the bene? ts from organic farming are derived from imported materials which could not be regarded as â€Å" independent”. Pro? tability The decreased cost of synthetic fertilizer and pesticide inputs, along with the higher(prenominal) equipment casualtys that consumers accept for organic produce, contribute to increased pro? ts. Organic farms have been consistently found to be as or more pro? table than conventional farms.Without the price premium, pro? tability is mixed. Organic production was more pro? table in Wisconsin, presumptuousness price premiums. Sustainability (African case) In 2008 the United Nations environmental Programme (UNEP) and the United Nations Conference on Trade and Development (UNCTAD) stated that â€Å"organic agriculture can be more conducive to food security in Africa than most conventional production systems, and that it is more likely to be sustainable in the long-term”[60] and that â€Å"yields had more than doubled where organic, or near-organic practices had been used” and that soil fertility and drought resistance improved.Employment impact Organic methods often require more labor than traditional farming, therefore it provides rural jobs. G r o u p V I! Organic Farming 7 Sales and marketing Most sales are concentrated in developed nations. These products are what economists call credence goods in that they rely on uncertain certi? cation. concern in organic products dropped between 2006 and 2008, and 42% of Americans polled dont trust organic produce. 69% of Americans declare to occasionally buy or ganic products, down from 73% in 2005.One theory was that consumers were substitute â€Å"local” produce for â€Å"organic” produce. Distributors In the United States, 75% of organic farms are smaller than 2. 5 hectares. In California 2% of the farms account for over half(a) of sales. (Lotter 2003) Small farms join together in conjunctives such as Organic Valley, Inc. to market their goods more effectively. Most small cooperative distributors have merged or were acquired by large multinationals such as frequent Mills, Heinz, ConAgra, Kellogg, and others. In 1982 there were 28 consumer cooperative distributors, but as of 2007 only 3 remained.This consolidation has raised concerns among consumers and journalists of potential contrivance and degradation in standards. Most interchange their organic products through subsidiaries, under other labels. Organic foods excessively can be a niche in developing nations. It would provide more money and a better opportunity to compete internationally with the huge distributors. Organic prices are much more stable than conventional foods, and the small farms can tranquil compete and have similar prices with the much larger farms that commonly take all of the pro? ts. Farmers markets scathe premiums are important for the pro? ability of small organic farmers. Farmers selling straightaway to consumers at farmers markets have continued to touch these higher returns. In the United States the add up of farmers markets tripled from 1,755 in 1994 to 5,274 in 2009 G r o u p V I! Organic Farming 8 G r o u p V I! Organic Farming 9 G r o u p V I! Organic Farming 10 G r o u p V I! Organic Farming 11 G r o u p V I! Organic Farming 12 G r o u p V I! Organic Farming 13 G r o u p V I! Organic Farming 14 G r o u p V I! Organic Farming 15 G r o u p V I! Organic Farming 16 G r o u p V I! Organic Farming 17SWOT ANALYSIS OF INDIAN ORGANIC AGRICULTURE (DOMESTIC AND EXPORT MARKET) Organic farming is one such part of agricu lture sector which is unexploited yet. The projects strengths, weaknesses, opportunities and threats are discussed infra: STRENGTHS: Export of organic produce from India is on the rise With organic farming, comes greater nutritionary value and better taste at that place is increased awareness for healthy food in the present generation The fruition of the harmful effects of pesticides and presence of their residues is ascend The international and national certi? ation bodies in the hoidenish that are fashioning it easier for the farmers to acknowledge their produce as â€Å"organic” With increased demand, substitution and State political sympathiess are providing more land at cheaper rates for Organic Agriculture The Government is to a fault providing higher subsidies tax income holidays are given a higher priority and are existence given to the farmers who produce organics Organic produce creation a premium product, pro? ratios get out be towards the higher end d ue to the higher prices Sustainability over the long term thither is an enhanced soil structure and water in? ltration Reduces non-renewable energy use by decreasing agrochemical needs (these require high quantities of fossil fuel to be produced by reducing carbon levels in the soil) OA promotes biodiversity at all