Sermon on the Mount Essay Example | Topics and Well Written Essays - 750 words

Sermon on the Mount - Essay Example What Jesus does to the Old Testament law in the Sermon on the Mount As Jesus addressed the people in the mountain, he stated very clearly to the people that he had come to fulfill the law of the prophets and not to abolish them. The law of prophets he was referring to in this case was the Old Testament law or the Law of Moses. According to Kodjak (96), the sermon Jesus gave contained teachings that were in line with the Ten Commandments given to Moses in the Old Testament. This means that Jesus was rubberstamping whatever the people had learned from the Old Testament Law given to Moses. By saying ‘you have heard’, ‘but I tell you’, Jesus was making a reinterpretation and expounding on the Law of Moses so as to fit the perfect will of God by dealing with its weaknesses. The expounding/antithesis that Jesus did were majorly touching on anger, adultery, divorce, oaths, love for enemies and retaliation. For example, he equalizes someone who gets angry with someo ne else as a murderer and the one who looks lustfully at others with an adulterer. In this case, Jesus was emphasizing on the fact that people ought to obey the law not only from the physical vicinity but much more from their hearts. Therefore, he was actually speaking against hypocrisy while commanding absolute, whole round holiness. On the contrary, the Law of Moses had room for hypocrites presented physical goodness in the vicinity of men but did evil when alone provided there was no one to testify of their evil deeds. That is why he tells them that their faith should surpass that of the Pharisees and the Sadducees. Jesus spoke against divorce though it was allowed in the Law of Moses. But a contrast to the Law of Moses is still found in Old Testament in the book of Malachi. In Malachi chapter 2:16, God says that he hates divorce. He also stresses no one should separate a man and wife because they are both one in body and spirit before him. This means that Jesus did not in any wa y abolish the Old Testament law but advocates for its fulfillment even at a better level. Jesus gave them the Golden rule which he states as the summary of all the law (Sabourin 143). This rule agrees with and summarizes the Old Testament law which also requires that people love their God and those around them. The will and its relationship to divine Using the beatitudes, Jesus suggested that people should live to according to God’s will so that they would get divine blessings. He communicates this by using the phrase ‘blessed are those’. For example he says ‘blessed are the pure in heart for they shall see God’. In this case seeing God is a blessing that cannot be granted by men but only by God unto those who fulfill His will of having a pure heart. Other divine things promised are mercy, satisfaction, inheriting the kingdom of God among others. Therefore Jesus was stressing on the fact that there are divine things that God will only grant those who do his will in their personal lives, dealing with issues or while relating with others in the society (McArthur 129). It is possible and easy for someone to do what Jesus commands in the bible. All it requires is the willingness of a person’s heart to obey them and not the adoption of the hypocritical attitude of the Pharisees and the Sadducees. In this way, it will be easy for the commands to manifest physically as good actions that are Christ-like in nature. This also requires that

Indian National Cinema Essay Example | Topics and Well Written Essays - 2500 words

Indian National Cinema - Essay Example From the beginning of the 18th century, inventors focused on developing a motion picture, and eventually from live dramas to silent movies and ultimately the development of motion picture with sound surfaced. Since then, motion pictures have become a global phenomenon. National industries have been developed in many countries, to cater to the needs of people belonging to a certain culture and can speak a certain language. Countries where diversity in culture exists, national cinemas have been so vastly developed that movies are produced in various languages and are also translated from one local language to another. One of the best and most widely known examples of national cinema is the Indian Cinema. This article looks into the concept of national cinema and explores the Indian cinema in detail. The history of the Indian cinema, along with the analysis of the film industry from production to exhibition and the governmental infrastructure for films, has been discussed. The essay als o reflects on the dominant ideas of what constitutes cinema in India. The Concept of National Cinema Andrew Higson (1989) has presented an innovative insight into the concept of national cinema. National cinema has been referred to mean the films that are produced in a particular country. Before the 1980s the cinema was analyzed using common-sense concepts by critics (). The past decades have shown that national cinema has long served as a means of promoting non-Hollywood films. Stephen Crofts argues that coupled with the name of the director-auteur, national cinema has subserved as a way of distinguishing between the Hollywood and non-Hollywood films. Used as a marketing strategy, he contends that national cinema has vouched for the delivery of ‘otherness’- representative of the cultural differences existing between Hollywood and films from other countries (Triana-Toribio 2003). Higson observes that there is no single, universal definition of national cinema. Looking b ack at the history of how cinema has evolved, the term does not confer any updated holistic meaning. Globalization has altered the perspectives through which cinema was viewed in the yore (Carroll & Choi 2006). Now there are a number of perspectives regarding the notion of national cinemas, as Higson (1989) illustrates. The notion of national cinema can be interpreted from an economics perspective, expounding upon the link between the national cinema and the domestic film industry (Higson 1989). This comes to encompass issues such as who own the cinemas, who makes the films and where are these films shot. Another perspective of exploring and studying the national cinema is to contemplate upon the nature of the films made. The approach, being text-based, represents questions such as the theme of the films produced, the nature of the projections of the national character that they portray and the degree to which these films are able to discover, survey and build a concept of nationhoo d embedded in the films themselves as well as in the spectators. Higson observes that there is a third perspective to national cinema, entailing an exhibition-led or consumption based approach. This view looks into the type of films that are viewed the most, with specific attention being given to foreign films, chiefly those produced in Hollywood having a high-profile distribution in one particular country. Higson asserts that the criticism based approach to national cinema also exists and rates the films produced by the industry in the context of the quality of the art cinema. Higson is of the view that in order to recognize a national cinema, it is essential to detail consistency and a unison. The identification of a national

History 82 Essay Example | Topics and Well Written Essays - 1000 words

