Branding in Fmcg

Branding strategies in FMCG Chandranshu Charan 09ESHYD011 Branding strategies in FMCG Contents 2 Acknowledgement †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 Objective- †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Methodology †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Structural Analysis of FMCG Industry †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 Distinguishing features of Indian FMCG Business †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 1. Design and Manufacturing†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 2. Marketing and Distribution†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 3. Competition †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 Application of functional knowledge †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 Santoor: For a Younger Skin †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Taj Mahal Tea†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Fair & Lovely: Chand ka Tukda †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 9 Center Shock: Hilake Rakh De †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Brand Positioning strategies for competitive advantage †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11 Interim findings and observation of the report †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Brand Equity †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 Brand loyalty †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 13 Awareness of the brand †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 14 Perceived quality †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 A set of associations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 14 Other proprietary brand assets †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 14 Appraising brand assets †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 14 Ingredients for Strategy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Financial †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 15 Innovation from the inside out – R&D in the FMCG industry †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 15 Hul Strategy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 15 Interview with an Industry expert †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Limitation of Branding †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 17 Reference †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 18 Branding strategies in FMCG 3 Acknowledgement I owe a great many thanks to a great many people who helped and supported me during the writing of this project. I express my deepest thanks to my Guide Dr. G Radha Krishna for guiding and correcting documents of mine with attention and care. He was always there to show me the right track when I needed his help. With the help of his valuable suggestions, guidance and encouragement, I am able to perform this project work. I would also like to thank my colleagues, who often helped and gave me support at critical junctures during the making to this project. Branding strategies in FMCG 4 A product is something that is made in a factory; a brand is something that is bought by a customer. A product can be copied by a competitor; a brand is unique. A product can be quickly outdated; a successful brand is timeless. Stephen King WPP Group, London Developing a brand strategy can be one of the most difficult steps in the marketing plan process. It's often the element that causes most businesses the biggest challenge, but it's a vital step in creating the company identity. Company‘s brand identity will be repeatedly communicated, in multiple ways with frequency and consistency throughout the life of a business. In Fast Moving Consumer Goods (FMCG), also known as Consumer Packaged Goods (CPG), Consumers generally put less thought into its purchase than any other products. Here top of mind recall playing a vital role while taking purchase decision. Effective branding strategy is indispensable tool in FMCG sector. Though FMCG is the oldest market, it has gone through a complete transformation. The FMCG market becomes the first indicator of a lifestyle of a society or of a nation. Products which have a quick turnover, and relatively low cost are known as Fast Moving Consumer Goods (FMCG). FMCG products are those that get replaced within a year. Examples of FMCG generally include a wide range of frequently purchased consumer products such as toiletries, soap, cosmetics, tooth cleaning products, shaving products and detergents, as well as other non-durables such as glassware, bulbs, batteries, paper products, and plastic goods. FMCG may also include pharmaceuticals, consumer electronics, packaged food products, soft drinks, tissue paper, and chocolate bars. The shorter product life cycles and increasingly competitive environment have become a global trend in FMCG sector. On an average, FMCG Company introduces 70 to 80 new products per year. Profit in FMCG goods generally scales with the number of goods sold rather than the profit made per item. The classification generally includes a wide range of frequently purchased consumer products category including: toiletries, soaps, cosmetics, tooth paste, oils, Tea, shaving products, detergents, and other non-durables such as glassware, bulbs, batteries, paper products and plastic goods. In order to sustain a fast pace of new product introduction, it is important to have potential new ideas ready for development. Brand loyalty has become irrelevant where many homogenous products are flooded in the market. Informed customers are making rational purchasing decisions. This makes niche a conditional option for FMCG companies. Moreover all the major players like HLL, P & G, Marico, Colgate-Palmolive and Britannia have tried to create a niche market within the mass market to grow profitably. Many FMCG companies time to time formulating marketing and branding strategy to gain brand equity. An effective Integrated Marketing Communication strategy helps in to achieve the required goal. Creating a strong brand identity, leveraging new product categories and growing the customer base are core concerns for consumer product companies. Firms are looking to maximize profits and market share in a highly competitive environment that includes such challenges and risks as demanding customers, consolidation and global expansion. Branding strategies in FMCG Objective- 5 ? To study branding strategies for consumer goods used by companies to attract consumers. ? To study different positioning strategies that may influence an individual‘s Behavior choices. ? To know the limitations of branding. Methodology Literature review. ? Evaluating Branding Strategies and Practices of different product category. ? Interaction with Industry Experts. Structural Analysis of FMCG Industry Typically, a consumer buys FMCG goods at least once a month. The sector covers a wide gamut of products such as detergents, toilet soaps, toothpaste, shampoos, creams, powders, food products, confectione ries, beverages, and cigarettes. Typical characteristics of FMCG products are: ? The products often cater to 3 very distinct but usually wanted for aspects – necessity, comfort, luxury. They meet the demands of the entire cross section of population. Price and income elasticity of demand varies across products and consumers. ? Individual items are of small value (small SKU's) although all FMCG products put together account for a significant part of the consumer's budget. ? The consumer spends little time on the purchase decision. He seldom ever looks at the technical specifications. Brand loyalties or recommendations of reliable retailer/ dealer drive purchase decisions. ? Limited inventory of these products (many of which are perishable) are kept by consumer and prefers to purchase them frequently, as and when required. Brand switching is often induced by heavy advertisement, recommendation of the retailer or word of mouth. Distinguishing features of Indian FMCG Business FMCG companies sell their products directly to consumers. Major features that distinguish this sector from the others include the following: – Branding strategies in FMCG 1. Design and Manufacturing 6 1. Low Capital Intensity – Most product categor ies in FMCG require relatively minor investment in plan and machinery and other fixed assets. Also, the business has low working capital intensity as bulk of sales from manufacturing take place on a cash basis. . Technology – Basic technology for manufacturing is easily available. Also, technology for most products has been fairly stable. Modifications and improvements rarely change the basic process. 3. Third-party Manufacturing – Manufacturing of products by third party vendors is quite common. Benefits associated with third party manufacturing include (1) flexibility in production and inventory planning; (2) flexibility in controlling labor costs; and (3) logistics sometimes it‘s essential to get certain products manufactured near the market. 2. Marketing and Distribution Marketing function is sacrosanct in case of FMCG companies. Major features of the marketing function include the following: 1. High Initial Launch Cost – New products require a large front-ended investment in product development, market research, test marketing and launch. Creating awareness and develop franchise for a new brand requires enormous initial expenditure on launch advertisements, free samples and product promotions. Launch costs are as high as 50-100% of revenue in the first year. For established brands, advertisement expenditure varies from 5 – 12% depending on the categories. 2. Limited Mass Media Options – The challenge associated with the launch and/or brandbuilding initiatives is that few no mass media options. TV reaches 67% of urban consumers and 35% of rural consumers. Alternatives like wall paintings, theatres, video vehicles, special packaging and consumer promotions become an expensive but required activity associated with a successful FMCG. 3. Huge Distribution Network – India is home to six million retail outlets, including 2 million in 5,160 towns and four million in 627,000 villages. Super markets virtually do not exist in India. This makes logistics particularly for new players extremely difficult. It also makes new product launches difficult since retailers are reluctant to allocate resources and time to slow moving products. Critical factors for success are the ability to build, develop, and maintain a robust distribution network. 3. Competition 1. Significant Presence of Unorganized Sector – Factors that enable small, unorganized players with local presence to flourish include the following: 2. Basic technology for most products is fairly simple and easily available. 3. The small-scale sector in India enjoys exemption/ lower rates of excise duty, sales tax etc. This makes them more price competitive vis-a-vis the organized sector. 4. A highly scattered market and poor transport infrastructure limits the ability of MNCs and national players to reach out to remote rural areas and small towns. Branding strategies in FMCG 7 5. Low brand awareness enables local players to market their spurious look-alike brands. 