Atlantic Slave Trade Essay Example for Free

Atlantic Slave Trade Essay A slave can be defined as a person who is the property of and wholly subject to another, a bond servant or a person entirely under the domination of some influence or person. Slavery was well recognized in many early civilizations. Ancient Egypt, Ancient China, the Akkad Ian Empire, Assyria, Ancient India, Ancient Greece, the Roman Empire, the Islamic Caliphate, the Hebrews in Palestine, and the pre-Columbian civilizations of the Americas all had either a form of debt-slavery, punishment for crime, enslavement of prisoners of war, child abandonment or birth of slave children to slaves. However, as the sixteenth century approached, so did the change in the way slavery would be looked at, for years to come. The Atlantic slave trade became the name of the three part economic cycle that involved four continents for four centuries and millions of people. The Atlantic slave trade or the middle passage, triangular trade and slavery affected the economy of Europe, Africa and the Americas in both negative and positive aspects. Starting in the 1430’s Portuguese were the first to sail down the coast of Africa to search for gold and jewels. The Portuguese had to extend their power across the co+ast because Sub-Saharan Africa’s trade routes were controlled by the Islamic Empire. By 1445, The Portuguese conquered three African countries and created trading posts. This allowed them access to Europe across the Sahara. Initially, the Portuguese traded copperware, cloth, tools, wine and horses for pepper, ivory and most importantly gold. The first slave purchase is said to have taken place in 1441 when the Portuguese caught two African males while they were along the coast. The Africans in the nearby village paid them in gold for their return. Eventually, they developed the idea that they could get more gold by transporting slaves along Africa’s coast. The Muslims were enticed by the idea of slavery as they used them as porters and for profit. Portugal had a monopoly on the export of slaves in Africa for more than two hundred years. This encounter is the beginning of one of the most tragic events in history, the Atlantic triangular trade (Thomas 1997). A triangular trade evolves when a region has export commodities that aren’t required in the region which its major imports come and provides a method for trade imbalances. The triangular trade is named for the rough shape it makes on a map. It worked like a triangle between all the colonies that were involved. For centuries the world was took part in its most successful trading system. There where nearly fifteen million Africans were shipped to both North and South America for more than three-hundred. Slaves, cash crops and manufactured goods were the most traded between the Americas, Europe and Africa. The Europeans controlled the first stage of the trade by carrying supplies for sale and trade such as, cloth, spirit, tobacco, beads, shells, metal goods and guns. This was their method of which were used to help expand empires and capture more slaves. These goods were exchanged for purchased and kidnapped African slaves (www. nmm. ac. uk/freedom/viewTheme. cfm/theme/triangular). African kings and merchants would capture the slaves or organize campaigns ran by the Europeans. The motives of the Europeans were based on one thing; they lacked a major source, a work force. It was stated that the Indigenes people were unreliable and Europeans were unsuited to the climate. However, Africans had experience in agriculture, keeping cattle, content with the climate. Africa soon became reliant on the slavery of their people and the profits that came along with it. The next stage involved the slaves being transported by voyage to the Americas and Caribbean, the middle passage (PBS. â€Å"The African Slave Trade and the Middle Passage. † http://www. pbs. org/wgbh/aia/part1/1narr4. html). The middle passage was a perilous, horrendous journey slaves made across the Atlantic Ocean to the Americas. The final stage of the Atlantic slave trade was the return to Europe from the Americas with the produce from the slave-labor plantations. Most regions of North and South America were used to provide these raw materials to Europe for manufacturing. This wasn’t the first or only slave trade, but it was the cruelest. What began as a quest for gold ended as a quest for slaves, leaving a major stamp on African and American history (Thomas 1997). Before undergoing the middle passage, slaves faced human misery and suffering. Kidnapped slaves were forced to walk shackled in slave caravans to European coastal forts. Due to the lack of food and energy, half of the slaves became sick and were killed or left to die. Some had the strength to make it so they were left in underground dungeons. For years, Africans were stranded in these dungeons across the coast of Africa.. There, they wait on the embarked horrid encounter of the entire slave trade, the middle passage. None of the previous passengers returned to their homeland so none of the Africans knew what they were about to endure. The voyages were generally organized by companies and investors because they were a huge financial burden(â€Å"The African Slave Trade and the Middle Passage). Two theories show the packing of slaves in the European ships; loose and tight packing. Loose packing carried less slaves with the hopes of more room and more slaves making it to the Americas alive and in fair condition. This was exchanged for tight packing. Captains believed despite more casualties, this would yield a greater profit. On occasion, veterinarians inspected the slaves before the voyage to determine which slaves could make it across the Atlantic Ocean. The enslaved Africans were chained together by hand and foot, not even being able to lie on one’s side. They ate, slept, urinated, defecated, gave birth and died all in that one spot. There was overcrowding, inadequate ventilation and little to no sanitation. Twenty percent of every hundred died along the way from either suffocation, starvation, amoebic dysentery, scurvy or a disease such as small pox. The slaves that died were thrown overboard as well as the slaves that showed illness. Some threw their self-overboard risking their life rather than deal with these horrific measures. Approximately fifteen million captured Africans were sent to the Americas. The middle passage was the longest, most dangerous part of the Atlantic slave trade (â€Å"The Middle Passage Experience†). From the seventeenth century on, slaves became the focus of trade between Europe and Africa. Europe had already colonized North and South America as well as the Caribbean islands from the fifteenth century onward. This created an insatiable demand for African laborers, who were deemed â€Å"more fit† to work in the tropical conditions of the New World. The numbers of slaves imported across the Atlantic Ocean steadily increased, from approximately 5,000 slaves a year in the sixteenth century to over 100,000 slaves a year by the end of the eighteenth century (www. mariner. org/captivepassage). Upon their arrival to the Americas, the slaves were washed, greased and placed inside dungeons. The grease added a more appealing look making the slaves appear healthier so the profit would be much higher. European slave traders made sure all of their potential properties were in well condition before bidding. They were branded with a hot iron to keep their identity as a slave. There were two main types of slave auctions; highest bidder or grab and go auctions. Highest bidder was a bidding process which the buyer with the highest bid would get the slave. Grab and go auctions was the process in which the buyer would give the trader an agreed amount of money in exchange for a ticket. This process was where the slaves were released from their dungeon and the buyers would rush and grab the slave they wanted, Each slave would be sold to an owner who owned a great deal of land and worked on either a plantation or mine and there, the living conditions were still only barely better (Curtin 1969) A prominent African, author and a major influence on the enactment of the Slave Trade Act of 1807, Olaudah Equiano was well aware and very familiar with the Atlantic slave trade. At the age of eleven, Equiano and his sister were kidnapped from his village in Nigeria. He survived the middle passage, and taken to the West Indies. He tells how he was bought by Captain Pascal, a British naval Officer as a â€Å"present† for a cousin. He tells how was enslaved in North America for ten years, working as a seaman. In 1766, he bought his freedom and wrote an autobiography, â€Å"The Interesting Narrative of the Life of Olaudah Equiano,† Equiano gave a firsthand look of the conditions enslaved Africans were forced to live. This document was one of the first documents that explained, thoroughly, the terrible human cruelty of the Atlantic slave trade (Wright et al. 001). Although many lives were taken or at risk, The Atlantic slave trade fulfilled its major goal, profit and change the three continents. Europe, America and Africa’s economy were all affected by the slave trade. Europe’s economy was suffering before the slave trade. The Atlantic slave trade was during the time of recovery for Europe and completely recovered their economy. Because of the success of the trade, they needed more people to manufacture raw materials and export them to Africa. The great supply of jobs created many exports and the income to buy imports. By the end of the slave trade, Europe’s economy was in well standings as one of the wealthiest continents in the world. The America’s economies rose too. They were honored with a free workforce that provided many resources from sugar to cotton. The free labor allotted for them to received one hundred percent of the profit. They were importing more slaves and exporting the goods made by them to gaining wealth. America’s economy became agriculturally stable and soon industrialized. Europe and the Americas economies were affected in a positive way. However, Africa’s economy received a negative effect. Many, for years lived in fear due to slavery. African villages became small and poor. All of the kingdoms that were strong at one time, collapsed and were conquered. They received raw material goods from the slave trade but with nothing shown. The African kings prospered only because they were heavily involved in the slave trade. As the kings’ wealth grew, their economy was at a standstill and eventually failed. The Atlantic slave trade, human cruelty and evil at its finest, had a substantial effect on Europe, the Americas and Africa (www. understandingslavery. com).

