Library System Essay Example for Free

Library System Essay Library System is an enterprise resource planning system for a library, used to track items owned, orders made, bills paid, and patrons who have borrowed. Prior to computerization, library tasks were performed manually and independently from one another. Selectors ordered materials with ordering slips, cataloguers manually catalogued items and indexed them with the card catalog system, fines were collected by local bailiffs, and users signed books out manually, indicating their name on cue cards which were then kept at the circulation desk. Early mechanization came in 1936, when the University of Texas began using a punch card system to manage library circulation. While the punch card system allowed for more efficient tracking of loans, library services were far from being integrated, and no other library task was affected by this change. Following this, the next big innovation came with the advent of MARC standards in the 1960s which coincided with the growth of computer technologies – library automation was born. Now, in our society all over the world technology is the most important advancement, a necessity in bringing about progress as we move along in this computerized world. These changes in effect make man’s life easier and more convenient. The relationship between the library and computer is constantly changing that the use of computer contributes to the way man learns and communicates. It easy in this world to strive for changes and since library is no different from any firm and institution, considering the use of computer to perform a given task will be efficient. Librarians have the responsibility not only to know about the ways in which libraries will be managed using techniques of computerized, but also to be aware of the changes that computerized can bring to the library services in the ne ar future.(Grace, 2011) And as of today our Library System in PUP-Ragay is still operated manually. Manual operating systems are vulnerable to human error. For instance, a librarian who misfiles a borrowers records or indexes a book incorrectly slows down the process and wastes employees time, it’s also slow to operate. Instead of using a computer to issue and take back books, locating and updating a card index is slow and laborious. Manual systems are unable to store large amounts of data efficiently. With manual systems staffs spend a lot of their time on mechanical, clerical  tasks rather than liaising with library visitors. Manual systems in libraries struggle to cope with the recent explosion in information requests, many of them about online resources. Manual systems find it hard to cope with the volume of borrowers inquiries about books and research information. On a simple level, locating a precise book within the local library system is time-consuming without a linked computer network. On another level, meeting an inquiry about a precise online resource becomes almost impossible. According to Robson (2001), usability is a key requirement for users, says Elisabeth Robson, Product manager for Online Computer Library Center. The catalogue has become a way to pull together disparate resources, including commercial resources and web links. management systems also allow circulation, including check in/check out and enable libraries to purchase materials and track where they are. In the 1980s, to relieve overcrowding in existing on-campus library buildings, the UC system constructed two regional library facilities: the Northern Regional Library Facility at UC Berkeleys Richmond Field Station (opened 1982), and the Southern Regional Library Facility on the western edge of the UCLA campus (opened 1987). As of 2007, Northern Regional Library Facility is home to 4.7 million volumes, while SRLF is home to 5.7 million. Each facility receives items from all UC campuses in its respective region of the state, and has climate controls and high-density stacks. Items are shelved two deep and are arranged in a sequence that results in efficient use of space (but is not quite as intuitive as traditional library indexing systems). As a result, casual browsing is prohibited, and the shelves are accessible only by library clerks trained to retrieve and put back items properly. Users must page materials to an on-site reading room or to a library at their home campus. Today, Information Technology (IT) has changed the world massively. (examples include reading our emails and news online using neither paper nor pen, communicating with instant messengers and Voice Over Internet Protocol (VOIP) while not sending letters or going to call centers, watching video or TV shows online without renting / buying of physical DVDs, ordering and purchasing products online from around the world without traveling, and as one of the more recent developments, some minor surgical procedures can be performed without the presence of doctors). And even all the businesses are shifting to computer based system. All of this motivated us to play our  own part in supporting the PUP-Ragay Library in our effort to improve efficiency and quality of the services and reduce the sort of problems and difficulties which accompany the old system. This project is concerned with developing a System using Advance Programming. This System will provide a computer based library system with higher speed, accuracy and efficiency. It should be mentioned that such a system would be replicable and could be easily implemented in other school libraries and public libraries, once it has been successfully installed in PUP-Ragay. Statement of the Problem The problems with the current library system of PUP-Ragay Library are the following: The current system is too complicated as said by the user.  The current system is too slow for processes Scope and Limitation of the Study Scope: The scope of this project is to make a library system that will meet the general and specific objectives and are the following: (a) The proposed system will be used in borrowing, returning and recording of books of PUP-Ragay Library. (b) The proposed system will be having a single application that includes circulation, cataloging and inventory. (c) The proposed system can print the books recorded in the inventory. (d) The proposed system will be having a single username and password. (e) The proposed system may also be used to manage the inventory of PUP-Ragay Library. (f) The proposed system will be displaying a record of past and present borrowers that may be used for future references. (g) The proposed system can create multiple user accounts. (h) The proposed system will be using Visual Basic 6 programming language in making the proposal system. Limitation: The proposed system will be limited to the following: (a) The proposed system will not be using barcode scanner. (b) The proposed system will not be displaying any late returned books with  penalties but will still display a message that the book was returned. (c) The proposed system will not be generating accession number for the books. Theoretical/Conceptual Framework Theoretically, the main purpose of the proposed system is to create an efficient fast and reliable Library System of PUP-Ragay Campus. Conceptual framework paradigm will present to you like input, process and output of the system that will show the great difference between existing system to the proposed system.

Critique of Kane and Abel :: Free Essay Writer

Critique of Kane and Abel Jeffrey Archer’s epic novel Kane And Abel could just as easily be two novels; one named Kane and the other Abel, such is the difference between the two characters. From the outset, we are aware of William Lowell Kane’s privilege and of Abel Rosnovski’s poverty. Both are born 15th April, 1905 as male members of the human race. These are the most obvious similarities shared by the two. Their contrasted births introduce us to two different personalities and two different histories, which fate is to overlap at critical moments. Abel is born in a forest in Poland. A young hunter, alert to the sound of screaming, rushes to the mother and child. Mother is dead and the hunter feels responsible for this child: â€Å"Suddenly the young hunter saw the woman, with her dress above her waist, her bare legs sprayed wide apart. He had never seen a woman like that before. He ran quickly to her side and stared down at her belly, quite frightened to touch. There, lying beneath the woman's legs, was the body of a small, damp, pink animal, attached only by something that looked like a rope......† Observe the difference of William’s birth: â€Å".....It never occurred to him, not even for a moment, that the baby might be a girl. He turned to the financial pages and checked the stock market: it had dropped a few points; that damned earthquake had taken $100,000 off the value of his own holdings at the bank, but as his personal fortune remained comfortably over $16 million, it was going to take more than a California earthquake to move him ..."Congratulations, Sir, you have a son, a fine-looking little boy." What silly remarks people make when a child is born, the father thought; how could it be anything but little? The news hadn't yet dawned on him - a son. He almost thanked God. The obstetrician ventured a question to break the silence. "Have you decided what you will name him?" The father answered without hesitation: "William Lowell Kane.....† Abel is born into a world which thereafter conspired to take his mother. William’s father is so unconcerned with the labour that it fails to stir him from his daily routine of studying the â€Å"financial pages†. The pressure for each baby is different. Abel is surrounded by the unconcealed despair and uncertainty which represent being poor.