6. Lower overheads due to limited geography, family management, focused product lines and minimal expenditure on marketing. A general assessment of this would lead to the conclusion that FMCG is not a Structurally Attractive Industry to Enter. Entry barriers are high due the nightmare logistics associated with distributing a FMCG and the limited mass media options available to build a brand. Likewise, the intensity of competition from branded and unbranded goods and the power of retailers make the FMCG a structurally unattractive industry in which to enter and difficult industry in which to remain a competitive player. Application of functional knowledge Soap Category Santoor: For a Younger Skin Brand: Santoor Company: Wipro Agency: FCB Ulka Santoor is south India‘s no1 soap brand. As per sales data it contributed close to Rs 850 crore in 2008-09 to the company‘s coffers and became the leading brand in South India in its category. The brand which focuses on rural India has been growing at 29% for the past three years, on a year-onyear basis. The brand was launched in 1985 as an ordinary soap with sandalwood and turmeric as its main ingredients. The brand was initially test marketed in Bangalore and encouraged by the positive response, the brand became national a year after. The brand was positioned as the beauty + skin care at a reasonable price and the brand derived strength from the efficacy of the ingredients. At that time the brands which had sandal as the main ingredient was Moti and Mysore Sandal Soap. The brand derived the name from combining Sandal + Turmeric and it is not from the musical instrument that it got the name Santoor. Although the brand became popular, the company was not satisfied with the results. The customers were not buying the ingredient story. The research suggested that customers are not correlating the brand with skin care and beauty. Branding strategies in FMCG 8 Thus started the brainstorming on getting the ? WOW † factor to build the brand. The wow factor came in the form of the new positioning ? For Younger Looking Skin†. The positioning comes from the consumer insight that ultimately the customers look for a younger skin which is another smart way of defining beauty. The focus on ? Younger Skin† also acts as a powerful differentiator because other brands were focusing on â€Å"beautiful skin† or â€Å"looking beautiful†. The next big idea came in the form of communicating the ? Younger Skin? concept using â€Å"Mistaken Identity? theme (source: MG Parameswaran's Book). The brand has consistently developed this theme over these two decades of its existence. Santoor is a brand has consistently understood the consumers and was not complacent to change. The brand was the first one to use a Mother and her five year old daughter to endorse the brand. Most of the ads showed spinsters in their campaigns while for Santoor, the protagonist were Mothers. But showing Mother as the protagonist had its share of issues also. The customers felt that since this brand is meant for adults, it will not be soft on skin. This made the company to change the size texture and the shape of the product. Indian women's mindsets were evolving and breaking free from the traditional mindset. The Mother-daughter equation and the campaigns set in the supermarkets, wedding and bangle shop did not do well with the achievement oriented customers. That was a message to the marketers that the product communication has to change. The achiever protagonist was introduced in 2004. The campaign showed the mother as a successful fashion designer with the same positioning and theme. The brand also extended itself to a range of beauty products and to talc. Now Santoor have face wash, talc, soap and fairness cream. Year 2006 saw a big change in the marketing strategy for Santoor. They move into celebrity endorsement. The campaigns showed Saif Ali Khan (in North) and Madhavan (south) in the TVCs. The TVC's shows these celebrities along with the Mother and child in the theme. Using a celebrity without a change in the overall positioning will have a positive impact to the brand. The use of celebrity will make the ad sticky thus making the campaign more effective. The brand is facing tough competition from heavy weights and is now seeking support from outside to stay as a leading FMCG brand. Branding strategies in FMCG Tea Category 9 Taj Mahal Tea Brand:Taj Mahal Tea Company: HLL Taj Mahal tea has changed its Brand Face (brand ambassador). Recent TVCs show Saif Ali Khan endorsing the brand. Taj Mahal has been using the Tabla Maestro Ustad Zakir Hussain as its brand ambassador from 1990's. Since Ustad Zakir was endorsing only this brand, the recall was high. Over the period of time, the brand ambassador became synonymous for the brand. Ustad and Taj Mahal were touted as the classic example of a successful celebrity endorsement. The collaboration with the brand and the ambassador went that far that Ustad once challenged in a TVC in 2001 that he will stop playing tabla if he come across a better tea. That TVC created lot of controversy. The new brand ambassador is Saif. The new face may be an attempt to make the brand more contemporary. Ustad and his fans are getting older. Hence there is a chance that the new generation may miss out on the charm of Ustad (generation gap). So the attempt may be to make the brand relevant to the new generation. In theory we site examples where the users of the brand getting older and the brand not able to connect with new generation. HLL does not want this to happen with a power brand like Taj Mahal. Cosmetic Category Fair & Lovely: Chand ka Tukda Brand: Fair & Lovely Company: HLL Agency: Lowe Fair & Lovely (FAL) is the brand that revolutionized the Indian Skin care industry. This brand is World's first and largest Fairness cream brand with a presence in 40 countries and a value of around Rs. 6 billion. Indian skin care market was dominated by conventional beauty care products like Bezan, Multani Mitti etc. FAL changed all that. Launched in 1975, FAL is the product born in the Unilever research center. In 1988 the brand went international. FAL commands a market share of over 70% in the Rs 1000 crore fairness market in India. FAL virtually created and owned this category for long. In the fairness market, FAL enjoyed monopoly till Cavin Kare entered this lucrative segment with Fairever. The success of Fairever prompted many players like Godrej to tap the market. Branding strategies in FMCG 10 FAL sustained the pressure from the competitor by careful branding and new product launches. The brand never failed to emulate and learn from the competitor . When Fairever launched the ayurvedic variant, FAL launched a much better variant. Competition is coming from Ozone Ayurvedics with their brand ? No Marks‘ tries to carve a niche. HLL countered with FAL Antimarks and launched a controversial comparative ad that took the steam out of ? No Marks‘. When Fairever launched the soap, FAL also responded with soap. FAL never allowed the competitors to gain an upper hand in the market which it created. FAL achieved such tremendous success because of careful branding and ad campaigns. Initially HLL do some ugly talking about fairness. Some of the ads were controversial because of gender inequality and stuff like that. It was necessary at that period because the category was new and the brand should first talk about the need to be fairer. Now the brand has laddered up to more aspirational values like â€Å"Transformation of Women† The insight is that the transformation will be more than skin deep. The ads showing a girl achieving the ambition of being a cricket commentator (a male bastion) were very much effective in connecting with the target group. HLL has also extended the brand to more aspirational values by launching Fair& Lovely foundation that works for Women Empowerment achievement and Transformation which are the qualities for which FAL stands for. FAL have also launched a premium sub brand Perfect Radiance to tap the premium segment of the market. Fair & Lovely was able to dominate the fairness market because of careful marketing and is a showcase of the marketing genius of HLL. Confectionary Category Center Shock: Hilake Rakh De Brand: Center Shock Company: Perfetti Vanmelle Agency: O & M Center Shock is an interesting brands or rather it is a disruptive brand in the sense that the brand just makes all marketing theories look funny. Conventional marketing wisdom says that the product should deliver a promise and satisfy a need. Here is a confectionery brand that tasted sour making itself a market leader in less than 6 months time. Center Shock was launched in 2001 and at that time, the chewing gum market was at cross Branding strategies in FMCG 11 roads. The market lifecycle was at the decline stage. Although the market was worth Rs 300 crore, it was declining at a faster rate at 25-30%. Perfetti then decided to break the category degrowth and make this category more exciting to the customers. This peculiar gum gave a distinct fruit filled acidic taste to the customer which really gave the customer a shock. The brand was an extension of the highly popular Center Fresh known for its Fruit Gel Center. Center Shock came in two flavors: Peach and Apple. Center Shock broke into picture through two clutter breaking ads crafted by O. The first ad of the barber created a huge impact in the market. The ads won lot of accolades for O. According to reports, the brand became market leader within no time with a share of over 35% beating Center Fresh from the same company. The first TVC was followed by the second one featuring a dude visiting his girlfriend's home to meet the parents. According to brand experts the creative brief for Center Shock was simple -break the clutter and make it funny and distinct and really shocking and the ads just did that. The brand adopted one of the funniest and best taglines ? Hilake Rakh De? which translates to ? Will shake you UP†. The brand was positioned as a fun brand and customers liked the change. The brand had virtually shaken the market. During those days most of the chewing gum brands were sold on sales promotions and seldom marketers invested any thing more on ads. Center Shock brought back the trust on advertising in the category players. To sustain a brand like Center Shock for longer period of time is a difficult proposition. Although this brand had a very short PLC, the brand showed the power of advertising. A good advertising can make people eat a sour candy and be happy about it. Brand Positioning strategies for competitive advantage In present scenario the consumer mind is cluttered with numerous brand names for various categories. So companies‘ strategy is to create a perception for their brand in the prospect‘s mind so that it stands apart from competing brands and approximates much more closely to what the consumer wants. One of the major contributions of positioning theory t marketing strategy is to bring out the concept of ? distance‘ and dissimilarity between brands in the ? perceptual space‘ of the prospect and to uncover the many opportunities for such perceived differentiation based upon the capabilities of the product and its antecedents. These differentiation strategies revolve around different aspects of the brand which can be expressed as four questions- Branding strategies in FMCG 12 1. Who am I? This question deals with the origins of the brand, its parentage. The brand can be position with reference to its corporate identity or as an extension of a well established brand. 2. What am I? This question relates to the capabilities of the brand and can be further broken up: (a) Category-Related Positioning (b) Benefit-Related Positioning (c) Positioning by Usage Occasion (d) Price-Quality Positioning 3. For whom am I? This is the strategy of positioning a brand for a carefully chosen target segment where it is the best fit and has competitive advantage. Any functionally similar products can be differentiated through positioning by different segments. Such positioning can be by demographic, behavioral, benefit seeking and psychographic segments. 