Fallacy Spotting Essay Example | Topics and Well Written Essays - 250 words - 1

Fallacy Spotting - Essay Example a time that there was a claim that a school head in one of the states in the U.S was engaging in gay activities with small boys, hence sodomizing the boys. Such a claim went on and on until many people begun to generalize that school heads in that State sodomize school boys. Such a claim is categorized under hasty generalizations as it is unethical to use one isolated case to make a generalization over all school heads in the whole State. This claim is therefore based on inadequate evidence (Julia). It will be unfair to make such an unfortunate claim that will go to an extent of tarnishing the names of all school heads in the whole State without any adequate evidence (Purdue). It therefore doesn’t meet the required threshold of a claim that should be considered to be generalized to all the school heads in the State. The conclusion of the claim is therefore hasty and fallacious (Nizkor). It is also a hasty and fallacious conclusion that can be reached after interviewing just one person on a University on whether they can speak French, and if they say they don’t speak French, then your conclusion is that everyone in the University doesn’t speak French

Medicine and the Law Coursework 2 Essay Example | Topics and Well Written Essays - 1500 words

Medicine and the Law Coursework 2 - Essay Example aby M case, the Royal College of Paediatrics and Child Health observed that the judgment was in accordance with the guidelines it had set out in 2004 in consultation with parents, patient groups and representatives of different religious groups.(BBC News Report, 2006). It expressed the opinion that each case was to be treated individually and rigid rules could not be imposed that would apply in every case. But as discussed below, the precedents established by the Courts have shown that in general, the guiding principle is one of favouring life although each case is considered on its own merit. The Charlotte Wyatt case1 concerned a prematurely born baby that was suffering from a number of life threatening conditions. The Court also held in this instance that life sustaining treatment to the child could not be withdrawn. The Children Act of 1989 requires that the welfare of the child be accorded top priority and this is the guiding principle in all decisions that are made in reference to children. This is also the basis whereby the Crown can intervene in order to ensure that the interests of children are protected, because they are in effect disabled to the extent that they cannot look out for their own interests. As a result, decisions to be made about their treatment may also be taken by courts, especially when a patient has entered a persistent vegetative state (PVS). The decision of the House of Lords in Airedale NHS trust v Bland2 also held that when a patient has entered the PVS stage, then it may be lawful for the Courts to order the withdrawal of life sustaining tre atment because this would be in the best interests of the patient. It would also be lawful to withhold treatment in such cases because it would be in the patient’s best interests to be allowed to die with dignity3. Where adults are concerned, the question of how far a Court can step in to make decisions about the treatment options or welfare of an incapacitated or disabled person were at

How to respond to complaints Essay Example for Free

How to respond to complaints Essay Always follow the settings procedure policy when dealing with complaints. Complaints may be telephoned in, emailed or in person and there will be a different protocol and timescale to follow. When dealing with a complaint face to face keep calm and listen. The person complaining may be angry and I need to stay calm ensure they can see I’m listening and never raise my voice and avoid it escalating. If the discussion is infront of others try to move it somewhere that is more confidential, trying to move the discussion may also help if the person is very angry or upset. Gives them a couple of minutes to calm down while you re-locate. Always show that you’re listening and giving them your whole attention, never look dismissive. Reflect back on what they’ve said repeating back key points so they can hear you’ve understood and listened to what they’ve said. It also helps highlight if I’ve misunderstood a point so they can correct me. Always apologise if I am in in the wrong, misunderstood or forgotten an instruction. Explain what actions I can take to correct the situation. For example a parent asked me to not give their child any sweet foods. Another child had brought in a cake for their birthday and I had forgot to write the parents wish on the board, leading to the child eating some cake. I could apologise, admit fault and ensure the parent that the notice would instantly be placed on the appropriate board. The next day when they dropped the child off I could have a private talk with the parent/carer and show that it is now on the board and I did follow up and correct the mistake. In some cases an explanation or apology will not resolve the situation. Discuss a compromise that suits everybody to bring out a win/win solution. The main thing when dealing with complaints is to stay calm, listen and to be tactful, don’t make any personal comments that may cause the situation to escalate. Choose my words wisely and think before I speak.

Marketing Environment Audit Of Wh Smith Marketing Essay

Marketing Environment Audit Of Wh Smith Marketing Essay Executive Summary The objective of this report is to conduct a marketing audit and appraise some of the processes, models and techniques used. This will include an evaluation of the actual external marketing environment in which an analysis of Porters Five Forces will be conducted to identify ways forward for WH Smith to stay competitive in the retail environment. P.E.S.T. analysis will be undertaken to identify the opportunities and threats facing WH Smith and an assessment of the actual internal marketing environment will be conducted in order to identify the strengths and weaknesses affecting WH Smith. This report found the relevant information from a variety of different sources including academic text books, case study texts, and various web sites including newspaper articles, the national statistics web sites, WH Smith annual reports and Datamonitor reports. Based on analysis from Porter Five Forces and P.E.S.T. the report found WH Smith lacking in the areas of expansion outside of the UK market in both the travel and high street divisions, WH Smith online store needs to be updated and more media needs to be added also the digital music download industry is worth looking into for future growth of the company along with the development of the already existing eBook website. And promotion and advertising is needed across all divisions and areas of the WH Smith. Introduction Background WH Smith is one of the leading retail groups in the UK. Its engaged in the retailing of newspapers, magazines, stationery, books and entertainment products. The company operates 565 high street stores and 490 travel outlets located at high streets, airports, train stations, hospitals work-place motorway service areas across the UK (WHSmithplc, 2008; Datamonitor, 2008). Key facts about WH Smith: WH Smith employs over 17,000 people. Every year 70% of the UKs population visit a WH Smith store On average, over 1.2 million people visit a WH Smith High Street store every day of the year WH Smith operates two divisions: High street and Travel. Every year 125 million travellers pass WH Smiths busiest Travel store at Londons Victoria Station WH Smith sells 1.5 million magazines every week; 24,000 magazines every hour they are open WH Smith sells in excess of 40 million books yearly On average, WH Smith sell 3,000 A4 pads daily End to end the sales of WH Smiths 3 best selling rulers would stretch from London to Spain (WHSmithplc, 2008; Datamonitor, 2008; Network Rail). Terms of Reference The aim of this report is to undertake a marketing audit appraise some of the processes, models techniques used for auditing the marketing environment. This is conducted thru evaluation of the external marketing environment assessing the actual internal marketing environment for WH Smith. From this the potential impact will be assessed to identify its impact on WH Smiths marketing planning marketing mix. The report will finish with a conclusion and recommendations will be made as regards the company going forward. Main Findings Kotler (2000, p. 708) states a marketing audit is a comprehensive, systematic, independent, periodic examination of a companys-or business units marketing environment, objectives, strategies, and activities with a view to determining problem areas, opportunities and recommending a plan of action to improve the companys marketing performance. An audit should be conducted on a regular basis, thoroughly and be well organised (CIM, 2002). An audit is undertaken so a company can identify its standing in the marketplace and involves an internal and external environmental analysis. Internal environment analysis: It is imperative for an organisation to regularly asses their marketing, financial, manufacturing and organisational competencies to ascertain the strengths and weaknesses of each factor (Kotler, 2000). Models used in this analysis: Value Chain Analysis PIMS (Profit Impact of Marketing Strategy) GAP Analysis Portfolio Analysis PLC (Product Life Cycle) Innovation Audit NDP (New Development Process) Experience Curves External Environment Analysis Theory: This analyses the micro and macro environments of the organisations which will lead to identifying the opportunities and threats facing the firm. Micro Environment: Factors closest to the organisation (customers, competitors, distributors, suppliers), these can have a considerable impact on the firms performance within the marketplace; the firm has no direct control over these factors but can have some