Marketing Strategies of Nestle and Unilever

CHAPTER – ONEConceptual framework and basic issues 1. 1 INTRODUCTION India is one of the largest economies in the world in terms of purchasing power and is among the fastest-growing, with a population of around 1. 12 billion people, with huge natural resources, and with costs that are at the very low end of the global average. All major consumer companies of India have sophisticated marketing and product development plans. Moreover, the multinationals that are operating in India have business models that are tailor-made to local markets and customs. After the economic liberalization of 1991, many MNCs have entered India. Today, global companies having subsidiaries in India include Unilever, Nestle, BATA, Colgate Palmolive, Procter & Gamble, General Electric, General Motors, Ford, Pepsi and Coca-Cola. Historically, the main reason for the entry of MNCs into India was to jump the tariff wall. High import duties ruled out the option of exporting finished goods from the home country to India. On the other hand, once they entered the country and set up operations, the country’s high tariffs guaranteed adequate protection. In some cases, the need to customize products necessitated a strong local presence. The multinational companies in India represent a diversified portfolio of companies from different countries. There are a number of reasons why the multinational companies are coming down to India. India has got a huge market. It has also got one of the fastest growing economies in the world. Besides, the policy of the government towards FDI has also played a major role in attracting the multinational companies in India. While several MNC’s have entered India, However, even within a given industry, some MNCs seem to be doing better than the others. Consider the automobile industry. Here, Suzuki and Hyundai are way ahead of formidable rivals such as General Motors, Honda and Ford. Similarly in the FMCG sector, even after allowing for its relative late entry, Hindustan Unilever Limited and Nestle remains a big player in the Indian market. FMCG are products that have a quick shelf turnover, at relatively low cost and don't require a lot of thought, time and financial nvestment to purchase. Three of the largest and best known examples of Fast Moving Consumer Goods companies in India are Nestle, Hindustan Unilever limited and Procter ; Gamble. The Indian FMCG sector is an important contributor to the country's GDP. It is the fourth largest sector in the economy. It has a strong MNC presence and is characterized by a well established distribution network, intense competition between the organized an d unorganized segments and low operational cost. The Indian FMCG sector is the fourth largest sector in the economy. It has a strong MNC presence and is characterized by a well-established distribution network, intense competition between the organized and unorganized segments and low operational cost. Availability of key raw materials, cheaper labour costs and presence across the entire value chain gives India a competitive advantage. The FMCG sector consists of three product categories, each with its own hosts of products that have relatively quick turnover and low costs: * Household Care * Personal care * Food and Beverages Food and Beverages * Health beverages; soft drinks Staples/cereals * Beverages bakery products (biscuits, bread, cakes) * Snack food * Chocolates * Ice cream * Tea * Coffee * Soft drinks * Processed fruits, vegetables * Dairy products * Bottled water * Branded flour Household care * Fabric wash (laundry soaps and synthetic detergents) * Household cleaners(dish/utensil cleaners, floor cleaners, toilet cleaners, air fresheners, insecticides and mosquito repellents, metal polish and furniture polish) Personal Care * Oral care, hair care, skin care, personal wash (soaps) * Cosmetics and toiletries deodorants Perfumes * Feminine hygiene * Paper product 1 †¢ Food & Beverage My project topic is on the study of Hindustan Unilever limited and Nestle India, which are major MNC’s (FMCG) in India. Fast Moving Consumer Goods (FMCG) goods are popularly named as consumer packaged goods. Items in this category include all consumables (other than groceries/pulses) people buy at regular intervals. The most common in the list are toilet soaps, detergents, shampoos, toothpaste, shaving products, shoe polish, packaged foodstuff, and household accessories. In India, companies like HUL, P& G and Nestle have been a dominant force in the FMCG sector . These companies were, therefore, able to charge a premium for their products. With the gradual opening up of the economy over the last decade, FMCG companies have been forced to fight for a market share. An average Indian spends around 40 per cent of the income on grocery and 8 per cent on personal care products. The large share of fast moving consumer goods (FMCG) in total individual spending along with the large population base is another factor that makes India one of the largest FMCG markets. Source: KSA Technopak Consumer Outlook 2004. Figure:1. 1 Even on an international scale, total consumer expenditure on food in India at US$ 120 billion is amongst the largest in the emerging markets, next only to China. Figure 1. 2 TOP 10 Fmcg companies in India 1. Hindustan Unilever Ltd. 2. ITC (Indian Tobacco Company) 3. Nestle India 4. AMUL 5. Dabur India 6. Britannia 7. Cadbury India 8. Pepsico 9. Procter & Gamble Hygiene and Health Care 10. Marico Industries The FMCG sector has traditionally grown at a very fast rate and has generally outperformed the rest of the industry. Given the large market and the requirement for continuous repurchase of these products, FMCG companies continue to do well . Moreover, most of the companies are concentrating on cost reduction and supply chain management and sustainable competitive advantage. FMCG must keep fine-tuning their strategy till they have a winning formula in place. It is FMCG’s which show both commitment and flexibility that are most likely to succeed in India 1. 2 Need of the study Marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and chieve a sustainable competitive advantage. The need of the study of this project entitled ‘Comparative study on the marketing strategies of the HUL and Nestle in India’ is to understand whether the marketing strategies is suited to the Indian market because each markets in India follow different political and cultural environment, therefore different marketi ng practices are implemented to get the desired outcome, that is profit, so there is a need to study how these MNC’s adapt to Indian markets. 1. 3 Objective of the study To identify and compare the marketing strategies of Hindustan Unilever Limited and Nestle India * To identify the SWOT analysis. * To identify the marketing mix of both the companies * To analyse the various strategies adopted by both the companies to gain competitive advantage CHAPTER – TWO 2. 1 Profile of Unilever Unilever is a British-Dutch multinational corporation that owns many of the world's consumer product brands in foods, beverages, cleaning agents and personal care products and operates in around 100 countries. Unilever is a dual-listed company consisting of Unilever N. V. in Rotterdam, The Netherlands and Unilever PLC in London, United Kingdom. Both Unilever companies have the same directors and effectively operate as a single business. The current non-executive Chairman of Unilever N. V. and PLC is Michael Treschow while Paul Polman is Group Chief 2. 1. 1 History of Unilever Unilever was created in 1930 by the amalgamation of the operations of British soap maker Lever Brothers and Dutch margarine producer Margarine Unie, a merger as palm oil was a major raw material for both margarines and soaps and could be imported more efficiently in larger quantities. In the 1930s the Unilever business grew and new ventures were launched in Latin America. In 1972 Unilever purchased A;W Restaurants' Canadian division but sold its shares through a management buyout to former A&W Food Services of Canada CEO Jefferson J. Mooney in July 1996. By 1980 soap and edible fats contributed just 40% of profits, compared with an original 90%. In 1984 the company bought the brand Brooke Bond (maker of PG Tips tea). In 1987 Unilever strengthened its position in the world skin care market by acquiring Chesebrough-Ponds, the maker of Ragu, Pond's, Aqua-Net, Cutex Nail Polish, and Vaseline. In 1989 Unilever bought Calvin Klein Cosmetics, Faberge, and Elizabeth Arden, but the latter was later sold (in 2000) to FFI Fragrances In 1996 Unilever purchased Helene Curtis Industries, giving the company â€Å"a powerful new presence in the United States shampoo and deodorant market†. The purchase brought Unilever the Suave and Finesse hair-care product brands and Degree deodorant brand. In 2000 the company absorbed the American business Best Foods, strengthening its presence in North America and extending its portfolio of foods brands. In April 2000 it bought both Ben ; Jerry's and Slim Fast. The company is multinational with operating companies and factories on every continent (except Antarctica) and research laboratories at Colworth and Port Sunlight in England; Vlaardingen in the Netherlands; Trumbull, Connecticut, and Englewood Cliffs, New Jersey in the United States; Bangalore in India and Shanghai in China. The US division carried the Lever Brothers name until the 1990s, when it adopted that of the parent company. The American unit has headquarters in New Jersey, and no longer maintains a presence at Lever House, the iconic skyscraper on Park Avenue in New York City. The company is said to promote sustainability and started a sustainable agriculture programme in 1998. In May 2007 it became the first tea company to commit to sourcing all its tea in a sustainable manner, employing the Rainforest Alliance, an international environmental NGO, to certify its tea estates in East Africa, as well as third-party suppliers in Africa and other parts of the world. It declared its aim to have all Lipton Yellow Label and PG Tips tea bags sold in Western Europe certified by 2010, followed by all Lipton tea bags globally by 2015. In 2008 Unilever was honored at he 59th Annual Technology & Engineering Emmy Awards for â€Å"Outstanding Achievement in Advanced Media Technology for Creation and Distribution of Interactive Commercial Advertising Delivered through Digital Set Top Boxes† for its program Axe: Boost Your ESP On September 24, 2010, Unilever announced that it has entered into a definitive agreement to sell its consumer tomato products business in Br azil to Cargill and on September 27, 2010, Unilever purchased Alberto-Culver, the maker of personal care and household products such as VO5, Nexxus, TRESemme, and Mrs. Dash for $US3. 7 billion. On September 28, 2010, Unilever and EVGA announced that they have signed an agreement under which Unilever will acquire EVGA’s ice cream brands (amongst others, Scandal, Variete and Karabola) and distribution network in Greece, for an undisclosed amount. 2. 1. 2 Mission Unilever's mission is to add Vitality to life. We meet everyday needs for nutrition; hygiene and personal care with brands that help people feel good, look good and get more out of life. 2. 1. Vision We work to create a better future every day, help people feel good, look good and get more out of life with brands and services that are good for them and good for others and will inspire people to take small, everyday actions that can add up to a big difference for the world, develop new ways of doing business with the aim of doubling the size of our company while reducing our environmental impact and fully recognize that we will need to develop a new model for business growth. We are embarking on a long-term programme of work with our employees,  suppliers, customers and other partners to realize this goal. With our portfolio of strong brands, presence in emerging markets and long-standing commitment to shared value creation, we believe we are well placed to deliver on this ambition. 2. 1. 4 Brands * Food brands Becel, flora, Bertolli, Blue band Rama, Heartbrand, Hellmann’s, Amora, Knorr, Lipton, Slim-Fast * Homecare Brands Cif, Comfort, Domestos, Omo, Radiant, Sunlight, Surf * Personal Care brands Axe, Dove, Lux, Lifebuoy, Ponds’, Rexona, Signal, Close-up, Sunsilk, Tigi, Vaseline 2. 1. 