levels of production epoch of the edibility is longer G r o u p V I! Organic Farming 18 Drought resistive in nature A major strength is that the only technology OA needs is more of the SUNWEAKNESSES: wishing of awareness is the major downside of Organic Agriculture Not only among the customers but to a fault among the farmers Most farmers have small holdings forest consciousness is low amongst them Lack of marketing skills (mainly due to the disjoint between the agricultural sector and its domestic market not to mention the international market) The market for organics is not consumer-based, but supply oriented There is lower productivity due to the mono-cultured far ming Fields may become matte due to the lack or inorganic additives Industrialized agriculture (if a mutation to organic agriculture takes place) exploits the land to an extent where the soil loses its fertility Sowing of seeds is time consuming since direct drilling of seeds (as done in the traditional form of agriculture) increases risk of soil being lost to wind and erosion There is no usage of genetically modi? ed seeds Another major drawback is the time required for the interaction and the observation between the farmer and his crop A exigency for OA is using skilled labor, which is hard to ? nd Finding the speci? c seeds are not only time consuming, but also more expensive Being more supply oriented, it requires a larger work force to look after it G r o u p V I! Organic Farming 19 OPPORTUNITIES: With the ever growing society and miserliness in the country and in the world, the growth potential for Organic Agriculture is massive As of 2001, the estimated market value of c erti? ed organic products was estimated to be $20 billion.By 2002 this was $23 billion and by 2007 more than $46 billion and still showing a positive trend Along with the market value, the total farmland assigned for OA is also increasing massively The government is also starting to believe in this form of farming, hence give its consent for long practice throughout the country The Indian Competence Centre of Organic Agriculture (ICCOA) is a promising initiative towards OA and serves as a platform for various activities cerebrate to its market development With the continuous growth of the sector, it will be providing a Brobdingnagian number of job opportunities OA helps in qualification people less reliant on generically modi? ed food and moves them towards healthier living The market for organic fertilizers and other organic materials is also growing and making it easier for the farmers to get hold of all the supplies they need G r o u p V I! Organic Farming 20 THREATS: Dishon esty among the suppliers of the raw materials required, i. e products offered with declarations such as â€Å"without pesticides”, â€Å"organic” etc.Unavailability of actual organic materials such as seeds, fertilizers and more High costs of being a premium product may prevent success in the market Hesitation for purchase by customers due to lack of awareness Land may be to contaminated or may not be convertible for organic agriculture Training unskilled labor may be tougher than expected Although governments are cooperating for organic farming, some state governments still believe this method is unproductive and may not give the required permissions and grants Lives of organic farmers are being made dif? cult by large food conglomerates as they want the consumers to focus only on their products Unpredictable Climatic Factors G r o u p V I! Organic Farming 21 G r o u p V I! Organic Farming 22 G r o u p V I! Organic Farming 23 G r o u p V I! Organic Farming 24 G r o u p V I! Organic Farming 25 G r o u p V I! Organic Farming 26 G r o u p V I! Organic Farming 27 G r o u p V I! Organic Farming 28 G r o u p V I! Organic Farming 29 G r o u p V I! Organic Farming 30 G r o u p V I! Organic Farming 31G r o u p V I! Organic Farming 32 G r o u p V I! Organic Farming 33 G r o u p V I! Organic Farming 34 G r o u p V I! Organic Farming 35 G r o u p V I! Organic Farming 36 G r o u p V I! Organic Farming 37 G r o u p V I! Organic Farming 38 G r o u p V I! Organic Farming 39 G r o u p V I! Organic Farming 40 G r o u p V I! Organic Farming 41 G r o u p V I! Organic Farming 42 G r o u p V I! Organic Farming 43 G r o u p V I! Organic Farming 44 G r o u p V I! Organic Farming 45 G r o u p V I! Organic Farming 46 G r o u p V I! Organic Farming 47 G r o u p V I! Organic Farming 48 G r o u p V I! Organic Farming 49 APPENDIX Excerpts from our interview with Mr.Samad Patel, Assistant Director, The Department of Agriculture, Gulbarga, Karnataka M: How is the Government h elping in Organic Farming? S: Organic missions are being formed by the governement to promote organic farming amongst the farming community. 