Contrasting an Online Class to a Traditional Class

Table of Contents Introduction An Online Class A Traditional Class Conclusion Introduction A college or an advanced degree was historically a dream among many people especially the full time employed people and family oriented career professionals but today academic achievements are a reality that is almost becoming the standard style. Many people are taking studies concurrently with their jobs in the aim of becoming apprentices in their field of specialization. Advertising We will write a custom essay sample on Contrasting an Online Class to a Traditional Class specifically for you for only $16.05 $11/page Learn More Most people mainly work to get good remunerations, but the level of payment mostly depends on skill area and level of skills. What many potential students have discovered is the ability to blow off their academic limits by considering other options of attending classes without having to be physically involved. This is a practical strat egy of influencing the payment levels or staying competitive in the job market among the part-time students. What are the differences between the online classes and the physical or traditional classes? An Online Class Online classes provide one with a chance to learn by combining college theory work, with the work training provided by employers at the work place. According to online education guides, one is able to get a competitive edge over those who have to attend fulltime classes physically before they can engage work placements. One can easily connect the online studies to real work situations, thus making the learning process to become easier, since there is no need to keep remembering facts. Much of the learning is achievable though application of what one learns during fieldwork. An online study therefore provides one with the ability to turn theories to practice without further delays. The diversity of technology and availability of wide choices without any physical limit s enables a student to be in a position of recognizing institutions with high qualifications internationally and enroll in the best institutions, without extra economic requirements such as travel and accommodation expenses. A Traditional Class With a traditional class, one attends the class full-time as per the set class schedule. Here most of the learning occurs theoretically with fewer practical or applications that do not involve real job market as in the online class, where one has freedom to practice. Advertising Looking for essay on education? Let's see if we can help you! Get your first paper with 15% OFF Learn More However, the learner is able to concentrate on the syllabus taught fully without interruptions and later translate the theory practically in the job market. Unlike the online class, the learner’s errors may cause inconveniences to training, the traditional class is different as all materials and facilities are for learning purposes. There i s also no much pressure on the student in traditional class as the instructors or teachers are patient to guide one through, unlike online class where the learner or even the instructors are on pressure to meet the high market level. In most cases, the traditional class syllabus is usually a bit wider hence offering the trainee much more as opposed to online classes where there is lack of provisions for diversification of the subject. Educational websites restrict the materials to what is necessary for the trainee rather than wasting resources on giving what is pertained in the whole field of expertise. Traditional classes offer one freedom to choose from the whole library of books. Conclusion The choice between online classes and the traditional classes solely depends on career requirements or vital and technical skills requirements, therefore one should be in a position to make a personal choice that will enable achievement of goals by contrasting between the two. Recent change s in the global market require people who are able to invest heavily in education, thus the need to find alternative methods of attending classes. Either Part or full time learning can enhance competitive edge and ability to find extra skills in educational level for career advancement.Advertising We will write a custom essay sample on Contrasting an Online Class to a Traditional Class specifically for you for only $16.05 $11/page Learn More This essay on Contrasting an Online Class to a Traditional Class was written and submitted by user Bryanna Erickson to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

How to Conjugate the French Verb Pleuvoir (to Rain)

How to Conjugate the French Verb Pleuvoir (to Rain) Meaning to rain, the French verb  pleuvoir  is an easy one to study. Thats because its an impersonal verb, which means you dont have a lot of conjugations to memorize. A brief lesson will walk you through the steps for say rained, raining, and will rain in French. Pleuvoir  Is an Impersonal  Verb A rarity in the French language,  pleuvoir  falls into the category of  impersonal verbs. That means you will only have to worry about the  il  forms in the present, future, and imperfect past tenses. The reason for this is quite simple: only it can rain. Think about it for a minute. It is impossible for a human to rain, so that eliminates the need for all the other subject pronouns. I cannot rain, you cannot rain, and we cannot rain. Despite the fact that  pleuvoir  is an  irregular verb, this lesson is much easier because you dont have so many words to memorize. All you have to do is determine which tense is appropriate for your sentence. For example, it is raining is  il pleut  and it rained is  il pleuvait. A fun expression to practice this in is,  Il pleut de cordes, meaning Its raining cats and dogs. Present Future Imperfect il pleut pleuvra pleuvait The Present Participle of Pleuvoir Pleuvoir  may be irregular, but when forming the  present participle, you will use the same ending as the majority of other verbs. Simply attach -ant  to the verb stem  pleuv-  and you get  pleuvant. Pleuvoir  in the Compound Past Tense A  common way to express it rained is with the compound past tense known as  passà © composà ©. This requires the  auxiliary verb  avoir  and the  past participle  plu. Again, you only need to know the  il  present tense conjugate of  avoir, so this results in  il a plu. More Simple Conjugations of Pleuvoir Studying the other basic conjugations of pleuvoir is just as easy because theres only one subject pronoun to worry about. While the subjunctive says it may or may not rain, the conditional implies that it will only rain if something else happens. Both of these are very useful given the uncertainty of the weather. There may also be times when you encounter the passà © simple  or  imperfect subjunctive  forms of this verb. However, there is no imperative  form of  promener. Subjunctive Conditional Pass Simple Imperfect Subjunctive il pleuve pleuvrait plut plt

Information technology and society Assignment Example | Topics and Well Written Essays - 500 words