4. Why me? All the above strategies should enable to create a distinct and persuasive perception of a brand. Aggressive marketing companies try to add to their brand a clinching advantage through some unique feature. Positioning by competitor, that is through compassion with the main competitors, is another way to demonstrate a brand‘s superiority and answer the question ? why me? ‘ Interim findings and observation of the report One such intangible asset is the equity represented by a brand name. For many businesses the brand name and what it represents is its most important asset-the basis of competitive advantage and of future earnings streams. The first step in identifying the value of brand equity is to understand what it is-what really contributes to the value of a brand. Subsequently look at several methods of placing a value upon a brand which will provide additional insight regarding the brand concept. And finally some issues facing those who create or manage brands will be introduced. Brand Equity It is a set of brand assets and liabilities linked to a brand, its name and symbol that add to or subtract from the value provided by a product or service to a firm or to that firm customers. If the brand‘s name or symbol should change, some or all of the assets or liabilities could be affected and lost, although some might be shifted to a new name and symbol. The assets and liabilities on which brand equity is based will differ from context to context. However, they can be usefully grouped into five categories: Branding strategies in FMCG 13 Perceived Quality Name Awareness Brand Association Brand Loyalty BRAND EQUITY Name Symbol Other Proprietary Brand Assets Provide value to customer by enhancing customers: Interpretation/Processing of information Confidence in the purchase decision Use Satisfaction Provide Value to firm by enhancing: Efficiency and effectiveness of marketing programs Brand loyalty Price/margins Brand extensions Trade leverage Competitive advantage Fig-Brand Equity (Source-D. A. Aaker) Brand loyalty-for any business it is expensive to gain new customer and relatively inexpensive to keep existing ones, especially when the existing customers are satisfied with or even like the brand. The loyalty of the customer base reduces the vulnerability to competitive action. Competitors may be discouraged from spending resources to attract satisfied customer. Further higher loyalty means grater trade leverage, since customer expect the brand to be always available. Branding strategies in FMCG 14 Awareness of the brand- people will always buy a familiar brand because they are comfortable with the familiar. A recognized brand will thus often be selected over an unknown brand. The awareness factor is particularly important in context in which the brand must first enter the consideration set-it must be one of the brands that are evaluated. Perceived quality-it will directly influence purchase decision and brand loyalty, especially when a buyer is not motivated or able to conduct a detailed analysis. It can also support a premium price which in turn can create gross margin that can be reinvested in brand equity. Further perceived quality cab be the basis for a brand extension. If a brand is well-regarded in one context, the assumption will be that it will have high quality in a related context. A set of associations- the underlying value of a brand name often is based upon specific associations linked to it. Association such as Ronald McDonald can create a positive attitude or feeling that can become linked to a brand such as McDonald‘s. If a brand is well positioned upon a key attribute in the product class competitors will find it hard to attack. Other proprietary brand assets- brand assets will be most valuable if they inhibit or prevent competitors from eroding a customer base and loyalty. These assets can be several forms. E. g. a trademark will protect brand equity from competitors who might want to confuse customers by using a similar name, symbol and package. Appraising brand assets Brand loyalty-what are the brand loyalty levels by segment? Are customers satisfied? What do exit interviews suggest? What are customer feedback regarding their problems with buying or using the brand? Awareness- what brand awareness level exists as compared to that of competitors? What could be done to improve brand awareness? Perceived quality- what drives perceived quality? What is important to the customer? What signals quality? Are prices and margins are eroding? Brand associations- what mental image, if any, does the brand stimulate? Is there a slogan or symbol that is a differentiating asset? How are the brand and its competitors positioned? What does the brand mean? What are its strongest associations? Other brand assets-is there a patent or trademark that is important? Are there channel relationships that provide barriers to competitors? Branding strategies in FMCG Ingredients for Strategy 15 Creating a strong brand identity, leveraging new product categories and growing the customer base are core concerns for consumer product companies. Firms are looking to maximize profits and market share in a highly competitive environment that includes such challenges and risks as demanding customers, consolidation and global expansion. The components of strategy would be- Financial Adi Godrej, Chairman Godrej Group stated, ? We are aiming to triple our turnover by 2012 by focusing on our fast moving consumer goods (FMCG) business — Godrej Consumer Products (GCPL), Godrej Sara Lee and Godrej Hersheys. At present the consumer goods turnover is Rs 2,300 crore and the group aims to reach revenues of Rs 8,000 crore for this business in the next four years. We will also look at inorganic growth as a medium to grow.? In the process, the group would be investing Rs 100 crore per year on brand communications. So for any successful branding strategy Finance played a vital role. The brand salience requires advertisement in different media vehicle. Innovation from the inside out – R&D in the FMCG industry R&D plays a key role in helping FMCG manufacturers meet constantly changing consumer needs whilst driving down costs. The Fast Moving Consumer Goods (FMCG) industry is highly competitive and driven by consumer preference. Research and development (R&D) and innovation, therefore, play a key role in helping manufacturers meet constantly changing consumer needs, whilst driving down costs. Hul Strategy We shall now take up one company, HUL (Hindustan Unilever Ltd) formerly HLL and see how the complex task of brand management is actually handled. This company is taken for this article as HUL is considered as one of the most successful in Brand Management . HLL has a large brand portfolio consisting of nearly 110 bands. In every product line, it has built a number of brands over a period of time. Quite a few brands have come to its fold from the parent company. It has also acquired several ongoing brands from the market. HLL also vigorously pursues brand extension strategy. And concurrently, HLL undertakes line pruning and brand restructuring and consolidation, based on marketing compulsions. HLL is also playing the rejuvenation and relaunch game. With great benefit the corporate-level endeavors at business expansion and diversification are also throwing new challenges on the brand strategy front. HLL lends itself for a proper understanding of the complexity of the brand management task. We shall examine how HLL handles the complex demands in brand management. Such an array of brands is the outcome of a conscious corporate strategy by HLL. As a corporate, HLL wants to be a leader in every one of its businesses and the strategy is to fight on the strength of the competitive advantage arising from the possession of strong brands. It is this strategy that is Branding strategies in FMCG 16 getting reflected in the development of a multitude of strong brands. If we take the business of bathing soaps, as an example, HLL has the objective of being a national player (not a niche or a regional marketer) and the leader therein. HLL also wants about 30 per cent of the corporate income to come from this line. So, HLL opted for the strategy of developing quite a few strong brands in this line, and among them they cover different market segments and price points. Dove, Lux, Liril, Rexona, Pears and Lifebuoy are the outcome of such a well planned brand strategy implemented over time. Interview with an Industry expert In order to gain industry insight regarding the FMCG best practices in branding strategy I got an opportunity to have a telephonic interview with Perfetti Van Melle (India) Ltd. Brand manager based in Delhi. (Due to some reason he does want to disclose his name. ) Q. What is your branding Strategy? A. We are currently managing 15 brands and for each brand we adopt differential branding strategy. But everything depends upon the distribution channel. So our strategies always focus to strengthen the distribution network. Q. What strategies you adopt to launch a new communication plan? A. It starts with Idea generation then financial investment. Under financial

Fluke, or, I Know Why the Winged Whale Sings Chapter 29~30

CHAPTER TWENTY-NINE Talking Up the Dead Nate hadn't seen his old teacher, Gerard ;Growl; Ryder, in fourteen years, but except for the fact that he was very pale, the biologist looked exactly the same as Nate remembered him: short and powerful, a jaw like a knife, and a long swoop of gray hair that was always threatening to fall into his pale green eyes. â€Å"You're the Colonel?† Nate asked. Ryder had disappeared twelve years ago. Lost at sea in the Aleutians. â€Å"I toyed with the title for a while. For a week or so I was Man-Meat the Magnificent, but I thought that sounded like I might be compensating for something, so I decided to go with something military-sounding. It was a toss-up between Captain Nemo from Twenty Thousand Leagues and Colonel Kurtz from Heart of Darkness. I finally decided to go with just ‘the Colonel. It's more ominous.† â€Å"That it is.† Once again reality was taking a contextual tilt for Nate, and he was trying to keep from falling. This once brilliant, brilliant man was sitting in a mass of goo talking about choosing his megalomaniacal pseudonym. â€Å"Sorry to keep you waiting for so long before I brought you down here. But now that you're here, how's it feel to stand in the presence of God?† â€Å"Respectfully, sir, you're a fucking squirrel.† â€Å"This doesn't feel right,† Clay whispered to Libby Quinn. â€Å"We shouldn't be having a funeral when Nate's still alive.† â€Å"It's not a funeral,† said Libby. â€Å"It's a service.† They were all there at the Whale Sanctuary. In the front row: Clay, Libby, Margaret, Kona, Clair, and the Old Broad. Moving back: Cliff Hyland and Tarwater with their team, the Count and his research grommets, Jon Thomas Fuller and all of the Hawaii Whale Inc. boat crews, which constituted about thirty people. On back: whale cops, bartenders, and a couple of waitresses from Longee's. From the harbor: live-aboards and charter captains, the harbormaster, booth girls and dive guides, boat hands and a guy who worked the coffee counter at the fuel dock. Also, researchers from the University of Hawaii and, strangely enough, two black-coral divers – all crowded into the lecture hall, the ceiling fans stirring their smells together into the evening breeze. Clay had scheduled the service in the evening so the researchers wouldn't miss a day of the research season. â€Å"Still,† said Clay. â€Å"He was a lion,† said Kona, a tear glistening in his eye. â€Å"A great lion.† This was the highest compliment a Rastafarian can bestow upon a man. â€Å"He's not dead,† said Clay. â€Å"You know that, you doof.† â€Å"Still,† said Kona It was a Hawaiian funeral in that everyone was in flip-flops and shorts, but the men had put on their best aloha shirts, the women their crispest flowered dresses, and many had brought leis and head garlands, which they draped over the wreaths at the front of the room that represented Nathan Quinn and Amy Earhart. A Unity Church minister spoke for ten minutes about God and the sea and science and dedication, and then he opened up the floor to anyone who had something to say. There was a very long pause before the Old Broad, wearing a smiling-whale-print muumuu and a dozen white orchids in her hair, tottered to the podium. â€Å"Nathan Quinn lives on,† she said. â€Å"Can I get an amen!