History 82 - Essay Example 1. The American Indians were passive to the European attack in the beginning as they did not expect the new comers to be rivals. They believed the new people came in search of friendship and were superior to them. 2. The American Indians had ideals much different from the Europeans. They believed in sharing since they had abundance of everything. They did not see any reason to fight. They wondered why the Europeans mercilessly slaughtered the natives when there was so much available for everybody to share. Columbus rightly judged they would fall without resistance if they were attacked initially as they were very unsuspecting. 3. Once the word regarding the Spanish massacres started to spread, the American Indians started to fight against the new comers. But, they were not able to withstand the mighty armies of the Europeans and soon succumbed to them. Protests continued over centuries making the Europeans hate the Indians to the core. 4. African Americans were bought into the pictur e to work in the abducted Indian lands. What was kept common for all was made a particular communities properties and a new community which neither owned the land nor belonged to the nation was forcibly migrated there to work as slaves making their situation very vulnerable. The situation lasted for many centuries. 5. The African Americans accepted their plight due their vulnerable situation for the first few years. They started to voice their concerns in the form of rebellions and strikes after a few decades. 6. Cultural genocide was unleashed on the African Indians with the sole aim of eliminating their pride. Their children and land were abducted, families split and forced to live a secondary life in the name of civilizing them. Forced religious transformations were done to exterminate the Indians and make them follow only the European culture. The African Americans had great persistence through which they safeguarded their culture and spirituality. â€Å"Arawak men and women, n aked, tawny, and full of wonder, emerged from their villages onto the island's beaches and swam out to get a closer look at the strange big boat. When Columbus and his sailors came ashore, carrying swords, speaking oddly, the Arawaks ran to greet them, brought them food, water, gifts.† (Howard Zinn, 1) â€Å"The Indians, Columbus reported, "are so naive and so free with their possessions that no one who has not witnessed them would believe it. When you ask for something they have, they never say no. To the contrary, they offer to share with anyone...." (Howard Zinn, 5) â€Å"When a Spanish armada appeared at Vera Cruz, and a bearded white man came ashore, with strange beasts (horses), clad in iron, it was thought that he was the legendary Aztec man-god who had died three hundred years before, with the promise to return-the mysterious Quetzalcoatl. And so they welcomed him, with munificent hospitality.† (Howard Zinn, 12) â€Å"They lack all manner of commerce, neither buying nor selling, and rely exclusively on their natural environment for maintenance. They are extremely generous with their possessions and by the same token covet the possessions of then; friends and expect the same degree of liberality. ...† (As told by Las Casas)( Howard Zinn, 7) â€Å" We are unarmed, and willing to give you what you ask, if you come in a friendly manner, and not so simple as not to know that it is much better

Indian National Cinema Essay Example | Topics and Well Written Essays - 2500 words

Indian National Cinema - Essay Example From the beginning of the 18th century, inventors focused on developing a motion picture, and eventually from live dramas to silent movies and ultimately the development of motion picture with sound surfaced. Since then, motion pictures have become a global phenomenon. National industries have been developed in many countries, to cater to the needs of people belonging to a certain culture and can speak a certain language. Countries where diversity in culture exists, national cinemas have been so vastly developed that movies are produced in various languages and are also translated from one local language to another. One of the best and most widely known examples of national cinema is the Indian Cinema. This article looks into the concept of national cinema and explores the Indian cinema in detail. The history of the Indian cinema, along with the analysis of the film industry from production to exhibition and the governmental infrastructure for films, has been discussed. The essay als o reflects on the dominant ideas of what constitutes cinema in India. The Concept of National Cinema Andrew Higson (1989) has presented an innovative insight into the concept of national cinema. National cinema has been referred to mean the films that are produced in a particular country. Before the 1980s the cinema was analyzed using common-sense concepts by critics (). The past decades have shown that national cinema has long served as a means of promoting non-Hollywood films. Stephen Crofts argues that coupled with the name of the director-auteur, national cinema has subserved as a way of distinguishing between the Hollywood and non-Hollywood films. Used as a marketing strategy, he contends that national cinema has vouched for the delivery of ‘otherness’- representative of the cultural differences existing between Hollywood and films from other countries (Triana-Toribio 2003). Higson observes that there is no single, universal definition of national cinema. Looking b ack at the history of how cinema has evolved, the term does not confer any updated holistic meaning. Globalization has altered the perspectives through which cinema was viewed in the yore (Carroll & Choi 2006). Now there are a number of perspectives regarding the notion of national cinemas, as Higson (1989) illustrates. The notion of national cinema can be interpreted from an economics perspective, expounding upon the link between the national cinema and the domestic film industry (Higson 1989). This comes to encompass issues such as who own the cinemas, who makes the films and where are these films shot. Another perspective of exploring and studying the national cinema is to contemplate upon the nature of the films made. The approach, being text-based, represents questions such as the theme of the films produced, the nature of the projections of the national character that they portray and the degree to which these films are able to discover, survey and build a concept of nationhoo d embedded in the films themselves as well as in the spectators. Higson observes that there is a third perspective to national cinema, entailing an exhibition-led or consumption based approach. This view looks into the type of films that are viewed the most, with specific attention being given to foreign films, chiefly those produced in Hollywood having a high-profile distribution in one particular country. Higson asserts that the criticism based approach to national cinema also exists and rates the films produced by the industry in the context of the quality of the art cinema. Higson is of the view that in order to recognize a national cinema, it is essential to detail consistency and a unison. The identification of a national

The Chocolate of Tomorrow Essay Example for Free

The Chocolate of Tomorrow Essay R evenues from the chocolate industry continue to prove rewarding, with 2011 figures from IBISWorld predicting annualized growth of around 2% over the next five years, after dampened expectations during the dark days of 2007-09. But behind the encouraging headlines, many companies are battling to stay on top of a rapidly shifting marketplace. Taste is diverging, as fast-growing economies and empowered consumers demand more from their products. For industry stalwarts, the requirement to offer local, highly tailored and increasingly diverse products represents a serious threat to market share. Spotting the markets that are likely to grow quickly will make the difference between the winners and losers of tomorrow’s chocolate landscape. According to official government figures, current hot spots include India (annual growth rate 15%), China (9%), Russia (6%) and Mexico (3. 8%). They all exhibit a number of key factors that help them stand out from the pack, including a youthful population, rapid capital inflows and retail consolidation. In this report, we’ll take a tour of the factors shaping the chocolate market of tomorrow – from geography and demographics, to consumer needs and preferences, and other market drivers. And we’ll attempt to offer a glimpse into the future by defining what might be the chocolate bar of 2030. John A Morris European Head of Consumer Markets KPMG LLP  © 2012 KPMG International Cooperative (â€Å"KPMG International†), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. The chocolate of tomorrow State of the market Contents 4 The global picture. What they’re eating and why: a world tour of consumer taste in the chocolate market The three types of consumer shaping the way people buy chocolate across the world Four factors that are increasingly de? ning the chocolate market A glimpse of the future – and what it might mean for the industry 6 Shoppers’ preferences 8 Trends to consider Where next for chocolate? The industry has weathered a global recession and is still seeking growth. But with some markets saturated, where does its future lie? The global chocolate industry is many things, but as a bellwether for the wider economy its use is limited. Revenues have remained resilient despite a recessive global picture, falling disposable incomes, volatile commodity prices and increasing competition. Chocolate is often described as recession-proof. Some economists call it the ‘lipstick effect’: when facing an economic crisis, consumers are more willing to buy less costly luxury goods, such as cosmetics and chocolate, even as they cut back on other luxuries. Revenues over the past few