Information technology and society - Assignment Example The society needs to care more on this issue because; through education people promote their social status and it also influences the way of life of individuals. Besides this, education provides access to such items as employment opportunities and thus improves the way of living of people. It is an important issue to focus on because knowledge gained through education can be applied in various fields such as health, information technology and in technical skills (Petersen, 2002). The application of information technology in the education is important so as to obtain current knowledge and improve access to many people across the globe. The name of the database is African Journals Online (AJOL) which provides access to African scholarly research online and is a non-profit making organization based in South Africa. The publisher that maintains this database is the International Network for the Availability of Scientific Publication (INASP) supported by Google. The staffs in AJOL maintains this database using digitalized full texts and capable software such as Linux as an operating system, Apache and PHP for scripting. The database is freely accessible and provides a user front-end where those using can browse and access the contents of the database online. It also has an administrative end where the staff, journal publishers and editors can log in and manage the contents of the database. In March 2004, AJOL re-launched a data system that was more sophisticated to increase the functionality of site and to ensure compatibility. This included the indexing of all journal content listed with AJOL through Open Archives Initiative, OAI search engines. Basically, information and knowledge products that are indexed include journals article so as to make them available to a greater audience and increase their visibility among the research community. An option for limiting

ARE MENTAL HEALTH SERVICES FULLY MEETING THE NEEDS OF SERVICE USERS Essay

ARE MENTAL HEALTH SERVICES FULLY MEETING THE NEEDS OF SERVICE USERS WITH DUAL DIAGNOSIS ILLICIT SUBSTANCE MISUSE AND SERIOUS MENTAL ILLNESS - Essay Example However, in order to implement this framework in practice, the mental health professionals must be educated and trained suitably enough to be first aware of such conditions so they in turn can raise awareness of the clients in order to motivate them better. Substance misuse and addictive behaviour are very common and are regarded as a major public health problem in the United Kingdom. Dual diagnoses of substance abuse and mental disorders are among the most prevalent mental disorders worldwide. The mental disorders comprise mostly of schizophrenia, affective, anxiety, personality, or attention deficit/hyperactivity disorder. Research has shown that they place enormous burden on individuals and society and hence the nation (Copello, Graham, & Birchwood, 2001, 585-587). The common co-occurrence of psychiatric disorders with alcohol and drug use disorders is well recognized. The reasons for co-occurrence, the best methods to differentiate substance abuse from psychiatric syndromes, and the best treatments for comorbidity remain open research questions. There is now an emerging consensus that when the clinical picture is limited to a single disorder, there are chances of fewer complications (Drake & Wallach, 2000, 1126-1129). Along with th at, it has been acknowledged that comorbid psychiatric and substance abuse disorders present problems. Research again has demonstrated that co-occurring mental and substance use disorders are associated with problems among users, dependence among problem users, with severity and persistence of both mental and alcohol-drug disorders, poor health and failed treatment attempts, with violence, incarceration, and poverty (Essock et al, 2001, 469-476). Therefore, it would be pertinent to investigate or to find evidence whether these available mental health services are adequate enough to meet the growing needs of these individuals with dual diagnosis. In this review article, a systemic review has been proposed to be undertaken within a methodological framework, so the evidence may be culled in order to substantiate the focus question and rationale to conduct this review. Focus Question Are mental health services fully meeting the needs of service users with dual diagnosis, illicit substance misuse and serious mental illness Rationale The problems of dual diagnosis are further compounded by the fact that clients with a dual diagnosis are difficult to assess because they are not a homogenous group. In addition, these clients often are poor historians and are noncompliant during the assessment process. Individuals with dual diagnosis often have complex and multiple needs that are difficult to assess in a comprehensive manner. There are indeed barriers to care for this population, which are significant and multidimensional. Services available for these individuals are absent, inadequate, and

The House Negro and the Field Negro Essay Example for Free

The House Negro and the Field Negro Essay There are two kinds of Negroes in the American society, according to Malcolm X. They are the subservient house Negro† and the subversive â€Å"field negro. † After making a detailed comparison between the two in the body of his speech, he categorically describes himself a â€Å"field negro† (X, Malcolm 1). Malcolm X is what he said he is as a field negro – a defiant black nationalist, with little regard, if at all, in the social institutions founded by white American masters, a representative of the mass of African Americans struggling to unfetter the chain that held the black people to slavery for over four centuries. Malcolm X was a man for his times, a man who witnessed in his youth the racial abuses of America’s white colonial rulers, a philosophical and religious thinker whose bold ideas and expressive rhetoric found acceptance among many African Americans who had long been subjected to racial abuse and debasement. He styled himself to represent the mass of American Africans, suited up in gentlemanly elegance to earn the respect and attention of his audience. Malcolm X delivered his speech in plain language no fancy words, no discombobulated phrases to distract his listeners. He went straight to the point and tackled issues with surgical competence and sharpness. He explained the term â€Å"house slaves† in plain and simple English, in a manner that all his audience could relate to, like the willingness of â€Å"house slaves† to pay three times the price of a house to be able to brag â€Å"I’m the only Negro out here† (Breitman 11). So the crowd roared in mock agreement. In like manner, he said a â€Å"field negro† represented the masses. He said â€Å"when the master got sick, the field Negro prayed that he’d die. † Nothing could be more graphic than that to illustrate a person’s contempt for another. Then, he said â€Å"I am a field Negro† (X, Malcolm 1) to show where he stood on the issue. He was a confident public speaker, gesturing like a true professional, like a brilliant pastor behind his pulpit. He knew his audience and made sure that he delivered the message that they wanted to hear and did it with aplomb as he underscored every sound bite that appealed to them. He was Master X behind the rostrum. His message reverberated across America with the same force and appeal that catapulted Martin Luther King Jr. into American consciousness. However, his message had none of the diplomacy and statesmanship presented by King. Malcolm X’s message was radical, uncompromising, violent, and sweeping – and should be better viewed and understood in the context of the era which bred his kind. He preached tit-for-tat as a principle of self-defense and belittled King’s calls for â€Å"civil disobedience† and â€Å"non-violence. † Malcolm X envisioned an entirely different route in his efforts to liberate the black people from slavery. His idea of freedom and liberation was for the establishment of a black republic within the United States or return of black people to their respective homelands in Africa, ideas that tended to divide rather than unite more African Americans. Moreover, he made more enemies than friends in the process of advancing these ideas in the forum of public opinion. Clearly, his ideas were more of a vindictive reaction to centuries of slavery, discrimination, and persecution in the hands of their American