5 Purpose ; principles Our corporate purpose states that to succeed requires â€Å"the highest standards of corporate behaviour towards everyone we work with, the communities we touch, and the environment on which we have an impact. † * Always working with integrity Conducting our operations with integrity and with respect for the many people, organizations and environments our business touch has always been at the heart of our corporate responsibility. Positive impact We aim to make a positive impact in many ways: through our brands, our commercial operations and relationships, through voluntary contributions, and through the various other ways in which we engage with society. * Continuous commitment We're also committed to continuously improving the way we manage our environmental impacts and are working towards our longer-term goal of developing a sustainable business. * Setting out our aspirations Our corporate purpose sets out our aspirations in running our business. It's underpinned by our code of business Principles which describes the operational standards that everyone at Unilever follows, wherever they are in the world. The code also supports our approach to governance and corporate responsibility. * Working with others We want to work with suppliers who have values similar to our own and work to the same standards we do. Our Business partner code, aligned to our own Code of business principles, comprises ten principles covering business integrity and responsibilities relating to employees, consumers and the environment. . 1. 6 Management Our  operating  model  is designed to  deliver faster decisions. Learn more about our senior corporate officers and  the  Unilever Executive. The Executive directors are those members of the Unilever executive (UEX), including the group chief executive, who are also directors of Unilever. NAME | DESIGNATIONS| Paul Polman | Chief Executive Officer, Executive Director to the Boards of Unilever PLC and Unilever NV | Jean-Marc Huet | Chief Financial Officer. | The Unilever executive (UEx) is responsible for managing profit and loss, and delivering growth across our regions, categories and functions NAME| DESIGNATION| Professor Genevieve Berger | Chief Research and Development Officer| Jean-Marc Huet| Chief financial officer| Pier Luigi Sigismondi| Chief Supply Chain Officer| Keith Weed | Chief Marketing and Communication Officer | Douglas Anderson Baillie Chief HR Officer| Chief HR Officer| Non-executive directors The non-executive directors are the independent element in Unilever's governance. NAME| DESIGNATIONS| Michael Treschow | Chairman Unilever N. V. and PLC, Member of Unilever’s Nomination and Remuneration Committees. | The Rt Hon Sir Malcolm Rifkind, MP| Chairman of the Corporate Responsibility and Reputation Committee| Hixonia Nyasulu | Member of Unilever’s Corporate Responsibility and Reputation Committee| Paul walsh| Member of Unilever’s Nomination and Remuneration Committees. | 2. 1. 7 Financials Items | Amounts | Revenue| â‚ ¬44,262  billion (2010)| Operating Income| â‚ ¬6,339  billion (2010)| Net Income | â‚ ¬4,598  billion (2010)| Source:-www. unilever. com 2. 2 HINDUSTAN UNILEVER LIMITED Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods Company with a heritage of over 75 years in India and touches the lives of two out of three Indians. HUL works to create a better future every day and helps people feel good, look good and get more out of life with brands and services that are good for them and good for others. With over 58 brands spanning 20 distinct categories such as soaps, detergents, shampoos, skin care, toothpastes, deodorants, cosmetics, tea, coffee, packaged foods, ice cream, and water purifiers, the Company is a part of the everyday life of millions of consumers across India. Its portfolio includes leading household brands such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair ; Lovely, Pond’s, Vaseline, Lakme, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe, Brooke Bond, Bru, Knorr, Kissan, Kwality Wall’s and Pureit. The Company has over 15,000 employees and has an annual turnover of Rs. 17,873. 44 crores (financial year 2009 – 2010). HUL is a subsidiary of Unilever, one of the world’s leading suppliers of fast moving consumer goods with strong local roots in more than 100 countries across the globe with annual sales of about â‚ ¬44. billion in 2010. Unilever has about 52% shareholding in HUL. 2. 2. 1 History of Hindustan Unilever limited In the summer of 1888, visitors to the Kolkata harbor noticed crates full of Sunlight soap bars, embossed with the words â€Å"Made in England by Lever Brothers†. With it began an era of marketing branded Fast Moving Consumer Goods (FMCG). Soon after Lifebuoy was launched in 1895 a nd other famous brands like Pears, Lux and Vim. Vanaspati was launched in 1918 and the famous Dalda brand came to the market in 1937. In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati Manufacturing Company, followed by Lever Brothers India Limited (1933) and United Traders Limited (1935). These three companies merged to form HUL in November 1956; HUL offered 10% of its equity to the Indian public, being the first among the foreign subsidiaries to do so. Unilever now holds 52. 10% equity in the company. The rest of the shareholding is distributed among about 360,675 individual shareholders and financial institutions. The erstwhile Brooke Bond's presence in India dates back to 1900. By 1903, the company had launched Red Label tea in the country. In 1912, Brooke Bond & Co. India Limited was formed. Brooke Bond joined the Unilever fold in 1984 through an international acquisition. The erstwhile Lipton's links with India were forged in 1898. Unilever acquired Lipton in 1972 and in 1977 Lipton Tea (India) Limited was incorporated. Pond's (India) Limited had been present in India since 1947. It joined the Unilever fold through an international acquisition of Chesebrough Pond's USA in 1986. Since the very early years, HUL has vigorously responded to the stimulus of economic growth. The growth process has been accompanied by judicious diversification, always in line with Indian opinions and aspirations. The liberalization of the Indian economy, started in 1991, clearly marked an inflexion in HUL's and the Group's growth curve. Removal of the regulatory framework allowed the company to explore every single product and opportunity segment, without any constraints on production capacity. Simultaneously, deregulation permitted alliances, acquisitions and mergers. In one of the most visible and talked about events of India's corporate history, the erstwhile Tata Oil Mills Company (TOMCO) merged with HUL, effective from April 1, 1993. In 1996, HUL and yet another Tata company, Lakme Limited, formed a 50:50 joint venture, Lakme Unilever Limited, to market Lakme's market-leading cosmetics and other appropriate products of both the companies. Subsequently in 1998, Lakme Limited sold its brands to HUL and divested its 50% stake in the joint venture to the company. HUL formed a 50:50 Joint venture with the US-based Kimberly Clark Corporation in 1994, which markets Huggies Diapers and Kotex Sanitary Pads. HUL has also set up a subsidiary in Nepal, Unilever Nepal Limited (UNL), and its factory represents the largest manufacturing investment in the Himalayan kingdom. The UNL factory manufactures HUL's products like Soaps, Detergents and Personal Products both for the domestic market and exports to India. The 1990’s also witnessed a string of crucial mergers, acquisitions and alliances on the Foods and Beverages front. In 1992, the erstwhile Brooke Bond acquired Kothari General Foods, with significant interests in Instant Coffee. In 1993, it acquired the Kissan business from the UB Group and the Dollops Ice cream business from Cadbury India. As a measure of backward integration, Tea Estates and Doom Dooma, two plantation companies of Unilever, were merged with Brooke Bond. Then in 1994, Brooke Bond India and Lipton India merged to form Brooke Bond Lipton India Limited (BBLIL), enabling greater focus and ensuring synergy in the traditional Beverages business. 1994 witnessed BBLIL launching the Wall's range of Frozen Desserts. By the end of the year, the company entered into a strategic alliance with the Kwality Ice cream Group families and in 1995 the Milk food 100% Ice cream marketing and distribution rights too were acquired. Finally, BBLIL merged with HUL, with effect from January 1, 1996. The internal restructuring culminated in the merger of Pond's (India) Limited (PIL) with HUL in 1998. The two companies had significant overlaps in Personal Products, specialty Chemicals and Exports businesses, besides a common distribution system since 1993 for Personal Products. The two also had a common management pool and a technology base. The amalgamation was done to ensure for the Group, benefits from scale economies both in domestic and export markets and enable it to fund investments required for aggressively building new categories. In January 2000, in a historic step, the government decided to award 74 per cent equity in Modern Foods to HUL, thereby beginning the divestment of government equity in public sector undertakings (PSU) to private sector partners. HUL's entry into Bread is a strategic extension of the company's wheat business. In 2002, HUL acquired the government's remaining stake in Modern Foods. In 2003, HUL acquired the Cooked Shrimp and Pasteurized Crabmeat business of the Amalgam Group of Companies, a leader in value added Marine Products exports. HUL launched a slew of new business initiatives in the early part of 2000. Project Shakti was started in 2001. It is a rural initiative that targets small villages populated by less than 5000 individuals. It is a unique win-win initiative that catalyses rural affluence even as it benefits business. Currently, there are over 45,000 Shakti entrepreneurs covering over 100,000 villages across 15 states and reaching to over 3 million homes. In 2002, HUL made its foray into Ayurvedic health ; beauty centre category with the Ayush product range and Ayush Therapy Centres. Hindustan Unilever Network, Direct to home business was launched in 2003 and this was followed by the launch of ‘Pureit’ water purifier in 2004. In 2007, the Company name was formally changed to Hindustan Unilever Limited after receiving the approval of share holders during the 74th AGM on 18 May 2007. Brooke Bond and Surf Excel breached the Rs. 1,000 crore sales mark the same year followed by Wheel which crossed the Rs. 2,000 crore sales milestone in 2008 and on 17th October 2008, HUL completed 75 years of corporate existence in India. 2. 2. 2 Management The fundamental principle determining the organization structure is to infuse speed and flexibility in decision-making and implementation, with empowered managers across the company’s nationwide operations. Management Committee The day-to-day management of affairs of the Company is vested with the Management Committee which is subjected to the overall superintendence and control of the Board. The Management Committee is headed by Mr. Nitin . Paranjpe and has functional heads as its members representing various functions of the Company and Management committee includes the members in the Executive directors Executive directors The Executive directors are members of the HUL Management Committee as well as the Board of HUL. NAME| DESIGNATION| Nitin Paranjpe| CEO and Managing Director| R. Sridhar| Chief Financial Officer| Gopal Vittal| Executive Director, Home ; Personal Care| Pradeep Banerjee| Executive Director, Supply Chain| Shrijeet Mishra| Executive Director, Foods| Hemanth Bakshi| Executive Director| Ms. Leena Nair| Executive Director, HR| Dev Bajpai| Executive Director, Legal and company Secretary| Non-executive directors The non-executive directors are the independent directors in the HUL Board NAME| DESIGNATION| Mr. Harish Manwani| Chairman of the Company| Mr. D. S. Parekh| Indepedent  Director| Mr. A. Narayan| Independent  Director| S. Ramadorai| Independent  Director| Dr. R. A. Mashelkar| Independent  Director| 2. 2. 3Financials of HUL Items | Amounts | Revenue| 17,873. 44 crore (2009-2010)| Net income| 2,202. 03 crore (2009-2010)| Source:-www. hul. co. in 2. 3 Profile of Nestle 2. 3. 