influence (Businessdictionary, 2009). There are four techniques used in analysing the micro environment: Market analysis: Netmba (2007) states The goal of a market analysis is to determine the attractiveness of a market and to understand its evolving opportunities and threats as they relate to the strengths and weaknesses of the firm. Customer analysis: Identifying and understanding the needs and wants of your customers, exploring new trends for growth and expansion of the organisation (wmep, 2008). Competitor analysis: Entrepreneur (2009) describes competitor analysis as identifying your competitors and evaluating their strategies to determine their strengths and weaknesses relative to those of your own product or service Industry analysis: Industry analysis involves reviewing the economic, political and market factors that influence the way the industry develops. Major factors can include the power wielded by suppliers and buyers, condition of competitors, and the likelihood of new market entrants (Businessdictionary, 2009). A useful model that can be used when carrying out the internal analysis is Porters Five Forces: Porters Five Forces Model To quote from Hooley et al (2008, p 73) Porter (1980) suggests that five main forces shape competition at the level of strategic business units and that a systematic analysis of each in turn can help managers identify the key to competitiveness in their particular industry Competitive rivalry: Venturenavigator (2009) describes this as the intensity of competition between existing organisations in an industry. E.g. price, quality, and innovation. Threat of new entrants: Mallon (2005) suggests the risk of new entrants is based on the industrys barrier to entry, e.g. of brand capital costs, access to technology or requirements to obtain licenses. Substitutes: A substitute product is a product that replaces the need for your product altogether, e.g., Timber framed houses being replaced with steel frames (Whatmakesagoodleader, 2009). Supplier power: Buyer power looks at the relative power a companys customers has over it, size plays a factor, if the company is much larger than its suppliers, and purchases in large quantities, then the supplier will have very little power to negotiate. i.e. Tescos buying in huge amounts leads to suppliers having no power (Mallon, 2005). Buyer power: Customers can exert their power to shop around and demand lower prices; this creates price wars with companies which lead to reduced prices (Smit, 2006) also large businesses that purchase huge quantities from suppliers have greater buyer power and can demand lower prices; smaller firms do not have the same bargaining powers (Mallon, 2005). Macro Environment: Opportunities threats occur here, they are uncontrollable short-term factors that affect the organisation as well as everybody within society, and the organisation has no control or influence over these factors (CIM, 2002). In order to identify opportunities threats a PEST analysis must be conducted; this looks at four external factors affecting the firm: PEST Analysis Political: Political factors hold alot of weight over the regulation of a company e.g. consumer competition laws. Economical: The state of a countrys economy is central when deciding on business trading e.g. interest rates and inflation. Social: Social and cultural influences change from each country and must be measured e.g. changing trends, education, health system and ethnicity Technological: Technology is vital for competitive advantage, and is a major driver of globalization (Marketingteacher, 2010). SWOT Analysis: Hooley el al (2008 p42) states a SWOT seeks to identify the most significant factors, both internal and external, affecting the organisations and its markets. It provides a quick executive summary of the key issues. Secondly, however, by looking at where the strengths and weaknesses align with opportunities and threats it can help strategy formulation. The organisation can begin to see where its strengths might be best deployed, offensively and defensively, as well as where its weaknesses leave it vulnerable to change or competitor action. Porters Five Forces Analysis This analyse will report on the industry as a whole and identify ways forward for WH Smith to stay competitive in the retail environment. Buyer power High Having such a large operation gives WH Smith huge bargaining powers to negotiate terms without the risk of losing suppliers as switching costs are low and this makes industries highly competitive in reducing prices to win contracts with companies such as WH Smith (Datamonitor, 2009). Supplier power Low Supplier power becomes reduced for industries such as books, cards, stationery and entertainment because of the large number of companies within these industries that can supply WH Smith, also switching costs is relatively low (Datamonitor, 2009). Threat of new entrants High The rivalry from established competitors such as WH Smith discourages new entrants into the market but because the industry does not involve huge investment this encourages other businesses to start up (Datamonitor, 2009). Substitutes High eBooks threaten the traditional form of books but are a relatively new idea and currently not as popular as the traditional book concept, the reading devices are expensive which can turn customers off initial purchases, but WH Smith has adapted to this idea with the introduction of http://ebooks.whsmith.co.uk in October 2001 (Encyclopedia, 2002) another substitute to WH Smith is the increasing sales of second-hand books on sites such as Amazon and eBay. Competitive rivalry High WHSmithplc (2008) states large customer such as Tescos sell almost everything that WH Smith but at a reduced price such as cutting the prices of CDs to under  £10 damaging WH Smiths market share (Cope, 2003), all the while giving its customers the opportunity to carry out their grocery shopping at the same time. Consumers are looking for more value for money and it seems consumers are swapping trips to the high street in favour of a spin around a virtual store (Rigby, 2006), online retailers as Amazon give customers easy access to products online while facilitating easy access to compare prices and get more value for money. WH Smith needs to offer reduction and offers to match retailers such as Tescos and build on their web site. P.E.S.T Analysis Political: National minimum wage increase Threat The Office for National Statistics show that in October 2009 an increase from  £5.73 an hour to  £5.80 for adults was awarded with 18-21 year olds increased from  £4.77 to  £4.83. The majority of WH Smith employees would have benefited from this increase but WH Smith will be at a disadvantage with higher over heads being the main issue at a time when the economy is on a downturn (Hopkins, 2009). VAT increase in 2010 Threat Hopkins (2010) states the VAT increase of 2010 is another hit to WH Smiths profit margins as it increases from 15% to 17.5% in January, as this is necessary to bring stability to the UK economy it is also putting the company at a disadvantage, WH Smith high street stores have already seen a drop in sales over 2009 due to the economic downturn in the UK, this shows expansion is needed into other countries to avoid such risks throughout the company but as the WH Smith annual report shows there are no new plans to expand the high street division (WHSmithplc, 2009). Terrorist attacks Threat WH Smithplc (2009) states The spread of a deadly disease, an act of terrorism or war could decrease the number of customers visiting WHSmith outlets. The Travel division of WH Smith was particularly affected by such events on 11th September 2001 (New York City) and 7th July 2005 (London), which saw decreased amounts of commuters using airports and public transport which lead to a drop in sales (WHSmithplc, 2009). Due to the United Kingdoms involvement in the current war in Afghanistan WH Smiths Travel and high street divisions will be devastated by every terrorist attack in the UK for the foreseeable future due to their locations. Economical: Economic recession Threat The office of national statistics shows that the UK contracted by.02% in the third quarter of 2009 and remains 5.1% lower than the third quarter of 2008; however there is an increase in activity from the second quarter of 2009 showing the economy is slowly starting to recover. WH Smith (2009) Annual report shows high street division recorded a loss in sales of 2.3% over 2007 another loss of 5% over 2008, along with the closures of book outlets such as Borders and Woolworths this increase in the economy is good news for WH Smith in 2010. Interest rates Threat Interest rates were left unchanged at 0.5 per cent by the Bank of England today, as the Monetary Policy Committee (MPC) continued its policy of keeping the price of money at record lows to stimulate the flagging economy (Sabbagh, 2010). Ian McCafferty, the chief economic adviser at the CBI, states the unchanged interest rate is unsurprising due to the fact that recovery in the UK is likely to be slow and drawn out, similar to that following the 1980s recession with sub-par growth continuing into 2011. This hold on rates will promote consumer spending but is still a threat to WH Smith as this is not a permanent hold on rates and can be increased. Unemployment Threat The office of national statistics identifies that as of 16th December 2009 the unemployment rating stood at 7.9% which was relatively unchanged from the previous quarter and has risen 1.9% on the same quarter in 2008, this stands at one of the smallest increases in unemployment since spring 2008 giving hope that the economy is back on track, with more people in employment it will promote consumer morale and more spending which will lead to increased profits for WH Smith. Social: Increase in the travel industry Opportunity A survey conducted by Travelzoo showed that over half of the UK respondents said they had plans to travel more in 2010, 66% of UK respondents are hoping to take one or two holidays and 31% are thinking about more than three trips. This shows the importance of holiday to UK residents as 25% will give up nights out, 22% will give up house improvements and 52% will get rid of luxury goods in order to be able to travel in 2010 (news.holidayhypermarket, 2009). With more people that ever travelling in 2010 it shows the travel industry is back on track and will promote increased profits for WH Smith in 2010. Acquisitions and partnerships Opportunity WHSmithplc (2009) shows acquisitions of Leeds-based UNS with 71 retail units, 8 Caffee Nuovo coffee shops in 62 hospitals and 23 airport units from Alpha Retail UK Limited also a franchise deal with Road Chef was also confirmed in 2008 (Hasell, 2008). 