masters rather than a well-thought out plan to correct inequities which many well-meaning white Americans had along realized to be wrong and were willing to rectify. Malcolm’s ideas have more rhetoric than bites, more wishful thinking than real. His allegations of racism were directed to all white Americans, which maybe true but not that quite all encompassing. White American could likewise allege that Malcolm X was a racist for putting all white American together as abusive slave drivers. While some may practice racism, white Americans can claim that not everyone is racist, which is quite true. Malcolm X is a racist himself for his unforgiving tirades against white Americans. Racism is wrong no matter who practices it – black, white, yellow, or brown. As a Muslim convert, he cited the Koran, the Muslim bible, to preach the principle of â€Å"an eye for an eye, a tooth for a tooth† (Breitman 12). He said, â€Å"If someone lays his hand on you, send him to the cemetery† (Breitman 12). While he supported King’s civil rights movement in principle, he distanced himself from actively supporting the movement through King’s numerous sit-ins and other protest actions that reverberated across America and roused leaders from Washington D. C. to take notice and spur them to seriously consider the issues presented. The success of the civil rights movement was correctly attributed to King’s strategy of â€Å"civil disobedience† not sanctioned by X’s Muslim religion. If his plan to fight â€Å"tooth for tooth,† then the turn of events in the United States would have been different, with the black people being probably shot down for terrorism and mayhem. Then, that would have ended the black American’s struggle for liberty and independence. As if Malcolm X’s call to arms and racist statements were not enough, he called for the return of American Africans to their home countries and the establishment of a black republic within the United States which this writer believes could have altered the course of American history. He called for the establishment of a Pan African Republic to consolidate all black Americans in the United States. It was an outrageous proposal, but nevertheless it won support among the many members of the black community, particularly the young. It was primarily his forceful voice and the compelling drama that he managed to inject into his speeches that enthralled audiences. He was not the ambulant speaker that many of today’s so-called TV evangelists practice to appeal to TV viewers, strolling around the stage as they deliver their speeches. He was regal as he stood firm on the podium, cool and calculating, an authoritative figure that spoke in forceful cadence, his hand movements providing the beat from which his voice would follow in different speed, pitches and timbres. He spoke from memory and extemporaneously, reading his lines from the ohs and ahs of his audience, spending more time and adding more lines on issues that drew the most reaction from his audience. He appealed to his audience’s heart, telling them stories from everyday life and from classic books that chronicle their struggles as a people, like Uncle Tom’s Cabin. He described the â€Å"house negro† as Uncle Tom, outfitted in suit just like his master and happy to be in his company. He said there were more Uncle Toms in their midst as the crowd roared in agreement (Breitman 12). . But he assured his audience that there are more â€Å"field Negros† in their midst, all of whom were firm in their belief in freedom and independence for all black Americans. He told them they need to be firm and strong, that it was alright to defend one’s self from force and intimidation. To kill their enemies if and when necessary to uphold one’s identity (Breitman 12). . He said it was not alright to suffer in silence and invoked the Koran, the Muslim bible, as the source of his enlightenment. He appealed even to criminal elements to be prepared for a possible encounter against the whites. He told them to be in the forefront of the struggle and drew the loudest cheers. Malcolm X was the opposite of Dr. Luther King, who espoused peace. If King was a rebel, X was a revolutionary who hated white Americans, no matter who they were. They had only two similarities, or maybe three. They were both blacks, both supported civil rights and liberties, and both were fiery speakers and staunchly independent-minded. Later, they were both to die in assassin’s bullets. The speeches of Malcolm X were fiery from beginning to end – and his speech on the house and field Negros were no exception. At the end of his speech, he once again stoke the fire of what he claimed to be 400 years of slavery and discontent by a call to arms, urging all blacks not just in America but across the globe to rise in arms against white America. His speech was always laden with hate and bigotry, urging everyone to take arms in the guise of self-defense. His humor, while evident and indeed funny, was lost in the mood of his message, comical yet contemptuous. While his premises were sound, it appeared that his conclusion was not. This writer believes any call for violence is unjustified when the other party shows a sincere desire to listen and understand the concerns of the opposite camp. Malcolm X’s insistent calls to arms were valid only when white America refused to talk. When it expressed its desire to settle matters over a negotiating table, then Malcolm X’s revolutionary actuations were no longer valid and, therefore, inconsistent with our nature as rational human beings. Moreover, there was no need to draw a wedge between the home negro and the field negro if they were both willing to listen and understand what the other party has to say. So, what is wrong if the house negro is used by white America to sound out the field negro for a possible peace talk. To sustain peace in the United States, all parties involved in the conflict should discuss the issues in a civil manner, rather than fight over it in the battlefield. It was enough for Malcolm X to explain the distinction between the house Negro and the field Negro, but debasing one over the other was outright uncalled for, uncivil, and a threat to peace. The speech was far from neutral and simply being informative. It was racism seen from other end. It had Malcolm X’s signature all over it for his unequivocal posture over racism, self-hate, and community empowerment taken to an extreme that is too obtrusive for complacency and comfort. This former â€Å"ghetto youth† is a dangerous icon for today’s rebellious youth. Works Cited Answers.Malcolm X, Religious Figure / Civil Rights Figure. 2007. 24 September 2007 Breitman, George. Malcolm X Speaks: Selected Speeches and Statements. 1990. Grove Press. Finkelman, Paul, ed. Malcolm X. MSN Encarta. 2007. 24 September 2007 Ursula Mctaggart, Ursula. The Oratory of Malcolm X. Solidarity National Office, Detroit, MI. 24 September 2007. X, Malcolm. The House Negro and the Field Negro. Speech by Malcolm X 4 February 1965. Iowa lakes Community College. http://www. iowalakes. edu/directories/faculty/burns/informative/Malcolm_X`s_House-Field_Negro_speech. htm/. X, Malcolm. Interview with A. B. Spellman and Malcolm X. Monthly Review. 16 May 1964. 24 September 2007 X, Malcolm. Transcript. The House Negro and the Field Negro. 4 February 1965. http://www. iowalakes. edu/directories/faculty/burns/informative/Malcolm_Xs_House-Field_Negro_speech. htm X, Malcolm. The House Negro and the Field Negro. Perf. Malcolm X. YouTube. 24 September 2007 ;. X, Malcolm. The Undiscovered Malcolm X: Stunning New Info on the Assassination, His Plans to Unite the Civil Rights and Black Nationalist Movements the 3 `Missing` Chapters From His Autobiography. Democracy Now! 21 Feb. 2005. 24 September 2007.

