Beer Industry In Italy And Canada Comparison - Free Essay Example

Sample details Pages: 13 Words: 3788 Downloads: 10 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Introduction Beer is one of the most used beverages in the world next to coffee and tea. The beer industry therefore as we can imagine is one of the biggest industries in the world with many competitors inside of the industry. It is not surprising that many different kinds of beer and a variety of brands can be found in both Italy and Canadaà ¯Ã‚ ¼Ã…’and both of the countries has a long history of development of brewery industry as well. In this articleà ¯Ã‚ ¼Ã…’we are going to compare both of the countries marketsà ¯Ã‚ ¼Ã…’industry conditionà ¯Ã‚ ¼Ã…’cultural differencesà ¯Ã‚ ¼Ã…’political background and so forthà ¯Ã‚ ¼Ã…’all those information will be taken into considerationà ¯Ã‚ ¼Ã…’and be processed to make the final decision on which county environment is more suitable and beneficial for us to invest into. Don’t waste time! Our writers will create an original "Beer Industry In Italy And Canada Comparison" essay for you Create order Some theories are going to be applied to analyse the cultural dimensions of both countriesà ¯Ã‚ ¼Ã…’such as Hofstedes cultural dimensionsà ¯Ã‚ ¼Ã…’and SWOT analysisà ¯Ã‚ ¼Ã…’Porters Five Forces Model. Methodology What method do you use to compile your factbook and why? The methods i use to compile my factbook is that i are going to apply some frameworks from respected authors that are most applicable to my chosen industry (beer industry) such as Hofstedeà ¯Ã‚ ¼Ã…’SWOT analysis and Porters five forces. What prime theory and approaches do you draw on and why? Hofstedes Cultural Dimensions Hofstede measures the cultural dimensions differences in different countries. There are five dimensions in this frameworkà ¯Ã‚ ¼Ã…’namely the Power Distance Index (PDI)à ¯Ã‚ ¼Ã…’the Individualism-Collectivismà ¯Ã‚ ¼Ã…’Masculinity-Femininity and Uncertainty Avoidance. Since Hofstede measures cultural dimensionsà ¯Ã‚ ¼Ã…’therefore it will be used in the cultural system page of the paper when the cultural aspects are discussed. SWOT Analysis SWOT is the abbreviation for Strengthsà ¯Ã‚ ¼Ã…’Weaknessesà ¯Ã‚ ¼Ã…’Opportunities and Threats. It is an analytical framework to help summarize in a quick and concise way the risks and opportunities for a certain companyà ¯Ã‚ ¼Ã…’for my case the beer industry in two different countriesà ¯Ã‚ ¼Ã…’Canada and Italy. The SWOT analysis looks into internal factors within the company/industry/country (Strengths and Weaknesses) and external factors outside the company/industry/country (Opportunities and Threats). This method will eventually help us to look at the main positiveà ¯Ã‚ ¼Ã…’(strength and opportunities)à ¯Ã‚ ¼Ã…’and the negativeà ¯Ã‚ ¼Ã…’(weaknesses and threats)à ¯Ã‚ ¼Ã…’sides of both countries when comparing. Initially this should help us decide on which country would be most attractive to invest in the beer industry. For this reasonà ¯Ã‚ ¼Ã…’this method will be used at the end of the paperà ¯Ã‚ ¼Ã…’which will give us an conclusive overview of the both countries. Porters Five Forces Model Porters five forces model argues that there are five forces in an industry to determine the extent and scale of the competition. These five forces affect the industries attractiveness. It is an efficient tool to analyse competition in the industry. In this modelà ¯Ã‚ ¼Ã…’five forces are the threat of substitute products or servicesà ¯Ã‚ ¼Ã…’the threat