2010 will see six units opening in Delhi airports giving WH Smith a good share of the Indian market and shows the division is set on further international expansion outside of the UK. An alliance with Penguin in which Smiths will stock only Penguins overseas guides in the majority of its travel stores in airports, and rail and bus stations to the exclusion of all rival brands titles is another step forward in a time of retailing giants like Tescos taking over the book industry WH Smith has taken steps to ensure its competitiveness in the marketplace as discounts from suppliers ensures lower prices for end users (Freedman, 2009). High street benefited from the closure of the Woolworth stores in 2008 with WH Smith looking to have control of ten of the Woolworths stores before the end of 2009 (Felsted Lemer, 2009), this is another step forward for the UK market but having only two stores outside of the UK shows high street needs to be more active in foreign expansion. Technological: On-line sales Opportunity Whsmith.co.uk was launched in May 1999 with the intention of winning a third stake of the online book-market within three years but problems identified in customer service, lack of products available and poor promotion the site is losing customers to bigger competitors such as Amazon, the same can be said of the entertainment and eBook sites WH Smith operates (news.bbc, 1999). The economic recession is making more people price sensitive and so many more consumers are searching the internet in the hopes of better deals and a bigger range of products, as Rigby (2006) states Shoppers, it seems, are swapping trips to the high street in favour of a spin around a virtual store. Investment, promotion and management into the online stores would yield endless profits for the company. Digital music and eBooks Opportunity Encyclopedia (2002) shows WH Smith has made advancements into the eBook industry starting with the launch of http://ebooks.whsmith.co.uk in October 2001, but as with whsmith.co.uk the eBook site is lacking in promotion and available products on the web compared to Waterstones who identify eBooks as being a big part of their business and a fast growing part of the book industry over the past twelve months (Allen, 2009), also digital music is an area WH Smith has no investment in but should be taking steps to invest in as more customers are turning to digital music rather than purchasing CDs as Garrahan (2009) states Physical album sales have fallen sharply as music retailing has evolved from CD album purchases in retail outlets to digital downloads of songs from online stores. According to research the author defines the strengths and weaknesses as follows: Strengths: Widely recognised brand in the UK WH Smiths (2009) states their business model is based on their widely recognised and respected brand which has been part of the UK economy for the past 217 years, Datamonitor (2009) states The Companys brand is an important asset and strongly appeals to the customer, thereby positively affecting the companys business an example of this would be 70% of the UK population visit a WH Smith store every year (WHSmithplc, 2009). Wide retailing operation in the UK Travel operates 490units: 135 are in airports, 114 in railway stations, 118 in motorway service area, 95 in hospitals and 19 in locations such as bus stations and workplaces, nine units are in four non-UK locations, in Paris, Shannon, Copenhagen and Stockholm (WHSmithplc, 2009). High street operates in 565 High Street stores located in almost all of the UKs major high streets (WHSmithplc, 2009), it benefited recently with the closure of Woolworths and is taking the appropriate steps to expand its presence with plans to take over ten of the Woolworths sites as stated by Felsted Lemer (2009) and the recent collapse of the 45 stores Borders book chain occupied in the UK was another opportunity for expansion of the high-street stores which WH Smith decline to invest in, WH Smith had initially shown interest in a deal but then pulled out of talks (Marlow, 2009). The company has show to be a strong competitor in the UK market but more focus is needed in expansion into foreign markets as competitors such as Amazon have done. Strong performing travel division 2009 showed profits of 17% to  £48million and 8% profit growth, the division operates from 490 units (2008: 449 units), 135 are in airports, 114 in railway stations, 118 in motorway service area, 95 in hospitals and 19 in locations such as bus stations and workplaces, nine units are in four non-UK locations, in Paris, Shannon, Copenhagen and Stockholm and these units have shown to perform higher in rush hour than some lower performing high street stores (WHSmithplc, 2009). 2010 will see six units opening in Delhi airports which will give WH Smith a good share of the Indian market and shows the strength of the travel division, its stability in an economy downturn and shows the division making the necessary steps for foreign expansion (Hall, 2009). Weaknesses: Geographic concentration: Datamonitor (2009) identifies high street as having two locations outside the UK: Paris and Belfast with travel operating nine units in four non-UK locations Paris, Shannon, Copenhagen and Stockholm with six more to be opened in Delhi airports in 2010 (Hall, 2009) . WH Smith is open to many negative environmental factors having all of its operations in Europe, one such factor is the current economic recession that resulted in a 2.3% loss in sales over 2007 and another 5% loss over 2008 for the high street stores. Competitors like Amazon have operations in Canada, Japan, UK, China, France, Germany and the US; also Borders operate in Australia, Malaysia, New Zealand, Singapore and the United Arab Emirates (Borders, 2010; Amazon, 2010). As Travel is taking steps for foreign expansion high street has no plans for expansion as WHSmithplc (2009) points out The High Street plan remains unchanged thus making the company vulnerable to adverse market conditions in the region and puts it at a competitive disadvantage over global retail giants (Datamonitor, 2009). SWOT Analysis Strengths Widely recognised brand in the UK Wide retailing operations in the UK Strong performing travel division Weaknesses Geographic concentration Opportunities Increase in the travel industry On-line sales Digital music and eBooks Acquisition and partnerships Threats National minimum wage increase VAT increase in 2010 Terrorist attacks Economic recession Interest rates Unemployment Marketing mix: Product WH Smith offers a wide variety of Books, Stationary, Gifts and Cards, Magazines, DVD, DVD formats, UMD formats, Blue-ray and HD DVD, Music, Games, eBooks, PC and Electronics in the high street and travel division. WH Smith needs to invest heavily in digital media; along with eBooks focus must be put on investment in digital music as this market shows huge growth with ITunes being the market leader. Price Due to the increased amount of competition entering the market WH Smith needs to adjust its pricing structure in line with its competitors to ensure customers feel they are getting value for money thus increasing its market share, as customers become more price sensitive and shop around for better deals online and high street. Agreeing partnerships as the travel division has done with Penguin is an example, this ensures a reduced prices for the customer at the till as it reduces supplier costs, and this in turn increases competitiveness with such rivals as Tescos and Amazon. Place WH Smith high street has 564 stores present in almost all of the major high streets within the UK and travel has 481 units in airports, hospitals, motor service, bus and train stations within the UK, the UK market works well for WH Smith but it now needs to focus on foreign markets. Travel occupies nine travel units in Paris, Shannon, Copenhagen and Stockholm, the recent plan to open six units in Delhi airports in 2010 is such a way forward but more expansion into other countries is needed to stay competitive. High street offer two stores outside of the UK in Paris and Belfast with no plans to expand further in 2010, while competitors such as Amazon and Borders have a presence worldwide WH Smith needs to expand to stay competitive with such companies. WH Smith online has a weak presence, a huge amount of investment in promoting and managing the site is required. It has been shown that more people are moving to the internet for day to day purchases, research on products and value for money, if WH smith is not seen to be offering these to consumers they will move to competitors such as Amazon. Promotion Advertising offered by WH Smith is poor for all divisions as this has an impact on sales, more focus needs to be put into the advertising and promotion of both divisions, i.e. TV, radio, internet, ideas such as sponsoring Universities/teams as students would cover a big part of WH Smiths customers, reduction in prices would also be classed as advertising, cutting prices below competitors and this would also lead to customer passing on the information thru word of mouth. Marketing planning (strategic tactical planning): Businessdictionary (2010) states Tactical planning is Systematic determination and scheduling of immediate or short-term activities required in achieving