Effects of Regeneration in the Urban Core

Effects of Regeneration in the Urban Core General Overview Urban decay, usually associated with deprived areas, tends tend to be a characteristic of poorer communes, reflecting their low earning power and susceptibility to the higher unemployment rates associated with changes in the structure of the national economy (Skifter Andersen, 2003). The a feeling that buildings are physically falling into a state of decay particularly in some areas more than others, often results in an excrescence of dilapidated and vacant buildings. By remaining vacant, buildings are generally targeted for commercial signage and vandalism unless subjected to a population change or economic restructuring (McGregor and McConnachie, 1995; Skifter Andersen, 2003). The redevelopment of decaying, run-down or underused parts of urban areas with the intention of bringing new life and economic vitality is crucial in maintaining a market position (Bolton Council, 2009). Redeveloping these structural units, however, may not be an easy task, as a set physical as well as casual mechanisms likely to be different in every area, are also accentuating the problem of urban decay. According to Skifter Andersen (2003), one of the major causes of urban decay is the decline of the local economy. The changes in the structure of the national and international economy can directly or indirectly influence the local economy as outlined in Haggetts Cumulative Decline Model (2001). Certain government intervention and planning policies with regard to the industry and alterations in the locational preferences of the industries to better equipped sites are also assumed to be among the primary causes of decline by increasing the gap between the core and periphery. Similarly, the population age structure in most Western countries is changing with an increasing number of elderly dominating the demographic chart (Commission on Growth and Development, 2008). This disinclinati on of the population is likely to remain in the highly urbanised areas resulting in a number of blight properties that are likely to fall into a state of disrepair if structural investment keeps lacking. Perhaps, following Myrdals Cumulative Causation theory (1972) might help inject vigour into the local economy from the institutional set-up (Fujita, 2004). Nonetheless, this process of urban renewal, through which environmental quality redevelopments occur in derelict urban areas, is highly contested. This chapter reviews selected literature that concerns the effects of regeneration in the urban core of a settlement with regard to the value enhancement and positive externality of building refurbishment while considering the social and economic implications. Urban Regeneration Urban regeneration most likely to take the form of public policy in order to regulate urban processes, attempts to improve the urban environment through renewal (Couch et al., 2003). Although seeming fairly simple and straightforward, Home (1982) describes the concept of urban regeneration as involving complex socio-economic, environmental and political issues, with no profession or academic disciple claiming control over it. Roberts (in Roberts and Sykes, 2000) defines urban regeneration as a vision which leads to the resolution of urban problems and which seeks to bring lasting socio-economic, physical and environmental conditions of an area that has been subject to change. Broadly defined as a process that prevents the urban fabric from starting or continuing to deteriorate by improving the urban fabric, urban regeneration is fundamental to the structure plans established by the Malta Environmental and Planning Authority in 1998 and 2006. According to the Priority Actions Programme/Regional Activity Centre (PAP/RAC, 2004) of the Mediterranean countries, the aim of urban regeneration projects as a solution to this phenomenon in developed is to promote: â€Å"return to the city, revitalise the city centre, restore activity in a fiercely competitive international context, and implement initiatives to improve the quality of the environment operating in a wide sense towards a smart growth†. Such systemised and planned action concerning certain parts of a town would mean injecting new vigour into an area. Skifter Andersen (2003) argues urban regeneration would transform, strengthen and recreate places to act as a catalyst for further investments for the benefit of the local community. By concentrating public resources and private investments on specifically designated area may turn an area to a great appeal (Adair et al., 2000). However, urban regeneration is not only concentrated around property-led and retail-led regeneration but also through cultural regeneration to transform the city as a form of urban recreation (Evans, 2001). According to Evans (2001), arts and cultural industries can distinguish themselves by restoring identities and economies with other lifestyles. Whilst Calxton and Siora (2008) recognise the retail sector as offering opportunities and employing a wide range of different socio-economic groups, they argue that retail-led regeneration appears to provide a key reconnection to economic opportunity by engaging in direct employment and additional investment for a community and its residents. Furthermore, Claxton and Siora (2008) sustain that the most successful developments are those supported by the local authorities where planning or economic development departments work together. On the other hand, Rubin and Taylor (2008) question the enormous institutional corporate power of certain chain stores that might have some influence on the planning system and in regeneration projects. According to them, the benefits from such regeneration are overstated as this type of regeneration creates an inverse system that extorts money out of the local economy resulting in serious consequences for small local businesses. Pitkin (1963) sustains that as an important trait within various Mediterranean communities is the urban ethos, the city is depicted as a place of cultural richness, civilisation and civic pride (Leontidou, 2000). Strengthening this argument, Florida (2003) suggested that as social ethos is becoming increasingly dominant in most entrepreneurial and growing regions, it is attracting creative people to the city and accentuating the processes of gentrification. Additionally, Ley (2003) also accentuates the importance of cultural and lifestyle of the middle class, who value the preservation of the historic core and the utilisation of exceptional commodities. Bailey et al. (2004) suggests that culture-led regeneration has only been effective when associated with commercialised identities, thus stressing the need for economic investments and retail establishments. Hiller (2000) suggests that for waterfront regeneration with transformation of the urban environment with luxurious residences a nd gentrified neighbourhoods must be create jobs through a number of office towers as well as shopping centres, included in most projects. As cities are never still, Lancaster (1995) had previously argued that they are places where people strive to overcome negative effects and create hope in the place that history has located them. According to Dunn (1998), the consumer culture might therefore encourage residents to disattach themselves from their particular area and associate themselves to the new global culture irrelevant of the location. Bailey et al. (2004), disagrees and argues that cultural forms of consumption can actively enhance and enliven local communities. Bailey et al. (2004) goes further by suggesting that it is the people who live in the city themselves have to engage in regenerating the city rather than the planning policies. Kantor et al. (1997), stresses the significance of local urban democratic conditions in creating inclusive governing that can influence the local communitys ability to participate and have a reach in the business. Gentrification As defined by Kennedy and Leonard (2001), gentrification involves the processes of reinvestment and revitalisation to enhance the physical and socio-economic components of cities. In this relationship, higher income households settle in that settle in the area, upgrade the physical and socio-economic component of lower income residences. Smith (1987b, p.463), specifically stated that the crucial point with regard to gentrification is that: it involves not only a social change but also, at the neighbourhood scale, a physical change in the housing stock and an economic change in the land and housing market. It is this combination of social, physical, and economic change that distinguishes gentrification as an identifiable process/set of processes. Furthermore, Wyly and Hammel (1999, p.716) add that the process of gentrification complements: class transformation of those parts of the city that suffered from systematic outmigration, disinvestment and neglect, or neglect in the midst of rapid economic growth and suburbanisation. Badcock (2001), argues that today the process of gentrification and restructuring have become so interrelated together that they have formed the broader transformation known as revitalisation. Furthermore, households of median and higher incomes generally value the preservation of the historic core and contribute to raising the areas ethos (Ley, 2003). Therefore, employment in the tertiary, quaternary and quinary sectors of production, usually associated with having a university degree, is a key indicator of gentrification according to Ley (2003). In other words, the post-modern lifestyles of consumption are the solution towards revitalisation of a location through the processes of gentrification. Consequently, the process of gentrification can be said to be the outcome of the range of responses to the new economic and social opportunities that arise from prior dispositions of the social classes (Bridge 2001). On the other hand, Smith and Williams (1986) were particularly concerned with displacement and the side effects the middle class is having on the lower working class through the processes of gentrification. Although the extent of the problem is not agreed upon, Sumka (1979) argues that displacement of the working class through rent increases was undoubtedly a major issue. More recently, Blomley (2004) outlines that the social mix the processes of gentrification bring with them tend to expose the working classes to several equalities in the social hierarchy as interaction between the owners and tenants in gentrified neighbourhoods seems to be limited. Slater (2006) argues that this process can lead to social segregation and isolation when trying to revitalise a neighbourhood. Yet, according to Sigworth and Wilkinson (1967) the beneficial effects to the community through gentrification outweigh the issues of social segregation which can be resolved through several policies. Ideal Scenario In a society where the absence of building care culture is increasing, prompt maintenance would help make aging buildings less problematic to rehabilitate as it is often the case that such buildings are found in a state of disrepair with various safety problems. Throughout the 1970s, many of the European countries had already started emphasise the gradual renewal process of rehabilitation rather than focusing on the massive redevelopments simultaneously (Wood, 1991). Thomas (1977), suggested that making way for redevelopment would give an opportunity to replace any substandard buildings, any clashes with regard to the land-use, as well as any environmental nuisance. Although in essence the process of redevelopment causes a lot of inconvenience as it dislocates people (Sumka, 1979; Smith and Williams, 1986; Blomley, 2004), redevelopment can help utilizing the full potential of a site as well as exploiting the beneficial effects to the community such as solving the problems related to social segregation (Sigworth and Wilkinson, 1967). Amongst the main problems that dominate the list for the issue of urban renewal, the lack of institutional planning (Adams and Hastings, 2001) and unfair reimbursements (Kam et al., 2004). This raises the question of whether it would be eloquent to redevelop rather than to rehabilitate certain properties in some areas. It was proposed that the decision making on whether to rehabilitate or redevelop is generally influe nced by six aspects namely; political, legal, technical, institutional, social and economic forces (Walker, 2002). According to Olson et al. (2001) and Hobman and Bordia (2006), the influences of the professional work background on the attitudes towards a renewal project can also make a difference. For instance, building surveyors are said to consider the structural conditions of a particular building as the most vital concepts of consideration in a regeneration process. Conversely, the town planners tend to give more importance to the impacts of the project in the visual quality and micro climate of the neighbourhood rather than the structural conditions of a building (Olson et al., 2001, Hobman and Bordia, 2006). Despite these converging views, it is evident that the implementation of an urban renewal strategy especially when done on a massive scale would include a strong financial input. This would also have to be coupled with adequate public resources, and a determined commitment to solving to the urban dereliction problems while aiming towards increasing the social and economic benefits and fostering entrepreneurial activity (Hamnet, 2000; Skifter Andersen, 2003; Calxton and Siora, 2008). In such circumstances, it is also advisable that there should be improvements to the infrastructure, the transportation system as well as the environment that should all coincide with the renewal development that has the support of all social partners (Adair et al., 2000). Yet, as such conditions rarely occur, policy makers must shape their development plans based upon the constraints they face at the particular moment in time. Williams (2006) suggested that in order to ensure a more successful project, t he ruling authority can also use its powers relating to property development to