Battle Hymn of the Republic First Published Version

Food And Drink Industries Companies - 1622 Words

Introduction As we all know, taste and smell are a â€Å"must have† for food and drink industries and one can easily imagine that these characteristics can be a clear differentiating factor on the â€Å"the more the better† axis in the pharmaceutical, packaging or environmental sectors. Many companies usually use human taste panels to measure taste and smell. However, human nose is very sensitive and experts can control panels. Accordingly, this approach can carry a lot of variation over time. Moreover, this process is time consuming, costly and limited by the number of samples that can be tested. It requires involving people from outside of the company so it is needed to deal with issues like confidentiality, safety and public image. Based on any†¦show more content†¦The results that are related to human data can make this measurement as â€Å"absolute† as possible. In the measure phase, the advantage of E-noses and E-tongues is that they could reduce cycle times for each measurement as much as 80 or 90 percent, improve repeatability and reproducibility across data collection and acquire the data with lower price. Also, in the improving and control phase, E-noses and E-tongues can help to design and implement experiments for given objects to find optimal process conditions. It is also worth mentioning that the new measurement system can handle changes and sustain the profitable performance in a long-term perspective. This project was focused on illustrating how E-noses and E-tongues help companies to improve their CTQs. So, although DMAIC team did not have a specific plan and timeline for any specific company, the project can still get a medium grade for the first criteria since they completed their primary goal which consisted in analyzing the benefits of using E-noses and E-tongues to help companies improve their product performance. Application of Six Sigma Tools One of the most important segments is to use the tools and techniques in a correct and proper way within the Six Sigma application. In the project’s beginning, a Kano model was used to indicate how the â€Å"Soft attributes† such as Tastes as a differentiating factor canShow MoreRelatedFood And Non Alcoholic Beverages Industry Essay806 Words   |  4 PagesIndustry Background SIC and NAICS An industry as complex as the Food and Non-Alcoholic beverages industry must be coded by organizing smaller sub-categories when referencing the Standard Industrial Classification (SIC) system and the North American Industry Classification System (NAICS). These systems categorize industries using codes to aid in analytical research for Federal statistical agencies. (United States Census Bureau, 2012). A quick search using key words or the actual code will allow theRead MoreCompany s External And Internal Environment Analysis1387 Words   |  6 Pagespurpose of this paper is through the company s external and internal environment analysis to evaluate the company in the industry and future developments. Assess the external environment mainly through PESTLE Analysis and Porter s 5 Forces. Strategic Recourses Capability Analysis for internal environmental assessment is conducted. Finally, the company somehow SWOT analysis, concluded †¢Ã¢â‚¬ ¢Ã¢â‚¬ ¢Ã¢â‚¬ ¢ This article mainly refer to the company s annual financial reports, industry reports and official website asRead MoreThe Proposition For The Debate On Food Standards Australia And New Zealand979 Words   |  4 Pagespermit the use of proven health claims on food labels. Food Standards Australia and New Zealand (FSANZ) write the food labelling laws and local State and Territory agencies enforce these laws. 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The demand for soft drinks is driven by consumer tastes preferencesRead MorePremier Drinks : Ficial Soft Drink Of Bulgaria Essay829 Words   |  4 PagesPremier Drinks: The Official Soft Drink of Bulgaria Our client, Premier Drinks of Sofia, Bulgaria specializes in the production and distribution of soft drinks and has been the primary soft drink company in Bulgaria for over 20 years. The company produces a variety of products that include carbonated and non-carbonated soft drinks, table water and energy drinks. For the past year Enhanced Analytics has delivered an expensive and competitive marketing campaign for Premier Drinks, but despite theRead MoreJust Water : Who Is Just? Essay1654 Words   |  7 Pagesshaking up the industry. As an example beyond their packaging they are paying 6 times as much for the water as the local community but the major criticism against bottled water has always been the plastic packaging and they’ve come up with a solution to that concern, but have also gone well beyond just creating a product, they’ve created a company that matches their product’s brand. Incredibly conscious of their social and environmental responsibilities. The bottled water industry The bottled waterRead MorePepsico : Who Are They?1526 Words   |  7 Pagesproduction. â€Å"PepsiCo is one of the world’s leading food and beverage companies with over $63 billion in net revenue in 2015 and a global portfolio of diverse and beloved brands† (1). They are known for their strength in diversified product portfolio, dominance in their market position, and their state of the art focus on research and development. The opportunities they have to face are a growing consumer focus on health and wellness, increase in global food consumption, and productivity initiatives (2)Read MoreCoca Cola And The Soft Drink Manufacturing Market1161 Words   |  5 PagesThe primary industry Coca-Cola is in the Soft Drink Manufacturing market consisting of different types of soft drinks with its target being at mainly restaurants and grocery stores across the United States. Varieties of coke include serves