years would seem to back this hypothesis, although year-on-year growth remains relatively sluggish and the spectre of volatile input prices continues to cast a shadow over future projections. Although the global market is still dominated by Western Europe and North America, emerging markets clearly represent the future. The BRIC countries (Brazil, Russia, India and China) accounted for 55% of global confectionery retail growth in 2011. Other emerging economies with youthful populations and an acquisitive middle class are likely to develop a taste for chocolate and, as their disposable incomes grow, they will represent important target markets. With the traditional markets of Western Europe and North America seemingly saturated, manufacturers are being forced to pull even more innovative tricks out of the bag to attract consumers, from enigmatic ? avor combinations to bolder health claims, portion control and personalized bars. Like a large sharing tablet, the market is breaking up. Taste is diverging as the BRICs and empowered Western consumers demand more from their products. Where will the market take us next? 10 The bar of 2030 12 Contacts Global chocolate retail market value 120 100 US$ billion 80 Source: Euromonitor 60 40 20 0 2007 2008 2009 2010 2011 2012 3  © 2012 KPMG International Cooperative (â€Å"KPMG International†), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. The chocolate of tomorrow The global picture Western Europe is still the largest chocolate market in the world, but slow growth suggests saturation. Health is becoming a major driver in new product launches: in 2011, 10% of products were marketed as vegetarian, 7% as free from additives and 7% as organic. The US eats more chocolate by volume than any country, says the International Cocoa Organization. Consumers are demanding value – and wild ?avors, such as bacon and wasabi. Health matters but is not yet a major driver. The large Hispanic market is key. The British government is pressurizing manufacturers to tackle obesity, although only 12% of consumers see fat content in chocolate as an important factor. Portion control is imperative, with smaller bars and larger ‘sharing packs’ introduced to curb overeating. In Mexico, 52% of the population are under 20: a huge market for candy and chocolate. Around 80-90% of chocolate products are aimed at children. This offers opportunity for tie-ins with well-known children’s brands, but rising obesity levels may prompt regulation. The world of chocolate Geography is still key to understanding the speci? cs of consumer taste. What are customers across the world demanding? 4 Easter is big business in Brazil, with 100 million Easter eggs eaten every year – and this is likely to increase. But childhood obesity presents a curb on growth. With more than 35% of children overweight, child-focused product launches have been driven down by 62%.  © 2012 KPMG International Cooperative (â€Å"KPMG International†), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. Russia is one of the most promising emerging economies for chocolatiers. The market is worth more than US$8bn and is expected to grow 45% by 2016. As consumers move up the value chain, artisan manufacturers begin to stake their claim. Widespread lactose intolerance has made for a slow start in China, but chocolate sales have risen 40% since 2009. Lindt claims in its annual report that the market is growing 30% a year. Premium products are popular, with over half of all sales bought as gifts. At US$11. 4bn, Japan is the largest Asian market. Domestic artisan companies are ? ourishing but foreigners can ? nd it hard to gain a foothold. Nestle’s Kit-Kat brand is the exception, appealing to consumers with 200 unusual ?avors and special editions. India has always had a sweet tooth, and chocolate is fast becoming its favorite treat, ahead of sugar candy, with an annual market growth rate of 15%. Cadbury’s now owns 70% of the market, introducing innovative products that can survive in the extreme heat. The Middle East/North Africa market is expected to reach US$5. 8bn by 2016, up 61% on today. Almost every part of Africa is growing: South Africa is the biggest market, but sugar confectionery is still 22% more popular there than chocolate, says Leatherhead Food Research. Source: Euromonitor Global market share by region, 2011 Western Europe 32% North America 20% Asia 17% Latin America 13% Eastern Europe 12% Middle East and Africa 4% Australasia 2% 5  © 2012 KPMG International Cooperative (â€Å"KPMG International†), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. The chocolate of tomorrow Shoppers’ preferences. What consumers want The psychology behind chocolate suggests consumers see it as a ‘naughty but nice’ impulse treat. But a closer look reveals three distinct types of buyer, each with different behaviors and demands THE CONVENIENCE BUYER Chocolate may be seen as an impulse purchase, but it’s becoming increasingly everyday among consumers. Convenience is a major driver for chocolate lovers, who want to grab a bar from a local store or throw a multi-pack into the trolley during a weekly shop. As convenience becomes more important to time-poor shoppers, sales of tablet bars are growing (up 37% in the UK last year) as consumers grab and go. Premium chocolate-makers such as Godiva are rethinking their strategies to get a bite of this lucrative market, introducing smaller bar formats. A desire for convenience is also increasing the popularity of sharing bags, particularly in Western markets, as consumers buy to share or ? nish eating later. Manufacturers have reacted with packaging innovations, such as the ‘memory wrapper’ from Mars that allows bars to be twisted, closed and saved. Mars says the innovation â€Å"empowers the consumer†. It also drives brand loyalty. THE VALUE BUYER In many markets, value is a hot topic. In the US, 79% of consumers look for good value when choosing chocolate, although 70% also want a name brand, according to Mintel Oxygen – meaning even value shoppers are making demands of manufacturers. Value is particularly important in economies where the middle class is still being de? ned – and may exist far below Western levels. According to research from ? nancial services provider Rabobank, a 45g chocolate bar accounted for less than 1% of the weekly shopping budget in the US and UK in 2010, but in India the same bar made up 18% of the weekly food allowance: which means a snack comes at the expense of a full meal. One-size-? ts-all global pricing solutions are dif? cult when the income levels and aspirations of the fast-growing middle class differ so widely. Although disposable income is rising in emerging markets, we could assume that a large proportion of consumers will continue to look for the cheapest option. Value-conscious shoppers favor a new generation of outlets. Discount stores are ? ourishing, which is forcing supermarkets to think more like discounters to attract ? ckle customers, including increasing their private label ranges. Small grocery stores may lack the economies of scale to compete on price, while ‘specialist’ formats are being crowded out. In emerging markets, ‘one-stop’ retail locations are becoming popular due to low prices and greater choice. Where they’re buying 15. 7% 1. 5% 45. 3% 10% 27. 5% Non-store Specialist stores Small grocery stores Supermarkets and discount stores Others 6  © 2012 KPMG International Cooperative (â€Å"KPMG International†), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. Global chocolate retailers market share 2011. Source: Euromontior THE LUXURY BUYER The luxury chocolate market continues to embrace the mainstream – and not just in developed economies. â€Å"The psychology is that even expensive chocolate is an affordable luxury,† says Marcia Mogelonsky, Global Food Analyst at researcher Mintel. Chocolate is becoming increasingly premiumized, and brands such as Godiva and Lindt have become almost mass market as consumers develop a taste for everyday glamour. Godiva, which has increased its sales from US$400m to almost US$700m in 10 years and is now owned by Turkey’s Yildiz Holdings, plans to become a staple for the health-conscious, sweettoothed consumer. â€Å"Our revenues have increased in all our markets, especially in China and Japan, which are the most important markets right now,† Godiva CEO Jim Goldman has said. â€Å"[Marketing our product] is a balancing act. And it’s different in every country. We do retain our prestige†¦ but we have to be relevant. † In Russia, the chocolate market is expected to grow 45% over the next ? ve years, to reach US$11. 