Procter and Gamble Mergers and Acquisition

Procter and Gamble Mergers and Acquisition PG ltd is a leading multinational based in Cincinatti, USA. With sales of around 78.9 billion dollars or 3,779 billion rupees approx in 2009 and a presence in almost 180 countries PG has touched 4.2 billion people across the world, and aims to touch 5 billion by 2015. It has a presence in the beauty and grooming, Health and well being and the Household care segment. In the Skin care segment, some of the major brands are Olay, Gillette and Braun. In the hair care segment, its major brands include Pantene, Wella, Rejoice, Head and Shoulders etc. It is also present in the hair colour segment with products like Nice n Easy and Natural Instincts. PG has looked at the inorganic way of growth also especially in its personal care business. Some of the major acquisitions that it has made in this segment are mentioned below in a brief. In 2001, PG acquired Clairol for an all cash deal of 4.95 billion dollars or 232.65 billion rupees approx. This was primarily done to have the strong hair business of Clairol in their basket. PG had no presence in the hair colour segment and the Herbal Essences line of Clairol was the market leader. The acquisition was a strategic decision, as it saw more sense to acquire the 2nd biggest player after LOreal. The immediate impact of this acquisition was the 2.5 % increase in revenue, after a miserable 2000, as sales for the company had stagnated. In terms of distribution and marketing, PG was able to add value and achieve economies of scale as it distributed and marketed the Clairol with its existing brand of products. With the advent of the new millennium, it was imperative to expand into newer geographies, and for PG it meant Europe and Latin America. With this objective in mind, in 2003 it acquired Wella, a leading marketer of beauty salon products for 5 billion dollars or Rs 230 billion approx. Wella had a dominant market share in the hair care segment in these geographies and along with PGs reach in the US, it aimed at having a dominant position in the Womens hair care segment. As part of the of the integration strategy after the acquisition, PG sought to complement the sales of professional care products of Wella and personal hair care products like Pantene, Head and Shoulders, and Herbal Essences. This was a major push, that PG was looking for, as the Wellas inclusion lead double digit growth in revenues in 2004. The biggest buy in this space came in the year 2005, when PG acquired Gillette for 57 billion dollars, approximately Rs 2500 billion. This was also done with a view of catering to the entire household. The male grooming segment was worth 5.5 billion dollars and PG was not present in this segment. The well known products of Gillette were Mach 3 razor, Duracell, Oral -B, Right guard and Braun. Thus, it gave PG access to not only the mens grooming segment but also the gadget market with Braun. Gillette was already an established brand with 31 plants in 14 countries and significant presence especially in the BRIC countries. This strong presence across geographies was expected to lead to strong synergies and significant cost reductions. These were the major acquisitions by PG in the most profitable and fast growing segment of personal care and beauty. PG was also seeking to diversify its business risk by expanding into different geographies and different market segments where it had no presence earlier. By acquiring Clairol, Wella and Gillette, PG had complimentary brands and products which helped it achieve synergies in scale in marketing, distribution and promotion. UNILEVER Unilever has 400 brands across 14 categories of home, personal care and food products. They have big global brands with a broad based portfolio like Dove, Axe, Clear, Lux, Ponds, Suave, Lipton to name a few. They are world no.1 in Savoury, dressing, tea, ice cream, spreads, deodorants, mass skin. World no.2 in Laundry, daily hair care, and they have local strength in oral care and household cleaning. Unilever has made several strategic acquisitions in the past few years. Their acquisitions in the personal and hair care business include the following. On 2nd April 2009 they purchased the hair product business of TIGI. Major brand in TIGIs portfolio includes Bed head, S-Factor and Catwalk. The acquisition was valued at 411.5 million dollars (Rs. 19.90 billion). On 25 Sep 2009 they acquired the Sara Lees personal care business for 1.275 billion Euros (Rs 89.78 billion). The brands included Radox, Sanex, Duschads. Colgate Palmolive Ltd Colgate Palmolive is one of the leading companies across the world in the household and personal care industry, present in more than 200 countries. It has a wide range of products under various categories including oral care, personal care, pet nutrition, home care and professional oral care. Few brands under personal and oral care are Palmolive Spa, Palmolive Aroma shower gel, Palmolive Natural Liquid Hand Wash Family Health, colgate dental cream, colgate max fresh, colgate total 12, colgate sensitive tooth brush and colgate zig zag. It has recorded worldwide sales of $15,327 million in 2009 which is level with the sales in 2008 being $15,330 million. The organic sales excluding mergers and acquisitions, foreign exchange and divestment grew by 6.5%. Colgate Palmolive has strengthened its global position by acquiring brands in the oral care and home care categories. Following is a description of the same in brief Colgate started in the 18th century as a soap manufacturer and merged with Palmolive-Peet company in 1928. Colgate initiated its international operations being a pioneer by creating a Canadian subsidiary in 1913 and France in 1920. Eventually, it expanded its operations in Australia, Philippines, Germany, United Kingdom and Mexico. In 1953 it officially became Colgate-Palmolive company. Since the company was focusing on international operations and was seeking growth in the personal care business, in 1985 Colgate-Palmolive merged with Hong Kong-based Hawley Hazel which being a leading oral care company added to its strength to expand its presence in Asian markets. In 1987, Colgate acquired a line of liquid soap based products through Softsoap from Minnetonka which was an essential step towards Colgate being the pioneer in the liquid soap category. Colgate had achieved decent gross margins in the beginning of 1990s, hence it decided to invest in research and development.It announced restructuring of the infrastructure by reducing the number of employees and factories, thereby adopting a growth strategy to enter different avenues as it was facing tough competition from Procter and Gamble. In 1992, Colgate acquired Mennen Company for 670 million dollars. This widened its personal care business line by addition of the best U.S. deodorant brand, Mennen Speed Stick, and the number two baby-care brand, Baby Magic. During the same course of time, Colgate achieved success in skin-care and hair products. The strengths of Colgate, like distribution and marketing reach gave a major push to the Menen brands in terms of geographic coverage. Further, in 1993 the purchase of S.C. Johnson Son, Inc.s liquid hand and body soap brands in Europe and the South Pacific it speedily progressed in the liquid soap market and became the market leader due