Soft Drinks in India Essay Example for Free

Soft Drinks in India Essay Soft drinks off-trade value sales continued to record further growth in 2013 in India mainly due to growth in juices, and bottled water. Categories such as carbonates, and sports and energy drinks faced significant pressure due to growing health concerns but the strong grip of brands especially for carbonated drinks helped soft drinks to continue growth momentum during the review period. Soft Drinks in India report offers a comprehensive guide to the size and shape of the market at a national level. It provides the latest retail sales data (2009-2013), allowing you to identify the sectors driving growth. It identifies the leading companies, the leading brands and offers strategic analysis of key factors influencing the market – be they legislative, distribution, packaging or pricing issues. Forecasts to 2018 illustrate how the market is set to change. Product coverage: Asian Speciality Drinks, Bottled Water, Carbonates, Concentrates, Juice, RTD Coffee, RTD Tea, Sports and Energy Drinks. Data coverage: market sizes (historic and forecasts), company shares, brand shares and distribution data. Why buy this report? * Get a detailed picture of the Soft Drinks market; * Pinpoint growth sectors and identify factors driving change; * Understand the competitive environment, the market’s major players and leading brands; * Use five-year forecasts to assess how the MARKET is predicted to develop. Table of Content Executive Summary Soft Drinks Records Further Growth in Value Sales Launch of New Flavours Maintain Consumers Interest Amidst Slowdown Competition Between Coca-Cola and PepsiCo Becomes More Aggressive Modern Retailers Gain Further Popularity Sustained Sales Likely To Record Steady Growth in Sales Key Trends and Developments Manufacturers Focus on Introducing New Flavours Celebrity Endorsements Remain As Popular Promotional Tool Modern Retail Gains Further Popularity East and Northeast India North India South India West India Rural Vs Urban Key Trends and Developments Trends Competitive Landscape For more information kindly visit: http://www.marketreportsonindia.com/food-beverages-market-research-reports-541/soft-drinks-in-india.html About MarketReportsonIndia Market Report on India is a portal where you can access thousands of reports on India starting from Aeronautics to Zinc (A-Z). We provide you with reports which will help you gain a better understanding of the Sectors, Companies, New Products and Latest trends.

Another Kind of Prejudice :: Education Tracking Schooling Essays

Another Kind of Prejudice A high school education is not only the mastery of the three R's but also a foundation for life. High school is the finishing point of many individuals for the educational system, and for the rest, it should be a strong foundation for a higher education. High school curriculum should be broad in the sense that this will be the last formal education for some, and it should expose all students to various elements they may never encounter again. All students should leave high school with a base knowledge of what Mike rose in his book "Lives on the Boundary" calls the "cannonical orientation." Cannonical orientation is the belief that all children should have the foundation of reading the great classics. This foundation of the classics is what we will be judged by in the future. In reading the classics we become more knowledgeable about viewpoints on different situations, and these various views influence how we perceive obstacles in our life. Rose focuses on literature, however this exp ansion of different views transfers even further, not just for literature, but for mathematics, science and history. Mike Rose raised the issue of cannonical orientation and prejudice against those who cannot speak English well. I have come across another kind of prejudice in the educational system. It starts out early in our education process and may prevent your children from reaching their full potential. When children start junior high school they are entering a new world. Many schools have a system in their junior high school called "tracks." Tracking is a system where students are grouped together with other students throughout their academic courses. The foundation for this system is grouping the students together based on their academic performance. According to administrators and teachers who favor this method, tracking makes an easier environment for the teachers. The teachers will be able to stay focused on the entire group, instead of having some students bored with concepts they have already mastered. The reverse is also true, where students are being taught at a level above their capability. We see this philosophy of teaching in elementary school where the students are put into small reading groups based on their reading level. Tracking leads to the possibility that many students may be misjudged because the school administrators and teachers are basing the childrens' academic future solely on their academic achievement in grammar school.