1 History Nestle with headquarters in Vevey, Switzerland was founded in 1866 by Henri Nestle and is today the world's biggest food and beverage company and the world's leading Nutrition, Health and Wellness Company. Our mission  of â€Å"Good Food, Good Life†Ã‚  is to provide consumers with the best tasting, most nutritious choices in a wide range of food and beverage categories and eating occasions, from morning to night. Today, the company operates in 86 countries around the world and employs nearly 280,000 people and has factories or operations in almost every country in the world. The Company's strategy is guided by several fundamental principles. Nestle's existing products grow through innovation and renovation while maintaining a balance in geographic activities and product lines. Long-term potential is never sacrificed for short-term performance. The Company's priority is to bring the best and most relevant products to people, wherever they are, whatever their needs, throughout their lives The company dates to 1867, when two separate Swiss enterprises were founded that would later form the core of Nestle. In the succeeding decades the two competing enterprises aggressively expanded their businesses throughout Europe and the United States. In August 1867 Charles A and George Page, two brothers from Lee County, Illinois, USA established the Anglo-Swiss Condensed Milk Company in Cham. Their first British operation was opened at Chippenham, Wiltshire in 1873 and In September 1867, in Vevey, Henri Nestle developed a milk-based baby food and soon began marketing it. The following year, 1868 saw Daniel Peter begin seven years of work perfecting his invention, the milk chocolate manufacturing process; M. Nestle's was the crucial cooperation M. Peter needed to solve the problem of removing all the water from the milk added to his chocolate and thus preventing the product from developing mildew. Henri Nestle retired in 1875, but the company, under new ownership, retained his name as Farine Lactee Henri Nestle. In 1877 Anglo-Swiss added milk-based baby foods to its products, and in the following year the Nestle Company added condensed milk, so that the firms became direct and fierce rivals. In 1905 the companies merged to become the Nestle and Anglo-Swiss Condensed Milk Company, retaining that name until 1947, when the name Nestle Alimentana SA was taken as a result of the acquisition of Fabrique de Produits Maggi SA (founded 1884) and its holding company, Alimentana SA of Kempttal, Switzerland. Maggi was a major manufacturer of soup mixes and related foodstuffs. The company’s current name was adopted in 1977. By the early 1900s, the company was operating factories in the United States, United Kingdom, Germany and Spain. World War I created new demand for dairy products in the form of government contracts; by the end of the war, Nestle's production had more than doubled. After the war, government contracts dried up and consumers switched back to fresh milk. However, Nestle's management responded quickly, streamlining operations and reducing debt. The 1920s saw Nestle's first expansion into new products, with chocolate the company's second most important activity. Nestle felt the effects of World War II immediately. Profits dropped from US$20 million in 1938 to US$6 million in 1939. Factories were established in developing countries, particularly Latin America. Ironically, the war helped with the introduction of the company's newest product, Nescafe (â€Å"Nestle's Coffee†), which was a staple drink of the US military. Nestle's production and sales rose in the wartime economy. The end of World War II was the beginning of a dynamic phase for Nestle. Growth accelerated and companies were acquired. In 1947 came the merger with Maggi seasonings and soups. Crosse & Blackwell followed in 1950, as did Findus (1963), Libby's (1971) and Stouffer's (1973). Diversification came with a shareholding in L’Oreal in 1974. In 1977, Nestle made its second venture outside the food industry by acquiring Alcon Laboratories Inc. In 1984, Nestle's improved bottom line allowed the company to launch a new round of acquisitions, notably American food giant Carnation and the British confectionery company Rowntree Mackintosh in 1988, which brought the Willy Wonka Brand to Nestle. The first half of the 1990s proved to be favorable for Nestle: trade barriers crumbled and world markets developed into more or less integrated trading areas. Since 1996 there has been acquisitions including San Pellegrino (1997), Spillers Pet foods (1998), and Ralston Purina (2002). There were two major acquisitions in North America, both in 2002: in June, Nestle merged its U. S. ice cream business into Dreyer's, and in August a US$2. 6 billion acquisition was announced of Chef America, the creator of Hot Pockets. In the same time frame, Nestle came close to purchasing the iconic American company Hershey's, one of its fiercest confectionery competitors, though the deal fell through. Another recent purchase included the Jenny Craig weight loss program for US$600 million. In December of 2005, Nestle bought the Greek company Delta Ice Cream for â‚ ¬240 million. In January of 2006, it took full ownership of Dreyer's, thus becoming the world's biggest ice cream maker with a 17. 5% market share. In November of 2006, Nestle purchased the Medical Nutrition division of Novartis Pharmaceutical for $2. B, also acquiring in 2007 the milk flavoring product known as Oval tine. In April of 2007, returning to its roots, Nestle bought baby-food manufacturer Gerber for $5. 5 billion. In December of 2007, Nestle entered in a strategic partnership with a Belgian chocolate maker Pierre Marcolini. Nestle agreed to sell its controlling stake in Alcon to Novartis on 4 January, 2010. The sale was to form part of a broader US $39. 3 billion offer, by Novartis, for full acquisition of the world’s largest eye-care company 2. . 2 Mission Nestle strives to be a leader in nutrition, health and wellness, with the belief that  good food is central to health and wellness. At the Nestle Research Center, nutrition research meets food innovation to bring consumers of all ages and stages of life, foods and beverages that contribute to health and wellness, while offering remarkable taste and convenience 2. 3. 3 Vision At Nestle, we believe that research can help us make better food so that people live a better life. Good Food is the primary source of Good Health throughout life. We strive to bring consumers foods that are safe, of high quality and provide optimal nutrition to meet physiological needs. In addition to Nutrition, Health and Wellness, Nestle products bring consumers the vital ingredients of taste and pleasure. As consumers continue to make choices regarding foods and beverages they consume, Nestle helps provide selections for all individual taste and lifestyle preferences. Research is a key part of our heritage at Nestle and an essential element of our future. We know there is still much to discover about health, wellness and the role of food in our lives, and we continue to search for answers to bring consumers Good Food for Good Life† 2. 3. 4 Business Principles The Nestle Corporate Business Principles are at the basis of our company’s culture, which has developed over the span of 140 years. Corporate Business Principles will continue to evolve and adapt to a changing world, our basic foundation is unchanged from the time of the origins of our Company, and reflects the basic ideas of fairness, honesty, and a general concern for people. Nestle is committed to the following Business Principles in all countries, taking into account local legislation, cultural and religious practices: 1. Nutrition, Health and Wellness :-Our core aim is to enhance the quality of consumers lives every day, everywhere by offering tastier and healthier food and beverage choices and encouraging a healthy lifestyle. We express this via our corporate proposition Good Food, Good Life. 2. Quality Assurance and product safety everywhere in the world, the Nestle name represents a promise to the consumer that the product is safe and of high standard. . Consumer Communication :-We are committed to responsible, reliable consumer communication that empowers consumers to exercise their right to informed choice and promotes healthier diets. We respect consumer privacy. 4. Human rights in our business activities :-We fully support the United Nations Global Compact’s (UNGC) guiding principles on human rights and labor and aim to provide an example of good human rights’ and labor practices throughout our business activities. 5. Leadership and personal responsibility:- Our success is based on our people. We treat each other with respect and dignity and expect everyone to promote a sense of personal responsibility. We recruit competent and motivated people who respect our values, provide equal opportunities for their development and advancement, protect their privacy and do not tolerate any form of harassment or discrimination. 6. Safety and health at work:- We are committed to preventing accidents, injuries and illness related to work, and to protect employees, contractors and others involved along the value chain. 7. Supplier and customer relations:- We require our suppliers, agents, subcontractors and their employees to demonstrate honesty, integrity and fairness, and to adhere to our non-negotiable standards. In the same way, we are committed towards our own customers. 8. Agriculture and rural development :-We contribute to improvements in agricultural production, the social and economic status of farmers, rural communities and in production systems to make them more environmentally sustainable. 9. Environmental sustainability :-We commit ourselves to environmentally sustainable business practices. At all stages of the product life cycle we strive to use natural resources efficiently, favor the use of sustainably-managed renewable resources, and target zero waste. 10. Water:-We are committed to the sustainable use of water and continuous improvement in water management. We recognize that the world faces a growing water challenge and that responsible management of the world’s resources by all water users is an absolute necessity. 2. 3. 5 Management Nestle has a Board of Directors, led by our Chairman Peter Brabeck-Letmathe, who was the former Nestle CEO. There are 14 members of the Board of Directors. The day to day management of the Nestle business is taken care by the Executive Board members. The 13 designated Board Members manage diverse parts of the global business. Nestle Group is managed by geographies (Zones Europe, Americas and Asia/Oceania/Africa) for most of the food and beverage  business, with the exceptions of Nestle Waters, Nestle Nutrition, Nestle Purina Pet care, Nespresso, Nestle Professional and Nestle Health Science which are managed on a global basis – these we call the Globally Managed Businesses. We also have joint ventures such as Cereal Partners Worldwide and Beverage Partners Worldwide. NAME| DESIGNATIONS| Paul Bulcke | Chief Executive Officer, Nestle S. A. Member of Nestle Board of Directors: Chairman's and Corporate Governance Committee | Werner J. Bauer | Executive Vice President Chief Technology Officer Head of Innovation, Technology, Research and Development | Frits van Dijk | Executive Vice President Zone Director for Asia, Oceania, Africa and Middle East | Jose Lopez| Executive Vice President operations| John J. Harris| Executive Vice President Chairman and CEO of Nestle Waters| James Singh | Executive Vice President Finance and Control, Legal, IP, Tax, Treasury, Global Nestle Business Services | Laurent Freixe | Executive Vice President Zone Director for Europe| Petraea Heynike | Executive Vice President Responsible for the Strategic Business Units, Marketing, Sales and Nespresso | Chris Johnson| Executive Vice President Zone Director for United States of America, Canada, Latin America, Caribbean | Marc Caira | Deputy Executive Vice President CEO of Nestle Professional | Jean-Marc Duvoisin | Deputy Executive Vice President Head of Human Resources and Centre Administration | Nandu Nandkishore | Deputy Executive Vice President Head of Nestle Nutrition | David P. Frick | Senior  Vice PresidentCorporate Governance, Compliance and Corporate Services | Committees : Committees : Committees : Committees : 2. 3. 4 Financials Items | Amounts| Revenue| CHF 109. 72 billion (2010)| Operating Income| CHF 16. 19 billion (2010)| Profit | CHF 34. 23 billion (2010)| Source:-www. nestle. com 2. 4 Nestle India 2. 