† shouted Kona. Clair yanked his remaining dreadlocks. All the biologists and grad students looked at each other, eyes wide, confused, wondering if any of them had actually brought an amen that they could give up. No one had told them they were going to need an amen, or they would have packed one. All the harbor people and Lahaina citizens were intimidated by the science people, and they were not about to give up an amen in front of all of these eggheads, no way. The whale cops didn't like the fact that Kona was not in jail, and they weren't giving him shit, let alone an amen. Finally one of the black-coral divers who had that night found the perfect cocktail for grieving in a hit of ecstasy, a joint, and a forty of malt liquor, sighed a feeble ;Amen; over the mourners like a sleepy, stinky, morning-breath kiss. â€Å"And I know,† continued the Old Broad, â€Å"that if it were not for his stubbornness in procuring a pastrami on rye for that singer in the channel, he would be here with us today.† â€Å"But if he were here with us – † whispered Clair. â€Å"Shhhhhh,† shushed Margaret Painborne. â€Å"Don't you shush me, or you'll be munching carpet through a straw.† â€Å"Please, honey,† said Clay. The Old Broad rambled on about talking to the whales every day for the last twenty-five years, about how she'd known Nate and Clay and Cliff when they first came to the island and how young and stupid they were then, and how that had changed, as now they weren't that young anymore. She talked about what a thoughtful and considerate man Nate was, but how, if he hadn't been so absentminded, he might have found a decent woman to love him, and how she didn't know where he was, but if he didn't get his bottom back to Maui soon, she would twist his ear off when she saw him. And then she sat down to resounding silence and tittering pity, and everyone looked at Clay, who looked at a ceiling fan. After a long, awkward minute, when the Unity minister had to head-fake to the podium a couple of times, as if he would have to call a conclusion to the service, Gilbert Box – the Count – got up. He wasn't wearing his hat for once, but he still wore his giant wraparound sunglasses, and without the balance of the giant hat, the glasses atop his angular frame made him appear insectlike, a particularly pale praying mantis in khakis. He adjusted the microphone, cleared his throat with great pomp, and said, â€Å"I never liked Nathan Quinn†¦Ã¢â‚¬  And everyone waited for the â€Å"but,† but it never came. Gilbert Box nodded to the crowd and sat back down. Gilbert's grommets applauded. Cliff Hyland spoke next, talking for ten minutes about what a great guy and fine researcher Nate was. Then Libby actually went forward and spoke at length about Nate's Canadianness and how he had once defended the Great Seal of British Columbia as being superior to all the other provincial seals in that it depicted a moose and a ram smoking a hookah, showing a spirit of cooperation and tolerance, while Ontario's seal depicted a moose and an elk trying to eat a bear, and Saskatchewan's showed a moose and a lion setting fire to a fondue pot – both of which clearly exploited the innate Canadian fear of moose – and the seal of Quebec depicted a woman in a toga flashing one of her boobs at a lion, which was just fucking French. He'd named all the provinces and their seals, but those were the ones Libby could remember. Then Libby sniffled and sat down. â€Å"That's what you could come up with?† hissed Clay. â€Å"What, five years of marriage?† Libby whispered in his ear, â€Å"I had to go with something that wouldn't threaten Margaret. I don't see you storming the podium.† â€Å"I'm not going to talk about my dead friend when I don't think he's dead.† And before they knew it, Jon Thomas Fuller was at the podium being thankful for Nate's support for his new project, then going on about how much he appreciated how the whale-research community had gotten behind his new â€Å"dolphin interaction center,† all of which was big news to the whale-research community who was listening. During the short speech, Clair had caught Clay's neck in what appeared to be an embrace of consolation but was in fact a choke hold she'd learned from watching cops on the news. â€Å"Baby, if you try to go after him, I'll have you unconscious on the floor in three seconds. That would be disrespectful to Nate's memory.† But her effort left Kona unattended on the other side, and he managed to cough ;Bullshit; as Jon Thomas took his seat. Next a grad student who worked for Cliff Hyland stood and talked about how Nate's work had inspired her to go into the field. Then someone from the Hawaiian Department of Conservation and Resources talked about how Nate had always been at the forefront of conservation and protection of the humpbacks. Then the harbormaster talked about Nate's being a competent and conscientious boat pilot. All told, an hour had passed, and when it seemed obvious that no one else was going to stand up, the minister moved toward the podium but was beaten to it by Kona, who had slipped from Clair's steely grip and high-stepped his way to the front. â€Å"Like old Auntie say, Nathan is living on. But no one here today say a thing about the Snowy Biscuit, who – Jah's mercy be on her – is feeding fishes in the briny blue about now.† (Sniff.) â€Å"I know her only short time, but I think I can say for all of us, that I always want to see her naked. Truth, mon. And when I think upon the round, firm – ; † – she will be missed,† Clay said, finishing for the faux Hawaiian. He had clamped a hand over Kona's mouth and was dragging him out the door. â€Å"She was a bright kid.† With that, the minister jumped to the podium, thanked everyone for coming, and declared, with a prayer, all respects paid in full. Amen. â€Å"Well, yes, mental health can be a problem,† said Growl Ryder. â€Å"Being God's conscience is a tough job.† Nate looked around, and, as if following his gaze, the Goo receded around them until they were in a chamber about fifteen feet in diameter – a bubble. It was like camping in someone's bladder, Nate thought. â€Å"That better?† Ryder asked. Nate realized that the Colonel was the one controlling the shape of the chamber they were in. â€Å"Someplace to sit would be good.† The Goo behind Nate shaped itself into a chaise longue. Nate touched it tentatively, expecting to pull his hand back trailing strings of slime, but although the Goo glistened as if it were wet, on the chair it felt dry. Warm and icky, but dry. He sat down on the chaise. â€Å"Everyone thinks you're dead,† Nate said. â€Å"You, too.† Nate hadn't thought about it much, but, of course, the Colonel had to be right. They would have thought him long dead. â€Å"You've been here since you disappeared, what, twelve years ago?† â€Å"Yes, they took me with a modified right whale, ate my whole Zodiac, my equipment – everything. They brought me here in a blue whale. I went mad during the trip. Couldn't handle the whole idea of it. They kept me restrained most of the way here. I'm sure that didn't help.† Ryder shrugged. â€Å"I got better, once I accepted the way things are down here. I understood why they took me.† â€Å"And that would be†¦?† â€Å"The same reason they took you. I was about to figure out their existence from what was hidden in the signal of different whale calls. They took both of us to protect the whale ships and, ultimately, the Goo. We should be grateful they didn't just kill us.† Nate had wondered about that before. Why the trouble? â€Å"Okay, why didn't they?† â€Å"Well, they took me alive because the Goo and the people here wanted to know what I knew, and by what path I came to suspect the content in the whale calls. They took you alive because I ordered it so.† â€Å"Why?† â€Å"What do you mean, ‘why'? Because we were colleagues, because I taught you, because you're bright and intuitive and I liked you and I'm a decent guy. ‘Why? Fuck you, ‘why?  » â€Å"Growl, you live in a slime lair and maintain an identity as the mysterious overlord of an undersea city, you command a fleet of meat dreadnaughts with crews of humanoid whale people, and you're currently reclining in a pulsating mass of gelatinous goo that looks like it escaped from hell's own Jell-O mold – so excuse the fuck out of me if I question your motives.† â€Å"Okay, good point. Can I get you something to drink?† Like many scientists Nate had known, Ryder had plodded on only to realize midcourse that he'd forgotten certain social niceties practiced by other civilized humans, but in this case he was completely missing the point. â€Å"No, I don't need anything to drink. I need to know how this happened. What is this stuff? You're a biologist, Growl, you have to have been curious about this.† â€Å"I'm still curious. But what I do know is that this stuff makes up everything in Gooville, everything you've seen here, the buildings, the corridors, most of the machinery – although I guess you'd call it biomachinery – all of it is the Goo. One giant, all-encompassing organism. It can form itself into nearly any organism on earth, and it can design new organisms as the need arises. The Goo made the whale ships and the whaley boys. And here's the kicker, Nate: It didn't make them over thirty million years. The entire species isn't more than three hundred years old.† â€Å"That's not possible,† Nate said. There were certain things that you accepted if you were going to be a biologist, and one of them was that complex life was a process of evolution by natural selection, that you got a new species because the genes that favored survival in a certain environment were replicated in that species, selected by being passed on, often a process that took millions of years. You didn't put in your order and pick up a new species at the window. There was no cosmic fry cook, there was no watchmaker, there was no designer. There was only process and time. â€Å"How could you possibly know that anyway?† â€Å"I just know things by being in contact with the Goo, but I'm not far off. It might be less time – two hundred years.† â€Å"Two hundred years? The whaley boys are definitely sentient by any definition, and I don't even know what the whale ships are, but they're definitely alive, too. That kind of complexity doesn't happen in that short a time.† â€Å"No, I'd say the Goo has probably been here as long as three and a half billion years. The rocks around these caves are some of the oldest in the world. I'm just saying the whaley boys and the ships are new. They're only a few hundred years old because that's how long ago the Goo needed them.† â€Å"The Goo needed them, so it made them to serve it? Like it has will?† â€Å"It does have will. It's self-aware, and it knows a lot. In fact, I'd venture to say that the Goo is a repository for every bit of biological knowledge on the planet. This, Nate, this Goo is as close to God as we are ever going to see. It's the perfect soup.† â€Å"As in primordial soup?