1: Organic Village: It is one of the schemes which promotes organic farming in a hundred acre celestial sphere in a village per delay on a pilot basis, thereby other farmers can learn how to do organic farming. 2: Giving bounty to bio-degradable, vermi-compost units through Agricultural & Horticultural Department, intentness & Commerce. 3: Establishing organic farming research centers at agricultural universities.M: What are the fertilizers allowed in organic farming? S: 1: Farm Yard mire 2: City Compost 3: Vermi-Compost 4: Enriched Compost 5: Green Manure M: What is the method of growing the plants in organic farming? S: 1: Sowing the seed with recommended dose of naturally occurring organic fertilizer G r o u p V I! Organic Farming 50 2: Irrigation of the sowed area 3: Seed gets germinated in 1-2 weeks 4: Process of Weeding 5: Harvesting, once the plant is ready 6: ploughing the ? eld for the next crop M: What are the risks involved with Organic Farming? S: 1: In case of organic farms, there is low yield in the ? rst few years. 2: Pest and Disease management is dif? ult 3: Our soils are addicted to fertilizers and take time to revert back to organic standards 4: It is a very laborious process 5: Organic manure are to be produced by the farms, which is also a lengthy and expensive process 6: Seeds are not easily accessible 7: High prices may lead to low sales M: Is organic food more nutritious than conventional food? S: Yes, organic food has more nutritional value and also has better taste. Reason being that it is produced in its natural method. M: What does â€Å"certi? ed organic” mean? What is the certi? cation process? S: In western countries as well as in India, Organic produce is purchased on basis of the certi? cation by various agencies such as the ICCOA. After completion of the initial thr ee years of production, the farmer must enroll for the certi? cation. The agency then monitors G r o u p V I!Organic Farming 51 the day-to-day cultivation activities and soil testing, the said agency will certify the farm as â€Å"organic”. M: Why does Organic cost more? S: It costs more, because the cost of cultivation is higher although the yield obtained is low. The demand is higher when compared to the supply. Also, it is pesticide and fertilizer free and has a higher nutritional value, steering it towards being a healthier alternative. M: Is there a national standard for Organic Farming? S: No M: How do farmers fertilize crops and control pests, diseases and weeds? S: Organic farmers fertilize crops by using farmyard manure, vermi-compost, green manure etc. : They manage pests by manual collection of pests 2: Botanical extracts 3: Neem embrocate 4: Neem Cake 5: By following integrated pest management methods Diseases are managed by: 1: Manual Roughing 2: By using Botan ical extracts G r o u p V I! Organic Farming 52 3: Some plants have naturally occurring antifungal properties Weeds are managed by: 1: Summer Ploughing 2: Intercultivation 3: Hand Weeding M: What subsidies does the government provide for organic farmers? S: 1: Vermi-compost per farmer †Rs. 6000 †Rs. 30000 (depending on the size of the farm) 2: Biogas Unit †Rs. 60000 aid 3: City Compost: Distributed at 50% gift 4: Green Compost: Sold at 50% aid 5: Biodigester: Subsidy of Rs. 0000 (Biodigesters convert organic wastes into a nutrient rich liquid fertilizer and biogas, a renewable source of electrical and heat energy) Irrigation Subsidy Operations & Maintenance subsidy + 6 per cent interest on cumulative Irrigation investments Operations & Maintenance subsidy + 1 per cent interest on cumulative irrigation investments Power Subsidy G r o u p V I! Organic Farming 53 Difference between mean(a) cost of production per unit and the amount revenue realized per un it cipher by agricultural power wasting disease as estimated by APTRANSCO Difference between the cost to serve agriculture and average revenue realisation per unit cypher by agricultural power intake as estimated by APTRANSCODifference between the cost to serve agriculture and average revenue realised per unit multiplied by power consumption as estimated by AP Farmers Federation G r o u p V I! Organic Farming 54 excuse We would like to thank our Entrepreneurship Development faculty, Mrs. Radhika, for giving us the opportunity to create a project report such as this, which was a widely informative and knowledge building exercise. We also worked in tandem bicycle with Mr. Samad Patel, Assistant Director of The Department of Agriculture, Gulbarga, Karnataka, throughout our research. He guided us through our dif? culties and gave us essential information that we requisite to complete our analysis. G r o u p V I! Organic Farming 55\r\n'

'Brazil leading the BRICS case study Essay\r'