4. 1 History of Nestle India Nestle is one of the oldest food MNC operating in India, with a presence of over a century. For a long time, Nestle India’s operations were restricted to importing and trading of condensed milk and infant food. Over the years, the Company expanded its product range with new products in instant coffee, noodles, sauces, pickles, culinary aids, chocolates and confectionery, dairy products and mineral water. Nestle’s relationship with India dates back to 1912, when it began trading as The Nestle Anglo-Swiss Condensed Milk Company (Export) Limited, importing and selling finished products in the Indian market. Nestle has been a partner in India's growth for over nine decades now and has built a very special relationship of trust and commitment with the people of India. The Company's activities in India have facilitated direct and indirect employment and provides livelihood to about one million people including farmers, suppliers of packaging materials, services and other goods. Nestle India Ltd, 51% subsidiary of Nestle SA of Switzerland, is among the leading branded food player in the country. It has a broad based presence in the foods sector with leading market shares in instant coffee, infant foods, milk products and noodles. It has also strengthened its presence in chocolates, confectioneries and other semi processed food products during the last few years. With seven factories and a large number of co-packers, Nestle India is a vibrant company that provides consumers in India with products of global standards and is committed to long-term sustainable growth and shareholder satisfaction. The Company insists on honesty, integrity and fairness in all aspects of its business and expects the same in its relationships. This has earned it the trust and respect of every strata of society that it comes in contact with and is acknowledged amongst India's ‘Most Respected Companies' and amongst the ‘Top Wealth Creators of India'. After nearly a century-old association with the country, today, Nestle India has presence across India with 7 manufacturing facilities and 4 branch offices spread across the region. Nestle India’s first production facility, set up in 1961 at Moga (Punjab), was followed soon after by its second plant, set up at Choladi (Tamil Nadu), in 1967. Consequently, Nestle India set up factories in Nanjangud (Karnataka), in 1989, and Samalkha (Haryana), in 1993. This was succeeded by the commissioning of two more factories – at Ponda and Bicholim, Goa, in 1995 and 1997 respectively. The seventh factory was set up at Pantnagar, Uttarakhand, in 2006. The 4 branch offices in the country help facilitate the sales and marketing of its products. They are in Delhi, Mumbai, Chennai and Kolkata. The Nestle India Head office is located in Gurgaon, Haryana. The Company continuously focuses its efforts to better understand the changing lifestyles of India and anticipate consumer needs in order to provide Taste, Nutrition, Health and Wellness through its product offerings. The culture of innovation and renovation within the Company and access to the Nestle Group's proprietary technology/Brands expertise and the extensive centralized Research and Development facilities gives it a distinct advantage in these efforts. It helps the Company to create value that can be sustained over the long term by offering consumers a wide variety of high quality, safe food products at affordable prices. Nestle India has products of truly international quality under internationally famous brand names such as NESCAFE, MAGGI, MILKYBAR, KIT KAT, BAR-ONE, MILKMAID and NESTEA and in recent years the Company has also introduced products of daily consumption and use such as NESTLE Milk, NESTLE SLIM Milk, NESTLE Fresh ‘n' Natural Dahi and NESTLE Jeera Raita. Nestle India is a responsible organization and facilitates initiatives that help to improve the quality of life in the communities where it operates. 2. 4. 2 Management NAME| DESIGNATIONS| Antonio Helio Waszyk| Chairman and Managing DirectorMember of the the Shareholder / Investor Grievance Committee| Shobinder Duggal| Director   Ã¢â‚¬â€œ Finance & Control| Christian Schmid| Director – Technical| Michael W. O. Garrett| Non Executive DirectorMember of the Audit Committee| Dr. Rakesh Mohan| Non Executive Director| Ravinder Narain| Non Executive DirectorMember of the Audit CommitteeChairman of the Shareholder / Investor Grievance Committee| Dr. Swati A. Piramal| Non-Executive Director| Richard Sykes| Alternate Director to Mr. Michael W. O GarrettGeneral Counsel of Asia, Oceania ,Africa, Middle East Region| 2. 4. 3 Financials Items| Amounts | Revenue| 590102 lakhs (2009-2010)| Net income| 81866 lakhs(2009-2010)| Source:-www. nestle. in/financial statements CHAPTER – THREE 3. 1 THEORITICAL BACKGROUND International marketing (IM) refers to marketing carried out by companies overseas or across national borderlines. This strategy uses an extension of the techniques used in the home country of a firm. It refers to the firm-level marketing practices across the border including market identification and targeting, entry mode selection, marketing mix, and strategic decisions to compete in international markets. International marketing is more concerned with micro level of the market and uses the company as a unit of analysis. According to the American Marketing Association (AMA) â€Å"international marketing is the multinational process of planning and executing the conception, pricing, promotion and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational objectives. † Marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage. Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objective. Marketing strategy involves careful scanning of the internal and external environments which are summarized in a SWOT analysis . Internal environmental factors include the marketing mix, plus performance analysis and strategic constraints External environmental factors include customer analysis, competitor analysis, target market analysis, as well as evaluation of any elements of the technological, economic, cultural or political/legal environment likely to impact success. A key component of marketing strategy is often to keep marketing in line with a company's overarching mission statement. Combination of marketing elements used in the sale of a particular product. The marketing elements center around four distinct functions, sometimes called the Four Ps: Product, Price, Place (of distribution), and Promotion. All these functions are considered in planning a marketing strategy, and any one may be enhanced, deducted, or changed in some degree in order to create the strategy necessary to efficiently and effectively sell a product. The term marketing mix refers to the four major areas of decision making in the marketing process that are blended to obtain the results desired by the organization. The four elements of the marketing mix are sometimes referred to the four Ps of marketing. The marketing mix shapes the role of marketing within all types of organizations, both profit and nonprofit. Each element in the marketing mix, product, price, promotion, and place consists of numerous sub elements. Marketing managers make numerous decisions based on the various sub elements of the marketing mix, all in an attempt to satisfy the needs and wants of consumers. FIGURE 1. 3 3. 2 Product The first element in the marketing mix is the product. A product is any combination of goods and services offered to satisfy the needs and wants of consumers. Thus, a product is anything tangible or intangible that can be offered for purchase or use by consumers. A tangible product is one that consumers can actually touch, such as a computer. An intangible product is a service that cannot be touched, such as computer repair, income tax preparation, or an office call. Other examples of products also include places and ideas The strategies involved in the product mix includes:- 3. 2. 1 Product strategies in international market Although products in the international industrial market are more homogeneous than consumer products, there are more product variations internationally than domestically due to the greater number of international economic, cultural, and political/legal variables. 3. 3 Market segmentation Is a Process of defining and sub-dividing a large homogenous market into clearly identifiable segments having similar needs, wants, or demand characteristics. Its objective is to design a marketing mix that precisely matches the expectations of customers in the targeted segment. Few firms are big enough to supply the needs of an entire market. The four basic market segmentation-strategies are based on (a) behavioural (b) demographic, (c) psychographic, and (d) geographical differences. 3. 3. 1 Market Segmentation Strategies. * Behavioural Segmentation: Behavioural segmentation is based on the customer's needs and subsequent reaction to those needs or toward the purchase of intended products and/or services. This study is conducted on all variables that are closely related to the product itself, like loyalty to a particular brand, cost effectiveness in terms of benefits and usage, circumstances responsible for the purchase, whether the customer is a regular, a first timer or and has the potential to become a customer, and whether the readiness to buy is linked to status. * Demographic Segmentation: Demographic segmentation refers to a wide study of the potential customers. While marketing a product many variables like age, gender, education, income, size of the family, occupation, socioeconomic status, culture and religion, language and nationality are taken into account. There are many instances where such a segmentation has worked very profitably, toys and clothes for every age group, certain food products that do well in certain counties and don't in some, either due to cultural or religious reasons. Demographic segmentation plays a vital role in determining whether a product can be mass marketed * Psychographic Segmentation: Segmenting people according to their lifestyles and values, and how they translate into consumption or purchases of products of services is what psychographic segmentation is all about. How one's interest, opinions, values, attitude and the activities they perform, all affects how and why a group of people would lean towards one product more than others. A high status would translate into an expensive flying habit, while a thrift value will translate into an economy flight. * Geographical Segmentation: Geographical segmentation is done by dividing people (markets) into different geographical locations. The country, state, or neighbourhood, the king of gentry, climate, and size of a place segmented into size of its age wise population, etc. all play a role in devising market strategies. This helps the producer and the marketers to understand what will sell and what won't, For example, a market for winter wear would definitely not work in warm regions. 3. 3. 2 International market segmentation Segmentation, in marketing, is usually done at the customer level. However, in international marketing, it may sometimes be useful to see countries as segments. This allows the decision maker to focus on common aspects of countries and avoid information overload. 3. 4 Positioning In marketing, positioning has come to mean the process by which marketers try to create an image or identity in the minds of their target market for its product, brand, or organization. Although there are different definitions of Positioning, probably the most common is: identifying a market niche for a brand, product or service utilizing traditional marketing placement strategies (i. e. price, promotion, distribution, packaging, and competition). Also positioning is defined as the way by which the marketers creates impression in the customers mind. 3. 5 Targeting Targeting is the next step in the sequential process and involves a business making choices about segment on which resources are to be focused. There are three major targeting strategies: undifferentiated, concentrated, and differentiated. During this process the business must balance its resources and capabilities against the attractiveness of different segments. Target Marketing involves breaking a market into segments and then concentrating the marketing efforts on one or a few key segments. Target marketing can be the key to a business’s success. 