Ben & Jerry’s Marketing Audit Essay

1 Executive Summary According to the American Marketing Association, â€Å"marketing is an organizational function and a set of process for creating, communicating and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders† (Kerin, 2005, p.6). I have completed a marketing audit of Ben & Jerry’s Homemade, Inc. in the following categories: Market and Distribution Channels, Manufacturing, Markets and Customers, Competition, Marketing, Objectives, Strategies and Tactics, the 4P’s (product, pricing, promotion, and place), and sales. Based on my findings, there are several factors that will play a key role in Ben & Jerry’s Ice Cream becoming number one in the ice cream industry, instead of being ranked, as number 2. They are as follows: Streamlining the variety and names of the ice cream flavors Increase sales in the non target markets Sell premium ice cream in half gallon sizes Improve brand image Ben & Jerry’s ice cream currently offers consumers Super-premium ice cream flavors that are both unique and quirky. Furthermore, some of the wackiest flavors were suggested by adults. For example, some of the flavors include, Cherry Garcia, Chunky Monkey, and Chubby Hubby (www.benjerry.com). As a result of some of the outlandish names, it becomes difficult for consumers have to figure out why an ice cream would be called chunky monkey, and secondly, what does the flavor consist of. After all, Ben & Jerry’s target customers are at the high end of the consumer spending spectrum. Haagen-Daazs’ most popular ice cream flavor is simply, vanilla. Therefore, perception becomes a vital marketing concept to attain the number one  status. Although Ben & Jerry’s has been acquired by Unilever, one of the leading food companies in the world, Haagen Dazs, which has been acquired by Dreyer’s has still been able to penetrate 42% of the super-premium ice cream mark et, while Ben & Jerry’s penetrated 38%. However, Ben & Jerry’s have been able to have 100% profitability over the last nine years, while decreasing the cost of sales. Penetrating the 20% non-target market would allow revenue to continue to climb upward by becoming more visible. Advertising can be done through supermarket circulars, television commercials, and radio announcements, and offering the super-premium ice promotions such as buy one, get one free or coupons. Thus, customers and profit margins increase. Currently, Ben & Jerry’s super-premium ice cream is sold in pint size quantities. Gallon size quantities were only sold to warehouse club stores. Selling the product to the general public in gallon sizes would allow them to infiltrate the family segment of the ice cream industry. Understanding the consumer is a vital tool in successful marketing and sales. However, careful research and planning are necessary. Thus, a recommendation is being made for Ben & Jerry’s to enter the market of â€Å"micro-branding†; a trend that is becoming more successful in the ice cream industry. â€Å"Micro-branding would allow Ben & Jerry’s to partner with a compatible and recognized national brand to develop an ice cream formulation that delivers a taste experience that is related to the national brand’s product (www.qffintl.com). Some of the companies that currently co-brand are Cool Brands International/General Mills = Yoplait Frozen Breakfast Bars, Reese’s candies and Friendly’s Restaurants. Furthermore, prior to launching this new venture, Ben & Jerry’s can conduct a survey among loyal customers. Ben & Jerry’s Ice Cream is the best illustration of the 80/20 rule. They achieve 80% of the revenues in the target market and 20% in non target markets; however, to increase sales and become No.1, they will need to increase sales in non target markets while stimulating demand in target markets. Based on corporate information (www.benjerry.com), Ben & Jerry’s Ice Cream evolved when two childhood buddies, Ben Cohen and Jerry Greenfield met in a 1963 7th grade gym class in Merrick, New York. In 1977, Ben and Jerry move to Vermont and completed a $5 correspondence course in ice cream making. Afterward, a $12,000.00 investment was made, $4,000.00 of it borrowed, and they opened their first Ben and Jerry’s homemade ice cream scoop shop in a renovated gas station in Burlington, Vermont, on May 5, 1978. The company has maintained a reputation for producing gourmet ice cream and frozen treats, as well as promotions that foster an image as an independent socially conscious Vermont company. On August 3, 2000, Ben and Jerry’s were acquired by Unilever, a British-Dutch food company with distribution in 100 countries. This acquisition would allow the Ben & Jerry brand ice cream to cross over into national and international markets. The ice cream was made with fresh V ermont cream and milk, and the best and biggest chunks of nuts, fruits, candies, and cookies† (www.benjerry.com). Currently, Ben & Jerry’s sell 18 Mio gallons of ice cream per year, and more than â€Å"$200 Mio in annual sales worldwide including Europe, the Mideast, and Asia† (Kerin, 2006, p.2). This makes them one of the top maker’s of premium ice cream, matching  rivals Nestlà ©Ã¢â‚¬â„¢s Haagen-Dazs, and Godiva. Some of the first flavors included French Vanilla, Mint with Oreo Cookie, Maple Walnut, Butter Pecan, and Dastardly Mash. In order to maintain its status as a leader in the premium ice cream industry, new flavors are constantly being marketed, as well as measures to determine what the ice cream consumer wants now and in the future. The corporate vision is built around three strategic goals (missions) that support Ben & Jerry’s corporate concept of linked prosperity. These goals are: 1. The product mission: Become the leading distributor of freshly made quality ice cream, utilizing natural ingredients that do not violate the environment. 2. The economic mission: Achieve capital growth for the corporation, the stakeholders, and the employees. 3. The social mission: Be a pioneer in creating innovative business practices that make a positive impact on society nationally and internationally. 