the objectives of strategic planning, while Strategic planning is a business process that many companies employ to identify their critical success factors that set the course for future growth and profits (Gaw, 2009). Tactical planning as relates to WH Smith includes short term plans including pricing structures, discounts, and loyalty cards. Strategic planning is more focused on long term goals such as expansion into new markets such as the move into India with six travel units opening up also developments in industries such as digital music downloads needs to be a main focus of WH Smith going forward as the world is moving into the digital age. Conclusion The report found WH Smith to possess a huge market-share within the UK, but lacking in the areas of expansion outside of the UK compared to other competitors such as Amazon and Borders which leaves it vulnerable to negative effects on the economy such as the current economic recession. Also retailers as Tescos and Asda can offer drop down prices of mostly all products WH Smith sells included in a customers weekly grocery shopping which heightens competition for WH Smith with these retailers WH Smiths attempts into the digital era is lacking, the companies websites (entertainment, eBook, whsmith.co.uk) were found to be in need of attention is areas such as customer service, products available and promotion as customers are not satisfied with the current system. Also the digital music industry was found to be a growing market and it would be in WH Smiths interest to invest in this area. Recommendations The report finds that the WH Smith needs to be more active in promoting the company outside of the UK, competitors such as Amazon and Borders have done this successfully, expansion into other countries reduces the chance of being affected by economic factors such as the economic recession in the UK which has had negative effects on WH Smith high street division with a reduction in sales over 2007 and 2008. WH Smith on-line needs vigorous investment in all online stores, customer service, availability of products and promotion are the main issues to start with. Amazon has a great online presence as it markets its site very well, targeting its customers with items relating to previous purchases, this is a good idea for WH Smith to work on. Investment in digital music downloads is advised as this market has shown to be growing rapidly with ITunes as market leader. More partnerships like Penguin need to be agreed in both divisions, thus reducing supplier costs which can be passed onto customers; this will help with competition from Tescos and Asda. Reference/Bibliography Allen, K (2009), E-readers turn heavy textbooks into a light read just like Dan Browns latest, http://www.guardian.co.uk/business/2009/sep/10/sony-readers-boost-ebook-market (date accessed: 12/01/2010) Amazon, (1996-2010), http://www.amazon.co.uk/ (date accessed: 06/01/2010) Bintliff, E, (2009), Borders UK goes into administration, http://www.ft.com/cms/s/0/87e1fc72-dac1-11de-933d-00144feabdc0.html (date accessed: 07/01/2010) Borders, (2010), Borders stores around the world, http://www.borders.com/online/store/InternationalStoresView (date accessed: 06/01/2010) Businessdictionary, (2009), Micro environment, www.businessdictionary.com/definition/microenvironment.html (date accessed: 25/11/2009) Businessdictionary, (2009), Industry analysis, www.businessdictionary.com/definition/industry-analysis.html (date accessed: 25/11/2009) Businessdictionary.com (2010), Tactical Planning, http://www.businessdictionary.com/definition/tactical-planning.html (date accessed: 10/10/2010) CIM (2002), Marketing environment stage 1, London, BPP Publishing limited Computergram, (1998), WH SMITH BUYS EUROPES BIGGEST ONLINE BOOKSTORE, http://www.cbronline.com/news/wh_smith_buys_europes_biggest_online_bookstore?print=1 (date accessed: 07/01/2010) Cope, N, (2003), WH Smith blames Sars and fall in CD sales for profits slump, http://www.independent.co.uk/news/business/news/wh-smith-blames-sars-and-fall-in-cd-sales-for-profits-slump-537378.html (date accessed: 06/01/2010) Datamonitor, (2009), Company Profile WH Smith Datamonitor, (2009), Industry Profile Stationary and Cards Datamonitor, (2009), Industry Profile Books Dickson, M, (2005), Swann Upping, http://www.ft.com/cms/s/0/575ea15e-b2cb-11d9-bcc6-00000e2511c8.html (07/01/2010) Directgov, (2010), VAT Value Added Tax, http://direct.gov.uk/en/MoneyTaxAndBenefits/Taxes/BeginnersGuideToTax/DG_4015895 (date accessed: 10/01/2010) Drummond, G and Ensor, J, (2004), Strategic Marketing planning and control, second edition, Oxford, Butterworth Heinemann. 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The True Story of Sweeny Todd Essays -- Biography

The True Story of Sweeney Todd Sweeney Todd was born on October 16, 1756. (Knowledge of London. 2004) The where a bout’s of where he was originally born were somewhere in the fetid East End of London but some say at 85 Brick Lane in London’s East End. Todd was the son of Elizabeth and Samuel Todd. Elizabeth Todd’s mother was a silk winder and Todd’s father Samuel was a silk weaver. His parents were in a business together but came with very little compensation. When Todd was 12 years old both of his parents died in a tragic accident that no one is quite sure of. Todd was then sent to an orphanage. There he became an apprentice to a cutler named John Crook. (Knowledge of London. 2004) In two years’ time when Todd was only 14 years old he was arrested for stealing a pocket watch. He went to Newgate Prison for five years. There in prison he met an old barber named Elmer Plummer. Plummer taught Sweeney how to cut hair, shave, and pick pocket costumers. (Knowledge of London. 2004) While Sweeney was waiting to be set free he thought with these new obtained skills he could make a little money from his fellow inmates. Sweeney and Plummer teamed up with one another and began shaving and cutting some of the prisoner’s hair who could afford it. (Knowledge of London. 2004) When Todd was released from prison he found work as a â€Å"flying barber†. (Richard Jones.Feb 21, 2004) He found this job unfulfilling and wanted to be his own boss so on an afternoon stroll he settled on this premises next to the St. Dunstan’s Church and a bakery. Sweeney Todd decided to buy the premises as his business and his home. He opened his Barber Shop at 186 Fleet Street in 1775. Todd met the baker, Mrs. Lovett, who was right next door to him and they became lover... ...y Sir Richard Blunt said sea-fairing men were disappearing from Todd’s shop. In the end Todd was accused of one murder that of Francis Thornhill. A pawnbroker’s clerk recognized Mr. Thornhill’s pearls when Todd was trying to pawn them. Todd and Mrs. Lovett were arrested in 1801. (The Independent. Jan. 3, 2006) After their arrests there was an investigation done on the basement and there the police found the piled up bones in the Weston family vault. Todd killed an estimate of 160 people in a 17 year time period. Todd was found guilty in ten minutes after the jury heard about the amount of bones found in the Weston family vault. Mrs. Lovett committed suicide while in prison. (The Independent. Jan. 3, 2006) Sweeney Todd was hanged at age 45 on January 25, 1802. His hanging was at the Newgate Prison in front of the largest recorded crowd of over a thousand people. The True Story of Sweeny Todd Essays -- Biography The True Story of Sweeney Todd Sweeney Todd was born on October 16, 1756. (Knowledge of London. 2004) The where a bout’s of where he was originally born were somewhere in the fetid East End of London but some say at 85 Brick Lane in London’s East End. Todd was the son of Elizabeth and Samuel Todd. Elizabeth Todd’s mother was a silk winder and Todd’s father Samuel was a silk weaver. His parents were in a business together but came with very little compensation. When Todd was 12 years old both of his parents died in a tragic accident that no one is quite sure of. Todd was then sent to an orphanage. There he became an apprentice to a cutler named John Crook. (Knowledge of London. 2004) In two years’ time when Todd was only 14 years old he was arrested for stealing a pocket watch. He went to Newgate Prison for five years. There in prison he met an old barber named Elmer Plummer. Plummer taught Sweeney how to cut hair, shave, and pick pocket costumers. (Knowledge of London. 2004) While Sweeney was waiting to be set free he thought with these new obtained skills he could make a little money from his fellow inmates. Sweeney and Plummer teamed up with one another and began shaving and cutting some of the prisoner’s hair who could afford it. (Knowledge of London. 2004) When Todd was released from prison he found work as a â€Å"flying barber†. (Richard Jones.Feb 21, 2004) He found this job unfulfilling and wanted to be his own boss so on an afternoon stroll he settled on this premises next to the St. Dunstan’s Church and a bakery. Sweeney Todd decided to buy the premises as his business and his home. He opened his Barber Shop at 186 Fleet Street in 1775. Todd met the baker, Mrs. Lovett, who was right next door to him and they became lover... ...y Sir Richard Blunt said sea-fairing men were disappearing from Todd’s shop. In the end Todd was accused of one murder that of Francis Thornhill. A pawnbroker’s clerk recognized Mr. Thornhill’s pearls when Todd was trying to pawn them. Todd and Mrs. Lovett were arrested in 1801. (The Independent. Jan. 3, 2006) After their arrests there was an investigation done on the basement and there the police found the piled up bones in the Weston family vault. Todd killed an estimate of 160 people in a 17 year time period. Todd was found guilty in ten minutes after the jury heard about the amount of bones found in the Weston family vault. Mrs. Lovett committed suicide while in prison. (The Independent. Jan. 3, 2006) Sweeney Todd was hanged at age 45 on January 25, 1802. His hanging was at the Newgate Prison in front of the largest recorded crowd of over a thousand people.