3. 6 Product standardization Product standardization means that a product originally designed for a local market is exported to other countries with virtually no change, except perhaps for translation of words and other changes. It is an efficient method to reduce costs and increase quality. By minimizing the differences in your products, you are able to rapidly increase production, streamline distribution, decrease raw material costs and reinforce product branding. The best product standardization strategies allow you to balance the need for targeted adaptation with the cost savings of standardization. 3. 6. 1Benefits of product standardization in international marketing * Projecting a global product image. * Catering to customers globally . * Cost savings in terms of economies of scale in production. * Designing and monitoring various components of marketing mix economically 3. 7 Packaging strategy An important part of the product decision making process surrounds the packaging of the product. An effective packaging strategy can contribute to the firm’s competitive advantage. Some points to consider when developing a packaging strategy include 1. Make sure the packaging is unique. 2. Make sure it performs the function required. 3. Make sure packaging promotes your product and brand. 4. Make sure packaging is identifiable and reinforces the brand. Although not a separate part of the marketing mix, having a good packaging strategy is an essential part of the marketing strategy of a firm. A good strategy will comprise of the packaging being unique, functional, promotes the brand, reinforces the brand and is easily identifiable by the consumer. 3. 8 Product adaptation Marketing strategy whereby new products are based on modification or some improvement on existing or competing products, and not on pioneering innovations. It is the strategy of a follower. The need to develop an adaptation strategy can lead to changes in pricing, delivery and packaging 3. 8. 1 Benefits of product adaptation in international markets * Enable a firm to tap markets which are not accessible due to mandatory requirements * Helps in gaining a market share * Increase sales leading to economies of scale 3. 9 PRICE The second element in marketing mix is price. Price is simply the amount of money that consumers are willing to pay for a product or service. In earlier times, the price was determined through a barter process between sellers and purchasers. In modern time Pricing new products and pricing existing products require the use of different strategies. For example, when pricing a new product, businesses can use either market-penetration pricing or a price-skimming strategy. A market-penetration pricing strategy involves establishing a low product price to attract a large number of customers. By contrast, a price-skimming strategy is used when a high price is established in order to recover the Cost of a new product development as quickly as possible. 3. 9. 1 Pricing strategy in international marketing Although pricing practices appear to be no different internationally than nationally, in some respects there is wide divergence. These differences occur in the areas of transfer pricing, dumping, and governmental influence over price. 3. 9. 2Transfer Pricing Transfer prices are the prices placed on products as they are transferred between units belonging to the same company. Transfer prices can be used to mitigate the effects of government regulation. 3. 9. 3 Dumping. Dumping is disposing of goods in a foreign country at less than their full cost. Goods will sometimes be exported at prices that only cover direct costs to dispose of excess inventories. Companies sell their excess inventories overseas to avoid disturbing their own national markets (e. g. , reducing prices or causing price wars at home. ) There are five price-adjustment strategies: * Discount pricing and allowances include cash discounts, functional discounts, seasonal discounts, trade-in allowances, and promotional allowances. * Discriminatory pricing occurs when companies sell products or services at two or more prices. These price differences may be based on variables such as age of the customer, location of sale, organization membership, time of day, or season. * Geographical pricing is based on the location of the customers. Products may be priced differently in distinct regions of a target area because of demand differences. * Promotional pricing happens when a company temporarily prices products below the list price or below cost. Products priced below cost are sometimes called loss leaders. The goal of promotional pricing is to increase short-term sales. * Psychological pricing considers prices by looking at the psychological aspects of price. For example, consumers frequently perceive a relationship between product price and product quality. 3. 10 PROMOTION Promotion is the third element in the marketing mix. Promotion is a communication Process that takes place between a business and its various public. Public are those individuals and organizations that have an interest in what the business produces and offers for sale. Thus, in order to be effective, businesses need to plan promotional activities with the communication process in mind. There are four basic promotion tools: Advertising, sales promotion, public relations, and personal selling. Each promotion tool has its own unique characteristics and function. 3. 10. 1Promotional strategy in international marketing In the international industrial market, the primary element of the promotional mix is personal selling, for only through personal selling can the coordination so essential to the industrial buyer-seller interface be effectively achieved. Sales promotion in the form of trade fairs is playing an increasingly important role in international marketing because so many prospects can be contacted in one place and because they enable quick comparisons of products. Direct mail is also becoming popular, although mailing lists are usually difficult to obtain. The use of publicity, although growing in popularity, is limited due to language difficulties and media coverage. Advertising is given little attention in the international industrial market, perhaps because of the difficulties in determining media coverage and numerous, widely varying, governmental regulations. 3. 10. 2 Advertising It is described as paid, non personal communication by an organization by using various media to reach its various publics. The purpose of advertising is to inform or persuade a targeted audience to purchase a product or service, visit a location, or adopt an idea. Advantages of advertising include the ability to reach a large group or audience at a relatively low cost per individual contacted. Further, advertising allows organizations to control the message, which means the message can be adapted to either a mass or a specific target audience. Disadvantages of advertising include difficulty in measuring results and the inability to close sales because there is no personal contact between the organization and consumers. 3. 10. 2. 1 Advertising media There is a huge variety of media available through which a business can conduct an advertising campaign. * Advertising media includes * Newspapers * Magazines * Internet * Television * Radio * Cinema * Posters * Billboards 3. 10. 2. 2 Advertising appeals There are various appeals in advertising which aims aim to influence the way consumers view themselves and how buying certain products can prove to be beneficial for them. The most important types of advertising appeals include emotional and rational appeals. Emotional appeals are often effective for the youth while rational appeals work well for products directed towards the older generation. * Emotional Appeal An emotional appeal is related to an individual’s psychological and social needs for purchasing certain products and services. Many consumers are emotionally motivated or driven to make certain purchases. Advertisers aim to cash in on the emotional appeal and this works particularly well where there is not much difference between multiple product brands and its offerings. Emotional appeal includes personal and social aspects. * Fear Appeal Fear is also an important factor that can have incredible influence on individuals. Fear is often used to good effect in advertising and marketing campaigns of beauty and health products including insurance. Advertising experts indicate that using moderate levels of fear in advertising can prove to be effective. * Rational appeal Rational appeals as the name suggests aims to focus on the individual’s functional, utilitarian or practical needs for particular products and services. Such appeals emphasize the characteristics and features of the product and the service and how it would be beneficial to own or use the particular brand. Print media is particularly well suited for rational appeals and is often used with good success. It is also suited for business to business advertisers and for products that are complex and that need high degree of attention and involvement. * Endorsement appeal Celebrities and well known personalities often endorse certain products and their pitching can help drive the sales. 3. 10. 3Sales promotion The second promotional tool is sales promotion. Sales promotions are short-term incentives used to encourage consumers to purchase a product or service. There are three basic categories of sales promotion: consumer, trade, and business. Consumer promotion tools include such items as free samples, coupons, rebates, price packs, premiums, patronage rewards, point-of-purchase coupons, contests, sweepstakes, and games. Trade-promotion tools include discounts and allowances directed at wholesalers and retailers. Business-promotion tools include conventions and trade shows. Sales promotion has several advantages over other promotional tools in that it can produce a more immediate consumer response, attract more attention and create product awareness, measure the results, and increase short-term sales. 3. 10. 3. 1 Sales promotion in international marketing Sales promotion refers to any consumer or trade program of limited duration that adds tangible value to a product or brand. Sales promotion techniques in the international market consist of the following: promotional pricing tactics, contests, sweepstakes and games, premium and specialties, dealer loaders, merchandising materials, tie-ins and cross promotions, packaging, trade shows 3. 10. 4 Public relation Public relation is the third promotional tool. An organization builds positive public relation with various groups by obtaining favourable publicity, establishing a good corporate image, and handling or heading off unfavourable rumours, stories, and events. Organizations have at their disposal a variety of tools, such as press releases, product Publicity, Official communications, lobbying, and counselling to develop image. Public relations tools are effective in developing a positive attitude toward the organization and enhance the credibility of a product. Public relations activities have the drawback that May not provide an accurate measure of their influence on sales. 3. 0. 4. 1 Public relation in international marketing A company’s public relations (PR) effort should-foster goodwill and understanding among constituents both inside and outside the company. The basic tools of PR include news releases, newsletters, press conferences, tours of plants and ether company faciliti es, articles in trade or professional journals, company publications and brochures, TV a Similar essay: Reed Supermarkets: a New Wave of Competitors

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Development And Streamlining Of Computer -based Testing

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Discussion on marketing plan and development objective