6bn, says Euromonitor. Belgian artisan chocolatier Jean-Philippe Darcis has his eye on the country, predicting: â€Å"The market will evolve and people will have more buying power. † Lindt is enjoying double-digit sales growth in the Middle East. In China, rich dark chocolate is thriving, with Ferrero Rocher and artisan chocolate maker Senz launching exclusive premium dark brands in the last two years. Unsurprisingly, larger manufacturers are keen to get a bite of this burgeoning sector but, without the personal story required to sell such products, they can struggle. The solution: purchase artisan brands and market them as separate entities – large producers’ economies of scale mean this phenomenon makes life hard for surviving artisan brands. Mars has Ethel M, Nestle bought Maison Cailler and Hershey owns Dagoba and Scharffen Berger. â€Å"It may sound counterintuitive, but what’s happening in the [global ? nancial] crisis is a quest by consumers for value, for more affordable products, but also for products that overtake their expectations,† says Laurent Freixe, head of Nestle’s European business. However, large manufacturers with designs on artisan businesses must be careful. â€Å"Consumers like artisan companies because they are high quality and unique,† warns Mary Nanfelt, Food Analyst at IBISWorld. â€Å"That uniqueness and independence must remain. † Luxury sales on the up â€Å"What’s happening in the ? nancial crisis is a quest by consumers for products that are more affordable but that also overtake their expectations† 2001 2005 2008 2011 0 0. 5 1 1. 5 2 2. 5 Godiva Lindt 3 US$bn sales 7  © 2012 KPMG International Cooperative (â€Å"KPMG International†), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. The chocolate of tomorrow Trends to consider Driving growth From sustainability to eventing, four factors that are increasingly important in understanding the global chocolate market – and the opportunities they could create both now and in the future SUSTAINABILITY Food origin is an increasingly important driver for consumer purchasing decisions in more developed markets, particularly at high-end retailers. Mary Nanfelt, Analyst at IBISWorld, says: â€Å"Americans in particular are becoming more socially conscious in their choices, buying chocolate from sustainable and organic sources. † Globally, use of Fairtrade cocoa has risen dramatically over the last few years, and smart phone users can even download ethical shopping apps. All the major manufacturers have embraced Fairtrade to some degree. Kraft’s Cadbury brand has tripled the amount of Fairtrade cocoa it uses, and Cadbury’s Dairy Milk, the UK’s best-selling bar, is certi? ed Fairtrade. Hershey announced this year that it would begin to source the cocoa for its Bliss brand through Fairtrade farms, while Mars and Nestle already have best-selling Fairtrade lines. INNOVATION As consumers become ever more demanding, innovation is crucial to market share. And personalization is likely to be the next consumer-driven revolution in the industry. Nestle is leading the pack in this area. Maison Cailler allows customers in Switzerland, the world’s largest per capita chocolate market, to create personalized taster packs based on their preferences. Its Spanish brand Diselo con Chocolate recently launched an e-commerce platform where customers can create their own assortments. Gum and candy businesses such as Wrigley’s have already introduced personalized packaging (particularly aimed at gifters) and chocolate could soon follow suit. The next logical step is for consumers to design chocolate bars that cater to their unique palate – but which manufacturer will take on the production challenge involved? HEALTH Although many consumers view chocolate as an occasional treat and don’t obsess over its effect on health, fat is becoming a major issue for manufacturers. So-called ‘fat taxes’ are threatened in a number of major economies, including the US and the UK, while European countries such as Denmark and Hungary have already introduced surplus taxes on unhealthy food. In Japan, the government has gone one step further and is taxing companies and local authorities with a h proportion of overweight igh employees or residents. An increased emphasis on healthy lifestyles is an imperative for governments facing rising healthcare costs, particularly in developed economies that are battling childhood obesity. This has impacted childfocused product launches, which fell 62% last year in the US and Brazil, both countries that are struggling to keep their weight down (more than 35% of Brazilian children under six are overweight or obese). Globally, 21% of parents reported switching products to give their children healthier snacks, potentially reducing brand recognition among the next generation. To combat this, the industry should debate the potential health bene? ts and enable chocolate to be among the next generation of functional foods, pushing the antioxidant effects of dark chocolate or investigating the energyboosting properties of bars with oats, nuts or ‘super fruits’. Latvian brand Laci is using ‘super berry’ sea buckthorn in its products. Smaller bars (Mars has capped its bars at 250 calories in the UK and Australia, and will follow suit in the US in 2013) can encourage awareness of portion sizes. Fairtrade takes off 35,000 30,000 Global production in tonnes 25,000 20,000 15,000 10,000 Source: Fairtrade Foundation 5,000 08 20 03 20 04 20 20 05 06 20 07 20 20 09 10 20 8  © 2012 KPMG International Cooperative (â€Å"KPMG International†), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. QA Bert Alfonso CFO, Hershey Personalization is likely to be the next revolution in chocolate†¦ the logical step is for consumers to design bars that cater to their unique palate EVENTING In many countries, chocolate is an essential component of religious events, special occasions and festivals. The seasonal chocolate market is worth US$4. 9bn in the US, an increase of 6. 4% since 2010, says Mintel. Easter is the biggest chocolate event globally and, although the shelves can appear full of competing products, the market is in fact far from saturated. Easter products launched worldwide rose 45% during 2011. Canada has proved particularly fruitful for manufacturers, with seasonal activity increasing 89% in 2011. In gift-hungry Western Europe, growth in seasonal product launches is particularly notable in the UK and France, where seasonal activity increased 53% and 41% respectively. In more mature markets like the US and Australia, there is evidence to suggest consumers are choosing to buy a smaller number of high-margin, luxury items rather than focusing on value products. In Australia, where Easter chocolate spending is expected to grow 3% in 2012 to over US$178m, specialty retailers stocking luxury Easter eggs from the likes of Lindt have been reporting robust growth. China has seen a seasonal boom. The expanding middle class is spending more on premium chocolate, which makes the perfect gift. More than half the chocolate bought in China is purchased as a gift, with Christmas and the Lunar New Year peak buying times. According to Shaun Rein, author of The End of Cheap China: Economic and Cultural Trends that will Disrupt the World, costly confectionery ? lls a gap in traditional present-buying. â€Å"Chocolate hits a good market position. There just aren’t that many other prestige gift items in the $50-$200 range. † Q How has Hershey maintained growth in a time of ? nancial uncertainty? A: We have focused on productivity gains, which have been reinvested in the products consumers are looking for, and increased marketing activity. Gross margins have increased over the last few years as a result of several actions, including raising prices in the US market to offset rising commodity costs. We believe we’re in the middle of a secular bull market for commodities, driven by the growth of emerging economies. What steps have you been taking to mitigate rising raw material costs? Aside from pricing, we use hedging programs in everything but dairy. Certain costs are predictable but when it comes to commodities, we follow the fundamental as well as technical market indicators for materials such as cocoa and sugar. Longer-term, there’s an opportunity to improve cocoa yield in regions such as West Africa. The methods being used at the moment aren’t that sophisticated, which is why we are involved in farming training to enhance cocoa-growing productivity. Overall, cocoa farming is still pro? table at current market prices – and some markets are actually increasing production. How much of your future revenue would you like to see coming from overseas? We have targeted US$1bn revenue from our overseas operations by 2015 – we’ve actually been pacing ahead of that. Mexico, Brazil, India and China are the most important markets for us, and we now manufacture in all of them. We have been manufacturing in China for several years, rather than just exporting there, because US chocolate simply isn’t formulated for the local taste pro? le. How do you see the luxury market developing in future? I believe that smaller artisan companies will ? nd it harder to stay in the market in the long term. Luxury is growing again as a segment and competition is intensifying. It could eventually account for 20% of the market over time. What type of chocolate will we be eating in 2030? A lot of the products currently available in the US market still have longevity. There will be more personalized products as the market seeks to deliver on unique taste pro? les. Also, consumers are looking for more permissive, better-for-you alternatives. The digital aspect of personalization is still at an early stage and we will see further investment from manufacturers. The mass market won’t go away, but it will evolve. 