† â€Å"Precisely. Four billion years ago some big organic molecules grouped up, probably around some deep-sea source of geothermal heat, and they learned how to divide, how to replicate. Since replication is the name of life's game, it very quickly – probably in the span of less than a hundred million years – covered the entire planet. Big organic molecules that couldn't exist now because there are millions of bacteria that would eat them, but back then there were no bacteria. At one time the entire oceanic surface of the earth was populated by one single living thing that had learned to replicate itself. Sure, as the replicators were exposed to different conditions they mutated, they developed into new species, they fed on each other, some colonized each other and turned into complex animals, and then more complex animals, but part of that original living animal pulled back into its original niche. By this time chemical information was being exchanged – fi rst by UNA, then by DNA – and as each new species evolved, it carried on all the information for making the next species, and that information came back to the original animal. But it had its safe niche, pulling energy from the earth's heat, sheltered in the deep ocean and by rock. It took in all the information from the animals that it came in contact with, but it changed only enough to protect itself, replicate itself. While a million million species lived and died in the sea, this original animal evolved very slowly, learning, always learning. Think of it, Nate: Within the cells of your body is not only the blueprint for every living thing on earth but everything that has ever lived. Ninety-eight percent of your DNA is just hitching a ride, just lucky little genes that were smart enough to align themselves to other successful genes, like marrying into money, if you will. But the Goo, not only does it have all of those genes, it has the diagram to turn them on and off. Th at seat you're sitting on may well be three billion years old.† Nate suddenly felt something he'd felt before only when waking up in a hotel with the bedspread pulled up around his face: a deep and earnest hope, motivated by disgust, that in all the time it had been there, someone had cleaned the cast-off genetic material from it. He stood up, just for safety. â€Å"How could you possibly know this, Growl? It goes against everything we know about evolution.† â€Å"No it doesn't. It completely fits. Yes, a complex process like life can develop, given enough time, but we also know that an animal that fits perfectly into its niche isn't pressured to change. Sharks have remained basically the same for a hundred million years, the chambered nautilus for five hundred million. Well, you're just looking at the animal that found its niche first. The first animal, the source.† Nate shook his head at the magnitude of it. â€Å"You might be able to explain the evolutionary path being preserved, but you can't explain consciousness, analytical thought, processes that require a very complex mechanism to perform. You can't pull off that sort of complexity of function with big, fluffy organic molecules.† â€Å"The molecules have evolved, but they remembered. The Goo is a complex, if amorphous, life form; there are no analogs for it. Everything is a model of it, and nothing is a model of it.† Nate stepped back from the Colonel, and the Goo flexed to make room for him. The movement gave him a brief moment of vertigo, and he lost his balance. The Goo caught him, the surface moving forward against his shoulder blades just enough to steady him on his feet. Nate whipped around quickly and the Goo pulled back. â€Å"God, that's creepy!† â€Å"There you go, Nate. Aware. You'd be amazed at what the Goo knows – at what it can tell us. You can have a life here, Nate. You'll see things here you would never see, you'll do things you could never do. And in the process you can help me unravel the greatest biological riddle in the history of the world.† â€Å"I think you're supposed to laugh manically after saying something like that, Colonel.† â€Å"If you help me, I'll give you what you've always wanted.† â€Å"Despite what you think, what I want is to go home.† â€Å"That's not going to happen, Nate. Not ever. You're a bright man, so I won't insult you by pretending the circumstances are any different than they are: You are not ever going to leave these caverns alive, so now you have to make the decision of how you want to spend your life. You can have everything here that you could have on the surface – much more, in fact – but you're not leaving.† â€Å"Well, in that case, Colonel, see if you can get your giant booger to duplicate you so you can go fuck yourself.† â€Å"I know what the whale song means, Nate. I know what it's for.† Nate felt as if he'd been sucker-punched by his own obsession, but he tried not to show the impact. â€Å"Doesn't really matter now, does it?† â€Å"I understand. You take a little time to work into the idea, Nate, but there is some urgency. This isn't just standing back and collecting data – we need to do something. I want your help. We'll talk soon.† The Goo came down and seemed to envelop the Colonel. There was a sound like ripping paper, and a long, pink tunnel opened behind Nate, leading all the way to the iris door through which he'd entered. He took one last look over his shoulder, but there was nothing except Goo, Ryder was gone. Nate was met in the hall by the two big killer whaley boys, who took one look at his face, then looked at each other, then snickered, with big toothy grins. Emily 7 was nowhere to be seen. â€Å"He's a fucking squirrel,† Nate said. The whaley boys went into wheezing fits of laughter, doubling over as they led Nate down the corridor and back to the grotto. Say what you want, Nate thought. The Goo designed these guys to enjoy themselves. As soon as Nate entered the apartment, he knew he wasn't alone. There was a smell there, and not just the ubiquitous ocean smell that permeated the whole grotto, but a sweeter, artificial smell. He quickly checked the main living rooms and the bathroom. When the portal to the bedroom opened, he could see a shape under the covers in his double bed. The biolighting hadn't come on in the bedroom as usual. Nate sighed. The shape under the covers nuzzled into the corner of the bed exactly the way she had on the whale ship. â€Å"Emily 7, you are a lovely – ah – person, really, but I'm – † He was what? He had no idea what he was going to say. He was just trying to get to know himself better? He needed some space? But then he realized that whatever, whoever was under the sheets was too small to be the enamored whaley boy. Nu;ez, he thought. This was going to be worse than Emily 7. Nu;ez was really his only human contact in Gooville, even if she was working for the cause. He didn't want to alienate her. He couldn't afford to. He moved into the room, trying to think of a way that this could possibly not make things worse. â€Å"Look, I know that we've spent a lot of time together, and I like you, I really do –  » â€Å"Good,† said Amy, throwing back the covers. â€Å"I like you, too. You coming in?† CHAPTER THIRTY Motherfluker Clay and Kona had spent the day cleaning the muck out of the raised-from-the-deep Always Confused. Now Clay stood on the breakwater at the Lahaina Harbor, watching the sun bubble red into the Pacific and throw purple fire over the island. He was feeling that particular mix of melancholy and agitation that usually comes with drinking coffee and Irish whiskey at the wake of someone you never knew, and it usually ends in a fight. He felt as if he should do something, but he didn't know what. He needed to move, but he didn't know where. Libby had confirmed that the last message about Nate had been recorded more than a week after he'd disappeared, and it seemed to be more evidence that Nate had survived his ordeal in the channel, but where was he? How do you rush in to save someone when you don't know where he is? All their analysis of the tapes since then had yielded nothing but whale calls. Clay was lost. â€Å"What you doing?† Kona, barefoot and smelling of bleach, came up behind him. â€Å"I'm waiting for the green flash.† He wasn't, really, but sometimes, just as the sun dipped below the horizon, it happened. He needed something to happen. â€Å"Yeah, I seen that. What cause that?† â€Å"Uh, well† – and that was another thing, he didn't have enough of a handle on the natural sciences to keep this whole project going – â€Å"I believe as the sun disappears under the horizon, the residual spectrum bounces off the mucusphere, thus causing the green flash.† â€Å"Yah, mon. The mucusphere.† â€Å"It's science,† said Clay, knowing that it wasn't science. â€Å"When the boat clean, then we going out, record whales and like dat?† Good question, Clay thought. He could collect the data, but he didn't have the knowledge necessary to analyze it. He had hoped that Amy would do that. â€Å"I don't know. If we find Nate, maybe.† â€Å"You think he still living, then? Even after all this time?† â€Å"Yeah. I hope. I guess we should keep up the work until we can find him.† â€Å"Yeah. Nate say them Japanese going to kill our minkes if you don't work hard.† â€Å"Minke whales, yeah. I've been on one of their ships. Norwegians, too.† â€Å"That's some evil fuckery.† â€Å"Maybe. The minke herd is large. They're not endangered. The Japanese and the Norwegians aren't really taking enough of them to hurt the population, so why shouldn't we let them hunt them? I mean, what's the argument for stopping them? Because whales are cute? The Chinese fry kitties – we don't protest them.† â€Å"The Chinese fry kitties?† â€Å"I'm not saying I agree with killing them, but we really don't have a good argument.† â€Å"The Chinese fry kitties?† Kona's voice was getting higher each time he spoke. â€Å"Maybe some of the work we do here can prove that these animals have culture, that they're closer to us than they perceive. Then we'll have an argument.† â€Å"Kitties? Like, little meow kitties? They just fry them?† Clay was musing, watching the sunset and feeling sad and frustrated, and words came out of him like a long, rambling sigh: â€Å"Of course, when I was on the whaling ship, I saw how the Japanese whalers looked at the animals. They see them as fish. No more or less than a tuna. But I was photographing a sperm-whale mother and her calf, and the calf got separated from the pod. The mother came back to get the calf and pushed it away from our Zodiac. The whalers were visibly moved. They recognized that mother/child behavior. It wasn't fish behavior. So it's not a lost cause.† â€Å"Kitties?† Kona sighed, taking on the same tone of resignation that Clay had used. â€Å"Yeah,† said Clay. â€Å"So how we going to find Nate so we can do good work and save them humpies and minkes?† â€Å"Is that what we're doing?† â€Å"No. Not now. Now we just watching for a green flash.† â€Å"I don't know any science, Kona. I made that up, about the green flash.† â€Å"Ah, I didn't know. Science you don't know just looks like magic.† â€Å"I don't believe in magic.† â€Å"Oh, brah, don't say dat. Magic come bite you in the ass for sure. You going to need my help for sure now.† Clay felt some of the weight of his melancholy lift by sharing a moment with the surfer, but his need to act was worrying at him like a flea in the ear. â€Å"Let's take a drive up-country, Kona.† â€Å"They really fry kitties in China?† Kona said, his voice so high now that dogs living around the harbor winced. â€Å"Amy, what, how – what?† The lights had come up, and Nate could see that it was Amy in his bed. It was a lot of Amy that he hadn't seen before. â€Å"They took me, Nate. Just like you. A few days later. It was horrible. Quick, hold me.† â€Å"A whale ship ate you, too?† â€Å"Yes, just like you. Hold me, I'm so afraid.† â€Å"And they brought you all the way here?† â€Å"Yes, just like you, only it's worse for a dame. I feel†¦ so†¦ so naked. Hold me.† † ‘Dame'? No one says ‘dame' anymore.† â€Å"Well, African-American, then.† â€Å"You are not African-American.† â€Å"I can't remember all the politically correct terms. Christ, Nate, what do you need, a diagram? Crawl in.† Amy flapped the covers, threw them back, then struck a cheesecake pose, grinning. But Nate backed away. â€Å"You put your head in the water to listen for the whale. The only other person I ever saw do that was Ryder.† â€Å"Look at my tan line, Nate.† She danced her fingertips over her tan line, which to Nate looked more like a beige line. Nevertheless, she had his attention. â€Å"I've never had a tan line before.† â€Å"Amy!† â€Å"What!† â€Å"You set me up!† â€Å"I'm naked over here. Haven't you thought about that?† â€Å"Yes, but –  » â€Å"Ha! You admit it. I was your research assistant. You had firing power over me. Yet there you are, thinking about me naked.† â€Å"You are naked.