1.2 Market and Distribution Channels The company currently markets flavor ice cream, frozen yogurt and sorbet in packaged pints, for sale primarily through four channels: 1. Supermarkets, and other grocery stores 2. Convenience stores 3. Retail food outlets and in bulk primarily to restaurants. 4. Ben & Jerry’s company-owned franchised scoop shops. Ben & Jerry’s Ice Cream currently distribute their products throughout the United States primarily through independent distributors targeting certain markets including New England, New York, the Mid-Atlantic region, Florida, Texas, the West Coast and selected other major markets, including the Midwest and Denver areas. In 1999, approximately 77% of the sales of the Company’s packaged pints were attributed to these target markets (www.benjerry.com). Also, the ice cream products are also available in â€Å"non-target† markets in the United States, the United Kingdom, France, Israel, Canada, the Netherlands, Belgium, Japan, Singapore, Peru and Lebanon. 1.3 Manufacturing The company manufactures Ben & Jerry’s super premium ice cream and frozen yogurt pints at its plant in Vermont. This plant manufactures Ben & Jerry’s ice cream, frozen yogurt, frozen smoothies and sorbet in packaged pints,  12oz. and single serve containers at its St. Albans, Vermont plant. However, in 1999, the company shifted the manufacturing of its frozen novelty line of business from a company-owned plant in Springfield, Vermont, to third party co-packers to improve the company’s competitive position, gross margins and profitability. As a result of this restructuring, the company was able to write-off `assets associated with the ice cream novelty business, asset impairment charges of other manufacturing assets and costs associated with severance for those employees who do not accept the Company’s offer of relocation. The implementation of this manufacturing restructuring program resulted in a pre-tax special charge to earnings of approximately $8.6 Mio in the fourth quarter of 1999 that was primarily non-cash. The plan was executed in 2000. Thus, outsourcing its novelty business will enable the Company to introduce a wider range of novelty products in future periods. 1.4 Markets and Customers Ben & Jerry’s ice cream is packaged in pints, quarts,  ½ gallons, single serve containers and novelty products primarily through supermarkets, other grocery stores, convenience stores and other retail food outlets. The company markets ice cream, frozen yogurt and sorbet in 2  ½ gallon bulk containers primarily through franchised and company-owned Ben & Jerry’s scoop shops, through restaurants and food service accounts, such as stadiums, airports, cafeterias, and hotels. The ice cream is distributed through independent ice cream distributors; with some exceptions, only one distributor is appointed for each territory for supermarkets. In most areas, sub-distributors are used to distribute to the smaller classes of trade. Company trucks and other distributors distribute products that are sold in Vermont and upstate New York. In the late 90’s, Ben & Jerry’s redesigned its distribution network to enable more company control over sales and improve efficiency in the distribution of its products. Under the redesign, Ben & Jerry’s increased direct sales calls by its own sales force to all grocery and chain convenience stores and has a network where no distributor of Ben & Jerry’s products has a majority percentage of the Company’s distribution. In addition, a joint venture of the U.S. ice cream operations of Nestle and the Pillsbury Company distributes Ben & Jerry’s products in specified territories; the balance of domestic deliveries are distributed primarily by  Dreyer’s Grand Ice Cream. Under the redesign, no single distributor is expected to handle over 40% of Ben & Jerry’s distribution, as compared with Dreyer’s distribution activities accounting for approximately 57% of the company’s net sales in 1997 and 1998. 1.5 Competition â€Å"The ability to create innovative marketing strategies is crucial to a company’s competitiveness† (Magrath, Allan, 1992, p.1). Competition in the premium ice cream industry is fierce. Initially, Nestle, Dreyer’s, and Blue Bell were Ben & Jerry’s top three top competitors. In July of 2003, Nestle merged its operations with Dreyer’s, which makes Edy’s and Haagen-Dazs ice cream (www.dreamery.com). Other significant competitors are Columbo, Healthy Choice, and Starbucks, which are all distributed by Dreyer’s. According to research, Haagen- Dazs uses several approaches to keep the status of being number one in the ice cream industry, and they are as follows: a. Substantial visibility in more foreign markets than Ben & Jerry’s. b. More shares of the markets. c. Cookies and candies are used as a part of the ingredients. In addition to competing with the number one competitor, Dreyer/Nestle, Ben & Jerry’s also has to face competition from other players including: Berkeley Farms Blue Bell CoolBrands Dunkin Friendly Ice Cream Gifford’s Schwan’s (Competitor’s cont’d) Stewart’s Shops Stonyfield Farm YoCream 2 Marketing Ben and Jerry’s Ice-cream introduced themselves to the marketplace as unusual and comical, with the hopes of appealing to the ice cream lover’s sense of humor. Thus, allowing them to acquire a loyal following. However, many adult  consumers did not find their advertising funny, as a result market research revealed confusion. Although the packaging of the ice cream was amusing, patrons were often trying to figure out why a company, that wants to sell premium ice-cream, would come up with an ice cream flavor such as â€Å"Chunky Monkey† and â€Å"Chubby Hubby†. The playful packaging was viewed as being too juvenile to necessitate its luxury price. In 1998, the company re-launched its entire pint line. â€Å"The design of the ice cream packaging was changed to a more polished grown up design utilizing collages of illustrations, photography and textures. The polished grown up designs cleared the confusion, strengthened the brand, and matched the quality of the ice cream. A superb premium look accompanied the price, and was created without forfeiting the trademark Ben & Jerry’s eccentricity† (www.fitch.com). Changing the packaging design helped the company to be taken more serious by the premium ice cream consumer market. To sustain their brand and marketing strategy, Ben & Jerry make sure all marketing activities are aimed at building brand equity, a solid reputation for the company, and most importantly, profitable customer relationship. The company’s marketing strategy includes: 1. Emphasizing the high quality, natural ingredients in its products. 