9  © 2012 KPMG International Cooperative (â€Å"KPMG International†), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. The chocolate of tomorrow The bar of 2030 Looking to the future What kind of chocolate will we be eating in 2030? The rapid change of the past few years gives us some vital clues to the industry’s direction Innovative packaging To stand out on the shelves and reduce costs, packaging could undergo a revolution. Manufacturers will devise new ways to ensure chocolate doesn’t melt in the extreme heat of many emerging markets, as well as introducing new bar sizes. Health bene? ts Chocolate could ride the trend for nutraceuticals. Nestle has already announced plans to invest US$510m in â€Å"pioneering a new industry between food and pharma†. Medicinal herbs could be used as an ingredient, or even aspirin. Additional betterfor-you ingredients such as super-fruits, nuts and oats may become more common. Additive-free chocolate will become the norm in developed economies. Dark chocolate could increase in popularity as consumers become more aware of its health bene? ts. Attracting youth Marketing to the youthful populations of emerging markets (especially India and Latin America) will be vital. Use of popular culture, including bands and TV shows, in marketing campaigns may increase, as will viral marketing and social media interaction, as young people broaden their channels. While children prefer sweeter chocolate, concerned parents will look for chocolate with added health value. 0 03 2 Luxury vs commodity A growing middle class will continue to propel the luxury market, and will increasingly drive it into mainstream retailers. But this will pose a challenge: although middle class consumers in emerging markets may develop expensive tastes, their disposable income will still be relatively limited. Manufacturers may need to choose between margins and volume, positioning themselves carefully as either a luxury or commodity player. The outsourcing solution. The most successful chocolate companies could be purely marketing and RD operations after outsourcing their production to industrial suppliers. The public won’t even have heard of the world’s largest chocolate producers, who will work behind the scenes to supply well-known brands. 10  © 2012 KPMG International Cooperative (â€Å"KPMG International†), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. The personal touch Bespoke bars may be commonplace. One artisan chocolate maker says he envisages smaller shops offering people the chance to create their own bar. As consumer palates grow more sophisticated, unusual ? avors will become the norm, with chocolate-lovers choosing their own combinations. Consumers may also be able to design their own packaging. New distribution channels Chocolate will be available from a wider variety of outlets, from coffee shops to health food stores, to cater for convenience buyers. Supermarkets and discount stores will continue to dominate sales, particularly among value customers. Premium chocolate could become available in mainstream stores as luxury buyers proliferate. Brands might seek to move up the value chain by creating their own ? agship stores, something Hershey and Mars (through its MM’s brand) have already done successfully. ar b 0 Fresh ? avors In developed markets, ? avors may become increasingly unusual as palates grow more sophisticated and brands seek a marketing boost. Combinations of sweet and savoury (such as bacon and chocolate) will increase, and salt, olive oil, herbs and ? owers will all be used as ? avorings. Middle class rule Manufacturers are likely to offer more chocolate from ethical sources to meet aspirational buyers’ needs. Middle class consumers will also be keen on premium chocolate for gifting purposes, and seasonal launches, which increased 6% during 2011, will continue to grow. A new recipe Milk chocolate will have a l ower cocoa content due to rising prices, and manufacturers will be forced to use cocoa more sparingly. Demand for cocoa could spiral out of control: one Latin American manufacturer predicts that China and India increasing average per capita consumption by just 1kg could make most manufacturers’ current models unsustainable. In that scenario, arti? cal cocoa could become a viable alternative. Price vs size Think small Rising obesity levels and government regulation will lead to manufacturers limiting portion sizes. Sharing bags of smaller bars will become more popular as people seek to limit the amount eaten in one sitting. Average per capita consumption (currently 8kg in Europe) may drop, although overall consumption is likely to rise as the global middle class mushrooms. In emerging markets, chocolate takes a hefty bite from the household budget. As input price volatility continues, manufacturers may have to keep value in mind or risk losing consumers. Price per gram is rising fast in developed markets, but research shows consumers feel cheated if bars get smaller but price is static. Mainstream manufacturers could be forced to choose between containing cost, at the expense of size, and moving further up the value chain. 11  © 2012 KPMG International Cooperative (â€Å"KPMG International†), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. About KPMG KPMG is a global network of professional ? rms providing Audit, Tax and Advisory services. We have 145,000 outstanding professionals working together to deliver value in 152 countries worldwide. KPMG is organized by industry sectors across our member ? rms. The Consumer Markets practice, which encompasses the Food, Drink and Consumer Goods and Retail sectors, comprises an international network of professionals with deep industry experience. This industry-focused network enables KPMG member ?rm professionals to provide consistent services and thought leadership to our clients globally, while maintaining a strong knowledge of local issues and markets. It’s clear the chocolate market is shifting rapidly, and presents a range of challenges and opportunities. To discuss any of the issues raised in this report, please get in touch. Contacts Willy Kruh Global Chair, Consumer Markets and Food, Drink and Consumer Goods +1 416 777 8710 [emailprotected] ca Nick Debnam ASPAC Regional Head of Consumer Markets and Food, Drink and Consumer Goods KPMG in Hong Kong +852 2978 8283 nick. [emailprotected] com Stephane Gard Head of Consumer Markets KPMG in Switzerland +41 21 345 0335 [emailprotected] com John A Morris EMA Region Head of Consumer Markets KPMG in the UK +44 20 7311 8522 john. [emailprotected] co. uk Patrick W Dolan Americas Region and US Head of Consumer Markets KPMG in the US +1 312 665 2311 [emailprotected] com Publication name The Chocolate of Tomorrow Published by Haymarket Network Ltd Publication no 120788 Publication date June 2012 Pre-press by Haymarket Pre-press The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.  © 2012 KPMG International Cooperative (â€Å"KPMG International†), a Swiss entity. Member ? rms of the KPMG network of independent ? rms are af? liated with KPMG International. KPMG International provides no client services. No member ? rm has any authority to obligate or bind KPMG International or any other member ? rm vis-a-vis third parties, nor does KPMG International have any such authority to obligate or bind any member ? rm. All rights reserved. The KPMG name, logo and â€Å"cutting through complexity† are registered trademarks or trademarks of KPMG International. Photography and illustration: Creativ Studio Heinemann/Westend61/Corbis; Peter Dazeley/Getty Images; AP/Press Association Images; Shutterstock.