influence the planning, the infrastructure and the compulsory purchase powers together with the availability of public land assets. When trading land for example, it is not a rare occurrence that one party missing from the market forum and thus the scenario of a compulsory purchase might be required in order for the renewal project not to be brought to a halt because by the private economic forces (Williams, 2006). To redevelop or to rehabilitate? Specifically on property-led redevelopment, Harvey (1992) highlighted that the timing of redevelopment projects depend on three essential issues being; the value of the current existing use of the land resource, the current value of the best of alternative use, and the cost of rebuilding. As the use of property is not irreversible, property has the potential to be redeveloped and converted into another type or usage to suit the expected socio-economic demands at a given time (Gunnerlin, 2001). According to the structure plan issued by the Malta Planning Authority (PA) (1998), there is a need: to use land and buildings efficiently and consequently channel urban development activity into planned developed areas particularly though rehabilitation and upgrading of existing fabric and infrastructure. Notionally, if the present value of the existing use of the land resources is greater than the present value of the best alternative use, redevelopment would not take place since it would not be financially viable, and the rebuilding costs would affect the occurrence of urban renewal. This explains why sometimes redevelopment in the old, urban core is less attractive to the developers (Harvey and Jowsey, 2004). As for the option of rehabilitation, which would mean securing the existing structure, it was concluded that it would only be advantageous when a number of conditions are met (Pugh, 1991). This would mean that the service life of a building would be prolonged by another thirty to fifty years. Furthermore, the value as well as the interest rate of the existing building would also have to be high. Additionally, Pugh (1991) argues that if the direct and indirect costs of rehabilitating are considerably less than those incurred by rebuilding, then the developer would be more tempted to rehabilitate rather than redevelop. Ratcliffe (1993) also estimated that the costs of renovating a building can amount to twenty-five percent less than starting a new building project and thus making it more attractive for developers. Aikivuori (1994) points out that refurbishments may sometimes be required when there is a need for change in the land-use as well as when there is a need to increase or secur e the market value of the building. Additionally, this would also help to preserve the existing building and its externalities that may be important in inducing a culture-led regeneration. Challenges facing the renewal process Housing has long been regarded as a durable commodity (Wieand, 1999), yet, like any other physical commodity, properties are subject to deteriorate as time goes by and eventually fall into a state of dilapidation if they are not properly maintained (Burton 1933). A number of previous studies have highlighted among of the main factors that would make a building deemed for renewal would be the serviceable environment (Sohmer, 1999). Others like Rosenfeld and Shohet (1999) have formed models to determine whether and when a building should be upgraded. This helped to reduce uncertainties and serve as an aid when deciding whether to upgrade or not. Nonetheless, one should not forget that there are always a set of constraints that are likely to slow or halt the process of urban renewal. The multiple ownership of a number of properties is one of them for example (Chun To Cho and Fellows, 2000; Galea Debono, 2009). So are the limitations on the development in the urban village core through the Urban Conservation Area (UCA) which restricts certain types of redevelopment projects. Additionally, it is also likely that there may be disputes in the process of resettling those affected and disagreements on compensation issues which make it more difficult for the private developers to find a compromise with the landowners (Sumka, 1979; Smith and Williams, 1986; Blomley, 2004). Furthermore, it is also often the case that the lack of a central governing body to implement redevelopment and private developers little presumptive power, end up with the developers having fragmented, slow progress (Gordon, 2004). Positive outcomes from urban regeneration Fundamentally, the process of urban regeneration would help to contribute towards the preservation of structures of architectural value and significant historical importance (Jim, 1994). A sustainable regeneration scheme should therefore endeavour to lesson social exclusion, boost economic reintegration as well as salvage architecturally rich buildings and edifices (McGregor and McConnachie, 1995; Skifter Andersen, 2003; Bailey et al.,2004). Otherwise, an urban regeneration project can be a source of conflict and thus it might prove valuable to develop a decision making tool to facilitate the planning process as suggested by Walker (2002) and Ho et al. (2004). Eventually, project regeneration proposals can be assessed and alterations can be made in order to achieve a higher rating for the plan which is subject to time, budgetary and other practical constraints (Ho et al., 2004). According to Kocabas, (2000a), evaluating the impact of protection planning would ideally assess outcomes against the physical, social and economic objectives. This should preserve the physical historic environment, the needs of the existing residents during the process of upgrading as well as determining whether the conservation process is economically viable (Kocabas, 2000a). On the other hand, Borja et al. (1997) showed that the socio-spatial outcomes of globalisation on urban areas varied according to the correlation between the technological and economic processes that form the core for this transformation. Whilst it is now widely accepted that no city can escape the reach of global economic and political forces (Sassen, 2000; Taylor and Walker, 2001), it is also clear that cities can upgrade their position in the global hierarchy by their strategic intervention (Clarke and Gaile, 1997). This was the case with Ireland in 1988, for example. With the help of the European Commission, Ireland reflected on the mistakes made through the demolishment of buildings in inner Dublin through the Greater Dublin Area Development Programme secured and managed the preservation of the built historical environment (Pickard, 1994). Essentially, the upgrade or upkeep of neighbourhood externalities is also thought to contribute to the migration and related change in a neighbourhoods economic status for two main reasons. Firstly, certain types of households may behave in ways that generate social capital and affluence for the neighbourhood influencing the demand for that location, thus, the process of gentrification (Ley, 2003). Likewise, certain types of households might also choose to migrate into or out of a neighbourhood based on the demographic and financial characteristics of their prospective neighbours because of the social status, irrespective of how these neighbours may behave (Rosenthal, 2008). In spite of this, it is important to recognise that raising a neighbourhoods economic status does not necessarily alleviate poverty but could simply force the existing low income residents to relocate to other areas of the locality. Jacobs (1961) argued that rather than being suffocated by urban regeneration, soc ial life should be revived, thus, the process of gentrification might not be always seen in a good light especially from those who are less affluent and other deprived sections of society (Sumka, 1979; Smith and Williams, 1986; Blomley, 2004). Therefore, building rehabilitation may garner more support as it causes less social disturbances (Needleman, 1966; DeFilippis, 2007). Achieving success through failure Amongst the good examples of successful waterfront regeneration projects that have managed to generate enough employment opportunities for the locals, Gloucester, Swansea, Cardiff and Liverpool immediately stand out in the United Kingdom (Jones and Gripaios, 2000). In these cases, a number of listed warehouses were refurbished and transformed to provide residential, office, retail, museum, marinas and restaurant facilities. Liverpools Albert Dock, for instance, has been so successful as a heritage site that was previously in a state of decay that it now receives around six million visitors yearly (Jones and Gripaios, 2000). From being a totally abandoned and neglected eyesore, the Albert Dock has now been turned into a visually pleasing environment with the most obvious and tangible manifestations of successful regeneration project in the United Kingdom. Canary Wharf in London is another successful redevelopment that even managed to generate 7,000 jobs for the locals (Danielsand Bobe , 1993). In spite of these successful cases of regeneration, the process of urban renewal still generates a great deal of heated debate especially when faced fierce opposition from the locals that fear that there would no significant improvement in their standard of living such as in the case of Canary Wharf in London. Quite rightly as Jeffrey and Pounder (2000) suggest, the physical improvement of a building is a fundamental element in achieving a successful regeneration project, however Hausner (1993), suggested that on its own it is not sufficient as the development of any project reflects the conditions and requirements of the area in which the project is located from a wider perspective. In addition to this, Moore (2002) sustains that the proactive use of this policy might even improve the local economic development and even create new working places, however, this might only be for a short while. Hemphill et al. (2004) argues that much of the research conducted in the United Kingdom ten ds to be critical as there is a persistent sentiment that urban policy has not really left many of the desired effects on the regenerated area. This had already been thought earlier as even though the inner-city redevelopments generally improve and enhance the degraded built environments, there is criticism that such projects only cater to certain sectors of society and particular locations such as waterfronts and thus these types of projects can fragment cities (Fainstein, 1994; Meyer, 1999; Marshall, 2003). Further criticism concludes that the stated goal of urban design and renewal is often forgotten as the concepts have become merely a marketing tool (Gospodini, 2002). Moreover, it is generally felt that the concept of urban renewal is too vague with the fusion of the traditional architecture, the landscape architecture, and the planning and civil engineering. As a result, urban renewal is said to be focused mainly on the marginal cosmetic aesthetics of the landscape rather than helping to sustain a better standard of living in the area (Inam, 2002). Hubbard (2006) added that the social as well as economic conditions of an area are usually worsened though the regeneration and gentrification policies that are meant to be beneficial. On a wider scale, Newman and Thornley (1996) had previously suggested that in contrast with other cities, the key European cities such as; Paris, Milan, Berlin, Frankfurt and Stockholm are underpinned by the factor of the international competitiveness rathe r than by the notion of urban policy and therefore the residents standard of living has nothing to do concept of urban renewal. Bentley (1999) went even further and argued that apart from the social, economic and environmental limitations, the concept of urban design is often manipulated by developers and public authorities to covertly hijack public space and neglect local conditions and values. Revitalisation projects targeted parts of the cities, such as decayed port areas and other post-industrial sites, for major redevelopments so that the area in effect becomes totally gentrified resulting in a residential area for the more affluent citizens rather than the whole society in general (Bentley, 1999). Proprietors awareness and involvement It is evident that one of biggest barriers when it comes to building maintenance is the owners awareness that find it difficult to realise the basic forms of decay and the resulting impact on the building material (Kangwa and Olubodun, 2003). To make matters worse, when action is taken, it is often the case that an inappropriate remediation technique is applied (Leather and Mackintosh, 1994; Forrest et al., 1996). Thus, any effective renewal system must be constructed upon well informed diagnostic skill structures. Chanter and Swallow (1996) and Davidson et al. (1997) have suggested that some of the main awareness problems apart from the variations in perceptions of objects of regular maintenance include the inability to tell whether inferior products or components are used to rehabilitate the building. In addition to this, they also add that the average owner is generally unable to determine the quality of work done by the traders and cannot judge accurately the extent of skill requ ired for a particular work. In the end they argue that the absence of a referral system within the local housing communities which would act as an initial contacts for advice and general information on housing maintenance. Consequently, it is often the case that waves of building depilation later turn into the process of urban decay that has been a major problem in most developed cities (Skifter Andersen, 1995). It must be recognised that the local inhabitants are fundamentally the problem solvers and play an important and useful role not only in implementing regeneration strategies but also in maintaining the socio-economic improvement of the neighbourhood over the years. As powerlessness is central to peoples experience of poverty and exclusion, the people in general are more likely to involve themselves if they can clearly see their contribution in the city (Joseph Rowntree Foundation, 2005). Throughout the