different coke flavors such as original, vanilla, cherry, and caffeine free. Even though these different types of Coca-Cola products are sold as consumer products, they serve as a core component for other types of soft drink products, including non-carbonatedRead MorePepsico s Gatorade Brand And Its Impact On The World s Premier Consumer Products1321 Words   |  6 PagesIntroduction Gatorade is a PepsiCo owned company that manufactures many sports-themed beverages as well as food products. The Gatorade beverages are based on the oral rehydration therapy, which involves drinking sugar and salt mixed water for the purpose of rehydrating. The Gatorade brand uses carbohydrates and electrolytes to replenish athletes after rigorous physical activity (Gatorade, 2014). Gatorade sweetens their drinks using a mixture of sucrose-dextrose, which reduces the calorie count ofRead MorePepsico : The Food And Drink Industry1586 Words   |  7 Pagesbrands becoming a dominate company is the food and drink industry. In recent years they have been getting a bad reputation due to their unhealthy drinks and foods. In a 20 ounce bottle of Pepsi, there is 13.8 teaspoons of sugar. â€Å"Two out of three adults and one of three children in the United States are overweight or obese.† Studies have shown that the number of health problems that are related to obesity is due to the in creased consumption of sugary drinks. High sugar drinks are being compared to cigarettes

Stress and Self Esteem Free Essays

In recent studies philosophers have discussed whether stress and self-esteem have any relations to one another. Does the effect of a person’s stress affect their self esteem? It might seem that a person with low self esteem could be the effects of a high level of stress. Self-Esteem affects everyone, especially teenagers. We will write a custom essay sample on Stress and Self Esteem or any similar topic only for you Order Now The articles suggest that there may be other factors that influence stress and self esteem. Introduction â€Å"The Merriam-Webster dictionary defines stress as a physical, chemical, or emotional factor that causes bodily or mental tension and may be a factor in disease causation. It may seem confusing but everyone has dealt with stress in their lifetime. Stress is something that is not diagnosed by a doctor, but when a person is stressed, they can definitely feel it (R. , Jill, 2012, par 2). What is self esteem? It is the opinion you have for yourself and your value as a person. Self confidence is also a major role in self esteem. Studies have shown that there is a negative relationship between self esteem and stress. It was also found that self esteem appears to control the effects of stress on psychological functioning. Those with low self esteem distribute more of a higher stress level than those with a high self esteem. By having a high self esteem it makes dealing with stress easier. High self esteem may protect the individual from distress by allowing the individual to feel less vulnerable and help them rise up from difficult situations. High self esteem may also result in more active and effective coping and in enhanced motivation in response to stress (Abel, 1996). Individuals have their own way they deal with stress and their self esteem. Stress and self esteem have relations to one another but people deal with things differently. â€Å"Another study examined self esteem as a moderator of the influence of perceived stress and coping on symptoms of depression in a sample of 713 college students. The results suggest that self esteem may play an important role in the development of depressive symptoms in college students through interactions with perceived stress and coping (Eisenbarth, 2012, par. 1). † If an individual does not see them self as worthy, or important, a rise in stress is likely to occur (Eisenbarth, 2012). I believe the strength of the relationship between the two variables is a medium. Even though research suggests that stress and self esteem do not have such a close connection, I think self esteem and stress are closely connected because every person handles stress differently. If a person has a high level of stress and a low self esteem, it may cause his or her self esteem level drop even more. College students tend to have a higher stress level which could lead to serious depression disorders. The transactional model of stress and coping forwarded by Lazarus and Folk-man (1984) defines stress as an imbalance between people’s perception of the demands placed upon them and their interpretation of the resources available to cope with those demands (Esienbarth, 2012, par 3). † Those with higher levels of self esteem may take stress more lightly, while those with low self esteem may only see the negative sides of the stress which could cause their stress to heighten even more. â€Å"A United States study shows that forty three percent of adults suffer adverse health effects from stress (Hall, 2012, par 2). If an individual has a high self esteem and recently suffers from a lot of stress can cause the persons self esteem to go from high to low. Having a low self esteem can lead to weight gain and depression. If a person does not get help when suffering stress or self esteem problems, it could eventually lead to health problems. Researchers found that there is a strong relationship between how someone copes with stress and self esteem. People with low self esteem are more likely to view their behavior as being dependent on the situation while people with high self esteem have a greater ability to connect in a wide range of coping behaviors. Why do people with low self esteem view their coping behavior more as self-dependent? It has been suggested that self esteem influences coping because it is so strongly related to personal preferences which they use for their own differences and outcomes (Abel, 