Pauline Ethics Essay

1.Why is it necessary that actions proceed from moral and spiritual vision? It is necessary that actions proceed from moral and spiritual vision because the attainment or accomplishment of our vision or goals is when we will be able to put it into action. What is in hearts and minds must be seen through our actions because grace to Apostle Paul work in the inside out. Like Apostle Paul, his ethical teaching flows from a moral vision. For him, to be a Christian is to able to do God’s will. To know the Christian codes of right conduct and behavior, we must have the moral capacity to act on them. In short, if one has moral character then one will act morally. In Colossians 3:1-2, Paul said that â€Å"Since, then, you have been raised with Christ, set your hearts on things above, where Christ is seated at the right hand of God. Set your minds on things above, not on earthly things.† If we are seeking after the exalted Lord Jesus Christ then it envisions our practical pursui t of spiritual goals. Then to set our minds on things above, emphasizes that we have the spiritual capacity to accomplish those spiritual goals. For example, one of my moral visions is to be more patient enough or to control my being hot tempered against unreasonable people. In order to attain this goal of mine then I have to pray for them to become matured enough and also ask God to give me wisdom in dealing with them especially in giving responses, reactions or comments to what they say. Further, I have to befriend them and try to reach out with their needs. All these moral and spiritual visions will be accomplished through our actions since we participated in the death and resurrection of Christ; we are now being transformed into new person by God’s grace. 2. How do the virtues of Faith, Hope and Love affect the practice and conduct of your own particular profession? These three virtues affect the practice and conduct of my profession in such a way that as a Social Worker I am committed to help the less fortunate people or people who are deprived from their own rights (esp. the indigent) in the upliftment of their lives. Because of my faith that God will never leave us nor forsake us (Hebrews 13:5) and that He will provide all our needs according to glorious riches in Christ Jesus (Phil. 4:19) then I have to keep going, not to be discouraged in helping these clients. This virtue of faith drives me to hope that someday, somehow, these less fortunate people will rise from their present situation and be able to exercise their right and duties as citizenry of our country. Also to pursue my commitment, I have the duty to love these people as Jesus loved me unconditionally. There are times that it’s not easy to love especially if I encounter rude people but to be able practice my faith, I ought to do so. 3.How would you foster ethical/moral values in the following realities? a.Consumerism – buying only what I need (want vs. need). By being practical and maximizing my resources to the fullest. Also when buying something, do not be brand conscious but focus on the usefulness of that thing. b.Mundane and Profane tendencies – not to conform to the pattern or evil desires of this world but be transformed by the renewing of your mind†¦ (Romans 12:2) even if it is the trend. To stand out against the world. c.Relativism – by respecting one’s faith and beliefs. Also being open to the perspective of others not to be so closed with what I know and how I understands different things in life but be willing to share or exchange with one’s opinion and ideas. d.Technological Dependence – for me by choosing only what is applicable to my need and demand of times. Personal relationship should not be sacrificed just because of this high technology. e.Economic Scarcity – being resourceful and practical and maximizing the full potential of such – (Principle of supply and demand). For example, there was food scarcity in a certain area because of typhoon devastation. Relief goods were distributed and so there were crowd falling in line. In this case, I would give priority to senior citizens, the sick, pregnant and the handicapped, though all of them have equal need. 4.How do you exercise your particular profession in the perspective of the following Christian Gifts (Romans 12:4-11)? a.Prophecy – For me, when I was in the National Irrigation Administration as Irrigator’ Development Officer, I do a lot of field work, meetings, and trainings. I always inject the word of God in giving opening prayers in the conduct of meetings and trainings. Even when I do home visitations, during informal sessions with my clients I inspire them with the words of God especially when they open-up their problems and difficulties in life. In that way, I know I was able to exercise this gift of prophesy. b. Practical Service – When I perform my duties and responsibilities, I do it with all my heart not to please my boss or co-worker but to please God. Since we have a multi-task function in the office before, even cleaning the comfort rooms, (when our janitor retires and our office did not hire anymore instead we are task to do additional janitorial works) I do it with gladness. I told myself that this will not degrade my profession because even Jesus washed the feet of His disciples as an example of true humility and service. c.Teaching – In conducting seminars and trainings with the farmers, I think I do exercise this gift God has given in relation to the teaching of Christ. Like for instance, one the principles that we emphasize with our farmer clientele is the principle of sharing (e.g. there must proper sharing of irrigation water). This principle is in light with the teaching of our Lord Jesus Christ to share what we have to those who don’t have. I give instruction, rules and regulations as a way of teaching in the attainment of target/desired goals of our agency. d.Encouragement – This gift is attached to my profession I think especially to deal with different kinds of people with different ethical behavior. I need to practice this gift in order for me to attract or influence these farmers in the performance of their duties and responsibilities as partners of irrigation development. To encourage is my â€Å"capital† to become effective IDO. e.Almsgiving – to perform my duties and responsibilities in the office, I am willing to give my time beyond the prescribed office hour (8 hours a day) without expecting a reward or additional compensation. I always stay in the office beyond office hours just to comply with the deadlines reports and other pertinent works or when my superior asked me to do something. f.Position or Authority – whenever I am tasked to do something, for example, assign me to lead or spearhead a particular program/project, I always accept it without hesitation and I have to perform to the best of my ability involving my team in all aspects of the project because I believed that team approach is more effective way in accomplishing a particular activity/project. g.Acts of Mercy – in working with my officemates and rendering service with my farmer-clientele, I do it by heart and with joy. I have to enjoy my work so that I will not get burn-out. I still remember when I do field work and do home visitations with the farmer leaders, they even open-up their problems regarding their private life and I do some counseling and offer prayers for them and this developed a closer relationship with them. 5.Why is it necessary to contextualized Pauline Ethics in your own field of expertise? By contextualizing Pauline Ethics in my own field of expertise I can share/bring the â€Å"good news† or the love of God to my clientele. By exercising the seven Christian Gifts and the various codes of Christian conduct, I believe I can help in the transformation of their lives just like what Jesus did for us. And hopefully not only our direct clients will be influenced but their family circle and the whole community as well. A concrete example of this is when I conduct training, imparting to my farmer clientele the value of self-discipline in light of distribution irrigation water, payment of irrigation fees, etc. but it does not end up with the irrigation water alone but relating it to the whole aspect of their lives. I was amazed that I have seen the impact of this with their lives through evaluation and some farmers will give feed-backs on the positive impact of the training in their li ves. 6. Defend or Refute: The transformation of one’s life from vice to virtue, and alienation to reconciliation is the byproduct of grace. I strongly agree that the transformation of one’s life from vice to virtue and alienation to reconciliation is the byproduct of grace. The transformation of our character from negative to positive is not by our own strength. If we want to change and have transformation it’s only by God’s grace. As Apostle Paul writes in 2 Corinthians 12:9, He said to me, â€Å"My grace is sufficient for you, for my power is made perfect in weakness.† He promised grace for Paul’s pain. It means therefore that in our weaknesses, God’s power is sufficient. Grace simply means God’s help, intervention and strength in our weakness. Our vices or character deficiencies can be replaced with virtues or character assets by trusting God’s grace. By participating in Christ’s work and our confession that He is our Lord and Savior means transformation of our lives so that we can live our lives in accordance to God’s will. We are alienated before because of our sinful nature which we inherited from Adam and Eve, but because God loves us so much, He gave His one and only Son to die on the cross for our sins. So with Christ death on the cross we were being reconciled to God. Ephesians 2:8-9 says, â€Å"For it is by grace you have been saved through faith- and this not from yourselves it is the gift of God- not by works, so that no one can boast.† Our salvation is by God’s grace- gift of God (undeserved gift) through faith but we have to ask (open our hearts and let Christ reign in our lives) so that we will receive this gift of salvation. We cannot earn our own salvation but it’s only by God’s grace! 7. Defend or Refute: To live through commitment and not merely by inspiration means to be faithful to God. Yes I agree to this statement. To be faithful to God means a commitment to live our lives to Him and not merely by inspiration. For Paul when he was converted in Damascus, he started to commit his life to God no matter what the cause maybe. In the practical side of it, to live our lives through commitment is living with a purpose and direction. Once we are committed to do something, we do it consistently, not mechanically but with all our mind and heart having the assurance and certainty that God will be glorified. By doing so it follows the joy and love in performing the act not by force or compulsion. On the other hand, we should not live only by mere inspiration not just to enjoy life and be contented to what will happen. For example, one way to be faithful to God is to pray every day – giving thanks to Him for all the circumstances He brought in my life and entrusting to Him all my concerns and even my future. I should do this consistently and accept whatever God’s response. Another way of my being faithful to God is by giving my tithes and offering regularly. 8. Defend or refute: If one acts on the basis of the responsibility of love, he is free. No. I disagree because love never ceases. Love must continue to be our motivating factor to act. Love will go on eternity for God is love. 1 John 4:8, â€Å"God is love! God is eternal; therefore love is eternal as well. Paul writes, in 1 Corinthians 13:1-3, â€Å"If I speak in the tongues of men and of angels, but have not love, I am only a resounding gong or a clanging cymbal†¦ v. 13 â€Å" And now these three remain: faith, hope and love. But the greatest of these is love. We will never be free because we have the debt with our fellowmen and that is the debt to love them regardless of the race, status, physical attributes, etc.