to this acquisition. In 1995 Colgate purchased Kolynos Oral Care from American Home Products worth $1.04 billion. Kolynos being a widely accepted brand in Brazil and a leader in several other Latin American countries widened the its oral care portfolio. This purchase pushed Colgates share of the Latin American oral-care market from 54 percent to 79 percent. Colgate also increased its market share at a global level by implementing product development and huge amount of investments in marketing strategies and advertising expense. It introduced antimicrobial agent based toothpastes which increased its acceptability overseas. Next, Colgate acquired European oral care firm GABA Holding AG worth $866 million. GABA, was operating in 15 countries with annual sales of close to $300 million. Its strength in the pharmacy channel supported Colgates leading position in the European retail market. This increased Colgates share of the European toothpaste market to 33 percent. In 2006 Colgate stepped into the fast-growing Naturals segment by acquiring Toms of Maine which was a leading manufacturer of natural toothpaste for US $100 million. At present, Colgate Palmolive has a lot of subsidiaries across 200 countries. But, it is publicly listed only in US and India. LOreal France based Loreal has a century of expertise in cosmetics, with 17.5 billion euros in consolidated sales in 2009. It has 23 brands and is present in 130 countries. Few of the brands they have in their stable include Garnier, Maybelline New York, and Body Shop etc, which also have a presence in India. Although LOreal had created a niche in the segments that it was present in, it still looked at opportunities to grow inorganically across the world. One such opportunity came by in the year 2007, when it announced that it was acquiring 100% of the Turkish hair care product company Canan. Canan, founded in 1981, achieved high sales numbers of 26 million euros in 2006, mainly through its brand Ipek, which was 4th in the mass market hair care segment. The Turkish cosmetics market was expanding strongly, and the acquisition of Canan was important as it also had a manufacturing in Istanbul. It also had an extensive presence in the retailing chains across the country and that is something LOreal was interested in , as it would help it push the other brands of the company, when they would finally be introduced in Turkey Focussing on hair care and the cosmetics business, in quick succession, they also acquired 2 professional salon distributors in the US. The 1st of them was in 2006 when it acquired Beauty alliance, which through its business model was selling to 1,25,000 salons through 870 distributor sales consultants and 400 professional consultants. It had achieved sales of 372 million dollars in 2006. Close on the heels of this purchase, it acquired Malys west which had a significant presence in the western states selling to 30,000 salons through 340 distribution sales consultants and than 100 professional outlets. These acquisitions allowed the creation of a particularly high performance beauty salon distribution model combining the American distribution system and LOreal s expertise in hairdressing salon partnerships. Also, staying with the US, where major of its acquisitions have taken place, they acquired PureOlogy, in May 2007. PureOlogy is a luxury American brand sold through hair dressers in the professional hair care market. It was then one of the fastest growing hair care brands in the US, with 2006 sales touching 57 million dollars and it was a significant addition into LOreals fold. The roaring Indian decade The Indian FMCG industry is a key sector in the Indian context, since it is one of the few sectors that have been able to work on the last mile distribution, by having a robust and dynamic rural play too. From a $9 billion industry in 2000, the Indian FMCG industry has catapulted to become a $25 billion industry in 10 years. A big part of this growth story has been written by Indian FMCGs, which have recorded CAGRs of 15-16% over the past decade, compared to the industry average of 14.5% and Hindustan Unilevers 5.5% (source: IDFC Securities report). The aggressiveness with which the Indian FMCGs are expanding appears to have its roots in their overwhelming success against MNCs on their home turf. In 2000, Hindustan Unilever commanded more than 60% of the market in most key FMCG categories such as soaps, detergents and shampoos. A decade later, according to the report, the tables have turned and Indian FMCGs are clearly on top. HULs sales in most categories are less than half of the rest of the listed Indian FMCG players. The markets have applauded their toils. The market capitalisation of Godrej Consumer Products, for instance, has multiplied 27 times from Rs 304.8 crore in 2000 to Rs 8,315.7 crore in 2010. Similarly, Marico has grown from Rs 362.5 crore to Rs 6,431 crore in 2010, while Dabur has grown from Rs 2,336.5 crore to Rs 13,861.2 crore in 2010 over the same period. Compare this with HUL: in 2000, its market cap was at Rs 53,694.6 crore, more than twice the value of all the Indian FMCG companies combined. But in 2010, its market cap has crumbled to Rs 49,689.5 crore. The sales and profit figures show similar trends: from Rs 1,046 crore in 2000, Dabur India became a Rs 3,389 crore company in 2010, while Marico grew from Rs 650.39 crore to Rs 2,660.76 crore over the same period. HULs growth chart shows no such exponential growth: from Rs 10,978 crore in 2000, it earned Rs 17,979 crore a decade later. That is the rosy part; these companies have been able to ride the wave in the Indian growth story. The Indian market although not saturated, has been tapped to a large extent. These companies soon realised that they had to go global to diversify their risks and also provide them another avenue for growth. Thats obviously easier said than done, when these companies go global, they will face uncertain geographies, regulations and different consumer behaviour. They also have presence of local players in those markets and large MNCs present there who will have a head start in those markets. What will be even more challenging is to be able to bring in synergies in between these acquisitions to their existing businesses. The temptation to go global is always strong as the return on investments on international businesses is more brisk than in domestic business. The kind of price brands are able to command in this category of cosmetic care is higher in overseas markets in India. But it is also imperative to realise that the global play cannot be at the expense of the Indian market, which still offers a lot of scope and potential for growth. Without having a strong base in the country of origin, it does not make sense to make any venture abroad. In this report, we have looked at a few global and Indian companies who have made significant acquisitions worldwide, with a focus on Marico Industries Limited. Indian companies making it big globally Godrej Consumer Products Limited Outlook Business 24 July 2010 The Godrej group was established in 1857. It is one of Indias most trusted brands. It has seven major companies under it; they are into FMCG, appliances, industrial engineering, real estate, agri-care, security etc. Godrej consumer products ltd (GCPL) is its consumer products division. 