Question: Discuss about the Marketing Plan Development and Objective. Answer: Marketing Plan Objective The marketing plan refers to a process that assists in the development of the products as well as services offered by respective organization that in turn can satisfy the needs of the target consumers. The marketing plan therefore offers clear as well as explicit statement regarding different strategies as well as actions that can be executed by the organization. As rightly put forward by Blythe (2012), there are several advantages of development of a marketing plan that directs the marketers to develop an appropriate marketing plan according to the requirements of the functions of the business. The development of an effective marketing plan can help the marketers to gain better understanding regarding the operations of the business, their consumers as well as market competition prevalent in the market. In addition to this, the development of the marketing plan also helps in the improvement of the risk management that in turn can help in gaining a competitive edge in the market. Furthermore, the development of the marketing plan also helps in motivating the employees and the mangers of the organization and exerts immense influence on the productivity as well as the efficiency of the members of the staff. Particularly, the marketing plan can also act as a guide that can direct the ways for the development of a suitable budget as well as optimum allocation of the resources. However, the present marketing plan for Boost Juice can also help in the identification of the target segment of the market and gaining an in depth insight regarding the products as well as the services of the company. The current marketing plan for the products of the Boot Juice also help in recognizing with the competitors as well as the perception of the target consumers regarding the strengths as well as weaknesses of the rival companies. Apart from this, writing a marketing plan for the Boost Juice can also aid the management of the organization to get assistance for formulating appropriate strategies imperative for brand management that again in turn helps in the positioning of the brand. In addition to this, writing up the marketing plan for Boost Juice can also help in the determining a particular as well as measurable objectives along with the time frames for carrying out the marketing doings. This marketing plan can also help in sketching a strategy in order to access the t arget segment of the consumers counting the messages, multiple channels as well as the tools and the marketer can utilize. Advantages of preparation of a marketing plan for Boost Juice The marketing plan is to a large extent based on the notion of product innovations as well as utilization of advanced marketing mixes and strategies in order to target diverse groups of the target consumers in a highly competitive market. The market consists of several companies that offer identical products and that the companies promote their products with the help of advertisements that carry similar sort of messages. The key competence of Boost Juice includes the innovative product offerings of the Boost Juice Bar that helps in both manufacturing that is making of the juice and the manner of distribution of suitable messages to the target addressee. The brand of Boost Juice is entirely founded on the Boost Experience that occurs each and every time a consumer utilizes the products and the services of the corporation. The objective of the corporation is to craft a strategy that can help the management to shape an appropriate image of the business in the minds of the target audienc e that refers to the young, fresh as well as healthy plans to attract the attention of the young consumers in Australia. However, the rivals of Boost Juice might perhaps replicate the product as well as designs of the products. However, it becomes difficult to replicate the brand royalty of the product of Boost Juice. Nevertheless, the Boost Juice bar is quite contented with the present marketing campaigns in order to retain the consumers of the company. For instance, the Vibe Club initiative is a campaign of the Boost Juice in which the consumers of the business firm can get offers of free drinks on special occasions. For that reason, the innovative campaigns of the company that is either tactical or else branding comprises of unique communication strategies such as the Healthy Sucker, the Big Banana Peel, Whats Ya Name Game and the Kids Cups among others (Boostjuice.com.au, 2016). Therefore, it is imperative to keep a close watch on the fact that the consumers of the company hold a positive perception towards the products and the services of the company and avoid the risk of weakening brand image. Again, the life cycle of brand and the different stages or else the timeline require diverse marketing mix in order to re-enforce and to develop the customer perception. Situation Analysis Relevant characterization of the customers, company, context, collaborators as well as the competitors The situation analysis essentially refers to the critical evaluation using the 5Cs that includes the customer, company, context, collaboration as well as competitors. Customers The management of Boost Juice targets the typical household section and the super market segment of the market. The Boost Juice primarily targets the young teenagers having the desire to have a healthy diet. However, the primary target customers of Boost Juice comprises of the Kids (who are very fond of fruit juice especially the mango and strawberry), teen aged individuals (people who love experimenting with different products), youth (individuals who love experimenting and have greater purchasing power in comparison to the teenagers, working people as well as housewives. In addition to the secondary target customers of the company refers to the travel industry, airlines, railways in addition to the regional transport system and the recreational place. In addition to this, other secondary target market also refers to movie theatre, shopping malls, and enjoyment parks. The secondary market also includes the school, colleges together with the hotels, eateries and bars. Company The company Boost Juice is a global chain of retail outlet that specializes in marketing different kinds of fruit juice. The Boost Juice Bars was founded in the year 2000 where the first store was situated in Adelaide in South Australia. However, the market also expanded in the international is considered as the most loved juice bar of Australia that presents an innovative retail juice bar concept. Boost Juice is popular brand in the Wellness Category, one of the fastest developing sectors in the entire world that alone generates the revenue of US$2 billion each year and the developed by more than 30% over the last four years. Boost is well known global brand that has developed on the foundation of the marketing as well as the operational excellence. This has assisted the company to attain 94% awareness regarding the brand. Boost Juice markets a range of products that include the low fat smoothies, fruit crushes, super smoothies, fruit juices, indulgence smoothies among many others. The company can also be analysed by using the SWOT analysis in an illustrative manner (Boostjuice.com.au, 2016). Strength Innovative concepts of products as well as services that has made the company largest chain in the Southern Hemisphere Recorded highest turnover in every per square meter Personalised designs of retail stores Strong franchise system for expansion of the shops Strong brand name and recognition as well as name in Australia Concentration on both promotion as well as advertising campaigns that includes the VIBE, promotion of LOVE LIFE (Boostjuice.com.au, 2016). Strong customer loyalty owing to its popularity amongst the consumers Good ability for customer engagement Availability of financial resources Expansion of operations in more than 15 nations (Boostjuice.com.au, 2016). Weakness The company may perhaps high marketing costs for the purpose of development of advertising and promotional campaigns The brand has not yet established properly in the international market Reduction in the sales figure during the winter season Differences in prices at different bar locations Trade off between different franchise as well as the uniform system of control Opportunity Boost Juice targets expansion in the emerging market of Asian Nations (Paliwoda, Andrews and Chen, 2012) Strategies for advertisements as well as marketing through different media that includes the TVs, social networking sites, online media as well as print media Non-existence of any direct rival firm Threat Strong competition in the market might perhaps reduce the market share of the industry and adversely affect the entire businesses of Boost Juice (Peter and Donnelly, 2011) Increase in the overall cost of raw materials Changes in the government strategies as well as the fluctuating foreign currencies can also adversely affect the business of the company Company Strategies for the future includes expansion in the emerging markets of Asia for development of the growth potential of the business in the international market while strengthening the foothold in the domestic nation. The company might perhaps focus on the low product pricing strategy for the target customers of the new markets for penetrating the emerging market. Boost Juice can also concentrate on localising policies that is the international customization for advertisements as well as promotions in local language taking into account the differences in culture while staying true to the own integrity of the firm for international expansion (Clow and Baack, 2012). Meanwhile, the management also intends to maintain worldwide brand consistency in order to uphold the brand name of the business. The management can carry out market research before carrying the process of business expansion be developing its own research and development department and by the help of market research agencies. However, the company also intends to carry out the differentiation strategy by making in front of the eyes of the customer at the counter, set both flavours as well as recipes with no preservatives. The company also intends to undertake the franchising system for business expansion. In addition to this, the company can frame the strategy of customer retention in the domestic as well as in the domestic market for developing the growth potential. The management of the company can also develop its tactical strategies of customer engagement as well as retention through establishment of improved campaigns, good customer services, introduction of different loyalty programs in the emerging markets such as the VIBE loyalty programs (Boostjuice.com.au, 2016).. Context The analysis of the context of the business of Boost can be carried out using the PEST analysis in a comprehensive manner. The PEST analysis refers to the critical evaluation of the political, social, economic as well as the legal facets that affect the business environment of the company in which Boost Juice operates. Political and Legal factor that affects the business that affects the business of the company includes the federal as well as the state laws such as the Food Standard and Safety and the Zooming and Building Regulation (Clow and Baack, 2012). In addition to this, the anti discrimination laws also affect the operations of Boost Juice considerably. Economic factors associated to the business environment of Boost Juice include the high rate of economic growth of the nation, abundance as well as ease of access of the natural resources (Kotler and Keller, 2011). In addition to this, boom in the sector of mining as well as positive environment in the retailing business of Australia has also positively affected the business environment of Boot Juice Social factors include the awareness of the consumers as well as high level of concern for the both health and level of nutrition (Chernev, 2012). The concept of Boost Juice to create a healthy fast food thereby meets up the requirements of the society. The health conscious consumers of Australia also wants to keep away from the unhealthy fast food products available in the market and this can also created the demand for the products of Boost Juice in the market. Nonetheless, the awareness among the consumers regarding the reduction in the obesity as well as diseases such as diabetes and many others has also boosted the growth of the products of the company that is essentially helps in maintenance of health and well being. Technological Factors include the use of the advanced digital technologies as well as social media, use of the Facebook Page in addition to other radio programs (Kotler and Keller, 2011). Collaborations The evaluations of the collaborations of the company include critical analysis