last number of years, the local citizens have also been emphasizing that new developments should retain their own characteristic and identity in order to reflect their collective memories. Public consultation meetings are no longer satisfying the citizens as they believe that a comprehensive public engagement exercise for the project is required and more channels should be provided for them to express their views on the developments (Lee and Chan, 2008). Research has shown that in the absence of government intervention, property owners are prepared to improve their buildings and edifices since it would enhance the market value of the refurbished properties provided that there is enough information for people to take sensible decisions (Holm, 2000; Gregg and Crosbie, 2001). Besides from having restored building edifices, this type of refurbishment project is estimated to increase the market price of the property which leaves a good profit after deducting the costs of the refurbishment project (Chau et al., 2003). Improvements on the buildings especially on the facades are intuitively expected to have a positive impact on properties adjacent to the building because of the improved visual quality enjoyed by the nearby residents. Likewise, unsightly externalities are created by the unsightliness of poorly maintained properties, thus, refurbishing these poor maintained buildings should reduce or even counter the negative impact (Colwell e t al., 2000; Boyle and Kiel, 2001). Nevertheless, while everyone would benefit from improving the exterior conditions of the buildings, the market value of the properties improved first would have their value depreciated by the dire condition of the neighbouring properties and thus for an individual to take the first step would not be easy. As a result, the unimproved properties would experience an increase in value as a result of the nearby investments done by the others. Consequently, this might also lead to a market failure as the refurbishment process may never take off completely resulting in an investment which is less than what was desired (Hui et al., 2007). Should more information on the enhanced market value of a refurbished building be made available, then the long-term sustainability of a rehabilitation effort would be incorporated into the urban renewal strategies easily, however, one must not forget that the effects may not be felt until a long time. In this particular scenario, the authority in charge sh ould encourage and encourage developers and owners to instigate redevelopment. Ultimately, the process of renewal is a product of an incremental decision making as owners have to decide whether to rehabilitate or redevelop their built land which is subject to facing obsoleteness (Bryson, 1997). Concluding Remarks As authorities are widely considered as the ones responsible for the process of urban decay, they started to be seen as being unable to engage successfully with the private sector. With the rise of the new conservative movements, the local government started to be marginalised in favour of the private sector when it came to taking decisions (Gullino, 2008). This resulted in private sector being placed at the centre of the renewal activities as these kinds of projects are assumed to attract new financial capital (Bianchini et al., 1992; Loftman and Nevin, 1995). Despite the process of urban renewal through which environmental quality redevelopments occur

The Effect Of Television On Language Development Young People Essay

The Effect Of Television On Language Development Young People Essay The effects of watching television and other media for young children are detrimental to language development. Television was invented in 1950 and since then, it has quickly evolved to occupy almost every single household in the US. Due to the explosion of many television channels and programs, there is always something to watch on TV. Children; therefore, spend an average of 3-6 hours a day watching TV instead of doing other social activities. In 1997, a mother developed video products when she felt that there was no appropriate channel for her infant daughter. Since then, there has been a great decline in children ages first time viewing the screens. In 1971, children began to watch television around 4 years old. Today it is 5 months. In a short period of time, TV products for infants became a huge industry. Current average sale for baby DVD is about 500 million dollars. The titles of these products such as Baby Einstein and Brainy Boy highly suggest that these DVD will benefit the babies during their development processes. In a survey of 1000 families, 29% of parents have their children watch TV with assumption that TV is good for their childrens brains. Despite the fact that the American Academy of Pediatrics does not recommend TV watching for children under 2 year old, 90% of parents still ignore this advice. However, based on many well-supported studies, I believe that the effects of watching television and other media for young children are detrimental to language development. Many educational TV programs and DVDs are heavily advertised that they will help to promote cognitive, language and brain development in children. Even some programs have been proven to be educational benefit for children from 3 to 5, they can still cause delay in language acquisition for children under 2. During the first 2 years of life, childrens brain develops rapidly and there are external factors that can influence how the brain develops. Features of TV displaying such as flashing lights, very quick scene changes and loud noises could be over stimulating childrens brains. Children understand fewer words when they watch TV. Researchers said that for every hour spent on watching baby DVDs, infants from 8 to 16 months understand 6 to 8 fewer words than those who dont watch. Reading or telling stories to infants at least once a day was found to increase their vocabularies by only two or three words, indicating that the negative impact of the DVDs may outweigh the benefits of parental involvement. Moreover, general television offers a lot of commercial cartons, dramas, news and sports which have poor educational quality for young children. Study shows that children viewing such programs have tendency to have lower vocabulary and poorer expressive language. Poor language development is correlated to either the amount of time spent on TV or the quality of programs content. According to Jean Berko Gleason, most young children experience language while interacting with an adult such as their mother and other caregivers. When the TV is on, both parent and child interact less to each other, especially when parents use TV as a temporally babysitter. Study shows that out of 941 words that adults usually speak every hour, parents speak 770 fewer words to children while watching TV. When interactions occurred, they were much more likely to be of a passive nature on the part of the parent. For example, the parents verbally respond to the childs questions without actually looking at the child. Even when the child is not watching TV, televisions background noise can still be very distracting the childs activities such as playing with toys or spending quality time with family members. These interactions between parents and the child are a key element for language development in children. According to Baker and Holding, background noise is detrimental to complex cognitive tasks. During the interaction between parents and the child, background noise could reduce the parents attentions toward the child and; therefore, reduce the quality of that interaction. Background noise from television could also reduce the responsiveness of parents to the child. When the parents are watching a television program, it may be very hard for them to shift their attentions away from the TV to respond to their children. Research finds that children who have language delay tended to watch television too early. It is about 10 months before they could speak their first meaningful word. Children who are less than 12 months and watch more than 2 hours a day of television are 6 times more likely to develop language delay. Children may miss opportunity to do more beneficial activities when they spend a lot of time on TV. Those activities could be reading, playing music, word plays, or other social interactions with other children. Most of caregivers dont know the negative effects of television on children. About 60% of children with language delay watch TV on their own without any interaction with the caregivers. Compared to children who interact with their caregivers during TV time, the ones without interactive have 8.47 times more likely to develop language delay. This result could also suggest that development of language in young children is built on early interactions with caregivers and is strengthened later by a rich, conversational environment. TV has negative effects on childrens attention ability which is one of powerful influences in the perceptual processes. A slow process of perception can cause language and the ability to engage in conversations seriously impaired. Attention-deficit/hyperactivity disorder (ADHD) is among the most common diseases of childhood, affecting somewhere between 5% and 20% of children. The concern that television might play a role in the development of ADHD is founded. In 2004, we conducted a large observational study of over 1300 children and found a modest association between TV viewing before age 3 and attentional problems at age 7. In that study, parents were prospectively asked how much television their child watched when they were between 1and 2 years of age and again how much they watched whenthey were between 3 and 4 years of age. At age 7, theycompleted the Behavioural Problems Index which includesquestions related to attention and impulsivity (73). The moreTV children watched as infa nts, the more likely they wereto have attentional problems at age 7 after adjusting for anexhaustive list of co-variates. Specifically, each hour of TVwatched on average was associated with an increased risk ofbeing in the 90(th) percentile for attentional problems (OR1.09 [1.03-1.15]). A follow-up study claimed to refute thesefindings (74) but TV viewing was measured at age 5 andattention wasmeasured at age 6, placing the exposure periodoutside the first 3 critical years of life. Indeed emerging datanow suggest that the timing of exposure is a critical mediatorof effects which is consistent with the developmental theoryof early brain development .

justifying war Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  When a person sees all the grisly images of war on the television set they cannot help but think, â€Å"This has got to stop†. But what reasons can this person justify their decision on? There are many people in the world who can only argue their opinion through what they see on TV, which of course is not what war is. In William Earle’s essay â€Å"In Defense of War† and Trudy Govier’s â€Å"Nuclear Illusion and Individual Obligations† we respectively see a pro-war and an anti-war opinion. We must differentiate between the two because Earle’s essay talks about war in generalities but Govier focuses on the nuclear aspect of war. As with most essays discussing similar topics they have their similarities and differences and that will be a big part of discussion here. Subjects referring to the morality and justification as war and exactly what we can use to justify it are some of the few things that will be mentioned. These wi ll also be discussed in ethical terms and what part of ethics they fall into. Along with this will be an analysis of why each essay falls into its given category. The strengths of each essay will be mentioned as well as the weaknesses and a comparison as to which is the stronger essay and which is the weaker essay will be provided. The most important part, however, is the basic understanding of the message that the author is trying to get across. These main points will be highlighted throughout the paper when discussing the essay in question along with the provided evidence that accompanies the argument. Finally, a personal take on the subject from me will be provided just to clarify any discrepancies about what is written. I am writing this (aside from the fact it is a major assignment) in hopes that the reader will take these questions seriously and be able to look at both sides of the debate rationally and without fallacy.   Ã‚  Ã‚  Ã‚  Ã‚  It only seems appropriate to start this out with Williams Earle’s essay, â€Å"In Defense of War†. I stand beside him when he provides his opinion because I share the same attitude on this subject. In a nutshell, Earle provides a provocative look at the opposition’s view towards war which is the anti-war opinion. It appears that Earle is not like most writers trying to defend his own argument with his own ideas but what he does is position his argument that war is necessary by ... ...essary and does not try to force the idea. He simply wanted to avoid the confusion that often assembles with the media and let the reader make their own free choice. Govier on the other hand did not put up as strong of an argument nor did she explore the opposition. She offered her own ideas to support her own ideas, not being able to provide enough evidence to disregard the opposition as Earle was able to. In this sense we can see how much stronger his essay was.   Ã‚  Ã‚  Ã‚  Ã‚  In the end we have to make a choice. We can either be for or against but all in all it is not up to the general public to make the decision. It was much easier to write on Earle’s essay because it was more distinct than and not quite as ambiguous as Govier’s. It makes perfect sense to me that honor and pride do outweigh the problems with warfare. It seems quite efficient that all three ethical concerns can be drawn into each essay with one being the superior. I also may have been biased in writing this essay because of my standpoint so it is important to take that into account. In conclusion, I do not change my view on the topic but do hope we can solve our conflicts with minimal bloodshed.