of the entry of new competitorsà ¯Ã‚ ¼Ã…’the intensity of competitive rivalryà ¯Ã‚ ¼Ã…’the bargaining power of customersà ¯Ã‚ ¼Ã…’and the bargaining power of suppliers. The industrys attractiveness is the primary and fundamental factor to deciding the profitabilityà ¯Ã‚ ¼Ã…’and in any industryà ¯Ã‚ ¼Ã…’the rule of competition will be reflected in any of the five competitive forces. The purpose of Porters five forces is to show the attractiveness of the beer industry in both Canada and Italy and to help investors decide in which country to enter in the beer industryà ¯Ã‚ ¼Ã…’besides it could help companies to deve lop a particular strategy in the industryà ¯Ã‚ ¼Ã…’and this theory might be used in chapter which deals with market / industry conditions. What method of data collection and analysis do you use and why? The methods i use to collect my data are searching my universitys library modules for useful academic articles and using a mix of articles from authors known through literature and the Theory Tutorials for my Comparative Country Studies course. Of courseà ¯Ã‚ ¼Ã…’the reliable information on Internet is also consulted as additional sourcesà ¯Ã‚ ¼Ã…’and i have also analyzed the annual report of the company. The beer industry of Italy and Canada In this sectionà ¯Ã‚ ¼Ã…’relevant market conditions that apply to the Italian and Canadian beer sector will be explained. The market can be separated according to different factors like size and attractiveness as well. If we divide the market according the different market shares which individual brewery holdsà ¯Ã‚ ¼Ã…’we can see that there are several main player in the beer industry in both of the countries. Italy Italy is famous for its winesà ¯Ã‚ ¼Ã…’howeverà ¯Ã‚ ¼Ã…’it is not well-known for its own beer. Generally speakingà ¯Ã‚ ¼Ã…’Italy doesnt consume nearly as much beer as its European neighbourà ¯Ã‚ ¼Ã…’howeverà ¯Ã‚ ¼Ã…’there is a growing trend of consumption for beer in Italyà ¯Ã‚ ¼Ã…’the beer in Italy is not as widespread as in its European neighboursà ¯Ã‚ ¼Ã…’mainly because there is a historical preference for wine in the country. Italian breweries have undergone a Renaissance in recent years. In factà ¯Ã‚ ¼Ã…’only in the past few yearsà ¯Ã‚ ¼Ã…’Italy has started having beer drinking and tasting competitions and many related festivals. Normallyà ¯Ã‚ ¼Ã…’this sort of activity is reserved for wineà ¯Ã‚ ¼Ã…’howeverà ¯Ã‚ ¼Ã…’nowadays beer is earning more and more respect from wine-preferred Italiansà ¯Ã‚ ¼Ã…’and even many young Italians prefer to support their countrys beer industry rather than the wine industry nowà ¯Ã‚ ¼Ã…’stillà ¯Ã‚ ¼Ã…’the Italian beer industry has much space to grow and be developed. There are some brands of beer in Italyà ¯Ã‚ ¼Ã…’one of the oldest and most recognized breweries is Birra Peronià ¯Ã‚ ¼Ã…’which was established in 1846 and the headquarter of Peroni is in Rome. Peronis most famous product is a pilsner-style beer. Nastro Azzuroà ¯Ã‚ ¼Ã…’which is also one of the few Italian beers that marketed all over the worldà ¯Ã‚ ¼Ã…’Nastro Azzuroà ¯Ã‚ ¼Ã…’is a rather light style beerà ¯Ã‚ ¼Ã…’many breweries are crafting darkerà ¯Ã‚ ¼Ã…’heavier beers that are rousing interest from new and experienced beer drinkers alike. In addition to those giant breweriesà ¯Ã‚ ¼Ã…’there are many microbreweries in Italyà ¯Ã‚ ¼Ã…’and they play a important role and have a great portion of the market as well. A microbrewery particularly gains attention from young Italians is Birrificio Baladinà ¯Ã‚ ¼Ã…’the brewery appeals to young generation through quirky advertisements and sponsoring international music festivals and young Italians think theres room in the global beer market for some of their most outstanding brews. Canada Traditionallyà ¯Ã‚ ¼Ã…’Canadas largest brewing companies were Labatts and Molson. In 1995à ¯Ã‚ ¼Ã…’Labatts was purchased by an Belgian company which is called Interbrew and it is now a part of Brazilian-Belgian Anheuser-Busch InBevà ¯Ã‚ ¼Ã…’the worlds largest brewing company and Molsonà ¯Ã‚ ¼Ã…’the other largest beer companyà ¯Ã‚ ¼Ã…’which was merged with US company Coors in 2005 and created a new company called Molson Coorsà ¯Ã‚ ¼Ã…’which is the worlds fifth largest brewing company now. In 2006à ¯Ã‚ ¼Ã…’with the purchase of Sleeman Breweriesà ¯Ã‚ ¼Ã…’the largest remaining Canadian brewery was purchased by the Japanese owned Sapporo Breweryà ¯Ã‚ ¼Ã…’Canadas beer production has been mainly under the control of foreign multinationals. By the end of 2006à ¯Ã‚ ¼Ã…’nearly 90% of beer sales was of product brewed domestically under licence from non-domestic corporations. American beers brewed under licence dominate much of the market. For instanceà ¯Ã‚ ¼Ã…’Budweiser is brewed under licence in Canada by Labatts and Coors Light by Molson. The market in Canada for domestic beer is dominated by Labattà ¯Ã‚ ¼Ã…’Molson and Sleemanà ¯Ã‚ ¼Ã…’all foreign-owned companies. The largest Canadian-owned brewerà ¯Ã‚ ¼Ã…’Moosehead breweriesà ¯Ã‚ ¼Ã…’only controls about 5.5% of the Canadian market. Country comparison Macro-economic indicators Economy Canada population 33,487,208 (July 2009 est.). Italy population 58,126,212 (July 2009 est.). Economic freedom Canada world rank 6. Economic freedom Italy world rank 87. Finance Financial freedom for Canada: 80.0. Financial freedom in Italy 60.0 Canada investment freedom 75.0. Italy investment freedom 75.0. Canada Economy -GDP (Purchasing Power Parity) $ 1.335 trillion (2010 est.). Country comparison to the world: 15. $1.297 trillion (2009 est.) $1.33 trillion (2008 est.) -GDP Per capita (PPP) $39,600 (2010 est.) country comparison to the world: 22 $38,700 (2009 est.) $40,000 (2008 est.) -Inflation rate (consumer prices) 1.6% (2010 est.) country comparison to the world: 41 0.3% (2009 est.) Italy Economy -GDP (PPP) $1.782 trillion (2010 est.) country comparison to the world: 11 $1.763 trillion (2009 est.) $1.857 trillion (2008 est.) -GDP per capita (PPP) $30,700 (2010 est.) country comparison to the world: 43 $30,300 (2009 est.) $31,900 (2008 est.) -Inflation rate (consumer prices) 1.4% (2010 est.) country comparison to the world: 32 0.8% (2009 est.) Historical developments Italy Beer is known and drank in Italy very long time agoà ¯Ã‚ ¼Ã…’Italians brewed and consumed the blond drink. It said that Roman Emperor Agricola was a fan of beer when he was the governor of Britanniaà ¯Ã‚ ¼Ã…’and in 83 AD Roman Emperor Agricola raised to the imperial throne and came back to Italyà ¯Ã‚ ¼Ã…’he took three master brewers with him from Glevum of which the ancient name Gloucester and opened the first real pub in Italy. Nowadays beer is especially loved by young people in Italyà ¯Ã‚ ¼Ã…’which has been seen as an informal drinkà ¯Ã‚ ¼Ã…’compared to the wine which is alway used in much more formal places. Aperitif and wine tasting have now gained back to wine many casual drinkersà ¯Ã‚ ¼Ã…’howeverà ¯Ã‚ ¼Ã…’until a few years agoà ¯Ã‚ ¼Ã…’young Italians actually drank more beer than wine. Pub-styled bars are still very