Marks and Spencers Business Strategy

Marks and Spencers Business Strategy Introduction In section A of this report, we will analyse and assess Marks and Spencers (MS) food sector business strategy. In previous consultancy task we examined UK supermarket sector and business environment. That will be crucial in understanding current MS strategic position. Also, it will help us to identify sources of competitive advantage and at the same time opportunities for future strategic positioning. In addition, we have to be aware of companys non-financial performances as well as quantitative corporate objectives and key performance indicators. Analysing them using balanced scorecard and benchmarking method will show us, is our strategy sustainable, does it have long run perspective and direction we are currently moving. This will be covered in part B of this report Part A Strategy can be defined as â€Å"the direction and scope of an organization over the long term, which achieves advantage in a changing environment through its configuration of resources and competences with the aim of fulfilling stakeholder expectations† (Johnson et al. 2005, pp.9). According to Porter (1996) company can do better than other companies only â€Å"if it can establish a difference it can preserve† (Porter 1996, pp.63). Delivering additional value to customers, providing them with comparable products at lower cost or both is a good way to make a difference according to the author. Johnson et al. (2005) presented three Porters generic strategies which could be used by companies to achieve competitive advantage: cost leadership, differentiation and focus. It can be concluded that MS using focused differentiation strategy. According to the Bowmans strategy clock this strategy is seen as high price strategy which gives perceived high value to customers. They choose to differentiate themselves from other food retailers with: top quality own label food, ready prepared meals, fresh food and food for special occasions. They do not attract customers for full weekly groceries shopping but gives them additional value for their money with focus on freshness and quality. Their simply food stores contributed with high margins to overall sales in past few years. Also, they expanded abroad to 40 countries in order to attract new sales into the same niche. This is consistent with Johnson et al. (2005) who explained that growth may be achieved by targeting new sale at the same market niche abroad. In previous consultancy we analyse supermarket sector using Porters five forces framework. That helped us to better understand industry in which MS operates. We concluded that power of suppliers is high due to a lot of supermarkets and brands. Also the threat of substitutes is high because customers now want better value for money. MS is aware of that, especially because that was primary reason for a big decline in sales in 1990. The power of suppliers is low because of huge number of fragmented suppliers. Threat of new entries is on medium level and competition among industry is on high level. The four biggest food retailers in UK (Tesco, Asda, Sainsbury and Morrison) have almost 76% market share. Therefore, MS with 3.9% market share in 2009 cannot compete with lower price strategy. Their focus is more on product quality. The MS food offer ‘has largely focused on the upper end of the mass market, typically higher than its positioning for non-food.'[1] They are selling own brand labels only to their customers which giving them value for money. It helps them in promotion of overall MS brand. The good thing is introduction of some branded goods from 2008, because of higher targeted customers demand. MS food sector strategy lies on companys basic values: Quality, Freshness, and Value, Standards of innovation, Ethical Sourcing and Healthy eating.[2] MS is premium food retailer and food sector is very important to overall group business and performance. It brings over 50 percent of group revenues in UK with sales of  £4.25bn in 2009. Previous consultancy also shows that the most influential trends in broad environment related to food industry are: Food industry was relatively recession proof and these days UK is officially out of recession after six consecutive quarters.[3] High level of inflation in UK (CPI inflation=3 percent) is the reason which contributed to retailers profitability. In 2009, MS reported slightly decrease in margins and profitability. Previous year, they were moving in good direction with initiatives to cut costs (marketing, distribution, support) and reinvest that money in prices to provide better value to customers. The bad thing is reducing capital expenditures for almost 40% which have to create value in future. Increasing number of healthy conscious consumers is a second trend. As a premium food retailer who is selling top quality food, this trend is big strategic opportunity for MS future strategic positioning. In addition to this, survey show that only one in six customers switched to less expensive and frozen food.[4] Today we have environmentally aware consumers. MS is first food retailer who realizes that. Thus, they presented Plan A in 2007 with 100 environmentally commitments to complete within five years. Today, after two years they achieve 39 commitments. This strategy have aim to differentiate their food business from main competitors. Online shopping is also todays trend and opportunity for retailers. They launched MS direct and free wine delivery as a result of growing demand. In 2009 MS market share decline from 4.3% to 3.9% and this is opposite to what board of directors announced in 2008. They predicted growth in market share to 5%.[5] In formulating strategy for next year, they have to take into account few things which will have effect on customers disposable income. From January 2010, we have increase in Value added tax from 15 to 17.5%. Personal income tax will stay at the same level in 2011.This fiscal measure will affect 70,000 people across UK who are now in higher tax band. Additionally we have announced increase in sin taxes for alcoholic drinks. Customers are today spending  £36 per person per week on food in UK.[6] Previous mentioned changes will have certain impact on customers spending habits. Probably they will not cut food expenses, but some products coul be more affected. That is one reason more for MS to provide customers with additional value for money. Part B Balanced scorecard The Balanced scorecard is â€Å"an integrated set of performance measures derived from the companys strategy that gives top management a fast but comprehensive view of the organizational unit.† (Drury 2004, pp.1001). The main question behind the balanced scorecard concept according to Kaplan and Norton (2001) is how to measure future performance. The authors were aware that companies are only in 10 to 30 percent successful in executing its strategy. The main reasons are vision, people, resource and other barriers. For example non-understanding of strategy by employees or management fails to link budget with strategy objectives. Also they realize importance of intangible assets, not capital anymore in adding value to company. In this new business environment focus only on past financial measures (profit, cash flow) and not taking into account non-financial performances such as customer satisfaction could be fatal for organization. The authors presented framework and suggest eve ry company to be viewed from four perspectives: financial, customer, internal business process and learning and growth perspective. All financial and non-financial measures and objectives should be based on companys vision and strategy. That will help managers to have overview over whole processes in company and employees to better understand global firms strategy. We will use suggested framework to support formulation and implementation of Marks and Spencers current strategy. 1. Financial perspective Kaplan and Norton (2001) argue that non-financial perspectives are important but the same is with financial perspective. The reason is simple. Effects from other three perspectives will show their impact through companys financial performances. Marks and Spencer current financial objectives on group level and business unit level are to reduce costs and manage cash flow. In 2009, the effect of broad environment and recession in UK impacted direction of MS strategy. Because of decrease in UK food sector sales and decrease in market share from 4.3% to 3.9 % they choose to reduce costs with aim to keep profitability. Food gross margin was down 235 bps at 31.5%. We can continue to use gross margin as performance measure. Also, we could use profitability measures such as Operating profit, Return on equity, Return on capital employed and net margin which are already being used as MS key performance measures. The results of reducing costs are, reduced spending in support areas and marketing activities of 8.6% without threatening customer satisfaction (stayed at average high level of 84%) and increase of only 1.9% in staff costs. These activities will have impact on profitability in coming years. The target for next year should increase of 10% in mentioned profitability measures. On the other hand, significant cut in capital expenditures of  £450 million h ad immediate impact on companys cash flow from investing activities. MS also have to focus to on how to improve operating cash flow. They decreased cash conversion cycle for almost 6 days.