'As of the date of the courting and as explained in the slip-up: is brazil-nut tree leadership the BRICs? satisfy explain and bear your position. (We will discuss to a greater extent recent data in class if time.)\r\nFrom the case I crowd out see that for the foregone decade, brazil-nut tree has experienced greater desegregation into the global economy which has been characterized by epoch-making growth in economy and accompaniment of the country’s weight in supranational batch negotiations. brazil nut compete an increasingly important lede aim in the BRICs. However, Brazil was the underperformer of the BRICs in many areas. It faced significant obstacles to growth, including uprising inflation, high invade rates, an appreciating exchange rate, short infrastructure, excessive bureaucracy, and persistent crime. Overall, I suppose that Brazil plays a to a greater extent and much than important role on the multinationalistic stage but is not leading th e BRICs.\r\n brazil PLAYS A to a greater extent AND MORE IMPORTANT ROLE ON THE global STAGE\r\nSTRONG ECONOMIC egression\r\nBrazil had sustained an average yearbook GDP growth of 4% since 2000. amid 2002 and 2009, inequality and p overty had declined significantly and more than 30 million Brazilians had advanced from turn away income strata to the middle class.\r\nGoldman Sachs expected the BRICs to be among the quintette largest economies in the orbit by 2030, prognostic a growth rate of more than 5% per year for Brazil.\r\nINTENSIVE planetaryistic TRADE AND FOREIGN INVESTMENT\r\nIn 1964, Brazil was opened to foreign conduce investiture an expansion in manufacturing and serve generated GDP growth averaging more than 10% annually.\r\nBy 2008, Brazil was in the twinge 20 countries ranked by international trade.\r\nAfter Brazil joined the WTO, over time, the number of Brazilian firms on a list of the world’s 2,000 largest ein truthday companies grew from 13 in 2 003 to 33 in 2010.\r\nForeign investors had transferred more than $30 zillion in portfolio investment to Brazil in 2010 alone.\r\nA MAJOR PLAYER IN MULTILATERAL TRADE NEGOTIATIONS\r\nDuring numerous meetings of trade ministers from more than 140 countries, Brazil s in any cased come forth as a leading division of emerging trades.\r\nPresident Lula led the existence of the WTO G-21, a block of developing countries that negotiated together with at WTO meetings.\r\nBrazil took a leading role in WTO negotiations and it also held important leadership positions in the Group of twenty dollar bill (G-20).\r\nAN AGRICULTURAL POWERHOUSE\r\nBrazil had frame an awkward powerhouse, ranked as the world leader in the production of sestet crops, ranging from sugarcane to dry beans, and among the top five producers of 32 other agricultural goods.\r\n brazil-nut tree IS NOT LEADING THE BRICS.\r\nUNFAVORABLE diachronic FACTORS\r\nBrazil became independent in 1822, which was the latest indep endent country among the BRICs.\r\nBrazil had been in a climate of political upheaval for a long time flood with rebellions, individual dictatorship, and tensions between the landowners and slaveries.\r\nTHE GOVERNMENT’S DEVELOPMENT STRATEGY IMPOSED OBSTACLES ON ENTREPRENEURS\r\nUnder the Import substituting industrial enterprise (ISI) development strategy, State-owned enterprises expanded but advanced businesses were pushed remove of the formal economy.\r\nLabor laws do it greetly for companies to hire or squeeze out shapeers\r\nFINANCIAL ISSUE\r\nHigh interest rates and barriers to borrowing blocked market entry for entrepreneurial Brazilians.\r\nBrazil had a long time relying on militant growth which fueled import use and to a large extent change state Brazil’s balance-of- giftments, while political science debt ballooned.\r\nRED TAPE AND POOR infrastructure\r\nBrazil’s infrastructure is in terrible shape and the country isn’t saving and investing enough. Red immortalize and poor infrastructure make it tall(prenominal) for Brazilians to start companies.\r\nLOW-QUALITY TRANSPORTATION SYSTEM\r\nIn 2011, Brazil still transported many agricultural exports distances of 1,500 kilometers or more on low-quality roadstead in order to arrive at ports with backlogs and ineffective logistics. The World Economic gathering’s â€Å"quality of roads office” ranked Brazil 105th out of 139 countries.\r\nTHE QUALITY OF EDUCATION REMAINED LOW\r\nBrazil’s students ranked near the freighter in the Organization for Economic Coordination and instruction’s Program for International scholarly person Assessment.\r\nCOMPLEX DIPLOMATIC RELATIONSHIPS\r\nBrazil’s success in World lot Organization dispute, use of compulsory licensing nutrition to break patents, and diplomatic negotiations with Iran had generated tensions with the United States and the European Union.\r\nIn Africa, Brazil found itself com peting with mainland China for development projects and political influence.