† â€Å"Ha! I think I've made my point.† â€Å"That ‘ha' thing is unprofessional, Amy.† â€Å"Don't care. I no longer work for you, and you are not the boss of me anymore, and furthermore, look at this butt.† She rolled over. He did. She looked back over her shoulder and grinned. â€Å"Ha!† â€Å"Stop that.† He looked at the wall. â€Å"You spied on me. You caused all this to happen.† â€Å"Don't be ridiculous. I was just part of it, but all that is forgiven. Look how luscious I am.† Amy did a presentation wave over herself, as if Nate had just won her in a game show. â€Å"Would you stop that?† Nate reached over and pulled the covers up to her chin. â€Å"Lus-cious,† she said, pulling the covers down, revealing a breast with each syllable. Nate walked out of the room. â€Å"Put on some clothes and come out here. I'm not going to try to talk to you like that.† â€Å"Fine, don't talk,† she called after him. â€Å"Just crawl in.† â€Å"You're just bait,† he called from the kitchen. â€Å"Hey, buster, I'm not that young.† â€Å"This conversation is over until you come out here fully dressed.† Nate sat down at his little dining table and tried to will away his erection. â€Å"What are you, some kind of fruitcake, some kind of sissy boy, some kind of fairy, huh?† â€Å"Yes, that's it,† Nate said. For a moment nothing but quiet from the bedroom. Then: â€Å"Oh, my God, I feel like such a maroon.† Her voice was softer now. She came stumbling out of the bedroom, the sheet wrapped around her. â€Å"I'm really sorry, Nate. I had no idea. You seemed so interested. I wouldn't have –  » â€Å"Ha!† Nate said. â€Å"See how it feels.† The Old Broad had given them iced ginger tea and set Kona up at one of her telescopes to look at the moon. She sat down next to Clay on the lanai and they listened to the night for a while. â€Å"It's nice up here,† Clay said. â€Å"I don't think I've been up here at night before.† â€Å"Clay, I'm usually in bed by now, so I hope you don't think me dense if I get things clear in my mind.† â€Å"Of course not, Elizabeth.† â€Å"Thank you. As I see it, for years you and Nate have been telling everyone that I'm a nut job because I said I could communicate with whales. Now you drive up here in a froth – in the middle of the night – to deliver the earth-shattering news that what I've been telling you all along is possible?† She leaned her chin on her fist and looked wide-eyed at Clay. â€Å"That about right?† â€Å"We never called you a nut job, Elizabeth,† Clay said. â€Å"That's an overstatement.† â€Å"Doesn't matter, Clay. I'm not mad.† She sipped her tea. â€Å"And I'm not angry either. I've been in these islands a very long time, Clay, and I've lived on the side of this volcano for most of it. I've spent more time looking down on that channel than most people have spent on the planet, but not once did you or Nate ask me why. Didn't want to look a gift horse in the mouth, I guess. Easier to think I was just a few bananas short of a bunch than to ask me why I was interested.† Clay felt sweat running down the small of his back. He'd been uncomfortable around the Old Broad before, but in a totally different way – the way one feels when a matron aunt pinches your cheek and starts to ramble inanely about the old days, not like this. This was like getting sandbagged by a prosecutor. â€Å"I don't think that Nate or I could answer that question, Elizabeth, so it's not out of order that we didn't ask you.† â€Å"That's a load a shark balls, old Auntie,† Kona said, not looking away from the eyepiece of the eight-inch mirror telescope. â€Å"He's a sweet boy,† the Old Broad said. â€Å"Clay, you know that Mr. Robinson was in the navy. Did I ever tell you what it was that he did?† â€Å"No, ma'am, I just assumed he was an officer.† â€Å"I can understand how you might think that, but all the money came from my family. No, sweetheart, he was a noncom, a chief petty officer, a sonar man. In fact, I'm told he was the best sonar man in the navy at the time.† â€Å"I'm sure he was, Elizabeth, but – ; â€Å"Shut up, Clay. You came here for help, I'm helping you.† â€Å"Yes, ma'am.† Clay shut up. â€Å"James – that was Mr. Robinson's first name – he loved to listen to the humpbacks. He said they made his job a damn sight harder, but he loved them. We were stationed in Honolulu then, but submarine crews were on and off on hundred-day duty shifts, so when he would have time in port, we would come over to Maui, rent a boat, and go out in the channel. He wanted me to be part of the world he lived in all the time – the world of sound under the sea. You can understand that, can't you, Clay?† â€Å"Of course.† But Clay was getting a not-so-good feeling about this trip down memory lane. He had things he needed to know, but he wasn't sure that this was part of them. â€Å"That's when I bought Papa Lani with some of my father's money. We thought we'd live there full-time eventually, maybe turn it into a hotel. Anyway, one day James and I decided to rent a little powerboat and camp on the ocean side of Lanai. It was a calm day and an easy trip. On our way over, a big humpback came up beside the boat. It even seemed to change course when we did. James slowed down so we could stay with our new friend. There were no rules then about getting close to the whales like there are now. We didn't even know we were supposed to save them back then, but James loved the humpbacks, and I had come to as well. â€Å"There was no one but the pineapple-company workers on Lanai at that time, so we found a deserted beach where we thought we'd build a fire, cook some dinner, drink highballs from tin cups, swim naked, and†¦ you know, make love on the beach. See there, I've shocked you.† â€Å"No you haven't,† said Clay. â€Å"Yes I have. I'm sorry.† â€Å"No you haven't. Really, I'm fine, tell the story.† Old ladies, he thought. â€Å"When the trade winds came up that evening, we pitched the tent a little ways off the beach in a small canyon sheltered from the wind. Well, I gave James my best hummer, and he fell asleep right away.† Clay choked on his iced tea. â€Å"Oh, my dear, did an ice cube go down the wrong pipe? Kona, come here and Heimlich Clay, dear.† â€Å"No, I'm fine.† Clay waved the surfer away. â€Å"Really, I'm okay.† Tears streamed down his cheeks, and he wiped his nose on his shirttail. He was suddenly incredibly grateful he hadn't brought Clair. â€Å"Just need to catch my breath.† Kona sat down cross-legged at their feet, having suddenly found that he was interested in history. â€Å"Go ahead, old Auntie.† â€Å"Well, I got a little bit of a headache. So I decided to go back to the boat to get an aspirin from the first-aid kit. Come to think of it, it must have been from the tension in my neck. I always got a crick in my neck when I did that, but James loved it so.† â€Å"Jesus, Elizabeth, would you get on with the story,† Clay said. â€Å"I'm sorry, dear, I've shocked you, haven't I?† â€Å"No, I'm fine. I'm just curious to find out what happened.† â€Å"Well, as long as I didn't shock you. I suppose I should be more discreet in front of the boy, but it is part of the story.† â€Å"No, please. What happened on the beach?† â€Å"You know, we could fuck like mad monkeys, all night long, and it never gave me a headache, but one –  » â€Å"The beach, please.† â€Å"When I got to the beach, there were two men near the boat. It looked like they were doing something to the engine. I ducked behind a rock before they saw me. I watched them in the moonlight, a short one and the tall one. The tall one seemed to be wearing some sort of helmet or diving suit. But then the short one said something, and the tall one started laughing – snickering, really – and I saw his face in the moonlight. It wasn't a helmet, Clay. It was a face – a smooth, shiny face, with a jaw full of teeth. I could see the teeth even from where I was. It wasn't human, Clay. â€Å"Well, I went back and woke James, told him he had to come see. I took him back to my hiding place. The two men, or the man and that thing were still there, but behind them, right there almost on the beach, was also a humpback, a big one. The water couldn't have been ten feet deep where he was, yet he was sitting there calm as could be. â€Å"Well, all James saw was the two men messing with our boat. We had drunk quite a few cocktails, I guess, and James had his big, strong man act to do. He told me to stay where I was and not to move for anything. Then he went after them – shouting at the top of his lungs for them to get away. The tall one, the nonhuman thing, dove under the water right away, but the man looked around like he'd been trapped. He started wading out toward the whale, and James went right in after him. Then, at last, James saw the whale. He just stopped there in the surf and looked. That's when the thing came up out of the water behind him. Suddenly it was just there, looming behind James. I wanted to yell, but I was so afraid. The thing, it hit James with something, maybe a rock, and he fell forward into the water. Then I screamed for all I was worth, but I'm not sure they even heard me over the noise of the wind and the surf. â€Å"The man took one of James's arms, the thing the other, and they swam to the whale with James in tow. Then, Clay, as crazy as this sounds, this is what happened: That whale rolled over, and they stuffed James into it, back by the genital slit, I think. Then they both crawled into it as well. Then the whale kicked its tail until it was in deeper water and swam away. I never saw my husband again.† The Old Broad took Clay's hand and squeezed it. â€Å"I swear to you, that's how it happened, Clay.† Clay didn't know what to say. Over the years she'd said a lot of crazy-sounding stuff, but this was the mother of all crazy stuff. Yet she was more serious than he'd ever seen her. It didn't matter what he believed – there was only one thing to say to her. â€Å"I believe you, Elizabeth.† â€Å"That's why, Clay. That's why I've helped finance you over the years, it's why I've watched the channel all these years, it's why I own two acres right near the water, yet I've lived up-country for all these years.† â€Å"I don't understand, Elizabeth.† â€Å"They came back, Clay. That night the whale came back, and the thing came back to the beach, but I hid. They came back for me. The next day I didn't even go back to the boat. I hiked my way to the pineapple plantation and got help there. They brought me back to Lahaina on one of their big freighters. I haven't been on the water since. The closest I ever go near the water is when there's an event at the sanctuary, and then there are a lot of people around.† Clay thought about the Japanese soldier they'd found on a Pacific island who'd been hiding from the Americans for twenty years after the war was over. Elizabeth Robinson had obviously been hiding from something that wasn't looking for her. â€Å"Didn't you tell anyone? Surely the navy would have wanted to find out what happened to one of their best sonar men.† â€Å"They asked. I told them. They dismissed it. They said James went swimming at night, he drowned, and I was drunk. They sent some men over there, and so did the Maui police. They found the boat, still on the beach, with everything in working order. They found our camp, and they found an empty bottle of rum. That was the end of it.† â€Å"Why didn't you ever tell me? Or Nate?† â€Å"I wanted you to keep doing the work that you do. Meanwhile, I kept watching. I read all the scientific journals, too, you know. I look for anything that might make sense of it. Come with me.† She got up and went into her house, Clay and Kona following without a word. In the bedroom she opened a cedar chest and took out a large scrapbook. She laid it on the bed and flipped it open to the last page. It was Nate's obituary. â€Å"Nathan was one of the best in the field, and that little girl said that a whale ate him. Then she disappeared at sea.† She flipped a page. â€Å"Twelve years ago this Dr. Gerard Ryder disappeared at sea, also studying whale calls at the time, although blue whales.