[7] They should further monitor debtor payment period, creditor collection period and stock clearance period (decrease from 8.7 to 4.29 days in 2009).[8] In future, decrease of 10-20 % in stock clearance period and cash conversion cycle could help the company to have stronger cash flow. 2. Customer perspective Main objectives of MS in order to increase market share, acquire new customers and keep customer satisfaction on a high level are to provide customers on targeted market with additional innovation, improved on-shelf availability and to give them additional value for money. The last have roots to year 1935 slogan â€Å"Dont ask the price its a penny†[9]. They took numerous promotions like â€Å"Wise buys†, ‘Family favourites for  £4 and ‘Dine in for two for  £10 during the year. Despite this investing in prices across food range have impact on companys margins, it also provides customers with better value. In 2009 survey, MS is recognized as a leader in top quality food. In future, they should increase ‘wise buys products from existing 10% food range and set target measure to 15%. Also, innovation in products should be continued and monitored with comparing percent of new products in overall products. Relating to on-shelf availability, they already employ more people in stores, open new 75 and close 26 stores with underperforming performances. This trend should be continued because it gives customers more convenience shopping. Customer loyalty, satisfaction and quality customer service are important in future period especially when market share declined 0.4%. 3. Learning and Growth perspective Kaplan and Norton (1996) recognized importance of intangible assets and employees as most important resource company have. In order to keep customers satisfied and loyal, company need to invest in its employees, systems and organizational procedures according to Drury (2004). Therefore, employee satisfaction, investment in employee skill and training must not be overlooked. MS have good communication with employees via MS intranet and employee magazine. The results from employee satisfaction survey ‘Your Say show high response rate (90%) and consistent score with previous years of 70%. Another two measures could be applied to measure employee capabilities- employee retention and employee productivity. Last two derived from employee satisfaction, because only satisfied employee could be productive. Investment in employee skills is recognized as important for MS. Thus, organization of development programme for 2000 lines managers, leadership programme and food academy are vital for future growth and development. The aim to become most sustainable retailer by 2015 they converted into the Plan A. It is also in accordance with Food industry sustainability strategy presented by DEFRA in 2006. They already fulfilled 39 commitments in order to become energy efficient, send no waste to landfill and become carbon neutral. Target of accomplished 15 new commitments per year will keep them on right way to reach this strategic goal. 4. Internal business process perspective According to Drury (2004) internal business process perspective need to give answer on question what business processes will increase value to shareholders and customers and help company achieve its vision at the same time. MS recognizes that investment in innovation process and operation process (decrease distribution costs, maintain supplier satisfaction, increase efficiency in value chain and process quality) are vital to succeed. MS already presented innovation in food from national cuisines (Italian, Chinese etc.) and should monitor percentage of sales from these new products, also compare themselves with competitors (at first place Waitrose who is concentred on the same market niche- top quality food). To excel in innovation field, they should also focus on market products in which they are first or second in the market according to Drury (2004). Innovations in operation process has aim to make more efficient supply and value chain in a company. On one side we have suppliers and customers on other. Already half of 2000 suppliers were trained on MS ethical standards. Distribution costs will be managed with implementation of SAP software and building of domestic and international logistic and distribution centres. Once a build, they will significantly decrease distribution cost and time. Balanced scorecard method (BSC) will help organizations to translate vision into performance measures and improve communication within the company. Also we have to be aware of some limitations of BSC. Othman (2007) argues that BSC is static, ignores external environment and treat company as mechanical system. Drury (2004) describe that empirical study failed to provide evidence that link between non-financial data and financial performance in future exists- which is the assumption of BSC method. Benchmarking There are numerous definitions of benchmarking. One of the first books written about benchmarking providing definition of this method was in â€Å"The search for industry best practices that lead to superior performances† in 1989 by Camp. Until today many definitions emerged but still the most quoted one is from this book that says â€Å"Benchmarking is the search for the best industry practices which will lead to exceptional performance through the implementation of these best practices† (Ungen 2007,pp. 335). In this part, we are going to look at our internal strength and weaknesses, make comparison with our closest competitor in UK market- Waitrose, because both have almost the same market share of about 4% and the same market focus- top quality food. At the end, we will make comparison with Tesco and Sainsbury as a market leaders and see could we use knowledge to improve our operations. Here the aim is to learn from our competitors, not only to compare with them. First we have to understand our internal position- segments we are good at, possible opportunities and segments where improvement is needed. MS differentiate itself with high quality food and at the same time have perception among customers as a top food retailer. It has strong brand for last 125 years, strong internal financial sources and good communication with customers and suppliers. Almost 100% own label food is advantage but at same time could be weakness. So, they start selling branded premium food which they do not produce. Main opportunity is in further expansion to international market. Today, MS has 296 stores in 40 countries with significant 26% increase in international sales. In future, they should expand more as a wholly owned business, not as franchising business. Second, comparison with Waitrose we will start comparing their financial performances because they will show us how successful other perspectives from the balanced scorecard are. An MS food sector sale is down 0.1% at  £4.25bn with loss of market share of 0.4%. On the other hand, in the same period Waitrose increase its sale for 5% to  £4.2bn, market share 0.4% and decrease in operating margin 45 bps to 5.1%. Increase in Waitroses margins is at some part result of 13 Somerfield stores acquired in 2008. Waitrose is also focused on premium organic food brand. Comparing with Waitrose, MS opened 47 stores more and is selling 3600 products more with much more own label food selling. This store opening trend in previous years was primary reason for margin increase but now MS should closely monitor store performance (already close 26 underperformed stores in 2009) and different product lines and replace slow selling products. MS in terms of pricing is above Waitrose and selling almost 1 00% own brand food with products made in UK is major difference from competitor.[10] As a result their sales depends entirely on own label products. In addition to this in 2009 MS made a cut of  £127m in marketing activities which was important for him in food sector positioning.[11] In Corporate social responsibility section, MS is leader with presented 100 commitments plan A. Also partnership with Amazon will help them improve on-line shopping segment. On the other hand, Waitrose presented online food delivery service which could be next step for MS in satisfaction of customer needs. In UK food retail sector, major market share has Tesco and Sainsbury. They both have access to economies of scale and price promotions are fundamental part of their strategy. On the other hand, MS differentiate itself with providing additional value not cheaper price to customers. Despite different in size, MS could use good practice from leaders to achieve better results. Sainsbury launched these days promotion ‘buy now free next time.[12] MS could implement these on 500 wise buys products which are 10 % of range in a one month period and closely look at sales, profit margin and overall financial effect. Also, Tesco since last year increase 29% percent increase in marketing activities.[13] In year where we have 13.8% drop in organic food sale, cutting marketing activities as MS did should be re-examined. Tesco, for example offer double points in order to keep customer loyalty. MS has only 39 outlets out of 668 stores in UK. This number should be increased in future because of rising consumers demand for convenience shopping. Also, search for value and healthier eating will be still in customer focus.