popular in Italy and they have spread the love for the more exotic brands of beer: many of them serve Japaneseà ¯Ã‚ ¼Ã…’Germanà ¯Ã‚ ¼Ã…’Australian and East European beers along with the more known ones brewed in the UK and Belgium. At least one bottle of Birra cinese (Chinese beer) is served on every table of every Chinese restaurant. Canada Beer was first introduced to Canada by European settlers in the seventeenth centuryà ¯Ã‚ ¼Ã…’as Canada had an ideal climate for making and storing beer before refrigeration was introduced. The first commercial brewery was built by Jean Talon in Quebec Cityà ¯Ã‚ ¼Ã…’in the year 1668. Over a century later a number of commercial brewers thrivedà ¯Ã‚ ¼Ã…’including some that became the staple of the Canadian industry: John Molson founded a brewery in Montreal in 1786à ¯Ã‚ ¼Ã…’Alexander Keith inHalifax in 1820à ¯Ã‚ ¼Ã…’Thomas Carling in London in 1840à ¯Ã‚ ¼Ã…’John Kinder Labatt in 1847à ¯Ã‚ ¼Ã…’also in Londonà ¯Ã‚ ¼Ã…’Susannah Oland in Halifax in 1867à ¯Ã‚ ¼Ã…’and Eugene OKeefe in Toronto in 1891. The very first patent to be issued by the Canadian government on July 6à ¯Ã‚ ¼Ã…’1842à ¯Ã‚ ¼Ã…’was to one G. Riley for an improved method of brewing aleà ¯Ã‚ ¼Ã…’beerà ¯Ã‚ ¼Ã…’porterà ¯Ã‚ ¼Ã…’and other maltliquors. Prohibition in Canada did not last as long as in the U.S. and was largely over by the mid 1920s (apart from Prince Edward Islandà ¯Ã‚ ¼Ã…’where it ran from 1901 to 1948). Neverthelessà ¯Ã‚ ¼Ã…’it had a similar effect of leaving very few brewersà ¯Ã‚ ¼Ã…’and it was only in the late twentieth century that there has been a revival and microbreweries have started. Brewpubs are still illegal in some provinces. Cultural system Hofstedes Cultural Dimensions of Italy and Canada Power Distance Individualism Masculinity Uncertainty Avoidance Italy Higher More collective More masculine Strong Canada Lower More individualistic More feminine Weak Power distance Canada is lower on the Hofstedes power distance index than Italyà ¯Ã‚ ¼Ã…’Italy falls in the middle on the index overall. Italian seems to expect differences in power between people. Canadas Power Distance (PDI) is relatively lowà ¯Ã‚ ¼Ã…’with an index of 39à ¯Ã‚ ¼Ã…’compared to a world average of 55. This is indicative of a greater equality between societal levelsà ¯Ã‚ ¼Ã…’including governmentà ¯Ã‚ ¼Ã…’organizationsà ¯Ã‚ ¼Ã…’and even within families. This orientation reinforces a cooperative interaction across power levels and creates a more stable cultural environment. Individualism The more collective nature of Italy compared to Canada can be seen in many ways. It is not uncommon for grown children to live with their parents for years. Italian businesses are primarily owned by individuals and families. Business is preferably done with people with which one is familiar. Unacquainted guests will not be invited into an Italian home. Coffee or dinner will be taken with non-family members at a cafe or restaurant. Canada has Individualism (IDV) as the highest ranking (80) Hofstede Dimensionà ¯Ã‚ ¼Ã…’and is indicative of a society with a more individualistic attitude and relatively loose bonds with others. The populace is more self-reliant and looks out for themselves and their close family members. Masculinity Italy is a fairly masculine society and ranks slightly higher on this index than Canada. Many Italian men still treat women with gallantry and value machismo. Although women have entered the workforceà ¯Ã‚ ¼Ã…’their numbers are still small and few are in upper echelon