Differences Between Buddhism and Christianity Essays -- Concept of Si

People who come from different areas may have same cultures and language while people who come from different countries may eat different food. However, people who live in the different places may have different religions. Two different religions that have a certain differences are the Buddhism and Christianity such as lifestyle, beliefs, and vies on universe. Although the Buddhism and Christianity could share similarities in some ways, the differences between them are more significant. As we can know, Buddhism, Christianity, and Islamism are the three largest religions all over the world. They all play a very significant role in our life. Nonetheless, Christianity and Buddhism are the largest population around the world. Through our religious distribution map around the world, there are seven billion followers who believe in Buddhism while twenty billion followers who believe in Christianity around the world. Moreover, Christian population are the 31.5% of the world population, in the meantime, Buddhists are the 7.1% of the world population around the world. In China, there are lots of people who believe in Buddhism because they think that Buddhism which can bring their fortune and safety. That is a only one reason Buddhism which plays a large population in China's population. Historically, Buddhism are largely distributed to some Asian areas like China, Thailand, and Japanese. Buddhism descend from ancient India, the creator is Sakyamuni. Historically, the Buddhism is established around the 700 Before Christ era. Sakyamuni gives speeches to the local people. Gradually, Buddhism is spread to all around the world. As author illustrates in his writings," The history of Buddhism spans almost 2,500 years from its origin in India wi... ...m. Hauppauge, NY: Barron's Educational Series, Inc., 2006. Print. Mishra, Pankaj. An end to suffering: the Buddha in the world. New York: Farrar, Straus and Giroux, 2004. Print. Kipp, Laurie F., Leigh Eric Schmidt, and Mark R. Valeri. Practicing protestants: histories of Christian life in America, 1630-1965. Baltimore, Md.: Johns Hopkins University Press, 2006. Print. King, Sallie B.. Socially engaged Buddhism. Honolulu: University of Hawai'i Press, 2009. Print. Smith, Huston, and Philip Novak. Buddhism: a concise introduction. New York: Harper SanFrancisco, 2003. Print. Conze, Edward. Buddhism: its essence and development. Birmingham: Windhorse, 20011951. Print. Suzuki, Daisetz Teitaro. An introduction to Zen Buddhism. New York: Grove Weidenfeld, 1991. Print. Dumoulin, Heinrich. Christianity meets Buddhism. La Salle, Ill.: Open Court Pub. Co., 1974. Print.

Cadbury India

EXECUTIVE SUMMARY Chocolates had its beginnings in the times of the Mayas and the Aztecs when they beat cocoa into a pulp and made a bitter frothy chocolate out of them. They first became popular in Europe in a highly unrefined form. Then the Hershey Food Company was the first to bring out chocolates in the currently popular solid form. The main ingredient of chocolates is cocoa, grown mainly on the equatorial zones of South America. The other ingredients that go into the making of chocolates are: sugar, milk solids, and permitted emulsifiers. Cocoa constitutes nearly 40% of the total raw material cost.The following report attempts to make a study on the chocolate industry and the position of the chocolate brand, Cadbury. The brand name chosen is the umbrella brand as we feel that the corporate name is recognised as a brand, not so much its individual products. The study will focus on the marketing and advertising strategy employed by Cadbury in the context of the Indian macro enviro nment and industry structure. The advertising strategy will be studied with respect to Cadbury's business and marketing objectives. The strategies adopted will be analyzed for each product offering.The same is followed to a minimal extent for its major competitor, Nestle India Limited, to get an understanding of where Cadbury stands. The report initially focuses on an examination of the industry environment and the product class. The report then goes on to analyse the corporate, marketing and advertising strategies adopted by the selected company and its main competitor. It concludes by looking at the future challenges and recommendations for the industry and the company. TABLE OF CONTENTS Chapter 1 INTRODUCTION ; RESEARCH METHODOLOGY1 1. Research details(Type of research, Sample size, Sample design, DataCollection)8 2. Limitations of the project8 3. Market Segmentation9 4. Psychographics ; Demographics 12 Chapter 2 COMPANY PROFILE13 Chapter 3 KEY SUCCESS FACTORS 14 Chapter 4 PRODUC T PORTFOLIO 15 Chapter 5 STRATEGIC BRAND ANALYSIS 16 Chapter 6 ORGANISATION ANALYSIS 17 Chapter 7 COMPETITOR ANALYSIS 19 7. 1 Nestle (Strengths and Weaknesses)19 7. 2 Amul (Strengths and Weaknesses)21 7. 3 Cadbury (Strategy and Future Plans) 22 Chapter 8 CUSTOMER ANALYSIS 24 8. 1 Need gap analysis vis-a-vis competitors24Chapter 9 EXTERNAL ENVIRONMENT ANALYSIS29 9. 1 The Chocolate Industry in India 29 Chapter 10 BRAND IDENTITY 30 Chapter 11 BRAND PRISM 31 Chapter 12 BRAND POSITIONING 33 Chapter 13 BRAND IMAGE 36 Chapter 14 BRAND PERSONALITY 37 Chapter 15 PORTERS FIVE FORCES FRAMEWORK 40 Chapter 16 FUTURE CHALLENGES42 Chapter 17 RECOMMENDATIONS TO GEAR UP FUTURE CHALLENGES 43 Annexure Appendix A: Porter’s 5 Forces Model44 Appendix B: Positioning with respect to the price segments45 Bibliography46 Chapter-1 INTRODUCTION AND RESEARCH METHODOLOGY 1. 1 Research DetailsType of Research: Exploratory and Descriptive. Sample Units: Two of the Number One brands in India namely Cadburys and Nestle, respectively, were chosen on the basis of their market shares. These two industries were chosen on the basis of the usage of the products, as the usage of FMCG’s is high and noticeable. Sample Design: Non-probability sampling was resorted to and the methods used is Convenience sampling and Judgment sampling. Samples size: The total sample size is 32, which includes consumers of all the two brands, retailers of Cadburys and Nestle. Data Collection: Data was collected both from secondary sources as well as rimary data was also collected. A structured questionnaire method was used to collect primary data. Secondary data was soured from various published sources which include magazine like A;M, Business India and Business world. Newspaper like Brand Equality, Brand wagon and The Times of India were also used. Annual Report of Cadburys and Nestle were also referred. Data was analyzed manually and with the help of computer software EXCEL, to make graphs and pie charts. 1. 2 Limitations of the project: 1. For generalization of the results a study needs to be undertaken based in a larger sample across different industries. . Since the study is confined to Mumbai only, the findings cannot be applied to other parts of the country. 1. 3 Market Segmentation This can be done in two ways: product forms and customer based. With Respect To Product Forms There are four major segments in the Indian Chocolate Industry: Moulded Chocolate Segment This segment constitutes 50% of the total market. Cadbury’s Dairy Milk (CDM) – Cadbury’s flagship brand – has 50% of this segment market. To position CDM in this segment Cadbury used the traditional demographic variables of age, socio-economic groups and usage intensity.CDM was positioned as a product that elders (parents) bought for children. Cadbury has actually associated itself to enduring and emotional values of love, sharing, parental affection, and reward. Considering that CDM practica lly acts as a trend setter for all the brands in this segment, this limited the positioning of the entire category towards children only. Amul attempted to expand the category by bringing in teenagers, but it was not successful. The Cadbury brands in this segment are CDM, Fruit ; Nut, Crackle, Bournville.CDM is basically the leading brand here, and the others act as an endorser basket for the company. Nestle forms 25% of this segment and the company’s major brands are Nestle Classic, Nestle Milk Chocolate and Nestle Crunch. From around 1993, this segment began showing signs of maturity. This was hurting CDM. This led to Cadbury attempting to rejuvenate the segment. They changed their core customer from children to that of the universe: both children and adults. This attempt at redefining the market to enticing all age groups helped bring about changes in the segment.Today, the notion associated with the consumption of chocolates is that of casualness instead of just product c onsumption. Today, this segment grows at 40% per annum, and is likely to remain an important segment for further growth. Countline Bars Segment This segment forms 33% of the chocolates market. This segment is mostly targeted at teenagers. Major Cadbury brands are 5-Star, Break, Real, Krisp, and Double Decker. 5-Star is doing well here (about 50% of the segment) while the rest of the brands act as endorser brands. Nestle has a minor presence in this category with its product Bar-One.Growth of a Sub Segment: Chocolate Wafers Chocolate wafers are the new products being offered by chocolate companies today in order to expand the market. In 1995, Cadbury and Nestle launched Perk and KitKat respectively. These were wafer–enrobed chocolates in a new context and a different benefit offering. Both chocolates had a snack positioning. Perk offered the anytime anywhere snack proposition – ‘Thodi si Pet Puja’, whereas KitKat tried to promote snacking through ‘Hav e a break, Have a KitKat. The growth rate of this segment is 15-20% annually, and is estimated to be worth over Rs. 00 crores, making it a very lucrative segment. Internationally, confectionery products like wafer chocolates have a very high tonnage and have a much bigger future than plain chocolates. Market research and success of these two brands suggest that Indian consumers are ready for accepting the wafer chocolate proposition. The conviction of both Cadbury and Nestle towards this segment can be gauged from the fact that both brands are seeing unprecedented allocation of funds, to the tune of 60% to 70% of the total advertisement budget of both companies on chocolates. Choco Panned SegmentsThis segment forms 4% of the total market and Cadbury has 100% of the market in this segment. The major brands are Nutties, Caramels, Butterscotch and Tiffins. All of these brands have been used by Cadbury to drive variety, induce gifting practices and serve to some specific taste preferenc es. Cadbury does not advertise these brands. They have been used as flanker products. The opportunity for growth in this segment is high what with the imminent entry of multinationals like Mars and Hershey’s. This is also likely to pose a threat to Cadbury, what with its complacency. Sugar Panned SegmentThis segment form 15% of the total market and Cadbury has about 98% of this segment, its major brands being Gems and Eclairs. Eclairs has been used strategically to foster chocolate consumption among children as well as adults by offering a tiny ‘guilt free, eat no more than a biteful’ at a convenient price point. (65% of Eclairs eaters are from the households earning less than Rs. 4000/- per month. ) Gems is still Cadbury’s primary tool to protect its franchise in the child segment. It was previously associated in its commercials with the international spy character, James Bond.Around 1995, Gems was repositioned to broad base its appeal from 3-6 years olds to teenagers as well. However this failed due to the product form which has become deeply rooted with kids and hence the company has reverted back to the target segment of kids with a new offering of ‘Chocogems'. With Respect To The Consumer Buying Power These are: 1. High income customers (price greater than Rs. 25 for 40 gm. ) who will go in for premium chocolate brands. 