Appendix A: Barclay’s employees Essay

Barclay’s Bank Organizational Strategy and Employee Morale September 15, 2007? Contents Barclays Bank 3 Roadmap-Thesis 5 Interview Results 5 Academic Research Recommendations for Improvement 7 Conclusion 10 References 12 Appendix A: Barclay’s Employees 14 Appendix B Employee Interviews 15 Appendix C: Framework For Improvement 19 ? Barclays Bank Barclays is the third largest bank in the United Kingdom. The bank can trace its roots back to 1690 in London. The name â€Å"Barclay† first arose in 1736. Today the bank is a global financial service provider operating in the UK, Europe, United States, and Africa. The bank’s headquarters are at One Churchill Place in Canary Wharf, in London’s Docklands, having moved there in May 2005 from Lombard Street in the City of London. Barclay’s US headquarters are in Wilmington, Delaware where it acquired the former Juniper Bank (Answers Barclays Bank 2006). Barclays is a UK-based financial services group, with a very large international presence in Europe, the USA, Africa and Asia. It is engaged primarily in banking, investment banking and investment management. In terms of market capitalisation, Barclays is one of the largest financial services companies in the world (Barclays Newsroom 2006). Barclays has been involved in banking for over 300 years and operates in over 60 countries with more than 113,000 permanent employees (including 33,500 at Absa). For the year ended 31st December 2005, the group achieved a pre-tax profit of ? 5,280 million, up fifteen per cent on 2004. In 2005 Barclays paid approximately ? 3 billion in taxes (Barclays Newsroom 2006). Customers are served through a variety of channels comprising: the branch network, cash machines, telephone banking, online banking and relationship managers. It is managed through two business areas, UK Retail Banking and UK Business Banking. In UK Retail Banking there are 14 million retail customers, including current accounts, savings, mortgages, and general insurance (Barclays Newsroom 2006). Local Business provides banking services to 592,000 customers; UK Premier provides banking, investment products and advice to 286,000 affluent customers (Barclays Newsroom 2006). UK Business Banking provides relationship banking to larger and medium-sized businesses. 183, 000 customers are served by a network of relationship and industry sector specialist managers (Barclays Newsroom 2006). Barclay’s strategic objective is to â€Å"To deliver top quartile total shareholder return relative to our peers, consistently over time† (Barclays p 2 2004). The company focuses directly on increasing shareholder value rather than employee retention and morale. Barclay’s does not have a directly available mission and values statement that is visible to the external environment. The internal environment at Barclay’s is one of traditional top-down management. The corporate culture at Barclay’s maintains a hierarchy of experience and education, where the management team places a large amount of focus on meeting the shareholder strategy. According to Barclay’s â€Å"In recent months, we have taken a number of steps to enhance further our corporate governance practices. We have expanded the remit of the Remuneration Committee to cover strategic human resource issues† (Barclay’s 2004 p 3). These strategic changes included: â€Å"continued and upgraded our investment in established; programs for the community, equality and diversity, and the environment; built on our reputation as a pioneer and leader in the field of financial inclusion; excellent terms and conditions for colleagues impacted by offshore outsourcing; developed a clear statement on human rights, and continued our participation in the Business Leaders Initiative on Human Rights; and made good progress in adapting our branches and offices to be fully accessible to customers with disabilities (Barclays p 12 2004). Barclay’s did not, however, remunerate a corporate strategy or mission to address its near 20% turnover rate which has been continuous and barely changing for the past three years, an indication that Barclay’s focus is on stakeholder value and not developing or addressing employee morale. However, Barclays does have a large focus on community service, receiving the â€Å"2004 National Business Award for Corporate Social Responsibility† (Barclays p 12 2004). (Barclays p 47 2005) ? Appendix B Employee Interviews Employee 1 What is your job and role at Barclay’s? I am a telephone operator and sales advisor, working both the phone lines and desk. Sales advisors are front-line employees performing work at the transaction level. We are dedicated to customer satisfaction and providing great service. We want to provide great service but recognize the challenges in improving the work processes. What are your beliefs about Barclay’s strategic objective? Our philosophy is client centred. I believe the clients have ultimate knowledge of themselves and that the banker’s job is to draw out this information and insight, help clients organize it, and stimulate clients to use their funds better. What are these challenges in improving the work process? Office politics at all levels, particularly where reports of motivation and such are concerned, there is sometimes when they call out the good, and embarrassingly the bad also. Sometimes leadership is motivational but not always. So, if you have a good idea and you don’t hobnob with the management, you are not going to be listened to. The same is true if you are having a problem, or a customer is being overly abrasive towards you. It can be a little insane. Can you explain the leadership strategy in motivation? They focus on certain people and not the whole department or team. Favoritism is the â€Å"coin of the realm† in my department. The â€Å"code of silence† dictates that discipline must be administered when broken and rewarded with favor when adhered to, in contrast to a system where one is encouraged to excel. My department operates more on the prison model of behavior control. What are your beliefs about Barclay’s strategic objective? Our philosophy is client centred. I believe the clients have ultimate knowledge of themselves and that the banker’s job is to draw out this information and insight, help clients organize it, and stimulate clients to use their funds better. What do Barclay’s mission and value statements mean to you? Value of an open, thoughtful and complementary approach to quality informed customers and developing customer loyalty. a planned and systematic approach to quality including ensuring that the results of monitoring and evaluation are fed back in order to effect improvement. How does Barclay’s leadership ensure proper monitoring and evaluation? Use of internal performance/service benchmarks is not enough although several recognized performance indicators are used by managers, but customer satisfaction information should be requested for each purchasing transaction. There is a lack of cooperative work processes and supporting information systems which negatively impact customer service. What kind of customer service do you try to perform? I believe in being responsive to what the customer wants as opposed to what she ought to have. With service, you also always tell the truth as you see it. I put a lot of emphasis on contracting-what can I do for her that will be of value to her in that time frame. Does leadership help you want to provide good customer service? Leadership has not helped me want to provide customer service. Not everyone is a decent human being. Not all are treated with respect. Someone seriously rude in the office and nothing is done as it is not viewed as wrong. Employee 2: What is your job and role at Barclay’s? I provide telephone customer service. What are your beliefs about Barclay’s strategic objective? There is an emphasis on customer service as a driver of business performance. What does customer service entail? I have to have an in-depth understanding of various components including stock option and restricted share award processes; eligibility requirements; and knowledge of plan design, alternative practices and business needs/issues and I use this to help the customer build their best banking services. I have to be able to track and monitor customer accounts and customer service. Does Barclays give you frequent training and all the materials you need to do your job? No. I wish I had access to more ongoing training program for customer service as what I do is quite complex and precision is very important so the customer’s bank accounts are all correct. Some managers are really willing to help you out. Others talk to you like you are an idiot for asking for help. It is a half and half shot at getting training or help with something, unless it comes from corporate management. How does corporate management get information or motivation to you? I don’t think corporate has motivated anyone. They send training videos or PowerPoint presentations explaining the importance of customer service, but what I really want is more technical training so I can give better customer service. I’m already polite and courteous. How do your direct leaders motivate you to give good customer service? Management appears to want to make this an issue and an expectation that everyone should jump on board. If someone becomes ostracized or somehow made less because they don’t buy into the hubbub, it seems we’ve just created a worse problem. It’s almost a Catch-22, I’m not engaged all the way because they don’t give me what I really need and I get treated like I’m a moron, but they expect me to always smile and be happy, even when the manager is quite literally rolling her eyes at me. It’s a terrible, rude atmosphere at least half of the time. What about the other half of the time? How do you feel about ‘engaging’ with your job? I am not sure how to respond. I talk to customers and do what they ask as quickly as possible and sometimes I make recommendations for better banking, but I don’t know how this engages the customer one way or the other. ? Appendix C: Framework For Improvement.