2. Highlighting commitment to social change through innovative promotional and advertising campaigns facilitating brand awareness through Public Relations, magazines, radio, TV coverage, and the internet. The company now distributes its ice cream products internationally in the United Kingdom, Israel, certain parts of Japan, Ireland, France, Canada, the Netherlands, Belgium, Singapore, Peru, and Lebanon. Furthermore, all of the scoop shops are franchised, which contributes significantly to the growth of the brand. 2.1 Objectives, Strategies and Tactics Competition in the premium ice cream industry is fierce. The company’s two principal competitor’s are the Haagen-Dazs operation of Ice Cream Partners and Dreyer’s/Edys, which introduced Dreamery. Other significant frozen dessert competitors are Columbo, Healthy Choice and Starbucks. â€Å"Haagen-Dazs is the industry leader with 42% of the super-premium business, and No.2 Ben & Jerry’s, with 38 percent† (Emert, Carol, San Francisco Chronicle,p.1)  however Ben and Jerry are looking at becoming No 1 and the 4Ps analysis below illustrate how they want to achieve that goal. 2.2 4P’s – Product The packaged ice cream industry includes economy, regular, premium, premium plus and super premium products. Super premium ice cream is generally characterized by a greater richness and density than other kinds of ice cream. This higher quality ice cream generally costs more than other kinds and is usually marketed by emphasizing quality, flavor selection, texture and brand image. Other types of ice cream are largely marketed on the basis of price (www.benjerry.com). Ben & Jerry’s Homemade makes its products at facilities in Vermont. They make over 40 different Super-premium Ice Cream flavors (www.hoovers.com) Super-premium Flavors: Brownie Batter Butter Pecan Cherry Garcia Chocolate Chip Cookie Dough Chocolate Fudge Brownie Chocolate Therapy Chubby Hubby Chunky Monkey Coffee Coffee Heath Bar Crunch Dave Matthews Brand Magic Brownies Dublin Mudslide Everything But The†¦ Fudge Central Fossil Fuel Half Baked In A Crunch Karamel Sutra Martha Martha Marshmallow Mint Chocolate Cookie New York Super Fudge Chunk Peanut Butter Me Up Phish Food Uncanny Cashew Wich Frozen Yogurt Cherry Garcia (low-fat) Chocolate Fudge Brownie Half Baked Phish Food Super Premium Ice Cream, Super Premium Frozen Yogurt, and more recently, Super Premium Sorbet have become an important part of the frozen dessert industry reaching â€Å"$3.5 billion in annual ice cream sales (Emert, Carol, p.1) Super premium ice cream is the fastest growing segment in the ice cream industry. Sales in the low-card ice cream market skyrocketed to close to $76 Mio in January of 2005. Research shows, â€Å"66% of carbohydrate conscious consumers are seeking low fat products† (www.qffintl.com). In response to the demand for lower fat and lower cholesterol products, Ben & Jerry’s introduced its own super premium low fat frozen yogurt and lactose-free and cholesterol-free sorbet, as well as a new line of low fat ice cream. 2.3 Pricing Based on information provided by Information Resources, Inc., a software and marketing information services company, the total annual U.S. sales in supermarkets at retail prices of super premium and premium plus ice cream, frozen yogurt and sorbet were approximately $572 Mio in 1999 compared with about $518 Mio in 1998. During the 2001-2003 period sales grew by 11.6% In 2004, sales were approximately $260 Mio, and 2004 sales were $272 Mio. Ben and Jerry’s product is considered an affordable luxury because of the high quality and quantity of the ingredients. However, individual retailers set their own retail pricing. A reflection of the variation of pricing depends on local market conditions, as illustrated in the table below. Retail/Grocery Store Convenience store Pathmark Shoprite WaWa CVS Ben & Jerry $3.89 $3.79 $3.99 $3.69 Dreyer/Haagen-Dazs $4.19 $3.99 $4.29 $3.89 2.4 Place Competition and consumer demand are increasing in the premium ice cream industry. Because of limited shelf space within supermarkets, visibility becomes minimal for many ice cream manufacturers. As a result, some brands have been forced out of some markets. In most supermarkets that were visited, Ben & Jerry’s have their own section of shelf space to advertise there product. This is done by having their product advertised in a separate freezer space. In markets where they do not have their own shelf space, they tend to use a seasonal adjustment strategy. 2.5 Promotion Ben & Jerry’s use community involvement to advertise their ice cream. The company hosts a yearly folk festival which has about 50,000+ attendees. Free cones are given away at this annual event. In addition, the company has guided tours of its facility in Vermont. This is a non-traditional marketing approach. Currently, the company does not advertise in retail papers, nor do  they solicit buyers in television ads. As a result, it is difficult to quantify investment and return on investment (ROI). However, being able to double profit within five years illustrates Ben & Jerry’s ability to successfully market and drive sales. 2.6 Sales Cohen and Greenfield began packing the ice cream in pints for sale in local grocery stores in 1980. The first franchise followed in 1981. The company earned national exposure that year when Time magazine hailed their product as â€Å"the best ice cream in the world.