2. Middle income customers (price between Rs. 10 – 25) who are price sensitive. 3. Children, who are mostly price driven and will consume more of toffees in the price range of Rs. . 50 – 1. 1. 4 Psychographics And Demographics This is attempted in terms of the consumers. 1. High income customers – it is estimated the age group buying the chocolates will be 22 onwards. The income level is estimated to be Rs. 8000 per month. The customers are mostly urban, and are mostly professionals (engineers, doctors, executives, etc. ) The psychographic profile: They can either be individuals indulgi ng themselves, or they could be indulging their children. They are inner directed people who form their own values and norms and believe in not adhering blindly to social norms. They re somewhat occasion driven in their buying behaviour. 2. Middle income customers – it is estimated that the age group in this segment will be 15 plus. The income level is estimated to be around Rs. 5000 per month. The consumers can be urban, semi urban, and is currently spreading to rural areas. The psychographic profile: they are likely to be variety seeking in their behaviour. They are self expressing by nature and inner directed to an extent. They like to indulge themselves. Children – the upper age limit is estimated to be 12 years. They mostly purchase their chocolates with their pocket money.The consumers can be urban, semi urban, and rural, though their is a somewhat greater emphasis on urban. The psychographic profile: they are novelty seeking in behaviour. They are also fun lovin g. CHAPTER-2 COMPANY PROFILE Cadbury India Limited Cadbury India limited was set up as a wholly owned subsidiary of the UK-based Cadbury Schweppes Overseas Limited in July 1948. They started off by setting up production facilities at Thane to manufacture chocolates, malted foods, cocoa powder and drinking chocolate using the technical know how of the parent company.The company has manufacturing facilities at Malanpur and Induri. During 1997, the company invested Rs. 80 crores in the two factories. At Malanpur, the capacity of Eclairs (one of the Cadbury range of products) production was increased, a new wafer line was installed, and the chocolate making capacity was increased. This increase is from 7000 to 17000 tonnes. At Induri, a new moulded line was installed to manufacture center filled moulded in orange and coffee Truffle. Cadbury is the market leader in the Indian chocolate market with a share of 70% and sales of around 12000 tons.It has successfully differentiated its produc t over the years by strategic brand building. The company had realised that chocolates by itself do not satisfy any immediate needs (soft drinks would satisfy thirst, ice cream would provide relief from heat), so they would have to be associated with human feelings of romance, magic, love and affection. So it had at one point of time employed emotional attachment as basis of differentiation. This has lately been modified to including the rational perspective so as to catalyze increased consumption of chocolates within the family.KEY BUSINESS OBJECTIVE: – â€Å"to continuously provide products that are value for money†. CHAPTER-3 KEY SUCCESS FACTORS (KSF) On analysing the market, the phenomenal success of the company can be attributed to: The pioneer advantage (first mover advantage) – The company was the first to enter the Indian market, as early as 1956. For a long time, it was practically the only dominant player in the market. It, therefore, enjoyed a large s hare of both customer’s heart and mind. So much so that for an entire generation, chocolate was synonymous with Cadbury. It is only recently that the company has started facing some threat from Nestle.A strong endorser brand – Cadbury realised early that volumes would not be enough to support all its brands with heavy advertisements. Hence what they were to take CDM as the flagship brand and advertised it heavily to popularise the brand name to help the flanker brands around CDM. But in the last two years the company has spent extensively on the chocolate wafer segment (without treating it as a flanker brand of CDM), seeing as how the segment has been growing phenomenally. Right product formulation – the climatic conditions and the Indian taste are very different from the western markets where the company first started its operations.Cadbury was able to successfully reformulate its product as per the Indian conditions, while entrants like Nestle could not do so. Presence in all segments – Cadbury has a presence in the entire range, starting from low priced hard boiled sweets and sugar confectionery to the premium range of chocolates. The company also claims success in all these segments it has been entering recently. CHAPTER-4 PRODUCT PORTFOLIO The following is the list of the major brands of the company: Cadbury’s Dairy Milk Cadbury’s Gems Cadbury’s Nutties Cadbury’s Crackle Cadbury’s 5 Star Cadbury’s Mr.Pops Cadbury’s Eclairs Cadbury's Truffle Cadbury's Gold Cadbury's Bournville Cadbury's Tiffins Cadbury's Butterscotch CHAPTER-5 STRATEGIC BRAND ANALYSIS OF CADBURY CHAPTER-6 ORGANIZATION ANALYSIS It was in 1824 that John Cadbury opened a shop in Birmingham in the UK. Originally selling tea and it was, however, the marginal lines of cocoa and chocolate that in just a few years took over as the mainstay of the business. The Cadbury Brothers first made milk chocolate in 1897, but by tod ay's standards was a very coarse dry product made by blending milk powder with cocoa and sugar.The Swiss who produced a superior product by using condensed milk then dominated the milk chocolate market. In the early 1900s George Cadbury was determined to meet this challenge and, together with the experts from the Bournville factory, started to research new recipes and production methods. By June 1904 the recipe was perfected and a delicious new milk chocolate made with full cream milk, and containing far more milk than any previously known product, was ready to go into production. Although considerable technological advances have since been made in the production processes, the recipe is still basically the same as it was in 1904.In 1905 the chocolate was launched under the name Cadbury  Dairy  Milk. Cadbury India limited was set up as a wholly owned subsidiary of the UK-based Cadbury Schweppes Overseas Limited in July 1948. BRAND CHARTER VISION:- â€Å"Cadbury in every pocketà ¢â‚¬  and â€Å"Superior Shareholder Value† PURPOSE:-â€Å"Working together to create brands people love†. VALUES:- Cadbury is an international company, proud of their long heritage, respectful of the social and natural environment in which they operate, supportive of their consumers, customers and colleagues and passionate about success.Cadbury believes in making, marketing and selling unique brands which give or bring  pleasure to millions of consumers around the world every day. Cadbury is committed to the highest standards of corporate governance and corporate and social responsibility. BRAND TEXTURE:- Chocolate-The very word makes your mouth water. Chocolate is not just a food it’s a state of mind. Throughout history, chocolate has been associated with romance and sharing, and today the richness and smoothness of Cadbury chocolate is what makes it one of the world's favorite treats.Cadbury is a world-renowned name with more than 150 years of chocolate he ritage. Available in over 160 countries, Cadbury is the single largest brand in chocolate on an international basis. The Cadbury name can be seen in all chocolate related categories including confectionery, ice cream, cakes, biscuits, chilled desserts and chocolate based drinks. Synonymous with the very word chocolate, Cadbury has a unique relationship with the consumer. This relationship is underpinned by the powerful visual icons of the Cadbury brands – the Cadbury signature, the colour purple, the ‘glass and a half' trademark, and the chocolate itself.These all come together to form the brand identity-the Cadbury Master Brand. Cadbury had realized that chocolates by itself do not satisfy any immediate needs (soft drinks would satisfy thirst, ice cream would provide relief from heat), so they would have to be associated with human feelings of romance, magic, love and affection. So it had at one point of time employed emotional attachment as basis of differentiation. T his has lately been modified to including the rational perspective so as to catalyze increased consumption of chocolates within the family. CHAPTER-7 COMPETITOR ANALYSISIndian Chocolate market having a turnover of Rs. 350 crore (20,000 tonnes) has three major market players CIL dominating the market by capturing 70% of the market share, followed by Nestle having 20% of market share, Amul having a niche market of 7% and remaining 3% with small players. 7. 1 Nestle India Limited: Nestle is a strong player in chocolates world wide but it entered the Indian market much later (in 1991) than one of its global competitor Cadbury. . Nestle ended 1997with a 41% increase in their net profit with Rs. 74. 3 crores. The net sales of the company amounted to Rs. 425 crores, which is an 18% increase over last year. Out of this, chocolates had a 31% increase in the sales turnover. Nestle’s initial foray into the Indian market was not very successful. The problem was in the formulation of the product. They were soft chocolates with high fat content which were unsuitable to the Indian climate. Also, the distribution focus had been on the larger cities and urban areas, which limited their customer base. It was with the launch of KitKat that the company’s strategy changed with respect to both product and distribution.It increased its distribution network to cover small towns and interiors as well, so as to increase their customer base. It also modified the formulation of the moulded chocolates to suit the Indian conditions. The company used three layers of foil packaging so that KitKat could survive the summer heat. The product was targeted at the casual consumers of chocolates – primarily adults through a clear proposition of fulfilling a snacking need which basically took advantage of the fact that the existing chocolates in the market were too heavy to be had as a light snack.The company sees a huge potential in the wafer covered with milk chocolate, not on ly in the chocolate market but also in the premium biscuit market. The company is trying to expand the market in this direction by portraying it as a product taken during the breaks. The distribution and packaging are in harmony with the broad marketing plans of the company. Nestle followed a strategy of distributing its chocolates in ice-lined Sintex tanks to protect them. KitKat currently has the maximum reach in terms of the number of outlets it accesses.This has helped the company to increase the consumer base and to sell the new concept. KitKat packaging synergies with the total brand appeal. It has been packaged to keep the product fresh, crisp and protected from the harsh climactic conditions in the country. Special packaging is also integral to KitKat break ritual, which plays a part in the brand mystique. Nestle owes much of the success of its Eclair to the price point at which it was kept. Nestle Eclair has a filling of white chocolate. This makes it relatively less expose d to the perils of high excise duties faced by other Eclairs.The white chocolate filling also -makes it different in the taste and therefore Cadbury Eclairs for a long time neglected it as its competitor. Taking advantage of the exemption from excise hike, Nestle has priced its Eclair appropriately in a price sensitive market. Taking this price advantage, it has been able to corner 7. 