of the supply chain management of the company, relationship of the management of the company with its downstream members of the channels of distribution (Kotler and Keller, 2011). The company has developed the Master Franchise Partners that has helped in the improvement of the overall retail experience of the company. The supply chain management strategies of the company includes development of different franchises that has also helped in the successful operations with developed infrastructure as well as driven teams having great exposure as well as contacts for leasing, developed supply chain management, policies of construction, process of training, policies of marketing as well as operational expertise (Kotler and Keller, 2012). The company also operates through multiple outlets located at the prime market places that in turn can help in the agreed schedule set for development in the selected market. Ag ain, the financial ability to finance the overall explosion of Boost in the emerging as well as the new markets is also regarded as a mandatory factor for the collaborative plan for expansion. Competitors The analysis of the competitors of the company Boost Juice can be widely categorised into two different sections that include the retail industry as well as the wellbeing industry. The retail industry refers to the food and beverages companies, health food retail outlets in addition to the fast food. The competitor in the well being industry include Gloria Jeans, Nudie, New Zealand Natural among many others. Again, the emerging competitors of the company include the availability of the Frozen Yoghurt, Moochi, Easy Chat Time and the Noggi that offers fruit to different milk based beverages including tea, extra topping where the consumers can select the amount of both ice as well as sugar in their drinks (Boostjuice.com.au, 2016). Market Analysis and Strategies Segmentation, Targeting and Positioning Market segmentation is considered as the market strategy that includes division of a broad market especially the division of a target market on the basis of businesses, nations and customers that have common priorities, interests and needs (Kotler and Keller 2012). Depending upon this division or segment, designing of strategies and its implementation takes place in order to target them. On the other hand, a target market is defined as a cluster of consumers that an organization has decided to aim the efforts of the business and lastly its merchandise towards. It has been found that for any organization target market is considered as the primary element of the market strategy. Thus, the company Boost Juice also has target market. The target market of Boost Juice can be divided into primary and secondary market for better understanding and for better and detailed analysis (Pride and Ferrell, 2012). The primary target market of the company Boost Juice is composed of kids who are fond o f fruit juice like juice of strawberry and mango, teens who are more experimental, youth who have more buying power and are more experimental. The primary people, elderly people and housewives are also considered as the primary target market of the firm. On the other hand, the secondary target market of Boost Juice includes airlines, local transport systems and railways; travel industry, recreational, colleges, schools, restaurants, hotels, bars, movie theatres, amusement parks and malls. In addition to this, segmentation is done by Boost Juice on the basis of various variables. These include behavioural variables, psychographic variables, demographic variables and geographic variables (Lancaster and Massingham, 2011). On the basis of leveraging the advantages of integration and liberalization of all the markets across the world, the particular company Boost Juice generally seek in order to serve both the international and domestic customers. In case of geographical variables, the company Boost Juice draws segmentation in the geographical location depending on the metropolitan cities, major towns and cities of the states. The company also differentiates and form segmentation on the basis of the density of the area like rural, urban and semi-urban. In addition to these, climate like tropical influences the sales volume of the particular firm. Therefore, it can be said that the position of the firm in the market depends on the segmentation. The demographic segmentation also plays an important role for Boost Juice as the all the age group, both male and female gender of the society are the target customers of the firm (Grewal and Levy 2012). Moreover, the sales of the firm increases as the size of family, education of customers do not affect the sales volume. Both high and middle income level of people can buy the products, even the people who are student, retired or working can buy the products. Thus, it can be said that segmentation leads to increase in incom e and also helps in positioning the products of the firm Boost Juice. Moreover, psychographic variables also influence the sales of the firm. The attitude, lifestyle and value promote the products. The segmentation based on behavioural variables like income status, profitability, brand loyalty, product usage rate and benefit sought also helps in positioning of the firm (Cateora, Gilly and Graham 2013) Tactical Plans Product Strategy The product strategy of Boost Juice includes the development of innovative as well as sustainable product (Mamula, 2012). The management of Boost Juice manufactures the paper cups that are not re-closable and are very much easy to handle. However, the use of the paper cups is not very much suitable for the urban as well as the busy environment as it involves the risk of getting perished easily. The management of the company also concentrates on the packaging strategy and markets the re-closable packaging that is the reusable bottles (Tadajewski and Hewer, 2012). This reusable bottle permits the customers to not consume all at the same time and they can preserve it and drink later. Price The marketing management of Boost Juice uses the bundles pricing strategy as well as BOGO. The company offers two juices at a decreased price. In addition to this, the company has also introduced the meal or else the snack deal for pricing. In addition to this, the management of Boost Juice has also launched the Nation Wide Pricing Policy or else the BOGO on particular opening day that provides the chance to acquire different experiential information and to boost the brand loyalty by way of shaping (Boostjuice.com.au, 2016). Place The place is considered one of the most important factors in the 4Ps strategy of the company. The company takes into the account the different variables of the target market before deciding the places (Marketing Management, 2014). The company uses the franchise system for the penetration of the local markets in order to the increase the availability of the products in the regional markets (Morgan, 2012). Promotion The promotional strategies of the company aim at improvement of the brand loyalty of the company through proper utilization of the different social media stages. This promotional strategy thereby essentially targets the avid users of technology as well as social media among the Australian consumers. The promotional strategies of Boost Juice include the introduction of the Smart Phone apps that can develop the online sales of the company. The use of the digital applications can help the company to appeal to a wide market as there is high level of smart phone penetration in the nation (Around 15 to 35 populations). This digital application can help the company to receive orders online and at the same time help the consumers to order their products of their choice in advance and gain more time (Peter and Donnelly, 2011). The applications also help the company to communicate different features of the company to the target consumers that includes the location of the nearby Boost Juice Bar s (Weinstein, 2014). In addition to this, the mobile apps also provide links to the VIBE loyalty cards in order to keep up different points. The smart phone apps also helps in sending the promotion notifications that might include different price and quantity discounts (Ramachandra, Chandrashekara and Shivakumar, 2010). Furthermore, the use of the smart phone app for the promotional practice of Boost Juice also provides the option to the consumers to customize the smoothies with different supplementary ingredients as well as boosters. Therefore, this strategy of promotion thereby increases the customer orientation of the products. Consequently, this current strategy of using the smart phone apps for promotion helps in development of strong and enduring customer relationship as well as generation of greater identification of the brand (Sherlekar and Gordon, 2010). The promotional strategies eventually helps in the development of the associations with the corporation that have helped in the establishment of social media communities with identical target that includes student communities, gyms as well as health product franchises. Conclusion The above study presents a detailed analysis of the marketing plan based on the situational analysis that refers to the evaluation of the 5Cs, the strategies for segmentation, targeting and positioning and the tactical plans. The situational analysis carried out in this study helps in understanding different factors that includes the consumers, company, context, competitors and the collaborations that affects the overall business operation of the company. The current study also carries out SWOT and the Pest analysis that in turn helps in gaining comprehensive understanding regarding the business environment as well as the situation of the company. Thereafter, the current study also focuses on evaluation of different tactical plans of the company that refers to the analysis of the product, price, place as well as promotion strategies of the company. References Blythe, J. (2012).Marketing. London: SAGE Publications. Boostjuice.com.au. (2016).Boost Australia. [online] Available at: https://www.boostjuice.com.au/about [Accessed 9 Jun. 2016]. Boostjuice.com.au. (2016).Boost Australia. [online] Available at: https://www.boostjuice.com.au/are-you-made-of-boost-stuff-3 [Accessed 9 Jun. 2016]. Boostjuice.com.au. (2016).Index of /wp-content/uploads. [online] Available at: https://www.boostjuice.com.au/wp-content/uploads [Accessed 9 Jun. 2016]. Cateora, P., Gilly, M. and Graham, J. (2013).International marketing. New York: McGraw-Hill Irwin. Chernev, A. (2012).Strategic marketing management. [Chicago, Ill.]: Cerebellum Press. Clow, K. and Baack, D. (2012).Cases in marketing management. Thousand Oaks, Calif.: SAGE. Grewal, D. and Levy, M. (2012).Marketing. New York: McGraw-Hill/Irwin. Kotler, P. and Keller, K. (2011).A framework for marketing management. Harlow: Pearson Education. Kotler, P. and Keller, K. (2012).Marketing management. Upper Saddle River, N.J.: Prentice Hall. Kotler, P. and Keller, K. (2012).Marketing management. Upper Saddle River, N.J.: Prentice Hall. Lancaster, G. and Massingham, L. (2011).Essentials of marketing management. London: Routledge. Mamula, T. (2012). Role of marketing metrics in strategic brand management.Marketing, 43(1), pp.49-61. Marketing Management. (2014). McGraw-Hill. Morgan, N. (2012). Time for mindful destination management and marketing.Journal of Destination Marketing Management, 1(1-2), pp.8-9. Paliwoda, S., Andrews, T. and Chen, J. (2012).Marketing management in Asia. New York: Routledge. Peter, J. and Donnelly, J. (2011).A preface to marketing management. New York: McGraw-Hill/Irwin. Pride, W. and Ferrell, O. (2012).Marketing. Australia: South-Western Cengage Learning. Ramachandra, K., Chandrashekara, B. and Shivakumar, S. (2010).Marketing management. Mumbai [India]: Himalaya Pub. House. Sherlekar, S. and Gordon, E. (2010).Marketing management. Mumbai [India]: Himalaya Pub. House. Tadajewski, M. and Hewer, P. (2012). Constituting Marketing and Customer Experiences.Journal of Marketing Management, 28(11-12), pp.1243-1248. Tadajewski, M. and Hewer, P. (2012). Engaging marketing management.Journal of Marketing Management, 28(7-8), pp.955-956. Tadajewski, M. and Hewer, P. (2012). Global contributions to marketing management.Journal of Marketing Management, 28(9-10), pp.1015-1020. Weinstein, A. (2014).Marketing. London: Routledge.