† After opening its first out-of-state franchise in Maine in 1983, Ben & Jerry’s Homemade first went public in a Vermont-only stock offering (to keep ownership local) in 1984. Sales that year surpassed $4 Mio. The fat-free mania of the 1990s prompted the ice-cream producer to introduce frozen yogurt nationally in 1992 and nonfat frozen yogurt in 1995. Stiff competition and plant expansion in 1994 caused Ben & Jerry’s to suffer its first-ever loss. In 2000, Unilever acquired the company for about $326 Mio. Since its purchase of Ben & Jerry’s, Unilever has not fully integrated the company into its freezer-full of North American ice cream brands. However the parent has plans to boost the brand into its global portfolio. While most Ben & Jerry’s is exported from Vermont, limited production of the product has begun in Europe. Since its purchase of Ben & Jerry’s, Unilever has not fully integrated the company into its freezer-full of North American ice cream brands. However the parent has plans to boost the brand into its global portfolio. While most Ben & Jerry’s is exported from Vermont, limited production of the product has begun in Europe. After a slow spell in its retail growth, Ben & Jerry’s has announced it will step up store openings around the US. To share the cost of nabbing prime retail locations, the company is partnering with its Vermont neighbor Green Mountain Coffee Roasters to add coffee and pastries to its SCOOP SHOP menu — and hopefully extend sales into times of the day when people aren’t typically eating ice cream. An analysis of net sales for the last 9 years reflects a significant growth that is a result of: A better market penetration.  A reduction of cost of sales throughout the years (operational efficiency, improved sales and marketing) Improved gross profit over the years (reflects increased efficiency) In fact, based on the above analysis, Ben & Jerry’s are in a position to beat out their number one competitors, Dreyer’s and Nestle. 3 Recommendations Based on the findings in conducting a Marketing Audit for Ben & Jerry’s Super-Premium Ice Cream, Ben & Jerry’s Ice Cream is the best example of how to turn a dream into a successful business venture. In fact, they have achieved the No.2 player in the Super- Premium Ice Cream market. Their next goal is to become No.1. To achieve their goal, Ben & Jerry’s have to address the following issues that were identified in the Marketing Audit: They have to stream – line the variety of flavors. In fact, the current offering tends to confuse the consumer especially given the associated luxury price tag. They have to increase sales in the non target markets by increased marketing as an effort to become more visible to consumers. Sample marketing and advertising channels include television commercials, supermarket circulars, and radio advertisements. In fact, Ben & Jerry’s Ice Cream is the best illustration of the 80/20 rule. They achieve 80% of the revenues in the target market and 20% in non target markets; however, to increase sales and become No.1, they will need to increase sales in non target markets while stimulating demand in target markets. References Anonymous. Ben & Jerry’s 10-405K Report. Retrieved December 28, 2005, from http://www.benjerry.com/our company/research library/fin/1999/10k.html. Anonymous. Ben & Jerry’s 10-405K Report. Retreived December 28, 2005, from http://www.benjerry.com/our company/press_center/press/press_release.cfm. Anonymous. Packaging, Brand Communications and Consumer Environment. Retrieved from http://www.fitvh.com/case-study Anonymous. (2005).USA summer ice cream scene: Novelties, Co-Branding and Something for Everyone. Retrieved December 28, 2005 from http://www/qffintl.com/pdf/july_2005/95.cfm Chevron, J, (1998). The Delphi Process: Strategic Branding Methodology, (15)3, 1-2. Retrieved December 28, 2005 from http://www.jrcanda.com?art_delphi.html Emert, Carol. (1999). Dreyer’s enters the cold war. New Dreamery line is going cone to cone with Haagen–Dazs and Ben & Jerry’s. Retrieved January 10, 2006, from http://www/sfgate.com/cgi-bin/article.cgi Kerin, Roger, Hartley, Steven.(2005) Marketing. Eighth, Retrieved December 5, 2005 from University of Phoenix database Magrath, A. (1992). Six pathways to marketing innovation. Business & Company. Resource Center. Retrieved December 10, 2005 from http://galenet.galegroup.com Murray, B. Ben & Jerry’s homemade inc. Hoovers A D&B Company. Retrieved December 12, 2005, from http://www.hoovers.com

Compare and Contrast Order Maintenance Responsibilities

Compare and Contrast Order Maintenance Responsibilities Laura Jones 4/23/2013 Grantham University Abstract From ancient times to present day order maintenance has been something that has been needed to keep order within communities, tribes and even countries. Order of Maintenance the process in which police departments attempt to present order in our society. Police from every corner of the earth use these procedures just maintain it in different ways and have done so for many years. Introduction In this written assignment similarities and differences between order of maintenance in the United States, New Zealand and Japan will be discussed. Order maintenance is an essential function of the police. To maintain order police†¦show more content†¦The composition of their law enforcement agencies is very different from that of the United States although they provide similar duties of order maintenance. In a national emergency or major disaster, the National Police Agency is authorized to take command of police forces to control order maintenance. The National Police Agency is composed of over 1,100 national civil servants, authorized to collect information and incorporate execute national policies. The agency is actually composed of a commissioner general (Chief). The central office is composed of the Secretariat which has divisions for planning, general operations, information, finance, management, and procurement and distribution of police equipment, and at least five bureaus. The Administration Bureau focuses on police personnel, their education, welfare and training. Their Criminal Investigation Bureau is focused on research statistics and the investigations of nationally and international important cases. The bureaus Safety Department focuses on crime prevention, juvenile delinquency, and pollution control. 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Simple Candy Osmosis Experiment