5% of the market for chocolates as a whole and 27% of the market for eclairs. Milky Bar is a white chocolate from Nestle and is targeted primarily at children. The sugary taste of the white chocolate appeals to the children.It is positioned as a source of energy and nutrition (Ad Line – Milkybar, give me the power). The positioning is used to influence the decision-making unit for the consumers in this segment i. e. their –parents. The health and nutrition oriented proposition is used to counter the negative perception of the parents that chocolates are bad for the teeth and unhealthy. Ne stle have also entered the sugar confectionery market, in direct competition with Cadbury by offering Allen's Splash, and Allen's Koffees, and Allen's Butterscotch.With eroding margins and increasing competition, Nestle has also started to look at exports to boost its turnover. Strengths: †¢ Market leader in coffee and baby food sector †¢ Well-established distribution network extending to rural areas. †¢ Strong brands in the FMCG sector. †¢ Low cost operations †¢ Large product portfolio. Weaknesses: †¢ Low presence in health drinks: – In comparison to Bournvita, Horlicks and Boost the market penetration of MILO is very low. †¢ Low Market Share in chocolates as compared to Cadbury’s. †¢ Didn’t get the first movers advantage. Initially the distribution focus had been on the larger cities and urban areas, which limited their customer base. 7. 2 Amul (Gujarat Cooperative Milk Marketing Federation Limited):- Amul is the third p layer in the chocolate market in India. This brand does not have any international lineage and is miniscule in terms of market share in chocolates, as compared to the other two players Cadbury and Nestle. Amul had an extremely focused positioning of ‘A gift for someone you Love’, albeit not targeted at a single age group. Strengths: †¢ Strong and extensive distribution and sales network. Large market penetration in dairy industry †¢ Age old market presence carries a traditional image. †¢ Quality and purity and trust as consumer relationship. †¢ Value for money and low price. Weaknesses: †¢ No focus on the chocolate industry. †¢ Lack of organizational commitment. †¢ Amul chocolates have shown a very limited product differentiation. †¢ Low retailers margin. 7. 3 CADBURY: Cadbury’s strategy is to create robust and sustainable regional positions in its two core markets, confectionery and beverages, through organic growth, acqui sitions and disposals.It has exited markets where its believed it did not have or could not build, sustainable business models. It has strengthened existing positions and extended its presence in higher margin, faster growing product categories or geographies within its core markets. The company follows a multi branding strategy i. e. having more than one brand cater to a particular segment that may even lead to the cannibalization of sales of one brand. The game plan for the company is to increase the consumption of chocolate and confectionery among adults by offering products in convenient packs at affordable price. FUTURE PLAN:-To develop the future we need a clear understanding of the future. Cadbury’s has these goals for the years ahead:- †¢ Deliver superior shareowner returns on the back of superior business performance †¢ Profitably and significantly increase its share of the global confectionery market †¢ Profitably secure and then grow its share of the regional beverages markets in which the company has chosen to participate †¢ To reinforce its reputation as a Company which motivates, develops and rewards employees for superior performance and make a difference in the communities in which it does business. To develop brands with mass franchise and widen out its distribution network further into the rural sector †¢ Keeping with the awareness that new product development provides the key to growth in this market †¢ Launch one new product every year and extend its sugar confectionery range â€Å"The future strategy of the company is to maintain its dominance. † CHAPTER-8 CUSTOMER ANALYSIS 8. 1 NEED GAP ANALYSIS VIS-A-VIS COMPETITORS: 1. Based on Retail Price: [pic] 2. Based on Packaging: [pic] 3. Based On Brand Name: [pic] 4. Based on CustomersHigh income customers – it is estimated the age group buying the chocolates will be 22 onwards. The income level is estimated to be Rs. 8000 per month. The custome rs are mostly urban, and are mostly professionals (engineers, doctors, executives, etc. ) Middle income customers – it is estimated that the age group in this segment will be 15 plus. The income level is estimated to be around Rs. 5000 per month. The consumers can be urban, semi urban, and is currently spreading to rural areas. Children – the upper age limit is estimated to be 12 years. They mostly purchase their chocolates with their pocket money.The consumers can be urban, semi urban, and rural, though there is a somewhat greater emphasis on urban. The psychographic profile: they are novelty seeking in behaviour. They are also fun loving. Consumer Buying Behaviour:- The product category comes under Fast Moving Consumer Foods (FMCG) and the product is generally purchased as a convenience good. The general characteristics of this product are: It is a low involvement product, but there are significant differences in various brands in market. The following matrix may hel p in studying the behavior of consumer for this particular product category.High InvolvementLow involvement Significant differences Complex buying behavior Variety seeking behaviour Between brands * chocolates Few differencesDissonance reducingHabitual buying Between brandsbuying behaviorbehaviour In this category, consumers are often found to do a lot of brand switching. Although the consumer expects some benefits from chocolates, but he chooses a brand without much evaluation, and evaluate it during consumption only. But next time, quite often he may reach for another brand out of boredom or a wish for a different taste.Brand switching occurs for the sake of variety rather than dissatisfaction. Since Cadbury has 70 % of market share, this variety-seeking behavior had not affected its sales negatively. This had been possible due to various factors like lack of strong competition. However, with the new entrants in the market, there has been stiff competition. There are few segments like wafer chocolates segment where company faces strong competition from Nestle, the second major player in the market. In these segments company should try to increase brand loyalty for its brands.This increased consumer loyalty will also act as deterrent towards development of strong competitors in other segments. Further to increase the overall size of market, company should try to increase consumer’s involvement with chocolates. The company has its products focused around three basic propositions:- ( Drives attitudes and behaviour: This is led by the company's flagship brand Cadbury Dairy Milk (CDM). CDM is currently positioned on the emotional plank of spontaneity and self-expression and is targeted mainly on the adult consumer. Drives Snacking Consumption: It has two main brands in this category – 5 Star & Perk. However both the brands are positioned in a slightly different manner. Perk is positioned as a any time snack anywhere, whereas 5 star is positioned as a Energy Bar. †¢ Drives variety, gifting and taste preference: The two brands in this category are Gems and Eclairs. However, there is a lot of difference between these two brands. While Gems is targeted primarily at children, Eclairs is a chocolate simulator, which simulated the taste and the feel of the chocolate but has to popped in the mouth like a toffee |Drives attitude and |Drives snacking and consumption |Drives variety, gifting and taste | | |behaviour | |preference | |Endorsers |Dairy Milk |5-Star |Gems | | | |Perk |Dairy Milk Eclairs | |Flankers |Bournville |Break |Butterscotch | | |Crackle | |Caramels | | |Nut Milk | |Nutties | | |Fruit & Nut | |Tiffins | | |Creamy Bar | | | | |Roast Almond | | | |Prodigals | | |Overtures (now withdrawn) | | | | |All Silk | Besides these endorsing brands, Cadbury traditionally has maintained a whole battery of flank and satellites in its brand portfolio.It has always focused on preempting any moves by a competitor by launching a bra nd of its own. The threat of Nestle's entry led to the launch of tactical brands like All Silk, Crackle and Break. Therefore, in the Cadbury's brand system, the flanker brands are used for the tactical purpose of plugging a gap in the segment where the threat of entry by a rival brand was imminent. Cadbury has also entered the sugar confectionery range of Googly and Mocka with the intention of expanding its range further. However, Nestle's successful entry through KitKat in the wafer segment proved that unless you support your flank brands actively, they are not going to be of any use in blocking competition.And hence Cadbury is showing some active interest in the area. CHAPTER-9 EXTERNAL ENVIRONMENT ANALYSIS 9. 1 The Chocolate Industry in India The chocolate industry in India has a size of 20000 tonnes and is worth about Rs. 400 crores. The chocolate market has been growing by nearly 35%; however there has been some slowdown in the last two years. The chocolate market is predominan tly urban with coverage of 95%. The sales volume have decreased by 5% in the last year and the chocolate market had declined with the average consumption coming down by 25% from 16000 tonnes to the current level of 12000 in the first quarter of 1997, largely due to the steep hike in excise duties. However, this trend has seen kind of a reversal in the latter half of 1997. Cadbury India limited was set up as a wholly owned subsidiary of the UK-based Cadbury Schweppes Overseas Limited. The parent company is the fourth largest in the world chocolate market, after Mars, Nestle, and Philip Morris. They set up operations here as far back as 1948, and will thus be completing 50 years of its existence here. Cadbury’s milk chocolate was first introduced in the Indian market in 1956. It made an immediate impact, quickly becoming the market leader – a success story, even to this day. The Major Players The major national players in the chocolate market in India are: Cadbury India LimitedNestle India Limited Gujarat Cooperative Milk Marketing Federation Limited (Amul) Two giants – Cadbury and Nestle, dominate the combined chocolate and eclair market. Together they have a 90% share of the entire market. Amul holds a 5% share, and is present only in the moulded chocolate segment of the market CHAPTER-10 BRAND IDENTITY Definition: Brand identity is a unique set of brand associations that the brand strategist aspires to create or maintain. These associations represent what the brand stands for and imply a promise to customers from the organization members. Brand Identity Structure of Cadbury CHAPTER-11 BRAND PRISM Picture of sender (company)Taste, wholesome Friendly, Indulgent Physique Personality Liberation,Relationship Culture