\r\n(2) Was Brazil or the U.S. correct in the Merck dispute? Please explain and defend your position.\r\nTHE MANUFACTURING COST OF THE EFAVIRENZ WAS genuinely HIGH.\r\nThe combination of prescription drugs that made up the HAART approach historically cost more than $15,000 per patient annually in the United States. The high worth in the home country already showed that the germane(predicate) R&D, manufacturing cost was very high, let alone the other purposeless cost for selling in a foreign destination.\r\nBRAZIL THREATENED A COMPULSORY endorse TO FORCE pharmaceutic FIRMS COMPROMISE ON THE PRICE.\r\nIn 2005, Abbott Pharmaceuticals made a compromise deal because Brazil’s health minister jeopardise a compulsory authorize. Brazil political sciences precept it an effective way of pushing the pharmaceutical firms to compromise, so they started to make the same pace towards other pharmaceutic al firms. What they considered was their own pull in but did not carefully consider whether it was inappropriate.\r\nMERCK OFFERED MODEST DISCOUNTS AND SOON AFTER displace THEIR PRICE AGAIN BUT Brazilian OFFICIALS DID NOT STOP AND INSTEAD film MORE.\r\nBrazilian officials intensified negotiations with Merck after they standard discounts from the company in 2005. Over the vogue of 16 official meetings, Merck lowered its determine again to $570 per patient per year. Brazilian health and trade officials demanded better, citing generic suppliers ready to deliver the drug at $240 per patient per year.\r\nBRAZIL do by MERK’S MULTIYEAR STAGED technology TRANSFER TO FARMANGUINHOS.\r\nTo protect its IP, Merck proposed a multiyear re-create technology transfer for efavirenz to Farmanguinhos, Brazil’s national drug compelr. In the process, Farmanguinhos can learn and develop progressively with the encourage of Merck, but Brazil government was too anxious to obtain th e short confines benefit and did not realize that the multiyear stage technology transfer would benefit more in the long run.\r\nMERCK ADOPTED set RELATED TO THE COUNTRIES’ ECONOMIC DEVELOPMENT LEVELS WITHOUT indifference OR DISCRIMINATION.\r\nAs the world’s 12th largest economy, Brazil was able to pay a little higher price, which on the other hand can sponsor the countries that are more underdeveloped to lessen budget for the medicines. However, Brazil only compared the price with some of the more inferior countries and condemned that Merck did not note them and charged them unfairly.\r\nMERCK WAS NOT PROFIT-ORIENTED AND IGNORED THE PUBLIC INTERESTS AS BRAZILIAN OFFICIALS SAID.\r\nMerck operated several(prenominal) donation programs for medicines valued at more than $750 million annually, which showed their sense of social tariff and care for the state-supported interests.\r\nTHE COMPULSORY LICENSE WOULD CAUSE INVESTMENTS TO GO ELSEWHERE.\r\nBreaking off disc ussions with Merck and seizing its intellectual property direct a dangerous signal to the investment community. In Brazil, more than 550 domestic and international firms were involved in pharmaceutical. All these firms were taken aback by the compulsory license and getting worried that their intellectual property could be expropriated.\r\nTHE EFAVIRENZ COMPULSORY LICENSE overly POSED A CHALLENGE TO FARMANGUINHOS. Farmanguinhos initially was unable to manufacture efavirenz with little more to go on than Merck’s patent. It had to work very hard to obtain the know-how to manufacture efavirenz.\r\nINTERNATIONAL OR PRIVATE COMPANIES matte THEY INCREASINGLY LOST COMPETITIVE POWER.\r\nSince companies comparable Farmanguinhos that are owned by the government paid no tax and did not need to go through the populace bid pathway to sell their products, they had pilot light considerable advantages over the other international or private companies. Moreover, intensive economic aid and attention were given to them that made them overpoweringly dominant.\r\nTHE GOVERNMENT REACTION CONTRADICTED ITS PROMISE.\r\nTo reassure investors and firms, the Brazilian government sought that patent laws remained in force. The Ministry of Science and Technology declared that they would respect the international intellectual property sub judice framework. However, soon after Brazil’s health minister announced that the support drug tenofovir, manufactured by U.S.-based Gilead Sciences, was â€Å"of public interest,” and the company’s patent coating for the drug was rejected.\r\n'

'Why is it important to understand the boundary conditions of any information systems project?\r'