Osmosis is the diffusion of water across a semipermeable membrane. The water moves from an area of higher to lower solvent concentration (an area of lower to higher solute concentration). Its an important passive transport process in living organisms, with applications to chemistry and other sciences. You dont need fancy lab equipment to observe osmosis. You can experiment with the phenomenon using gummy bears and water. Heres what you do: Osmosis Experiment Materials Basically, all you need for this chemistry project are colored candies and water: Gummy bear candies (or other gummy candy)WaterPlate or shallow bowl The gelatin of the gummy candies acts as a semipermeable membrane. Water can enter the candy, but its much harder for sugar and coloring to leave exit it. What You Do Its easy! Simply place one or more of the candies in the dish and pour in some water. Over time, water will enter the candies, swelling them. Compare the size and squishiness of these candies with how they looked before. Notice the colors of the gummy bears starts to appear lighter. This is because the pigment molecules (solute molecules) are being diluted by the water (solvent molecules) as the process progresses. What do you think would happen if you used a different solvent, such as milk or honey, that already contains some solute molecules? Make a prediction, then try it and see. How do you think osmosis in a gelatin dessert compares with osmosis in candy? Again, make a prediction and then test it!

Police Service And Criminal Justice - 1369 Words

Introduction On 19 April 2017, a visit was made to the Ipswich Magistrates Court to observe and report on a matter being tried. The subject matter that was observed was a property damage and drug related offence involving the accused, Mr T and the Queensland Police Service. Both parties appeared either personally or by their lawyers. Although the offences in this matter were indictable, the trial could be dealt with before a magistrate. The matter was heard before His Honour Magistrate Aaron Simpson. The attendees present included: Senior Constable M, the police prosecutor; Ms O, the defendant’s lawyer; and the accused Mr T. The matter firstly heard all material facts, followed by the defence and lastly Magistrate Simpson attended†¦show more content†¦He is the defendant in this matter. The officers searched his persons without a warrant and found a small clip seal bag of a green herb substance along with a glass pipe. 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Penguins Analysis Essay Example For Students

Penguins Analysis Essay I They are small white and black bird like creatures that live incold regions. Penguins are the most fascinating creature around. A Most penguins have a white breast and a black back and head. Many species exhibit red, orange, or yellow patches on the head and neck. Because their short legs are placed far back on their bodies, penguins assume an upright posture. B Penguins are grouped into 18 species and 6 genera, most ofwhich are found in Antarctica and on subantarctic islands.Others are native to the coasts of Australia, South Africa, and South America and to the Galapagos Islands. C The largest species are the king penguin, from 36 to 38 inches in height, and the emperor penguin, which may attain a height of more than 48 inches. Both species are found on the Antarctic ice barrier. The king penguin is also found in Tierra del Fuego and on eight islands in the southern hemisphere. The smallest penguin is the little blue penguin of Australia and New Zealand; its height is 16 inches or less. Unlike most species, the king, emperor, and little penguins have blue-gray backs. Another distinguishing feature of the king and emperor penguins is the presence of bright reddish or pinkish shields on the sides of their mandibles and large orange or yellow patches on the sides of their necks. D Although descended from flying ancestors, penguins havebecome highly specialized for swimming; their stiffly held wings resemble the paddles of other swimming vertebrates. Penguins do not have specific feather tracts, as do mostbirds, but are covered almost uniformly with small, scalelike feathers. Whereas most birds shed their feathers and grow new ones during a relatively long period of theyear, penguins molt all of their feathers and, in somespecies, even shed the shields from the beak within a shortspace of time. A molting penguin has a swollen, untidyappearance; it loses its feathers in huge patches as newfeathers appear. During the molting period, which may last several weeks, the penguin does not enter the water tofeed.A The ability to withstand intense cold is one of the penguinsgreatest assets. Most penguins have rather small feet, wings,and heads; the relatively little surface area which resultsin excellent heat conservation. In addition, many penguins have a thick insula ting layer of fat under the skin. Some species are better equipped for cold weather than others. The emperor penguin appears to be the best equipped ofall. A Penguins usually walk or hop and toboggan along on theirbreasts, pushing with wings and feet. They swim with great speed and agility. The flippers are their sole means ofpropulsion; the feet are used for steering. Some speciesprogress by purposing, which is swimming underwater somedistance, emerging in a graceful arc to take a fresh breath, and submerging again. Penguins feed on fish, cuttlefish,crustaceans, and other small sea animals. A Penguins are gregarious birds and are found in flocks even atsea. On land the colonies often number in the hundreds of thousands. Although the birds have suffered greatly at the hands of humans, who have slaughtered great numbers for theirblubber and, more recently, for their skins, the inaccessibility of the Antarctic region has helped preservethe group. Natural enemies of the penguin include leopardseals, killer whales, and, in the case of young chicks and eggs, skuas. Penguins are wonderful gentle creatures. I hope you like them as much as I do. Bibliography:

Why there are Few Women in Telecommunications Industry in Europe and Middle East