[14] Benchmarking can support BSC with recommendations from outside the company how internal, customer and learning and growth perspective could be improved. One of the main critics to benchmarking according to Johnson et al. (2005) it will not identify the reasons for companys good or poor performance. But Benchmarking as a tool have aim to improve companys performance and can support BSC. Therefore, synergy between benchmarking and BSC and implementation of current trends and best practice into organization will improve financial perspective of our company. Conclusion This report showed importance of understanding broad environment and market sector in strategy formulating and implementation. For example, mature supermarket sector in UK is one of the reasons for MSs decision to invest in developing countries in the same premium food market niche. In part B we showed changed focus from capital to intangible assets and from financial to non-financial measure. It is important for MS to monitor all four perspectives in order to have sustainable long- run strategy. Also it is vital for MS to understand what facors influence the financial and operational performance. Therefore, benchmarking and BSC should be used together in strategy formulation and implementation. References: Competition Commission (2000). Supermarkets: a report on the supply of groceries from multiple stores in the United Kingdom. Chapter 5. [online]. Last accessed on 24 April 2010 at www.competitioncommission.org.uk/rep_pub/reports/2000/fulltext/446c5.pdf Competition Commission (2008). The supply of groceries in the UK market investigation. [online]. Last accessed on 23 April 2010 at www.competitioncommission.org.uk/rep_pub/reports/2008/fulltext/538.pdf Department for Environment Food and Rural Affairs (DEFRA) (2009). Food Statistics Pocketbook. [online]. Last accessed on 24 April at www.defra.gov.uk Delpachitra, S. and Beal, D. (2002), Process benchmarking: an application to lending products, Benchmarking: An International Journal Vol. 9 No. 4, pp. 409-420. [online]. Last accessed on 24 April 2010 at www.emeraldinsight.com DEFRA (2010). Recovery, Growth and the Environment. [online]. Last accessed on 25 April 2010 at www.defra.gov.uk DEFRA (2010). UK Food Security Assessment. [online]. Last accessed on 24 April 2010 at www.defra.gov.uk DEFRA (2010). Economic note on UK grocery retailing. [online]. Last accessed on 24 April 2010 at www.defra.gov.uk Department store retailing (2007), [online]. Last accessed on 25 April 2010 at http://academic.mintel.com.lcproxy.shu.ac.uk Drury, C. (2004), Management and cost accounting, 6th edition, Thomson learning, London Food Standards Agency (FSA) (2008). Consumer Attitudes Survey. [online]. Last accessed on 25 April 2010 at www.food.gov.uk/ Food retailing in UK (2009), [online]. Last accessed on 25 April 2010 at http://academic.mintel.com.lcproxy.shu.ac.uk IGD Retail Analysis (2010). IGD Retail Analysis News Tescos growth strengthens. [online]. Last accessed on 25 April 2010 at www.igd.com/analysis/news/index.asp?nid=6634 Johnson, G., Scholes,K., Whittington, R. 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(2003), Revising the concept and forms of benchmarking, Benchmarking: An International Journal Vol. 10 No. 3, pp. 210-225. [online]. Last accessed on 24 April 2010 at www.emeraldinsight.com Marks and Spencer annual report (2009), [online]. Last accessed on 25 April 2010 at www.marskspencer.com Managing food costs (2009), [online]. Last accessed on 25 April 2010 at http://academic.mintel.com.lcproxy.shu.ac.uk National statistics office, [online]. Last accessed on 25 April 2010 at www.statistics.go.uk Norreklit H. (2000), The balance on the balanced scorecard- a critical analysis of some of its assumptions, Management accounting research, Vol. 11, pp. 65-88. [online]. Last accessed on 24 April 2010 at www.emeraldinsight.com Othman, R. (2007), Enhancing the effectiveness of the balanced scorecard with scenario planning, International Journal of Productivity and Performance Management Vol. 57 No. 3, pp. 259-266. [online]. Last accessed on 24 April 2010 at www.emeraldinsight.com Porte, E. M. (1996), what is strategy?, Harvard business review, November-December 1996. [online]. Last accessed on 24 April 2010 at http://hbr.org/product/what-is-strategy/an/96608-PDF-ENG Retail review, UK (2008), [online]. Last accessed on 25 April 2010 at http://academic.mintel.com.lcproxy.shu.ac.uk Telegraf newspaper (2009), [online], Sainsbury launches first ever buy now free next time promotion, [online]. Last accessed on 25 April 2010 at http://www.telegraph.co.uk/earth/agriculture/supermarkets/6609035/Sainsburys-launches-first-ever-buy-now-free-next-time-promotion.html Telegraf newspaper (2009),Shoppers turning their backs on supermarker own label brands, [online]. Last accessed on 25 April 2010 at http://www.telegraph.co.uk/earth/agriculture/supermarkets/6790854/Shoppers-turning-their-backs-on-supermarket-own-label-brands.html Thompson, L. J. (2003), Strategic management, 4th edition, Thomson learning, London Ungen, C. M., (2007), Manufacturing best practices: implementation success factors and performance, Journal of Manufacturing Technology Management, Vol. 18, issue 3,pp. 333-348. [online]. Last accessed on 24 April 2010 at www.emeraldinsight.com Food retailing in UK (2009,pp.2), [online]. Last accessed on 25 April 2010 at http://academic.mintel.com.lcproxy.shu.ac.uk Marks and Spencer annual report (2009), [online]. Last accessed on 25 April 2010 at www.marskspencer.com National statistics office, [online]. Last accessed on 25 April 2010 at www.statistics.go.uk Managing food costs (2009), [online]. Last accessed on 25 April 2010 at http://academic.mintel.com.lcproxy.shu.ac.uk Marks and Spencer annual report (2009), [online]. Last accessed on 25 April 2010 at www.marskspencer.com Food retailing in UK (2009), [online]. Last accessed on 25 April 2010 at http://academic.mintel.com.lcproxy.shu.ac.uk Marks and Spencer report (2009),Fame database, [online]. Last accessed on 25 April 2010 at https://fame2.bvdep.com/version-2010420/Report.serv?seqnr=0context=GH10NF_cid=159 Marks and Spencer report (2009),Fame database, [online]. Last accessed on 25 April 2010 at https://fame2.bvdep.com/version-2010420/Report.serv?seqnr=0context=GH10NF_cid=159 Marks and Spencer annual report (2009,pp.37), [online]. Last accessed on 25 April 2010 at www.marskspencer.com Department store retailing, UK (2007), [online]. Last accessed on 25 April 2010 at http://academic.mintel.com.lcproxy.shu.ac.uk Retail review, UK (2008), [online]. Last accessed on 25 April 2010 at http://academic.mintel.com.lcproxy.shu.ac.uk Telegraf newspaper (2009), [online], Sainsbury launches first ever buy now free next time promotion, [online]. Last accessed on 25 April 2010 at http://www.telegraph.co.uk/earth/agriculture/supermarkets/6609035/Sainsburys-launches-first-ever-buy-now-free-next-time-promotion.html Telegraf newspaper (2009), http://www.telegraph.co.uk/earth/agriculture/supermarkets/6790854/Shoppers-turning-their-backs-on-supermarket-own-label-brands.html Retail review,UK (2008) [online]. Last accessed on 25 April 2010 at http://academic.mintel.com.lcproxy.shu.ac.uk

Sir William Wallace :: essays research papers

When the king of Scotland died without an heir to the throne the nephew of the king also the king of England nicknamed Edward the Longshanks (Edward I) took the throne for himself and complete control of Scotland. William WallWhen the king of Scotland died without an heir to the throne the nephew of the king also the king of England nicknamed Edward the Longshanks (Edward I) took the throne for himself and complete control of Scotland. William Wallace was Born in January of the year 1272. He was the second of three sons. He was born in the town of Elerslie, which was in Scotland. His Father Sir Malcolm Wallace held the title of knight but had little to no political power. Wallace's Father was involved in a revolt called Turnberry Band when William was 14 years old and was sent to live with his uncle Argile. His Uncle taught William Latin and French and how to be a swordsmen.When William's father returned from the revolt at Turnberry Band William was 17 years old. Fighting between rival families and rival towns were heating up. Civil War was about to Break out in Scotland. Brawling and riots inside towns turned into full scale battles, Where in the Battle of Loudoun Hill William's father was involved and killed. William Stayed with his mother For two years until he met Murron Braidfoot and married her in the year 1272. There are many tales on how William Wallace became and outlaw after his marrige, one such is that one day Wil liam was fishing at a near by lake when a group of english soilders approached him and demanded william give them the fish he had caught. William trying to get food for himself and his wife said they could only take half. The soilders enraged lunged at William. But William fought off and killed both of the guards, forever becoming an outlaw. In The month of may 1272 A group of english soilders under the command of The English Sheriff of Lanark, William de Hazelrig ordered the death of William's wife. It seems that William had already started his revolt against England when his wife was murdered in an attempt to arrest Wallace. Wallace's huge act of rebellion attracted the attention of common folk and Scots nobles alike, all of whom were unwilling to bear Edward the Longshanks laws.   Ã‚  Ã‚  Ã‚  Ã‚  Rebelion forces under William Wallace were scattered all over scotland but they all submerged together and met a larger more equipped english army at the Battle of Stirling. The Battle of Stirling happened a little differently