Individualism, Self Indulgence Casual, Independent Reflection Self Image Free child Picture of recipient (Customer) BENEFITS DERIVED FROM CADBURY BRAND †¢ Functional Benefit: Taste and contented †¢ Emotional Benefit: Happ iness †¢ Self-Expressive Benefit: Being yourself. liberation CHAPTER-12 BRAND POSITIONING Cadbury is the perfect expression of spontaneous, happy, joyous feelings. Eating Cadbury provides the  Ã‚   ‘Real Taste of Life’ experience. [pic] Positioning is the space occupied by Cadbury in the minds of the consumer.For the chocolate market, Cadbury is pitted against competitors like Nestle, Amul and substitutes like, chips, biscuits and other light snacks. Idea of positioning Cadbury is to occupy a distinct space, which is differentiable, yet powerful. The positioning of Cadbury in India is as follows: †¢ Thodi si pet puja kabhi bhi kahi bhi† †¢ Kya swad hai zindagi main †¢ Khane ka bahana chahiye Cadbury is the perfect expression of spontaneous, happy, joyous feelings. Eating CDM provides the ‘Real Taste of Life’ experience Basis of positioning Cadbury India believes in the following when it comes to positioning: †¢ Product based positioning †¢ Strong corporate brand. Product based positioning Quality/Value |Associations with Use Occasion | | | | |Kya swad hai zindagi main. |Thodi si pet puja kabhi bhi kahi bhi. | |The quality aspect is hugely emphasized in Cadbury. Even the |Cadbury can be consumed anytime as has been expressed in its | |physique, particularly the visuals(glass and a half symbol) |advertisement continuously. | STRONG CORPORATE BRAND Consumers know they can trust a chocolate bar that carries Cadbury branding. The relationship between Cadbury and individual brands is symbiotic with some brands benefiting more from the Cadbury relationship, i. e. ure chocolate brands such as Dairy Milk. Other brands have a more distant relationship, as the consumer motivation to purchase is ingredients other than chocolate, e. g. Crunchie. Thus the positioning of the umbrella brand Cadbury is such that it signifies trust to a great extent because of which the brand has a massive fan following. CHAPTER-13 BRAND IMAGE â€Å"Taste of life†Ã¢â‚¬Å"Be your self, care â€Å"free Brand image is what is perceived by the customers across the target segment. Its target segment can be divided into following segments: †¢ Kids †¢ Teenagers †¢ Mature adults Use based segmentation: Festivals such as Holi, Diwali. Occasions such as Valentines Day, birthdaysFor kids means enjoying the taste of chocolate and life. For adults the values are self expression. CHAPTER-14 BRAND PERSONALITY Many of the world's most powerful brands spend a great deal of time putting personality into their brands. It is the personality of a brand that can appeal to the four functions of a person's mind. For example, people make judgments about products and companies in personality terms. They might say, â€Å"I don't think that company is very friendly†, â€Å"I feel uneasy when I go into that branch†, â€Å"I just know that salesmen is not telling the truth about that product† or â€Å"That offer doesn't smell right to me†. Their minds work in a personality driven way.Given that this is true, then how can a company create a personality for its product or for itself? The answer lies in the choice and application of personality values and characteristics. A product's brand personality is a description of its characteristics in relation to the target market for the product. It assists marketers to develop suitable advertising and promotional campaigns for the product. The following diagram shows the Brand Personality of Cadbury. [pic] Cadbury’s different brands have different Brand Personalities. Some of them are discussed below: †¢ Cadbury’s Dairy Milk – The Rebel Leader Brand Personality of youthful exuberance and rebelliousness †¢ 5 Star – The champion companionMale personality and reliability †¢ Perk – The girl next door Brand personality of a warm, perky, naughty accessible, Indian girl next door â⠂¬ ¢ Milk Treat – Children’s Superhero For kids and School going children CHAPTER-15 PORTER’S FIVE FORCES FRAMEWORK [pic] MAKING OF THE BRAND CADBURY IN INDIA When Cadbury entered Indian market it knew that that India is a tough nut to crack with its vast and diverse geographical and cultural diversifications. Major challenges for Cadbury India was to get people accustomed to chocolates- primarily seen as a western taste and do so by reaching out to the masses in a land where mindsets and preferences are as diverse as the country itself.It decided to use a common platform that is universal to all cultures –‘The platform of love and affection’. It used emotional appeals to position its brand as a surrogate to parental affection for their children. The positioning clicked for Cadbury but the brand audit done a few years later revealed that it had restricted its market to the kids. To grow it had to target the elders also. So what was the next B ig Idea? The marketers decided to position the product ‘for the kid in all of us’. The communication for the new positioning was ‘The Real Taste of Life’. It portrayed itself as a perfect expression of spontaneous happy, joyous feelings.Cadbury conducts regular audits and tries to reinvent its strategies according to the findings of the audits. CHAPTER-16 FUTURE CHALLENGES Cadbury was recently plagued with allegations of supplying Worm infected chocolates. It received huge negative publicity and needs to avoid such fatal mistakes. The root cause for the above problem lies in the Distribution. Chocolates are a perishable product and therefore needs to be supplied to a retail outlet as fast as possible. At the same time retailers should be compensated for any stock that has expired without any hassles. The products also need to be transported in a refrigerated environment as they melt in room temperature. This Therefore needs to clearly redefine its distribut ion strategies.As Indian markets become more receptive to globalization there are chances of more and more MNCs entering the Indian market. Cadbury needs to maintain its brand equity through regular innovative advertisements and promotions. There is a growing threat from local substitutes. The Sweet shops are reinventing themselves and coming up with their own versions of chocolates. These find favor with the local tastes and are available in many varieties. Both MNC and Local Bakery brands are expanding their operations. Theses bakeries are manufacturing various verities of chocolates locally with local blends. They do not have to invest in extensive distribution and have as good quality as Cadbury. Their USP is providing fresh chocolates.Cadbury has to reinvent its strategies to face such future challenges. CHAPTER-17 RECOMMENDATIONS TO GEAR UP FOR FUTURE CHALLENGES †¢ Cadbury’s major problems are linked to the need for very responsive distribution network due to the p erishable nature of its products. Costs go up and problems like the recent worm episode arise. What we suggest is a revamping of its distribution network to make it more responsive. †¢ Indian consumers mainly consume sweets during some festivals. It must come up with innovative offerings for its chocolates to suit the need during such occasions. e. g. : Come up with shapes similar to Indian Sweets and package it innovatively reflecting the festival colors. Start exploring newer distribution channels like E-tailing where Hi-value chocolates are sold in specialized packs. [pic] Appendix B Positioning with respect to the price segments | Positioning |Drives attitude and behaviour |Drives snacking and consumption |Drives variety, gifting and taste | |Price | | |preferences | |High | |KitKat |Cadbury’s Fruit & Nut | |(above Rs. 25 for 40 | | |Cadbury’s Roast Almond | |gms. | | |Cadbury’s Bournville | | | | |Cadbury’s Nut Milk | | | | |Tango Almond | |Medi um |Cadbury’s Crackle |Cadbury’s Perk |Tango Fruit & Nut | |(Rs. 10-25 for 40 |Cadbury’s Dairy Milk | |Cadbury’s Creamy Bar | |gms. | | |Tango Cashew | | | | |Tango Crispy | | | | |Amul Fruit & Nut | | | | |Nestle Crunch | |Low |Nestle Premium Milk |Nestle Milkybar |Amul Milk Chocolate | |(below Rs. 10 for 40 |Nestle Classic |Kandos |Amul Bitter | |gms. |Tango Milk |Chuckles |Amul Orange | | | |Nestle Bar One |Amul Crisp | | | |Cadbury’s Break |Cadbury’s Relish | | | |Cadbury’s Five Star |Nestle Rich Dark | | | | |Mystique | BIBLIOGRAPHY Kapferer, Jean-Noel. â€Å"Strategic Brand Management†. The Free Press. A division of Macmillan, Inc. 1992 Edition Kotler, Philip. â€Å"Marketing Management† Analysis, Planning, Implementation, and Control Prentice-Hall, Inc. Eighth Edition Aaker, David, et al, â€Å"Advertising Management† Prentice-Hall, Inc. Fourth Edition Business Line ‘Catalyst' – Thu. Feb 19,199 8. Financial express ‘Brand Wagon' – Fri, Oct. 27, 1995 Internet Sources: †¢ www. business-standard. com †¢ www. financialexpress. com †¢ www. conomictimes. com †¢ www. hinduonline. com †¢ www. indiaserver. com †¢ www. expressindia. com †¢ www. indiainformer. com †¢ www. cadbury. co. uk †¢ www. india-today. com/btoday Back issues of A&Ms ———————– CADBURY Competitor Analysis ? Strength & Weakness ? Strategies ? Future Plan forecast Organization Analysis ? Vision, values and culture ~ brand texture ? Resource utilization Ext. Environment Analysis ? Policies & Govt. regulations (PEST) ? Technological ? Political Customers Analysis ? Need gap analysis ? Consumer behaviour Uti l ity Retail price C N A Utility Pkg. design A N C Utility A N C Brand name Joyful, lighthearted, CarefreeDairy Milk, Perk, Fruit and Nut, Crackle, Kit kat â€Å"The real taste of life† Stars: Ba chan, Zinta, Cyrus Real Taste of Life Brand Essence: spontaneous, happy, joyous feelings. Across the age Half full glass of milk pouring into chocolate and forming the C of Cadbury Cadbury Relationship Customer Cadbury For whom: Kids, teens, mums, adults, mature adults. (FOR EVERYBODY) Why? Offers rich taste Kya swad hai zindagi main Against whom: Competitors like, Nestle, Amul Substitutes like, Chips, Biscuits. When: All purpose consumable. Gifts, Light snack Receiver â€Å"current perception† Sender â€Å"Goal† Cadbury’s Brand Personality Reliable Down-to-Earth Fun-Loving Indulgent Confident FriendlyCadbury’s Brand Personality Indian sweets having chocolate flavor Many MNC’s planning to enter India. Also there threats from existing players in confectionary industry wanting to enter choclates. Vertical Integration could increase bargaining power of suppliers. Indian consumers are price sensitive and may easily switch. High rivalry but Cadbury enjo ys a good brand recall. Substitutes Substitutes like IceCreams, potato chips, biscuits, soft drinks, chewing gum, are a source of threat as well as opportunity for market expansion. Suppliers Major raw material Suppliers are cocoa producers in Latin American countries. Due to negligible Domestic production inIndia, suppliers enjoy high bargaining power. Milk supply also fluctuates, therefore, in summer months, milk suppliers gain sufficient bargaining power. Competitors Duopoly Both the major players have Financial muscle to sustain their Brands All players following a pull strategy. Buyers Since chocolates do not satisfy any immediate needs, it is not a necessary item. Consumer power is very high and consumers need to be persuaded through various positioning planks to consume chocolates. New Entrants Imminent entry of global majors like Hershey's, Mars etc. is bound to change the power equation in the Indian chocolate market. Appendix A Porter's 5 Forces Model