Introduction A decade into the 21st century, women in nearly all progressive countries across the world continue to be disadvantaged in their careers relative to men. Despite sustained efforts by governments and industry to promote gender equality in the workplace, women persist to experience occupational segregation, wage disparities, fewer promotions, and less significant wage increases (Schweitzer et al., 2011).Advertising We will write a custom dissertation sample on Why there are Few Women in Telecommunications Industry in Europe and Middle East specifically for you for only $16.05 $11/page Learn More This view is reinforced by Schreuders et al. (2009), who observes that occupational segregation, particularly in science and engineering fields, has been a matter of concern for governments and scholars worldwide. Available statistics demonstrate that in spite of their talent, ability, and opportunity, women continue to be underrepresented in these cri tical sectors of the economy (Schweitzer et al, 2011), with Bhatia Amati (2010) suggesting that the segregation is the direct consequence of social, political, and economic systems that continue to reinforce gender stereotyping and role expectations. On her part, Bystydzienski (2004) posits that it is the lack of encouragement, mentorship, support and appropriate socialization to enter and remain in the sciences, engineering, or technology-related fields that is entirely to blame for the few number of women exhibiting interest in these fields. Although many research studies (e.g., Baron Cobb-Clark, 2010; Coder et al., 2009; Franzway et al., 2009; Morganson et al., 2010) have been initiated in a focused attempt to understand the reasons behind the noted occupational segregation of women in science and engineering fields, only a handful (e.g., Kotsilieri Marshall, 2004) have attempted to evaluate the trajectories of these dynamics from an industry-specific perspective. Furthermore, these studies do not attempt to place the findings in a broader, historical, and institutional context, not mentioning that they lack the comparators necessary to understand the problem within a wider social and geographical context. It is these gaps in knowledge that provide the impetus to undertake the present study, which aims to understand why there are few women in the telecommunications sector in Europe and the Middle East.Advertising Looking for dissertation on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Background of the Study Schreuders et al. (2009) observe that â€Å"†¦unlike other historically male-dominated occupations that have seen gains in achieving gender equity, many sciences, math, and engineering fields have remained peculiarly unbalanced in terms of gender† (p. 97). Other research studies (e.g., Kusku et al.; 2007; Coder et al., 2009; Kotsilieri Marshall, 2004) demonstrate that under representation of women in engineering and technology-related fields continue to widen as women engineers and technicians find themselves swimming against the tide of prejudice intrinsically reinforced by the social, cultural, psychological and economic realities of life. These assertions are supported by well-documented data. A survey conducted by the U.S. Bureau of Labor and cited in Coder et al (2009) indicates that while women made up an estimated 43% of the information technology (I.T.) workforce in 1983, the female percentage dropped to a paltry 26 % in 2008 in spite of the fact that the total I.T. workforce had more than doubled for the indicated period. Of course many research studies have been progressed to understand the dynamics involved in this type of occupational segregation, but it still remains unclear exactly why women remain a minority in engineering and technology-related fields (Coder et al, 2009). Indeed, extant literature demonstrates that many women hold the n ecessary educational background and resources to venture into these technical fields, but end experiencing impediments for reasons not fully under their control (Kotsilieri Marshall, 2004). This notwithstanding, various theoretical orientations have been advanced to explain the perceived lack of gender representation in engineering and technical fields, and what could be done to contain the situation from further deterioration. The present paper will heavily rely on two of such theoretical conceptions, namely the social constructionist theory and the pipeline theory. In considering how women view their abilities and position themselves in relation to their male counterparts, this Research is profoundly influenced by social constructionist doctrines as the experiences and characteristics accredited to women, portrayed by academia and industry as contributing to their current occupational segregation in engineering and technology-related fields, are not timeless and universal but are socially, historically, psychologically, and politically located (Kotsilieri Marshall, 2004).Advertising We will write a custom dissertation sample on Why there are Few Women in Telecommunications Industry in Europe and Middle East specifically for you for only $16.05 $11/page Learn More To deduce that all women judge, think, or relate in distinctive and universal ways when making career choices, particularly in fields traditionally considered as male-dominated, inarguably denies the contextuality that frames behavior (Benson Yukongdi, 2005). Consequently, this study attempts to understand the reasons why there are few women in telecommunication industry by comparing experiences of women in two continents, Europe and the Middle East, with a view to comprehensively cover the differences that may arise from the diverse contextual and geographical backgrounds. The present study will also draw upon the pipeline theory to analyze why women are yet to achi eve equal representation in engineering and technology-related fields, with specific reference to the telecommunications industry in Europe and the Middle East. As highlighted by Schweitzer et al. (2011), â€Å"†¦the pipeline theory suggests that increasing the number of women in male-dominated fields should lead to more