20 percent of their business is done overseas. They are present in more than 60 countries. The estimated value of their acquisitions in the personal care segment is $600 million. They have a global 3 by 3 strategy. They are present in 3 continents- Asia, Africa and Latin America through 3 core categories hair care, personal wash and home care. Over the past few years, they have been following a focussed approach to identifying acquisitions that fit well with their business strategically. They entered the UK market in Jan 2005 by acquiring the company Keyline brands. The brands in their portfolio include Cuticura, Erasmic, Adorn, Nulon, Apri. Godrej entered South Africa in Sep 2006, while Marico entered in OCT 2007, almost a year after. They acquired the company Radipol. They have brands like Inecto (ethnic hair colour brand) Soflene (hair and skin colour brand). They also acquired Kinky in April 2008. They entered Nigeria in March 2010. They acquired the company Tura which is a personal care brand. They entered Indonesia in April 2010, they acquired the company Megasari which is in the home care, personal care and hair care segment. It acquired Argentina-based based hair care firm Argencos SA. Godrej is still on the lookout for more acquisitions. It has been on an aggressive acquisition spree, in hair colour, insecticides and soaps. The companys board in Dec 2009 had given approval to raise up to 30 billion rupees in debt and equity to fund mergers and acquisitions. WIPRO Consumer Care and Lighting Wipro Consumer care and lighting is part of the Wipro group of companies involved majorly in the IT services. It is based in Bengaluru and made revenues of 208 crores in revenue for yearend 2009. From being a purely vanaspati company, it has grown to own a vast plethora of brands spanning across categories. Some of the major brands that it has include Santoor, Chandrika, Yardley etc. It has never been a major force to reckon with in the dynamic FMCG business in the country. In the last couple of years, it has acquired a few brands internationally, keeping in mind the trend that has been witnessed in FMCG companies, specifically in the personal care segment. The 2 acquisitions have been mentioned further. It acquired Singapore based Unza holdings limited in July 2007 for Rs 1,010 crores. Unza has a wide range of products like body lotions, deodorants, shampoos and shower gels under the brand name Enchanteur. One of the major strengths of Unza was its ability to deal with the modern retail chains, as half of its revenues came from selling to such chains. The Indian retail sector is under constant change, and this acquisition was timely as the revenue for Wipro Consumer care rose by over 87% in the immediate year after the acquisition of Unza. Unzas major markets included Vietnam, Hongkong, China, Indonesia, and Malaysia. As mentioned earlier, major personal care businesses were planning to go international and specifically the south east asia, middle east and African regions. The acquisition of Unza gave Wipro two bonus mature markets in China and Hongkong. The idea was to bring in cost efficiencies to its products, by increasing the margins that these products earn. The only flip side to this was the fact that Wipro had to make heavy spends on advertising and promotions as most Indians were not aware of this brand. But, the scale this acquisition brought Wipro was important to give it a push in the FMCG space. In November 2009, Wipro announce that it has acquired the Yardley business in Asia, Middle East, Australasia and certain African market for 45.5 million dollars, approximately Rs 2,118 million from UK based Lornamead Group. This has given the Wipro group a heritage brand in its kitty as Yardley was established in 1770 and it has a very strong equity globally in markets including Asia, Middle east and Australasia. Wipros strong RD was expected to give a strong push to one of the most powerful brands in the personal care market. Dabur India Limited It is one of the leading consumer goods company in India with a turnover of Rs 2834.11 crore (FY2009). It is one of the few consumer goods company to have a significant manufacturing presence across the world, with 17 plants. Their master brands include Dabur, the ayurvedic healthcare brand, Vatika premium hair care, Hajmola tasty digestives, Real fruit juices and beverages and Fem Skin care products. It has been able to create a niche in the minds of the consumer, with the USP of ayurvedic products. Although, they have garnered a significant share in the Indian market, this USP meant that it left them with little or no options to grow in organically. Acquisitions abroad were not easy to come as the ayurveda and nature based products is an USP no other company offered. The international business division, a SBU within Dabur India limited, catered to the healthcare and personal care needs of customers across different international markets like Gulf region, Egypt, Nigeria, Bangladesh, Nepal and the US. Although, it made a few acquisitions in the country like Balsara who was present in the hygiene and home products business and also fem care Pharma, a leading player in the countrys women care segment. These acquisition offered Dabur to enter newer product categories and markets. In the international market it made its first move as, in July 2010, it acquired Hobi Kozmetik group, a leading personal care products company in Turkey. 3 subsidiaries of Hobi were bought for a total consideration of 69 million dollars, approximately Rs 3,231 million. This is in line, with their idea of further consolidating and expanding their already substantial presence in the Middle east and the North Africa region. Hobi Kozmetik, has a wide range of hair care and skin care products under the Hobby and New Era brands. It also commands a 35% market share in the hair gel category. What is noteworthy is that its products are sold across 35 countries. Dabur has a host of international brands that enjoy pole position across their respective categories. So, Hobis brands have to get into synergy with Daburs offering soon, so that capitalization on the strengths of Daburs businesses across the international operations is significant. Colgate Palmolive India Ltd Colgate Palmolive India Ltd started in the year 1937. It offers various products in India and internationally in the personal care, oral care, household care and pet nutrition. It has a market capitalization of 2.4 billions. In 2007, it acquired 75% stake in Professional Oral Care Products Pvt Ltd based in Goa which manufactures and supplies toothpaste to Colgate Palmolive India Ltd. Further, it also acquired 75% stake in Advanced Oral Care Pvt Ltd an 100 % stake in SS Oral Hygiene Products Pvt Ltd in 2008. The sales dropped in the toothpaste and toothbrush market in 2009 as compared to 2008. This did not hamper the sales of Colgate Palmolive to a very great extent. In fact, even though the personal and home care industry was facing negative inflationary effects due to which companies increased the prices, Colgate Palmolive adopted a volume based strategy. Since, it faces competition from HUL and P and G, Colgate Palmolive decided to further strengthen its position as a market leader by acquiring a 100% stake in CC Heath Care which is a Hyderabad based tooth powder manufacturer in March 