1996). It may be that peoples coping styles reflect their self esteem, but they could also be building a barrier that could make their self esteem crash. If a person continuously worries about their self esteem and how to cope with it, the more stressed and anxious they may become. Self esteem is not as important as self acceptance. Many people argue that self esteem and self acceptance are the same thing, however to some people they disagree (R. , Jill, 2012). Things people need to do to make themselves feel better is to learn to accept themselves for who they are and not what you expect yourself to be. Everyone does good and bad things. Stress and self esteem are handled differently by everyone. Building a high self esteem can take years to complete and when they face stress it doesn’t affect them as much as it does a person with low self esteem. By having high self esteem it makes dealing with situations easier. People with low self esteem seem to be shy, quiet, and self conscious about themselves and when they have high levels of stress they tend to keep to them self and cope with it on their own (R. , Jill, 2012). There are many different ways of coping with stress because everyone has it. Stress is a normal situation for people and everyone deals with it their own ways. Even though research says stress and self esteem have little to do with each other, there have not been a lot of studies to prove it. In conclusion, Stress and self esteem have little to do with how people deal with or perceive the levels of stress in their lives. It has more to do with other factors such as coping styles and self concept. The purpose of this correlation essay was to research that people with high self esteem see themselves to have lower levels of stress than those with low self esteem and people who have low self esteem perceive themselves to have high levels of stress than those with high self esteem (Eisenbarth, 2012). References Abel, M. H. (1996). Self-Esteem: Moderator of mediator between perceived stress and expectancy of success. Psychological Reports, 79, 635-641. Eisenbarth, Chris. (2012). Does Self-Esteem Moderate the Relations among Perceived Stress, Coping, and Depression? College Student Journal, 46, 149-157. Retrieved from http://www. nclive. org. Hall, Joanna. (2012). Outsmart Stress. Good Health, 72-74. Retrieved from http://www. nclive. org. R. , Jill. (2012) Stress and Self Esteem. Retrieved from http://www. ourstressfullives. com How to cite Stress and Self Esteem, Papers

Collaborate with Your Competitors and Win free essay sample

Collaborate with your Competitors and Win Gary Hamel, Yves L. Doz, and C. K. Prahalad Summary This article discusses that collaboration between competitors can be a beneficial experience for all member companies. Three conditions are specified for creating a positive collaborative environment, first that the partners goals converge while their competitive goals diverge. If the two firms are working on similar technologies to support different core businesses, then there is a higher chance for successful collaboration and a lower chance for competitive disturbance. If, both companies are hasing a larger player in the industry, then both companies are motivated to work with each other to stand against the larger player. If both collaborators believe that they can learn key skills from the other collaborator without giving up too much proprietary information, then the chance of success for the Joint venture is higher. The article describes how an organization can prepare defences to protect against negative technology transfer to the other firm. The authors discuss how Western culture is prone to sharing while Eastern cultures are more closed. The ability for echnology transfer to occur differs based on the complexity and portability of an idea. If a firm has a better technology where its blueprint can be downloaded onto a disk and emailed to a competitor, then there is a high degree of risk for that firm. If one firms advantage is in its holistic process, then this is something that can be identified and studied but not easily replicated. The major findings are that the key to successful collaboration is in an organizations ability to learn. It must have the willingness to closely examine the functions of its partner and be able to circulate its earnings throughout its organization to maximize gain. In this analysis we will be discussing various types of collaborations, the reasons why competitors should collaborate and not collaborate. How to create defences for excessive passage of knowledge amongst competitors and principles of successful collaborations? Table of Contents 1 . The Meaning and types of Competitive Collaboration 2. Why Collaborate 3. General Argument 4. How to Build Secure Defenses 5. Winning through collaboration 6. Questions 7. References Collaboration with competitors Collaboration is a strategic coalition among two firms with the purpose of providing elling similar products and are each others competition come together to achieve a similar goal. Collaborating with your competitors with the right approach of give-and- take and without compromising each of the firms competitive position in the industry is highly successful. Sharing between companies is a clever strategy as long as there is clear understanding that the relationship is of give and take and both companies benefit equally without compromising their competitive position in the industry. A few examples of companies collaborating NUMMI (General Motors + Toyota) Sony Ericsson (Sony + Ericsson) Verizon Wireless (Verizon communications + Vodafone) XFL (NBC + World wrestling entertainment) Nokia Siemens Network (Nokia + Siemens AG) A few more JVC and Kenwood develop car audio and home audio products Siemens and Philips develop semi conductors Canon supplies photocopiers to Kodak There are four types of competitive collaborations 1 . Joint Ventures A Joint venture is an entity formed between two or more parties to undertake economic activity together. The parties agree to create a new entity by both contributing equity, and they then share in the revenues, expenses, and control of the enterprise. 