† She flipped another page. â€Å"This fellow, a Russian sonar expert who defected to England, disappeared off Cornwall in 1973. They said it was probably KGB.† â€Å"Well, it probably was KGB. I'm sorry, Elizabeth, but each of these incidents seems to have a perfectly normal explanation, and they happen over such a long period of time in different places. I don't see what the connection is.† â€Å"It's underwater sound, Clay. And they're not normal. All these men, including my James, were experts at listening to the ocean.† â€Å"Even so, are you saying that someone has trained whales? That creatures have been abducting sonar guys and shoving them up whales' bums?† â€Å"Don't be crude, Clay. You came to me because you wanted help, I'm trying to give it to you. I don't know who they are, but what you've told me about there being language hidden in the whale song – it just confirms in my mind that they took Nate, and James, and all these other people. That's all I know. I'm telling you that I'm sure that Nate is alive, too. It's another piece to the puzzle.† Clay sat down on the bed next to the scrapbook. There were articles from scientific journals on cetacean biology, on underwater acoustics, news items about whale strandings, some that didn't seem connected at all. It was the search path of someone who didn't know what she was looking for. He'd gone so long thinking of her as crazy that he'd never given her credit for how knowledgeable she really was. He was realizing only now what had been driving her. He felt like a shit. â€Å"Elizabeth, what about the call about the sandwich? What about the crystals and the whales talking to you – all of that? I don't understand.† â€Å"I did get the call, Clay. And as for the other, I have dreams of the whales talking to me, and I pay attention to them. Fifty years of searching, I take clues where I can get them. Given what I was looking for, I thought magic and divination as valid a method as any tool in the search.† â€Å"See,† Kona said, â€Å"I told you. Science you don't know? Magic.† â€Å"I guess I was casting my faith around carelessly, I just hope I didn't do something awful.† â€Å"Nah, old Auntie, Jah's love on ye anyway, even if you're trampin' around your faith like a ho.† â€Å"Kona, shut up,† Clay said. â€Å"What do you mean, you might have done something awful, Elizabeth?† She picked up the scrapbook, closed it, then sat down on the bed next to Clay and hung her head. A tear dripped down onto the black pasteboard cover of the book. â€Å"When the call came, and the whale said that he wanted a pastrami on rye, I recognized the voice, Clay. I recognized the voice, and I insisted Nathan go out there and take the sandwich with him.† â€Å"It was probably a prank, Elizabeth, someone you've met. Nate was going out that day anyway. You didn't cause this.† â€Å"No, you don't understand, Clay. Pastrami on rye was my James's favorite. I always had one waiting for him when he came in from submarine duty. The voice on the phone was my James.†

Principals of instructional design Essay

Organizational strategy is concerned with vision goals and objectives of an organization. The task of an organization design is to look at the state of the business and to plan strategies organization that meets its needs. Managers of different organizations and companies should warm up to the advancing machinery analyze the situations of their organizations and see how the advancing technology would be of help when planning their strategy and making radical design changes to the organization. When creating a road map for the firm or company, the designer should put into consideration the vision of the company. Therefore, the plan that the designer comes up with should be in line with the vision of the organization. Other factors that the designers or managers of a company should think of before laying out a plan to change the organization and its structure are long term and short-term objectives of the organization and its goals (Brently, 2003). A goal is a general statement that is used to refer to the targets and aspirations that a company has and aims to accomplish. For these goals to be accomplished, determination and dedication to the work the employees do is highly recommended. My learning intervention is primarily about competence in the field of business. Competence has not been highly displayed in the business market and the intervention will be expected to instill real professionalism in these students once they graduate and are ready to venture into business. When the management of an organization decides to design strategies for their organizational it does not mean that, the organization was not strategized in the first place. It means that there is need to adjust to the changes that are happening daily in the global market. Starting the process of engineering again is all about main reformations of the organizations activities. It’s done to expand its structure when it comes to expenses incurred , the time the organization spends and how it meets the needs of the customers Repeated engineering of an organization means that the organization has to be redesigned from the beginning. The redesigning process starts with the most important processes. This saves a lot of time and costs that would have been incurred in the whole process compared to laying strategies when it is in its current structure. This will mean that major changes that are not very essential will have to be made which is far more expensive If a company had no existing departments, jobs and protocol, reengineering will involve design of an effective strategy that meets the objectives and accomplishes its goals. The process of reengineering begins when the designer’s are determined and put into consideration the needs of the customers. The company knows what is expected from it and develops a line up to cater for the clients or customers. Top management can create a competent team of people to design an organizational system that will achieve the laid strategy. Rethinking the organization is another factor to be considered. This is a process of Restructuring of the organization. Internal units under the management will be free to interrelate with each other and with the ecological forces. Some organizations display the traits of this management approach to organization design (Rodney, 1998). Managers in a global environment should consider what they have and do not have in common with other firms as well as the structural features of multinational organizations. More firms have made contact with the international arena and have found it essential to rethink the styles they came up with to help them adjust handle the cultural diversity for example, once a company has achieved a reasonable contact globally, it establishes an intercontinental distribution and this distribution is at the same organizational level as other major functional divisions. Learners will get to comprehend why technological and environmental changes are important in business and the effects that they have. They will be given insight on why changes in IT are happening so fast and extensively embraced. This will explain the reason why the relationship between the employees, allotment of information and harmonization of tasks need to be reviewed almost every day. Learners will understand why it is important to establish contacts and have good relation with the customers at the preliminary stage. They get to know how productivity is seen through involvement of people. Staying in touch with the customers is essential since it gives the designers ideas on what to consider as they design the strategies for a particular firm or organization. Learners will identify and explain dominant themes of current design strategies and their approaches. eg, universal approaches and contingency approaches. This is necessary because it helps the managers identify the best approach to use for their organization. The learner will explain how an organization is a system that is open and structured to incorporate two essential subsystems. The systems can be identified as the social and the technical subsystem (Maslow, 1998). Organizations are expected to lay strategies that take care of those in authority; they should also give an update of the relationships around the employees. The strategies are also supposed to cater for the training of interns and those already employed inspection, rewards and punishments. Learners will know what the task of management, which is to observe the environment and issue directions or orders on structures, rules and procedures. When teaching organizational strategies, a content outline and unit plan should be created. The content outline contains the topics that the tutor is supposed to cover in the entire course for example a topic on instructional design (Brently, 2003). The tutor explains the contents of the topic as an introduction at the beginning of the topic. This gives the learner an idea of what to expect in the course duration. The tutor assigns duration of time to each of the topics he intends to cover by the end of the course. He might decide to assign 4 weeks to the topic Principals of instructional design. He has estimated that by the end of the 4 weeks, the topic should have been completed and another one began. The relevance of the intervention and instruction is to help learners describe the general nature and extent of business and how global competition affects business operations and in general how to design strategies for the company or organization in order for the business to flourish. The intervention helps the students become competent in their different business fields. Therefore, the topics identified above all serve the purpose of instilling the relevant information for the intervention. The tutor is required to design a unit plan. It contains topics that will be taught, for example organizational design strategies. He should still give an introduction of the topic to the students (Maslow, 1998). The plan also contains time duration that each topic need to be completed. Again, it is an estimate and sometimes it extends but the tutor should try to keep time. It also contains room set up. That is the environment that the learning should take place in and its condition. The tutor should also identify the method of interaction. For example he might decide on small group discussions to give room for different opinions or to conduct a case study. The students can be asked to choose the people they want to work with. The materials for research or teaching are also included in the unit plan (Rodney, 1998). The materials could be slide’s, internet, resource books or journals. The teacher identifies the materials or media the students should use for a particular topic. The learning outcomes are not exceptional in a unit plan. This helps the tutor know if the objectives of the intervention have been accomplished. The tutor will explain if the topic teaches verbal, cognitive strategies, intellectual skills or attitude. For example, the topic Organizational strategies teach cognitive strategies and intellectual skills. With organizational designs in future (Brently, 2003). Taxononomy level is also included. The tutor states what domain the topic falls in. Cognitive, affective or psychomotor domain. A topic like steps to designing an organizational strategy falls in the affective domain. It involves making goals and attaining them. The tutor should include in the plan his plans for assessment. This may be a comprehensive evaluation at the end of the course. This provides the tutor with information on the effort put in the instruction and if the students achieved what they were supposed to achieve at the end of the course. The plan will have the main objective of the study, which in this case is to be competent in the business world.