Ajinomoto Co. Inc. essay

Ajinomoto Ajinomoto Co. Inc. is a Japanese food and chemical corporation which produces seasonings, cooking oils, TV dinners, sweeteners, amino acids and pharmaceuticals. In particular it is the world's largest producer of aspartame, with a 40% global market share. When Professor Kikunae Ikeda from the University of Tokyo isolated glutamate from the seaweed and discovered its flavour enhancing properties in 1908. The next year, his discovery was introduced to the market in the form of the flavour enhancer AJI-NO-MOTO.The literal translation of Aji no Moto is â€Å"Essence of Taste,† used as a trademark for the company’s original monosodium glutamate (MSG) product. Thanks to the company's eminent status, its brand has found its way even to notable Asian language dictionaries as a half-synonym for MSG. Ajinomoto (Malaysia) Berhad started its business operations in 1961 as AJI-NO-MOTO ® monosodium glutamate producer. It is also one of the very first Japanese joint-ventur e companies to be set up in this country.Ajinomoto (Malaysia) Berhad has since grown into a dynamic food seasoning manufacturer marketing diverse brand name that is trusted by Malaysian for decades. Our AJI-NO-MOTO ® food seasoning is an indispensable item in almost every Malaysian home. Ajinomoto Group Philosophy We create better lives globally by contributing to significant advances in Food and Health and by working for Life. Ajinomoto Group Way Create New Value Create value with new ideas and continuous innovation based on unique technologies and science. Product value creation bolstered by technology, new dietary proposals) Pioneer Spirit Continue to constantly take on the challenge of creating new businesses and markets. (Adapt to regional culture and market conditions in creating markets) Social Contribution Accommodate social requirements with humility and honesty, with the objective of maximizing value for society through business activities. (Resolve social issues) (Impro ve the global environment) (Security and safety) (Trustworthy production) (Fair, impartial, transparent and simple) Value PeopleRespect the humanity of all the people involved in the Ajinomoto Group's businesses, and be an organisation in which they can grow and display their abilities to the fullest extent. (Provide a workplace where people can flourish) (Career development, support and follow-up) (Fair performance evaluation) (Teamwork) Ajinomoto Group Vision We aim to be â€Å"a group of companies that contributes to human health globally† by continually creating unique value to benefit customers. 1. To become a global group of food companies centered on the world's No. seasoning business. 2. To become a global group of amino science companies that contributes to humankind with the world's No. 1 amino acid technology. 3. To become a group of health-promoting companies with a scientific approach to good taste and health. Ajinomoto(M) Berhad Segment Analysis Ajinomoto (M) Be rhad (Ajinomoto) is a food and chemical corporation that engaged in manufacturing and selling monosodium and other related products. The company is divided into two major segments that publicly report financial reports.The Umami segment (Umami) comprises of products that are derived from the fermentation process such as Monosodium Glutamate (MSG) and related products. The Umami segment accounted for 70. 0% of 2011 sales, making it the largest Ajinomoto's operating segments. The Food and Seasoning segment (FSS) consists of products derived from the extraction and mixing process such as Industrial Seasonings, Tumix and related seasonings. This segment accounted for 29. 82% of Ajinomoto's sales in 2011. Others segment (Others) products sold by the company comprises of trading goods such as industrial sweetener, feed-use amino acid and frozen foods.The segment accounted for 0. 18% of Ajinomoto's sales in 2011. Condensed Statement og Financial Performance 2007-2011 | |2011 |2010 |2009 |2 008 |2007 | |Sales |316,165,220 |284,616,880 |243,838,799 |215,462,459 |190,628,976 | |Net Earning |25,870,244 |23,939,091 |19,072,212 |31,984,464 |18,670,013 |Total Ajinomoto sales increases over the last past years however its profitability has varied. Sales peaked at over RM316 millions in 2011 and has the lowest sales in 2007 at over RM 190 millions. Ajinomoto has yet incurred profit loss over the last five years. Ajinomoto's stock price has been steadily increases from RM1. 95 in 2007 to RM 4. 00 in 2011. Despite the varied profit earning and steadily increases of sales, Ajinomoto has continued to increase gradually from RM0. 79 in 2007 to RM 0. 15 in 2011.This is a clear indication of the importance that Ajinomoto attaches to the informal content associated with dividends: with the increase of sales, dividends will continue to increase. Industrial Analysis Bloomberg and Reuters have classified Ajinomoto as food processing industry sector. This paper will discuss in details Aji nomoto's financial stability compared with other companies in the food processing industry. The Malaysia Food Processing Industry The food industry in Malaysia is as wide as the multi-cultures of Malaysia, with wide range of processed foods with Asian taste.The industry is primarily Malaysian-owned, and estimated the present global retail sales in food products are worth around US$3. 5 trillion. It is expected to grow at annual rate of 4. 8 per cent to US$6. 4 trillion in 2020. The industry has more than 9000 processing factories of which 95% are classified as small-scale. Food processing companies are normally perceived as agro-based industries which have a strong backward linkage. However, in Malaysia, this is not the case as it is estimated that over 70% of raw materials used in the processed food are imported.Therefore, Malaysia is a net importer for food products. Value for imported food increase from RM17. 9 billion in 2005 to RM30. 2 billion in 2010, about RM82 million a day. The increase in 2010 was credited to Malaysia's climate, various economic factors, and higher standard of living. Financial Ratio Analysis Financial ratios for Ajinomoto for food industry are provided as below. The firm in food processing industry subset represent 16% of the total food industry sales of RM1. 972 billion in 2011.    |2011 |2010 |2009 |2008 |2007 | | |Ajinomoto |Food Industry |Ajinomoto | | | | |Amount |Percentages changes | |Other items of income |2,321,549 |4,066,021 |(1,744,472) |-42. % | | | | | | | |Items of expenses | | | | | |Changes in inventories of finished goods, |409,346 |788,248 |(378,902) |-48. % | |work in progress and goods-in-transit | | | | | |Raw materials and packaging consumed |(188,077,870) |(162,076,389) |(26,001,481) |16. 0% | |Finished goods purchased |(7,780,993) |(10,951,068) |3,170,075 |-28. 9% | |Employee benefits expense |(33,496,637) |(31,147,630) |(2,349,007) |7. % | |Depreciation and amortisation |(12,753,094) |(11,627,019) |(1,126, 075) |9. 7% | |Reversal/(impairment) of assets |3,204 |(20,360) |23,564 |-115. 7% | |Other operating expenses |(44,848,503) |(42,772,605) |(2,075,898) |4. % | |Profit before tax |31,942,222 |30,876,078 |1,066,144 |3. 5% | |Income tax expense |(6,071,978) |(6,936,987) |865,009 |-12. 5% | |Profit net of tax, represents total |25,870,244 |23,939,091 |1,931,153 |8. % | |comprehensive income for the financial | | | | | |year | | | | | |Earnings per share attributable to equity | | | | | |holders of the Company (sen) | | | | | |Basic |42. |39. 4 |3. 2 |8. 1% | |Net dividend per share (sen) |15. 75 |15. 00 |0. 75 |5. 