2. Outsourcing Contracts Outsourcing is subcontracting a process, such as product design or manufacturing, to a third-party company. The decision to outsource is often made in the interest of lowering cost or making better use of time and energy costs. 3. Product Licensing business arrangement in which one company gives another company permission to manufacture its product for a specified payment 4. Strategic Alliance A strategic alliance is a cooperative strategy wherein allying firms pool their resources in order to pursue specific market opportunities The analysis of 1 5 mergers of three main types: four intra-European alliances, two European-Japanese alliances, and seven U. S. -Japanese alliances found that collaboration is often used by successful businesses. Alliances between Asian companies and Western rivals seem to work against the Western partner. Collaboration is competition in a different form. Companies have to enter collaborations knowing that competition still exists. They must have clear strategic objectives, and understand how their partners objectives will affect their success. Harmony is not the most important measure of success. Most winning alliances do not always have win-win circumstances. As competitive competencies expand, rewards of the partnership. Cooperation has limits. Organizations must protect against competitive compromise. Companies need to ensure that workers at all levels recognize what corporate information is off limits to the collaborator. Providing access to too much information can make one more open to losing market share to your collaborator. Learning from partners is paramount. Remember that Asian companies focus on learning, while Western companies want to demonstrate their superiority and leadership. This provides partners with knowledge that will benefit hem in the long-term. You cannot make a Western company want to learn. Western companies have certain arrogance after decades of leadership that detracts from their ability to learn. Why should one collaborate with competitors? . 1. In order to strengthen competitive advantages or core competencies A competitive advantage is an advantage gained over competitors by offering customers greater value, either through lower prices or by providing additional benefits and service that Justify similar, or possibly higher, prices. When two companies collaborate they become more equipped to face the big competitor in the arket by gaining access to a unique feature that was missing for them to cater to a huge or a bigger market. 2. Expand technological evolution at a reasonably low cost Creating a separate team to develop technology adds to a lot of cost, it makes more sense to utilize the technology that is already available in the market and customize it as per your needs. Collaborating with competitors gives easy access to the required technology and also a chance to the collaborator to learn from the other partners mistake. . Grow market access at a low cost Collaborators can gain easy access to arkets through their partners who already have access to desired consumers and markets. The collaborators can save money and time that they would have otherwise invested on research and development in order to access the same market and to create distribution networks. 4. Gain knowledge of partners business practices and strategies Easy access to the knowledge that the partner already possesses. Both parties can easily learn from each others mistakes, learn each others way of doing business and understand the approach they follow to earn maximum profits. 5. Develop standards through examination of the practices of the partner firm Risks of Competitors collaborating Competitive Collaboration can strengthen both companies against the competition outside however it has created uneasiness about the long-term outcomes. A companys competitive position may grow weaker as compared to the partner company through operations or strategic exposure. Unintentional competencies are transferred or compromised. * Dependence on the alliance firm often increases. * The employees start becoming local while working on the alliance firms territory. with industry leaders. This usually forces the partners to accept that they are mutually dependent upon each other. Long-term collaboration may be so important to both that neither will risk provoking the other. * Both partners need to consider that th ere is an equivalent chance for gain. * The alliance firms strategic goals meet while their competitive goals deviate. Each collaborator believes it can learn from the other and at the same time limit access to proprietary skills. Businesses may think that to collaborate with a competitor to steal their secrets and use them to their profit is deceitful. However, forming a strategic alliance is usually advantageous to companies, each sharing what they know and learning what they eed to know from the other company to achieve a goal that is not likely otherwise. Competitive partnerships can strengthen both companies against the other big competitors in the market. However at times it has activated unease about the long- term consequences. Western firms usually reveal a lack of strategic aim in collaborative efforts. Western firms primary goal is often cost reductions when entering into collaborative agreements. The strategic intent problem is amplified by the fact that Western firms generally place little or no emphasis on learning from the alliance partner. It is believed that Western firms often seek quick and easy fixes to organizational problems