equality in the labor market†¦ This presumes that women and men in the pipeline expect comparable career outcomes† (p. 422). However, as has been demonstrated in a number of research studies concerned with evaluating the reasons behind gender-based underrepresentation in the labor market, the movement of more women into the pipeline has not resulted in enviable treads for women careers, particularly when it comes to engineering and technology-related disciplines (Schweitzer et al, 2011; Coder Rosenbloom, 2009). Much attention will, therefore, be focused on understanding why women are yet to achieve comparable career outcomes with their male counter parts in the telecommunications sector, and the various alternatives that could be implemented to remedy the disparity.Advertising Looking for dissertation on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Issues of meritocracy and social-cultural orientations will be comprehensively discussed and evaluated with a view to synthesizing the obstacles that come into play to hamper more women representation in the telecommunications sector in Europe and the Middle East. Advocates of meritocracy are of the opinion that â€Å"†¦in true meritocratic systems everyone has an equal chance to advance and obtain rewards based on their individual merits and efforts, regardless of their gender, race, class, or other non-merit factors† (Castilla Bernard, 2010 p. 543). Inside organizations, a fundamental strand of this study will concern how organizational policies and strategies affect employees’ opportunities and careers, particularly those policies and strategies designed to reduce discrepancies for women working in technical-oriented disciplines. In equal measure, previous studies have identified aspects of entrenched masculine culture, social-cultural dynamics, and weak copin g mechanisms as major reasons for lower representation of women in technical disciplines such as telecommunications engineering (Kotsilieri Marshall, 2004; Morganson et al., 2010). Indeed, Franzway et al (2009) posit that â€Å"†¦although women are as competent as their male colleagues in the technical dimensions of engineering, the gendered expectations and processes within engineering organizations are an entrenched problem for women’s careers† (p. 91). The rationale of the Research This study arises from the need for organizations and governments to develop policies, plans, and strategies that can be used to inform effective policy-making with regard to inclusion of more women into career fields traditionally considered as male-dominated. The paucity of statistical data on the underrepresentation of women in technical fields in other countries, with the exception of the United States (Blau Kahn, 2007), have often served as a reinforcing agent for ineffective and undirected policies that continue to be developed by organizations and governments in their bid to reverse the gendered disadvantage. Second, the study is informed by the need to develop tangible alternatives that can be used by organizations to not only encourage more women into engineering and technical fields but also to retain them. Extant Research demonstrates that women have unique capabilities and talents that could be used by organizations to attain optimal productivity and competitiveness (Kotsilieri Marshall, 2004). Equally, evidence has been adduced to the fact that more women than men are likely to leave employment in technology field (Franzway et al, 2009), due to a myriad of reasons which will be covered comprehensively in this study. Moreover, the results of this study can be used by educational institutions to develop academic and career paradigms that will encourage more women into the technical disciplines, with the hope that a high uptake of women will transl ate into equal representation in the labor market. Aim Objectives of the Study The general aim of this study is to critically evaluate the reasons why there are few women in the telecommunications industry in Europe and the Middle East. The following forms the specific objectives of the study: To critically analyze how women are impacted negatively as a result of employment discrimination in the telecommunications industry; To critically evaluate the interplay between meritocracy and social-cultural and psychological variables in entrenching occupation discrimination along with gender, and; To analyze and report on probable alternatives that could be used to alleviate gendered occupation discrimination in the telecommunications industry in Europe and the Middle East. Research Questions Based on the above objectives, this study aims to address the following research questions: What are the current practices and polices used by telecommunications firms in Europe and the Middle Eas t to ensure gendered occupation equality in the field? What issues within the meritocratic and social-cultural, psychological, geographical and political contexts could be serving as obstacles to gendered occupation equality for telecommunications firms in Europe and the Middle East? What are the current trends in occupation discrimination in telecommunications organizations in Europe and the Middle East? What are the alternatives being sought by organizations and governments in the two continents towards addressing the women underrepresentation in telecommunications industry? Scope of the Study Although the study makes frequent mention of women in science, engineering and technology-related fields, its analysis excludes all the other women working in the above-mentioned fields apart from those specifically working in telecommunications and information technology (I.T.) fields. The study does not deal with the position of the management of the selected organizations regarding occup ational segregation but focuses attention to understanding the dynamics involved from the female worker’s perspective and the official policies and strategies relating to occupational segregation of women in telecommunications industry within a wider continental context. This implies that the results gravitate more towards attempting to understand why there are few women