Rational choice theory Free Essay Example, 1250 words

Individual could also have limited information that could help make a better decision and thus optimize his/her objective. To take care of the limitations of perfect rationality, a more advanced theory of bounded rationality was developed. Bounded Rationality Simon (1979) argues that models of optimizing entrepreneurs who are completely certain of consequences or probability distributions for uncertain events are theories of how to decide and not what to decide (498). He further claims that no individual is in a position to make perfectly rational decisions due to limited information and new levels of uncertainty and inability to calculate consequences due to own perceptions hence make satisficing decisions rather than optimal ones. He referred this theory as ‘bounded rationality’ which involves the search for alternatives by individuals and choosing the alternative that lead to optimal or satisfying goal. The alternatives are evaluated using a certain criteria or techniques and habits. Implications on Managerial Decision Making Decision making in organizations is aimed at ensuring the organization functions effectively or to ensure high performance mainly in terms of profit maximization. According to miller et al (2001), decisions are concerned with allocation and exercise of power in organizations because power determines the decision maker. We will write a custom essay sample on Rational choice theory or any topic specifically for you Only $17.96 $11.86/pageorder now The decision making approach of a leader or leadership style thus determines the performance of an organization (Michel, 1997). In rational choice models the leader determines the course of action to be taken and how it will be implemented in order to achieve a business goal. The manager thus is assumed to know the relevant goals and how to assess them hence can rank them in order of preference. He/she is also assumed to have accurate knowledge of consequences arising out of each alternative hence can choose the most efficient alternative means for maximizing goals (March & Simon, 1993). The decision of the manager is thus applied regardless of the employees’ perceptions or without evaluating the effects on those concerned. For example, in the Pearl Harbour case, the Japanese attacked the US Navy expecting to neutralize American naval power in the pacific without evaluating the other party options and in return, the US used nuclear bomb as re venge. There is bound to be conflicting interests in the organization that may hinder realisation of the optimal goal. The manager thus guides the behaviour of employees to align with the goals set or established norms.