when they enter into a collaborative situation. Western firms often take on the teacher role in a collaborative situation and are quick to demonstrate and explain aspects of their business strategies and competitive advantage. The contribution of a Western firm in a collaboration effort is often in the form of technology and is relatively easy for the alliance firm to transfer. In many instances, Western firms are less skilled at limiting unintended competency transfer than their Japanese counterparts. How to ensure that a strategic alliance doesnt work against your company * Possibility of transfer is bigger when a partners input is easily transported, easily understood, and easily captivated. Limit unintended transfers at the operating level * Have a collaboration division * Control information flows to a partner * Limit the number of gateways * Dispute is to create a balance in a way that it become easier to allocate skills that will create benefit to the partnership and will also prevent an extensive transmit of core skills to the partner. Limit the scope of the formal agreement to cover only a ingle technology * Part of a product line rather than an entire line * Limit distribution toa few markets at a time * Make sure all participating/non-participating employees understand the objectives and risks of the alliance * Agreements must establish specific performance requirements Establish specific performance requirements with incremental, incentive-based Rewards for effective technology transfer. For example, an agreement between Motorola and Toshiba required Motorola to transfer microprocessor technology incrementally as Toshiba achieved specific semiconductor market share targets in Japan for Motorola. Restrict access to key facilities and Partnerships run smoothly when one partner is intent on learning and the other is intent on avoidance, or when one partner is willing to grow dependent on the other. Such sort of arrangement is similar to that of outsourcing, wherein a large company gives a smaller company the information necessary to develop a defined item for the parent company. Examples of this include Siemens buying computers from Fujitsu, or Apple buying laser printer engines from Canon. Japanese firms emerge from cooperation stronger than their Western counterpart because the focus on learning. NEC enters partnerships to learn about areas in which they lack competence. NEC is the only company in the world that is a leader in telecommunications, computers, and semiconductor markets. Western companies, by contrast, typically enter collaborations to ignore short term investment related to entering a new market or business. Western firms are least bothered about learning a new business or technology. Western firms seek a comfortable relationship, forgetting that the merger may not last. Japanese companies always see Joint ventures as a way to progress in areas where they are weak. Mergers fail when doubt and disagreement spoils the relationship. Japanese firms tend to collaborate for very dissimilar reasons than their Western counterparts. Western firms typically have a technology to transfer, whereas Asian companies most often have ability, like manufacturing expertise. There has been very little collaboration between Korean and Japanese companies, since both countries seek to improve their weaknesses without revealing much to the partner. A collaboration in which one side avoids investment and the other side seeks to learn work out the best. Asian companies protect proprietary nformation from being shared with a partner. Western firms hardly ever limit the extent of information to be passed to the partner due to lack of communications. Top management and lawyers put together cooperative agreements, but technology transfer takes place within the organization. Asian companies often supply manufacturing skill to a coalition, which tends to be a nontransferable ability. Manufacturing skills often result from a complex web of employee training, workforce involvement, mixing with suppliers, statistical process controls, value engineering and design for manufacture. Western firms tend to supply a distinct, separate technology that is more easily learned and mastered by Asian partner. Common aspects of successful collaborations * In order for a strategic alliance and collaboration to be successful is for both parties to be able to transfer something distinctive to the other party: basic research, product development skills, manufacturing capacity, access to distribution. * The strategies of the collated companies unite as their competitive goals depart. * In most winning collaborative situations the collaborated firms are relatively small ompared to the industry leaders. Every alliance partner is generally certain in its capability to intake knowledge from the other, while at the same time defending against competitive compromise. * Clear Strategic objectives and deep understanding of partners objectives. Successful collaborators enter alliances with clear strategic objectives and understand their partners objectives. * Harmony is not important measure for success. Occasional conflict may be the best evidence of successful collaboration. * Understand that co-opera tion has limits. Must defend against competitive ompromise, with on and off-limits knowledge clearly identified and monitored by all employees. * Learning from the partner is the objective (goal). Successful companies view each alliance as a window into their partners broad capabilities and build skills in areas outside the formal agreement diffuse this knowledge into their own company. Questions * What advantages do competitors get when they collaborate? * In what scenarios strategic alliance can work against a partner? And how can it be prevented? * What are the 4 key factors of a successful collaboration of competitors? References