in the field within a specific social, geographical and political context. Structure of the Dissertation The above forms the introduction section of this study, which has laid the groundwork for the subsequent sections. This section, among other things, have demonstrated the direction that this study takes by discussing the problem, stating the research aim and objectives, and discussing the rationale of the study. The following section will revolve around critically discussing the available literature on occupational segregation of women in science and engineering fields, with particular reference accorded t o Europe and the Middle East. The methodology, the third section, focuses on discussing the study design, population and sample, data collection techniques, and how the data for this study has been analyzed. The results are presented in section four, under findings, analysis and discussion. This study concludes by outlining some conclusions, recommendations and future research areas in section five. Conclusion The present study aims to analyze why there are few women in the telecommunications industry in Europe and the Middle East. Towards this purpose, the study relies on two theoretical conceptions, namely the social constructionist perspective and the pipeline theory, to evaluate the impact of occupational segregation in this critical sector, and the alternatives that could be developed to reverse the trend. Consequently, the deliverables include, but not limited to: understanding how women in the telecommunications sector in Europe and the Middle East view their abilities and p osition themselves in relation to men; understanding why women are yet to achieve equal representation in technology-related fields; understanding how issues of meritocracy and social-cultural, political, psychological, and geographical orientations impacts women representation in these fields, understanding how organizational policies and strategies within the wider continental context could be modified to encourage more women into science, engineering and technical-related fields. List of References Baron, J.D., Cobb-Clark, D.A (2010). Occupational Segregation and the Gender Wage Gap in Private- and Public-Sector Employment: A Distributional Analysis. Economic Record, 86 (273), pp. 227-246. Benson, J., Yukongdi, V (2005). Asian Women Managers: Participation, Barriers and Future Prospects. Asian Pacific Business Review, 11 (2), pp. 283-291. Bhatia, S., Amati, J (2010). ‘If these Women can do it, I can do it, Too’: Building Women Engineering Leaders through Graduate Peer Mentoring. Leadership Management in Engineering, 10 (4), pp. 174-184. Blau, F.D., Kahn, L.M (2007). The Gender Pay Gap: Have Women gone as Far as they Can? Academy of Management Perspectives, 11 (2), pp. 283-291. Bystydzienski, J.M (2004). (Re)Gendering Science Fields: Transforming Academic Science and Engineering. NWSA Journal, 16 (1), pp. 8-12. Castilla, E.J., Bernard, S (2010). The Paradox of Meritocracy in Organizations. Administrative Science Quarterly, 55 (4), pp. 543-576. Coder, L., Rosenbloom, J.L., Ash, R.A., DuPont, B.R. (2009). Economic and Business Dimensions: Increasing Gender Diversity in the I.T. Workforce. Communications of the ACM, 52 (5), pp. 25-27. Franzway, S., Sharp, R., Mills, J.E., Gill, J (2009). Engineering Ignorance. Frontiers: A Journal of Women Studies, 30 (1), pp. 89-106. Kotsilieri, F., Marshall, J (2004). Hellenic Women Managers in the Telecommunications Sector: Living in Transition. New Technology, Work Employment, 19 (3), pp. 177-191. Mo rganson, V.J., Jones, M.P., Major, D.A (2010). Understanding Women’s Underrepresentation in Science, Technology, Engineering, and Mathematics: The Role of Social Coping. Career Development Quarterly, 59 (2), pp. 169-179. Schreuders, P. D., Mannon, S.E., Rutherford, B (2009). Pipeline or Personal Preference: Women in Engineering. European Journal of Engineering Education, 34 (1), pp. 97-112. Schweitzer, L., Ng, E., Lyons, S., Kuron, L (2011). Exploring the Career Pipeline: Gender Differences in Pre-Career Expectations. Industrial Relations, 66 (3), pp. 422-444. This dissertation on Why there are Few Women in Telecommunications Industry in Europe and Middle East was written and submitted by user Cuck00 to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Free Essays on Police Officers

Police Officers I choose police officers, because they are a part of everyone’s lives in one way or another. Police officer’s have been stereotyped in many different ways. From both good and bad perspectives. As far as the bad perspective goes, most people believe police officers are nothing more than powers of these accusations are that police officers take bribes, take the drugs they happen to come across, or they just beat people for no reason. The horrific ordeal with Rodney King did not help the police force’s image at all. Although there are â€Å"bad cops† out there that do these crazy and terrible things, generally police officers do not fit these descriptions. We never see all the positive things police officers do on the televison, just the negative. The good stereotype is one that I wish was completely true. Through my experiences I have no... Free Essays on Police Officers Free Essays on Police Officers Police Officers I choose police officers, because they are a part of everyone’s lives in one way or another. Police officer’s have been stereotyped in many different ways. From both good and bad perspectives. As far as the bad perspective goes, most people believe police officers are nothing more than powers of these accusations are that police officers take bribes, take the drugs they happen to come across, or they just beat people for no reason. The horrific ordeal with Rodney King did not help the police force’s image at all. Although there are â€Å"bad cops† out there that do these crazy and terrible things, generally police officers do not fit these descriptions. We never see all the positive things police officers do on the televison, just the negative. The good stereotype is one that I wish was completely true. Through my experiences I have no...