0% | Income Statement – 2010 |Income Statement |2010 |2009 |Increase or Decrease During 2010 | | | | |Amount |Percentages changes | |Revenue |284,616,880 |243,838,799 |40,778,081 |16. % | |Other items of income |4,066,021 |4,387,766 |(321,745) |-7. 3% | | | | | | | |Items of expenses | | | | | |Changes in inventories of finished goods, |788,248 |9,219,317 |(8,431,069) | -91. % | |work in progress and goods-in-transit | | | | | |Raw materials and packaging consumed |(162,076,389) |(155,094,975) |(6,981,414) |4. 5% | |Finished goods purchased |(10,951,068) |(8,061,329) |(2,889,739) |35. 8% | |Staff costs |(31,147,630) |(29,049,802) |(2,097,828) |7. % | |Depreciation and amortisation |(11,627,019) |(9,534,228) |(2,092,791) |22. 0% | |Impairment of assets |(20,360) |399,605 |(419,965) |-105. 1% | |Other operating expenses |(42,772,605) |(30,427,115) |(12,345,490) |40. 6% | |Profit before tax |30,876,078 |25,678,038 |5,198,040 |20. % | |Income tax expense |(6,936,987) |(6,605,826) |(331,161) |5. 0% | |Profit for the year |23,939,091 |19,072,212 |4,866,879 |25. 5% | |Earnings per share attributable to equity | | | | | |holders of the Company (sen) | | | | | |Basic |39. |31. 4 |8. 0 |25. 5% | |Net dividend per share (sen) |15. 00 |12. 92 |2. 08 |16. 1% | Income Statement – 2009 |Income Statement |2009 |2008 |Increase or Decrease During 2009 | | | | |Amount |Percentages changes | |Revenue |243,838,799 |215,462,459 |28,376,340 |13. % | |Other items of income |4,387,766 |17,205,836 |(12,818,070) |-74. 5% | | | | | | | |Items of expenses | | | | | |Changes in inventories of finished goods, |9,219,317 |(321,473) |9,540,790 |-2967. % | |work in progress and goods-in-transit | | | | | |Raw materials and packaging consumed |(155,094,975) |(114,201,038) |(40,893,937) |35. 8% | |Finished goods purchased |(8,061,329) |(5,025,774) |(3,035,555) |60. 4% | |Staff costs |(29,049,802) |(27,117,151) |(1,932,651) |7. % | |Depreciation and amortisation |(9,534,228) |(8,740,933) |(793,295) |9. 1% | |Impairment of assets |399,605 |164,220 |235,385 |143. 3% | |Other operating expenses |(30,427,115) |(37,045,175) |6,618,060 |-17. 9% | |Profit before tax |25,678,038 |40,380,971 |(14,702,933) |-36. % | |Income tax expense |(6,605,826) |(8,396,507) |1,790,681 |-21. 3% | |Profit for the year |19,072,212 |31,984,464 |(12,912,252) |-40. 4% | |Earnings per share attributable to equity | | | | | |holders of the Company (sen) | | | | | |Basic |31. 2 |34. |(3. 2) |-9. 3% | |Net dividend per share (sen) |12. 92 |8. 92 |4. 00 |44. 8% | Income Statement – 2008 |Income Statement |2008 |2007 |Increase or Decrease During 2008 | | | | |Amount |Percentages changes | |Revenue |215,462,459 |190,628,976 |24,833,483 |13. % | |Other items of income |17,205,836 |8,044,056 |9,161,780 |113. 9% | | | | | | | |Items of expenses | | | | | |Changes in inventories of finished goods, |(321,473) |(448,494) |127,021 |-28. % | |work in progress and goods-in-transit | | | | | |Raw materials and packaging consumed |(114,201,038) |(103,743,602) |(10,457,436) |10. 1% | |Finished goods purchased |(5,025,774) |(4,871,823) |(153,951) |3. 2% | |Staff costs |(27,117,151) |(25,633,738) |(1,483,413) |5. % | |Depreciation and amortisation |(8,740,933) |(8,661,427) |(79,506) |0. 9% | |Impairment of assets |164,220 |(850,543) |1,014,763 |-119. 3% | |Other operating ex penses |(37,045,175) |(33,433,642) |(3,611,533) |10. 8% | |Profit before tax |40,380,971 |21,029,763 |19,351,208 |92. % | |Income tax expense |(8,396,507) |(2,359,750) |(6,036,757) |255. 8% | |Profit for the year |31,984,464 |18,670,013 |13,314,451 |71. 3% | |Earnings per share attributable to equity | | | | | |holders of the Company (sen) | | | | | |Basic |34. 4 |24. |9. 7 |39. 3% | |Net dividend per share (sen) |8. 92 |7. 90 |1. 02 |12. 9% | Income Statement – 2007 |Income Statement |2007 |2006 |Increase or Decrease During 2007 | | | | |Amount |Percentages changes | |Revenue |190,628,976 |170,592,741 |20,036,235 |10. % | |Other items of income |8,044,056 |1,852,434 |6,191,622 |77. 0% | | | | | | | |Items of expenses | | | | | |Changes in inventories of finished goods, |(448,494) |(2,525,867) |2,077,373 |-463. % | |work in progress and goods-in-transit | | | | | |Raw materials and packaging consumed |(103,743,602) |(90,491,939) |(13,251,663) |12. 8% | |Finished goods purchas ed |(4,871,823) |(5,084,454) |212,631 |-4. 4% | |Staff costs |(25,633,738) |(24,107,966) |(1,525,772) |6. % | |Depreciation and amortisation |(8,661,427) |(10,148,276) |1,486,849 |-17. 2% | |Impairment of assets |(850,543) |(1,145,779) |295,236 |-34. 7% | |Other operating expenses |(33,433,642) |(32,090,000) |(1,343,642) |4. % | |Profit before tax |21,029,763 |6,850,803 |14,178,960 |67. 4% | |Income tax expense |(2,359,750) |(841,246) |(1,518,504) |64. 4% | |Profit for the year |18,670,013 |6,009,557 |12,660,456 |67. % | |Earnings per share attributable to equity | | | | | |holders of the Company (sen) | | | | | |Basic |24. 7 |10. 4 |14. 3 |57. 9% | |Net dividend per share (sen) |7. 90 |7. 90 |0 |0% | Balance Sheet – 2011 Balance Sheet |2011 |2010 |Increase or Decrease During 2011 | | | | |Amount |Percentages changes | |Assets | | | | | |Non-Current Assets | | | | | |Property, plant and equipment |104,358,059 |102,765,733 |1,592,326 |1. % | |Prepaid land lease payments |0 |0 |0 |0. 0% | |Investment in associate |0 |0 |0 |0. 0% | |Other receivables |843,561 |1,061,831 |(218,270) |-20. % | |Investment securities |672,685 |798,813 |(126,128) |-15. 8% | |Other investments |281,000 |281,000 |0 |0. 0% | | |106,155,305 |104,907,377 |1,247,928 |1. % | | | | | | | |Current Assets | | | | | |Inventories |62,802,628 |52,255,273 |10,547,355 |20. 2% | |Trade and other receivables |32,410,933 |26,068,630 |6,342,303 |24. % | |Derivatives |36,263 |0 |36,263 | | |Cash and cash equivalents |68,767,151 |56,354,967 |12,412,184 |22. 0% | | |164,016,975 |134,678,870 |29,338,105 |21. 8% | |Total assets |270,172,280 |239,586,247 |30,586,033 |12. % | | | | | | | |Equity and liabilities | | | | | |Current liabilities | | | | | |Retirement benefit obligations |345,271 |466,710 |(121,439) |-26. % | |Trade and other payables |38,238,679 |24,617,997 |13,620,682 |55. 3% | |Derivatives |2,397 |0 |2,397 | | |Current tax payable |1,589,523 |151,171 |1,438,352 |951. % | | |40,175,870 |25 ,235,878 |14,939,992 |59. 2% | | | | | | | |Non-current liabilities | | | | | |Retirement benefit obligations |5,756,631 |5,295,024 |461,607 |8. % | |Deferred tax liabilities |4,051,039 |4,939,037 |(887,998) |-18. 0% | | |9,807,670 |10,234,061 |(426,391) |-4. 2% | |Total liabilities |49,983,540 |35,469,939 |14,513,601 |40. 9% | |Net assets |220,188,740 |204,116,308 |16,072,432 |7. % | | | | | | | |Equity attributable to equity holders of the | | | | | |company | | | | | |Share capital |60,798,534 |60,798,534 |0 |0. % | |Share premium |4,303,700 |4,303,700 |0 |0. 0% | |Retained earnings |148,553,371 |132,359,068 |16,194,303 |12. 2% | |Other reserves |6,533,135 |6,655,006 |(121,871) |-1. 8% | |Total equity |220,188,740 |204,116,308 |16,072,432 |7. % | |Total equity and liabilities |270,172,280 |239,586,247 |30,586,033 |12. 8% | Balance Sheet – 2010 |Balance Sheet |2010 |2009 |Increase or Decrease During 2010 | | | | |Amount |Percentages changes | |Assets |   |   |   |   | |Non-Current Assets |    |   |   | |Property, plant and equipment |62,661,795 |60,798,913 |1,862,882 |3. 1% | |Prepaid land lease payments |40,103,938 |39,510,974 |592,964 |1. 5% | |Investment in associates |0 |1,348,751 |(1,348,751) |-100. 0% | |Other investments |1,079,813 |1,123,377 |(43,564) |-3. % | |   |103,845,546 |102,782,015 |1,063,531 |1. 0% | |   |   |   |   |   | |Current Assets |   |   |   |   | |Inventories |52,255,273 |46,356,553 |5,898,720 |12. % | |Trade and other receivables |27,130,461 |30,099,502 |(2,969,041) |-9. 