2010. Presently, Procter and Gamble is planning to come up with its Crest toothpaste brand. The idea is to take away market share. This may lead to a price war which is a major concern for investors. Emami Its gross revenue was over Rs 1000 cr. in FY 2010 with a CAGR of 27% over last 5 years while its net sales grew by 35.7% in FY 2010. Their domestic distribution network includes over 2800 distributors, 4,00,000 retail outlets and brand reaches 26,00,000mn outlets through other trade channels. Emami Limited has over 30 brands under its portfolio, 4 of which are Rs. 100 cr. brands. It has developed strong brands like Navratna, BoroPlus, Fair and Handsome, Sona Chandi, Fast Relief, Mentho Plus and has recently acquired Zandu. Emamis products in different categories like cool oil, antiseptic cream and fairness cream for men are market leaders in their respective segments. Emamis products are available in 60 different countries. Their international business contributes about 14% of the total revenue. Most of their international business growth comes from Middle East, CIS and SAARC. The international business is growing at a CAGR of 38% over the last 5 years. One of their business objectives is to foray into new categories and international business in order to drive revenue growth. In fact they are focusing on setting up manufacturing facilities in Egypt and Bangaldesh. Emami Ltd. bought Zandu Pharmaceuticals for Rs 750 crore-plus in 2008. The brand Zandu, one the strongest Ayurvedic Brand, has a market share of about 43% of the balm market in India. This acquisition was aimed at building a strong Ayurvedic Ethical / Generics portfolio, promoted through doctors and strong consumer marketing driven OTC Business. The production commenced at the Pantnagar unit, located in the tax free zone of Uttaranchal. Post acquisition integration process was undertaken by streamlining sales channels in the north, east and west zone. This helped Emami strengthen the network further, in Western India. Their sales realizations increased by over 10% owing to the improved distribution coverage and penetration. It helped the company focus on incremental sales from alternate channels like state governments, PSUs and institutions. More acquisitions in the personal and healthcare sector in the domestic market is on the companys radar. It has about 1,000 cr. set aside for its acquisitions, and Paras Pharma has been suggested by their financial consultants seems to fit the bill. Encouraged by their performance post Zandu acquisition Emami Limited is also on lookout for acquisitions abroad for inorganic growth in FMCG sector. Marico Limited Marico Ltd. is one of Indias leading FMCG players in the beauty and wellness space. Its brands and brand extensions have significant market share in various categories like hair oils, coconut oil, refined and premium edible oils. Its flagship brand is Parachute coconut oil, which is the largest branded coconut oil commanding a huge market share of the Indian, organized coconut oils segment. Its other flagship brand includes Saffola, which is the leader in the edible oils segment and now has entered into the foods category Saffola diabetes management, Saffola cholesterol management atta mixes, Saffola Arise which is a lower GI rice which contains good carbohydrates and Saffola Salt which is the healthier choice in salt, with less sodium and higher potassium and calcium. Over the last 17 years, Marico has been continually building new brands, creating new categories and has been a leader in various markets. Marico houses well known hair care, health care and skin care brands. Under hair care it has brands like Parachute, Nihar, Shanti, Mediker, Shanti Badam Amla, Silk and Shine, Hair code, Black Chic, Hair and care etc. Under health care it has premium edible oils, and functional foods Under Skin care they have brands like Mediker, Manjal, Kaya skin care products. Competitive advantages: Marico has a strong distribution network, which ensures a pan-India presence. Marico has a well-built network in Middle East, African countries, and SAARC. Marico also enjoys strong brand equity; it also enjoys the leadership or the second position wherever it has its presence. Therefore it has a pricing power over the other players in the market. Marico is also present in the largely under penetrated Indian beauty service segment through its Kaya range of products and clinics, which acts as a growth driver and provides it with sufficient room for augmenting future revenues. International consumer products business In the global space the major markets for Marico are the Middle East, Bangladesh, Egypt, and South Africa. The International Business group of Marico reaches out to more than 20 countries. This group was formed in the early 1990s. The IBG customizes its product offerings to suit the requirement of diverse cultures. Graphical exposition of Maricos Total sales from financial year2004 to 2009 and IBGs Contribution Source: Company Website Marico is present in Bangladesh through its wholly owned subsidiary Marico Bangladesh ltd which produces and sells branded coconut oil under the brand name Parachute. It is also present in the soaps segment through the acquisition of Camelia and Aromatic in the year 2005. In South Africa it acquired Enalini Pharmaceuticals consumer division pty. Ltd in Nov 2007. It has 3 brands in its portfolio which face competition from the local brands such as Amka and MNC brands of Unilever and Loreal. In Egypt they acquired brands like Hair Code and Fiancee in 2007. Where Fiancee is the market leader and Hair Code has the 2nd position in the category of creams and gels. The company uses Egypt as its manufacturing hub to service North African markets such as Morocco, Sudan, Libiya and the Middle East region. Data for FI-2010 KAYA- Maricos presence in Indian beauty care segment Kaya Ltd, which was earlier Kaya Skin care limited was Maricos big leap from consumer products to providing holistic solutions and moving into the service space. With the rise in the disposable income amongst the youth and propensity to spend, kaya limited wanted to focus on meeting the emerging needs of the modern day consumers by providing useful and effective services in the beauty and wellness space. In a short span of 8 years, Kaya has grown at an unprecedented pace, with over 100 clinics in India, Middle East and Bangladesh. Out of a total of 101 clinics, they have 13 centres in the Middle East, 1 in Dhaka and 87 spread across the country. This was the strength of their clinics by 2009. In 2010, they acquired Derma Rx, a Singapore based Wellness Company to give a fillip to the wellness business. Kaya Ltd, has also been a steady contributor to the revenues of IBG and is part of the continuous focus on the services aspect of the beauty care business that Marico ltd wants to be a big part of. Maricos global foray Maricos Strategy in South Africa Marico entered the South African market on 31st Oct 2007. The firm acquired the consumer division of Enalini Pharmaceuticals, Enalini Pharmaceuticals Consumer Division PTY LTD (EPCD) through a competitive bidding process. Enalini Pharmaceuticals is a Durban based hair care company for around Rs. 52 crore. At that time the companys annual turnover was Rs. 53 crore and was present across segments such as hair relaxers, after care hair