The Crimean War was a travesty of blunders. How did the war begin and Essay

The Crimean War was a travesty of blunders. How did the war begin and progress How did it end What went wrong Why - Essay Example The Crimean War is primarily remembered for the maladministration of the British army. A number of factors led to the Crimean War. The most important or influential factor was the misunderstanding between the powers. This led to a situation of failed co-operation and diplomacy. Britain and France grew suspicious of the activities of Russia. Before the outbreak of the war, Russia, Britain and France were competing for political influence in the Middle East. These countries were mainly focused on Turkey. Religious differences between these countries led to conflicts over the control and access to religious sites. The French Emperor Napoleon III had the ambition of restoring France as the head of the Christian population. The emperor wanted the support of the Catholic Church in case he decided to attack the Orthodox Church, which was supported by Russia. Russia disputed the advances of the French leader. Russia countered the advances of the French by renouncing the French treaty. They also insisted that Russia was the sole protector of the Ottoman Empire in Turkey and th e Orthodox Christians. In response, France responded by sending its naval forces to the Black Sea, which violated the London Straits Convention (Lambert 98). This led to tensions between the Orthodox Russia and Catholic France. The tensions led to conflicts in 1853 in Bethlehem, which as controlled by the Ottoman Empire. During the conflicts, Orthodox monks were killed by French monks. Tsar Nicholas I demanded a resolution of the disputes between the Catholics and Orthodox. The demand for an end of the conflict was not met by the Turkish court. This motivated Nicholas I to mobilize military resources from Russia against Turkey. As conflicts emerged over the Holy Places, Nesselrode and Nicholas I began diplomatic offences with the hope that they would prevent France or Britain from interfering in the conflicts between the Ottoman and Russia. They also

Maryland v. Pringle, 540 U.S. 366 (2003) Essay Example | Topics and Well Written Essays - 500 words

Maryland v. Pringle, 540 U.S. 366 (2003) - Essay Example After asking Partlow, the driver, for his registration the police recognized a roll of money in the compartment and sought to perform a consensual search before allowing them to proceed. The police seized $763 and cocaine stuffed behind the armrest of the back seat. The three acted ignorant of the drugs and money by denying ownership or knowledge of the drugs. This prompted the officers to have all the three arrested, taken to the police station and given a Miranda warning (Carmen & Walker, 2014). However, Pringle relinquished his Miranda rights confessed to own the drugs and money without the knowledge of his friends. Consequently, the trial court sentenced him for possession of cocaine for circulation. However, Pringle claimed that his arrest was illegitimate but was denied motion and had to face ten years of custody without parole. Although, the Court of Special Appeals of Maryland unanimously supported the conviction, the Court of Appeals of Maryland reversed it. The court reveal ed lack of sufficient evidence to arrest, since even Pringle did not show any sign of previous knowledge, control, or authority over the drugs and money. Firstly, the officer’s arrests did not breach the Fourth Amendment by arresting Pringle on probable cause. However, there was not proof of Pringle’s culpability beyond rational doubt. Based on the case Brinegar v. United States (1949), warrantless searches should be founded on reasonableness. The arrest was not reasonable given that speeding was the particular reason for pulling the car and not drugs and money. Consequently, a determination of the events leading to the arrest by the court led to the reversal of the decision to convict Pringle for ten years. Despite acknowledging that the money was innocuous, and not worth consideration as a determinant of probable cause, the court agreed on the existence of probable cause in facts such as driving at

The Interagency Process (National Security) Essay

The Interagency Process (National Security) - Essay Example ctice, this compartmentalization is partially mitigated by overlapping membership on various interagency groups and by the oversight of the Office of Management and Budget. However, there is still no inter-agency process for developing policy options on these issues that integrates all of the relevant facets and is supported by appropriate quantitative analysis. Any such process should have, at least, a cabinet-level committee that focuses on governmental issues but covers both the domestic and foreign policy aspects of those issues; several sub cabinet-level working groups that are chaired by a senior policy official and supported by a staff located in the White House; access to all of the resources necessary to conduct and comment on quantitative analysis of policy options; and ail avenue for exchanging ideas with industry, the local community, and other outside constituencies on a continuing basis (Friedman, pg 7). Before discussing these elements in greater detail, however, it is useful to look at the emerging international issues, examine existing interagency mechanisms for addressing these issues, and explore the boundary constraints imposed on any interagency mechanism by the United States system of government, political culture, and personnel selection process. In this paper I aim to describe the inter agency process, provide an overview of the legal framework that created the process and discuss the major players. I will explain with examples the major flaws in the present system and also the key strengths. The Interagency process also known as the IAP was officially recognized in 1947. The current process for expressing national planned policy is untied for explanation by the supervisory division, which has led to fruitless proceedings in the interagency process specially I terms of national security, idleness, and at times contradictory policy.   As the state organizes for the upcoming, it is crucial that the IAP be superior codified and dignified to

ECONOMICS Essay Example | Topics and Well Written Essays - 2000 words

ECONOMICS - Essay Example It will be indeed an insightful experience to delve on the ideologies and factors that made the Western Europe the crucible of economic development, social welfare and political liberalism, while pushing the Eastern Europe in the background, marred by economic underdevelopment, large scale dearth and poverty and pervasive autocratic regimes. The good thing is that one could readily identify a series of salient influences responsible for such massive differences in these two land masses. However, it is not strictly possible to arrange these events and influences in a sharp and certain chronological arrangement because many of them tend to overlap each other. Hence, in an academic scenario, the disparities between what is known as the Western Civilization and its twin brother, the Eastern Europe are to a large extent the progeny of a range of influences and events like the Industrial Revolution, the interplay of capitalism and communism, the Soviet Revolution, the Great Depression, Wor ld War II, Cold War, Globalization, to name just a few. Industrial Revolution indeed happened to be a turning point in the history of 19th century Europe. However, the historical literature is replete with conjectures as to what made the Industrial Revolution have such a widespread sway in the Western Europe and North America, while it left the Eastern Europe largely untouched. Industrial Revolution that began in Britain soon spread across Western Europe and North America. One plausible reason why the Industrial Revolution had its genesis in the Western Europe is the cultural and economic influences of Renaissance that left the Western Europe in possession of the requisite capital and the popular mindset required to fuel it (Stearns 5). In contrast the Eastern Europe largely remained bereft of such influences. Besides, the Western Europe was less stymied by autocratic regimes, absolute monarchies and political instability, unlike the Eastern Europe, which allowed the Western nations to dedicate their efforts and resources to the task of fomenting economic growth and development (Stearns 54). Contrary to this the Eastern Europe evinced much political instability in the times which if given a change could have drastically altered its economy and culture. The socio-political environment of the 19th century Western Europe was amply conducive for the technological breakthroughs that fueled the Industrial Revolution (Stearns 44). Besides, the influx of the Industrial Revolution in the Western Europe gave way to a propitious cycle that led to widespread alterations in the cultural norms and values, making the West European nations more egalitarian, progressive and forward looking. Yet, this was not the case with Eastern Europe that largely remained parochial, insulated and agricultural, failing to open up its gates to the influences that were altering its Western sibling. The other big factor that stimulated the Industrial Revolution in the Western Europe was the fac t that the nations in this region happened to be dominant colonizing powers that had under their sway many colonies that furnished the much needed resources and raw materials required to support the ongoing Industrial Revolution (Stearns 36). In contrast the East European nations had no record of being colonizing powers, a factor that could have made them look for inspiration beyond their borders. The other big fa