9% | |Cash and cash equivalents |56,354,967 |43,221,990 |13,132,977 |30. 4% | |   |135,740,701 |119,678,045 |16,062,656 |13. 4% | |Total assets |239,586,247 |222,460,060 |17,126,187 |7. % | |   |   |   |   |   | |Equity and liabilities |   |   |   |   | |Current liabilities |   |   |   |   | |Retirement benefit obligations |466,710 |320,578 |146,132 |45. % | |Trade and other payables |24,617,997 |22,857,239 |1,760,758 |7. 7% | |Current tax payable |151,171 |445,670 |(294,499) |-66. 1% | |   |25,235,878 |23,623,487 |1,612,391 |6. % | | |   |   |   |   | |Non-current liabilities |   |   |   |   | |Retirement benefit obligations |5,295,024 |5,052,251 |242,773 |4. % | |Deferred tax liabilities |4,939,037 |4,487,325 |451,712 |10. 1% | |   |10,234,061 |9,539,576 |694,485 |7. 3% | |Total liabilities |35,469,939 |33,163,063 |2,306,876 |7. % | |   |   |   |   |   | |Equity attributable to equity holders of the |   |   |   |   | |company | | | | | |Share capital |60,798,534 |60,798,534 |0 |0. % | |Share premium |4,303,700 |4,303,700 |0 |0. 0% | |Reserves |139,014,074 |124,194,763 |14,819,311 |11. 9% | |Total equity |204,116,308 |189,296,997 |14,819,311 |7. 8% | |Total equity and liabilities |239,586,247 |222,460,060 |17,126,187 |7. 7% | Balance Sheet – 2009 Balance Sheet |2009 |2008 |Increase or Decrease During 2009 | | | | |Amount |Perce ntages changes | |Assets |   |   |   |   | |Non-Current Assets |   |   |   |   | |Property, plant and equipment |60,798,913 47,657,260 |13,141,653 |27. 6% | |Prepaid land lease payments |39,510,974 |40,207,748 |(696,774) |-1. 7% | |Investment in associates |1,348,751 |1,348,751 |0 |0. 0% | |Other investments |1,123,377 |1,252,063 |(128,686) |-10. % | |   |102,782,015 |90,465,822 |12,316,193 |13. 6% | |   |   |   |   |   | |Current Assets |   |   |   |   | |Inventories |46,356,553 |32,383,255 |13,973,298 |43. % | |Trade and other receivables |30,099,502 |27,863,680 |2,235,822 |8. 0% | |Cash and cash equivalents |43,221,990 |66,193,647 |(22,971,657) |-34. 7% | |   |119,678,045 |126,440,582 |(6,762,537) |-5. 3% | |Total assets |222,460,060 |216,906,404 |5,553,656 |2. % | |   |   |   |   |   | |Equity and liabilities |   |   |   |   | |Current liabilities |   |   |   |   | |Retirement benefit obligations |320,578 |296, 972 |23,606 |7. % | |Trade and other payables |22,857,239 |28,230,809 |(5,373,570) |-19. 0% | |Current tax payable |445,670 |1,748,521 |(1,302,851) |-74. 5% | |   |23,623,487 |30,276,302 |(6,652,815) |-22. % | |   |   | |   |   | |Non-current liabilities |   |   |   |   | |Retirement benefit obligations |5,052,251 |4,461,628 |25,697 |0. % | |Deferred tax liabilities |4,487,325 |4,088,518 |5,451,058 |133. 3% | |   |9,539,576 |8,550,146 |24,612,917 |287. 9% | |Total liabilities |33,163,063 |38,826,448 |(5,663,385) |-14. % | |   |   |   |   |   | |Equity attributable to equity holders of the |   |   |   |   | |company | | | | | |Share capital |60,798,534 |60,798,534 |0 |0. % | |Share premium |4,303,700 |4,303,700 |0 |0. 0% | |Reserves |124,194,763 |112,977,722 |11,217,041 |9. 9% | |Total equity |189,296,997 |178,079,956 |11,217,041 |6. 3% | |Total equity and liabilities |222,460,060 |216,906,404 |5,553,656 |2. 6% | Balance Sheet – 2008 B alance Sheet |2008 |2007 |Increase or Decrease During 2008 | | | | |Amount |Percentages changes | |Assets |   |   |   |   | |Non-Current Assets |   |   |   |   | |Property, plant and equipment |47,657,260 |46,324,751 |1,332,509 |2. 9% | |Prepaid land lease payments |40,207,748 |23,081,794 |17,125,954 |74. 2% | |Investment in associate |1,348,751 |1,348,751 |0 |0. 0% | |Other investments |1,252,063 |1,134,441 |117,622 |10. 4% | |   |90,465,822 |71,889,737 |18,576,085 |25. % | |   |   |   |   |   | |Current Assets |   |   |   |   | |Inventories |32,383,255 |25,104,026 |7,279,229 |29. 0% | |Trade and other receivables |27,863,680 |24,590,686 |3,272,994 |13. 3% | |Cash and cash equivalents |66,193,647 |64,193,072 |2,000,575 |3. 1% | |   |126,440,582 |113,887,784 |12,552,798 |11. 0% | |Total assets |216,906,404 |185,777,521 |31,128,883 |16. % | |   |   |   |   |   | |Equity and liabilities |   |   |   |   | |Current liabilities |   |   |   |   | |Retirement benefit obligations |296,972 |711,923 |(414,951) |-58. 3% | |Trade and other payables |28,230,809 |25,619,622 |2,611,187 |10. 2% | |Current tax payable |1,748,521 |226,829 |1,521,692 |670. 9% | |   |30,276,302 |26,558,374 |3,717,928 |14. % | |   |   |   |   |   | |Non-current liabilities |   |   | |   | |Retirement benefit obligations |4,461,628 |3,822,256 |266,262 |7. 0% | |Deferred tax liabilities |4,088,518 |3,878,168 |4,671,978 |120. 5% | |   |8,550,146 |7,700,424 |31,126,024 |404. 2% | |Total liabilities |38,826,448 |34,258,798 |4,567,650 |13. % | |   |   |   |   |   | |Equity attributable to equity holders of the |   |   |   |   | |company | | | | | |Share capital |60,798,534 |60,798,534 |0 |0. 0% | |Share premium |4,303,700 |4,303,700 |0 |0. 0% | |Reserves |112,977,722 |86,416,489 |26,561,233 |30. 7% | |Total equity |178,079,956 |151,518,723 |26,561,233 |17. 5% | |Total equity and liabilities |216,906,40 4 |185,777,521 |31,128,883 |16. 8% | Balance Sheet – 2007 Balance Sheet |2007 |2006 |Increase or Decrease During 2007 | | | | |Amount |Percentages changes | |Assets |   |   |   |   | |Non-Current Assets |   |   |   |   | |Property, plant and equipment |69,406,545 |73,405,024 |(3,998,479) |-5. 4% | |Investment in associate |1,348,751 |1,678,751 |(330,000) |-19. 7% | |Other investments |1,134,441 |1,234,984 |(100,543) |-8. 1% | |   |71,889,737 |76,318,759 |(4,429,022) |-5. % | |   |   |   |   |   | |Current Assets |   |   |   |   | |Inventories |25,104,026 |29,511,903 |(4,407,877) |-14. 9% | |Trade and other receivables |24,590,686 |25,197,271 |(606,585) |-2. 4% | |Cash and cash equivalents |64,193,072 |30,450,944 |33,742,128 |110. 8% | |   |113,887,784 |85,160,118 |28,727,666 |33. 7% | |Total assets |185,777,521 |161,478,877 |24,298,644 |15. % | |   |   |   |   |   | |Equity and liabilities |   |   |   |   | |Current liab ilities |   |   |   |   | |Retirement benefit obligations |711,923 |444,305 |267,618 |60. 2% | |Trade and other payables |25,619,622 |15,548,449 |10,071,173 |64. 8% | |Current tax payable |226,829 |133,929 |92,900 |69. 4% | |   |26,558,374 |16,126,683 |10,431,691 |64. % | |   |   |   |   |   | |Non-current liabilities |   |   |   |   | |Retirement benefit obligations |3,822,256 |3,663,700 |214,468 |5. 9% | |Deferred tax liabilities |3,878,168 |4,048,857 |3,651,567 |90. 2% | |   |7,700,424 |7,712,557 |26,546,241 |344. 2% | |Total liabilities |34,258,798 |23,839,240 |10,419,558 |43. % | |   |   |   |   |   | |Equity attributable to equity holders of the |   |   |   |   | |company | | | | | |Share capital |60,798,534 |60,798,534 |0 |0. 0% | |Share premium |4,303,700 |4,303,700 |0 |0. 0% | |Reserves |86,416,489 |72,537,403 |13,879,086 |19. 1% | |Total equity |151,518,723 |137,639,637 |13,879,086 |10. 1% | |Total equity and liabilities |18 5,777,521 |161,478,877 |24,298,644 |15. % | Reference http://www. barubian. net/2012/02/rm92m-spent-on-imported-food-every-day. html http://www. scribd. com/doc/36423986/Food-Industry-Malaysia http://findarticles. com/p/articles/mi_m3723/is_6_15/ai_105043862/ http://thestar. com. my/archives/2006/8/17/IMP3/chapter19. pdf http://www. ifrj. upm. edu. my/19%20(01)%202011/(38)IFRJ-2011-122%20Yodfiatfinda. pdf http://www. mida. gov. my/env3/index. php? page=food-industries http://www. miti. gov. my/cms/content. jsp? id=com. tms. cms. section. Section_63c203a6-c0a8156f-5cff5cff-cbccc275 http://malaysia. ahk. de/fileadmin/ahk_malaysia/Bilder/Others/Market_Watch_Food_Industry_2011_ENG_. pdf