care and hair conditioners. For Marico this was an opportunity to partake in the fast growing market in South Africa. EPCD had 3 leading brands Caivil in premium segment, Black chic in value for money health care and Hercules in OTC health care. Harsh Mariwala said It helps us extend the Marico footprint to a new geography with potential, thus taking us a step further towards becoming a global player in beauty and wellness On 13th August 2010 Marico Ltd acquired over-the-counter health care brand IngweÂÂ ´ from Guideline Trading CC, South Africa, for an undisclosed sum. Ingwe has a turnover of Rs15 crore. This is Maricos second acquisition in South Africa and the 7th globally. It (Ingwe) complements the Hercules range. I am confident this acquisition will strengthen our distribution reachand step up our growth momentum, John Mason, managing director, Marico, South Africa, said in a statement. Maricos South African business recorded a 34% growth in the financial year 2010, now the overall size of the business is Rs63.80 Crore. The Indian consumer goods companies, are facing rising competition at home, and are looking at the African market as an opportunity, where there is rising demand which will boost growth. Egypt Maricos Egypt journey began in 2006, by acquiring the Brand Fiancee which operates in the 3 segments gels, cream and cream-gels. Cream-gels contributed to almost 70% of its business, and it was considered as a pioneer in this market. The major products which came under Maricos fold through this acquisition were Fiancee Hairfood cream, Fiancee 2*1cream gels and a few more. In quick succession by January 2007, Marico acquired a leading hair care brand Hair Code along with its manufacturing facility. It has a highly successful hair gel brand under its wing, which has more than 50% market share. This acquisition really propelled Hair Codes business in the region, with its integration with Maricos strength and expertise in this segment. Immediate analysis shows that mar

What should Betty do?

Betty needs to evaluate the ethical and legal aspect of the situation. Did Betty lied for the Senior Management position? The question Is about what Is right and what is ethical and, what Is the right thing for Betty to do? The current proposed action for Betty Is, whether the action Is legal? According to Bagley and Savage (2009), It Is vital to address the legal Issue first In order to establish the perception that legal compliance is the starting point for any standard.Also the authors stated that â€Å"when you try to keep to the letter of the law while undermining the spirit, you are likely to violate the letter in the end† (p. 26). This implies that it is better to adhere to the law because law helps to shape the competitive environment which affects each of the five forces that determine the attractiveness of an industry. In this regard being part of senior management, it is important for Betty to choose the legal path. Does answering yes to the legal issue, maximize sh areholders value? There are two answers to the question, yes or no. If Betty answers yes, the next question Is, Is It ethical?The Issues of ethical are to prove o the customers, employees, community, environment, and suppliers than satisfying the shareholders. If the proposed Issue maximizes shareholders value and It Is ethical, then Betty has to disclose to the human resource department. Similarly, If her answer in maximizing shareholders value is no, then Betty requires to evaluate the effects and cost on shareholders with regards to other stakeholders. The question is would it be ethical not to take action? If the answer to this question is no, then Betty has to disclose her actions to shareholders.How should Human Resources handle his situation? Since human resources have requested Betty's personal and educational information to update her records, the human resources department needs to give her a deadline as to when the Information is due and also give her the option to set a meeting If she Is unable to come up with the Information at the stipulated time. Until human resources receives the Information or hears from Betty, they should give her the benefit of the doubt without making any Judgment or assumption. In the event where Betty is unable to prove that she has an MBA, and decided to come clean,Human resources should offer her a step down with the option to complete her MBA, voluntary resignation and firing her should be the last resort considering her outstanding performance during her ten years tenure at Colossal. As Senior Vice President, the position requires legally astute managers and leaders are expected to adhere to the laws and ethical standards. As managers, they have to set the ethical tone of the company and employees. Go ethical behavior from leaders is considered good for a business and the authors stated that â€Å"patterns of unethical behavior tend o result In Illegal behavior over time† (p. 3). Reference Bagley, E. & Savage, D. (2009). DUMB 610 course pack: Managers and the legal environment. Coinage Learning: Mason, OH. Is Shaker's behavior ethical? Sharked behavior on one hand is unethical because he was someone â€Å"in the know', he gathers information through colonization from coworkers and shares the same information with other coworkers who may use the information to their advantage. This portrays Sharked as an unethical person that lacks integrity, fairness and honesty. On the other hand, Sharked has the right as an employee to ask questions bout the relationship between his boss and Sheila Sharpe.Sharked should review the company's code of conduct if available for guidance or call the company's ethic hotlist to report his suspicion. According to Bagley and Savage (2009), it may be worthwhile to inform other employees about unethical situation. If other employees did not show interest, through evaluation of his beliefs, Sharked can follow what he feels deem to proceed on the issue. Does it make a difference if the allegation of the affair between his boss and Sheila Sharpe is true or false? It does difference if the allegation of the affair between Sharked boss and Sheila Sharpe is true.If the affair is false this can lead to destroy the personal character of Sheila Sharpe. As a manager, he should set the stage for better ethical environment. As the manager, he the responsibility to enact code of conduct, training employees and arrange a method of reporting misconduct. Sam Cipher finds out that Sharked has been gossiping about him and Sheila Sharpe. Assume the gossip about Sam and Sheila is not true, and Sam wants to fire Sharked. Should the Human Resources Office support his decision? This is a conflicting situation the Sam Cipher should must decide as what is the right thing to do in this situation.According to Barrack â€Å"when trying to resolve problems that raise questions of personal integrity and moral, managers should ask, who am l? † This will reveal Sam Cipher feelings in terms of the conflict at hand and determine if the conflict may affect the company. The Human resource should ask, who are we as an organization? The human resource department should determine the interpretations of the ethical implication on the company. The human resource department should insider the position of the organization in terms of relationship with the stakeholders.