'Before entropy whitethorn be automated, it essential be evaluated for completeness. Examine the entropy bows that Kudler okay Foods maintains for inventory. Resources: Kudler exquisitely Foods Virtual Organization, sample oarlock prorogue, andMicrosoft® Excel thole Table tutorial Review the sample pivot table, available on the student Web identify for this course, and the Microsoft® Excel Pivot Table tutorial, available at http://office. microsoft. com/training/training. aspx? AssetID=RC010136191033 Access the Inventory Reports information table in the Kudler Fine Foods Virtual Organization intranet site, fixed under the Finance and method of accounting tab.The table definition is located under the Information Technology tab. desexualize a brief of no more than 750 haggling for Kudler Fine Foods management in which you address the pursual: Evaluate the design elements of the information tables from an accounting perspective. effect an entity relationship dia gram illustrating the existing data tables. advise improvements to the data tables. Create a pivot table in Microsoft® Excel using the general al-Quran inventory data located on the Kudler Fine Foods intranet. Explain how the culture in thepivot table may improve decision making for management at Kudler Fine Foods; involve an example from the data.Discuss this calendar weeks objectives with your team. Your discussion should include the topics you feel comfortable with, any topics you struggled with, and how the weekly topics worry to application in your country. Prepare a 350- to 1,050-word study detailing the findings of your discussion. This week’s objectives focuses are on technical skill building with databases and its importance to AISs. accent mark is placed on the basic concepts, organizing, manipulating, managing data, and finally the aspect of database forms and reports using Microsoft Access.The more or less enlightening aspect of this week’s di scussion topic is the importance of data records to a gild. Databases can be one of the most important structures of a company and often quantify are irreplaceable. Valuable and sensitive information slightly a company’s economic and seam events is stored in a database management system. The privacy of this information should be guarded at all time against unauthorized access, data loss, and inexperience users. Database records are kept up(p) in a database management system by a database administrator.In order to keep track of data information, a data dictionary is used to memorandum database records. A data dictionary is a â€Å"database that describes the data fields in each database record” (Bagranoff, 2008, p. 413). The data dictionary tracks assigned passwords, restricted users, field names, field size, data field type, etc. Without database oversight, a company’s livelihood is at stake. Bagranoff, N. A. (2008). Core Concepts of Accounting Informatio n Systems. Retrieved from The University of Phoenix eBook Collection database.\r\n'

'Idea and City Council\r'

'Everest University Abstract It’s very essential for commissioners and city councils to understand the enormousness of rhetoricals. When the commissioners and city council understand forensics they will have a clear estimation of what the cost and what it takes for the forensic team. Having an idea and understanding gives you knowledge of the forensics. It’s very measurable that commissioners and city council member to appreciate the value and the problematical work of a forensic team.It is very important for the city council and commissioners to understand and appreciate the value of forensic evidence because all funds have to be approved by elected officials and they have to cater oversight for LEO to help prevent violations of funds. rhetorical processing and evaluations so-and-so be costly and harm to conduct a timely use can lead to a law typeface against the city and county. Neither city nor the commissioner wants a law suit against them.forensics is v ery important for the commissioner, city council and other pack that’s have something to do with running a town to appreciate and understand the value of it. Forensic gives an insight on someone innocent or to prove them guilty and the commissioners should be appreciative of that. chat between all those that are not snarled with the forensic besides have some express so in the money funds should channel with each other very well so that way the city council and the commissioners will know incisively how the funds are being spent and that it’s to prove someone innocent or guilty.An unorganized approach can lead to misunderstanding on either end. I don’t signify the city commissioners are involved in the intimate of crimes as much as they should be but they do make decisions on the funds and I think they do appreciate the value of forensic evidence. They just can’t be at that place on the scene and do hands on but they do appreciate it I think. R eferences condition: Mabelle Dec. 9 (2009) Article: May, 29 (2010) www. mycriminaljusticecareers. com www. bls. gov\r\n'