positions. Italian household are the sole domain of women; Italian women for the most part cookà ¯Ã‚ ¼Ã…’clean and care for the children. Italians place a prime importance on material possessions. It is very important to look good in Italy. Howeverà ¯Ã‚ ¼Ã…’like a more feminine cultureà ¯Ã‚ ¼Ã…’Italians also know how to take time to appreciate the good things in life. Italians work in order to live rather than living to work. Ambition is not prevalent in Italian culture. Therefore i assume that beer as a informal beverageà ¯Ã‚ ¼Ã…’it is more popular under this kind of cultural background rather than more formal cultural background countries. Uncertainty Avoidance Italy avoids uncertainly more strongly than Canada. By and large Italians prefer to do business with people they know. In additionà ¯Ã‚ ¼Ã…’Italians prefer to know something about an individual before they speak with him/her on the phone. Thusà ¯Ã‚ ¼Ã…’in business one should send an introductory fax and follow-up with a phone call. Political/Government System Beer or malt liquorà ¯Ã‚ ¼Ã…’is defined as all fermented liquor brewed in whole or in part from malt for the purposes of the Excise Actà ¯Ã‚ ¼Ã…’grain or any saccharine matter without any process of distillationà ¯Ã‚ ¼Ã…’but does not include wine. Italian Alcohol Taxes and Duties Legislative Framework Alcohol Duty Beer (5% ABV or 12ËÅ ¡ Plato) 0.12 £ per pint Wine (bottle 11.5% ABV) 0.00 £ per 75 cl As we can see in the table of different rates of duty applies to beer in Italyà ¯Ã‚ ¼Ã…’which contains following level of duty. Italy is a member of the European Unionà ¯Ã‚ ¼Ã…’therefore it shares the Common External Tariff regime. EU duties are charged by the Italian Customs Agency on the CIF (costà ¯Ã‚ ¼Ã…’insurance and freight) value of the product imported into Italy. The Alcohol Act (2001) bans TV and radio advertising of alcoholic products between 4PM and 9PM and prohibits alcohol advertisements from being shown on TV within 15 minutes before or after any childrens programs. The Act also requires a self-regulatory code to be provided jointly by media companiesà ¯Ã‚ ¼Ã…’advertising agencies and advertisers to govern alcohol advertising. For the legal drinking ageà ¯Ã‚ ¼Ã…’there is no minimum age of legal drinking. And the legal purchasing age of alcohol is 16 and 18. South Tyrol prohibits both serving and purchase for people under the age of 18 and to everybody in a state of inebriation. Milan has enforced a ban on those under 16 purchasing alcohol. Heavy fines are given to proprieters and parents if a transaction is completed. Canadian Alcohol Taxes and Duties Legislative Framework Beer Duty Up to 1.2% alcohol $2.591/hectolitre 1.2% to 2.5% alcohol $13.990/hectolitre Over 2.5% alcohol $27.985/hectolitre As we can see in the table of different rates of duty applies to beerà ¯Ã‚ ¼Ã…’which contains following level of duty: (1) more than 2.5% absolute ethyl alcohol by volume; (2) more than 1.2% but not more than 2.5% absolute ethyl alcohol by volume; and (3) less than 1.2% absolute ethyl alcohol by volumeà ¯Ã‚ ¼Ã…’and for all beer containing more than 2.5% absolute ethyl alcohol by volumeà ¯Ã‚ ¼Ã…’the rate of excise duty is currently $27.985 per hectolitre. Howeverà ¯Ã‚ ¼Ã…’excise duties are not imposed on beer provided it is brewed by a person for personal or family use or to be given away without charge and is not for sale commercially. Canadian government showed how highly they value beer production and its breweries by lowering the taxes exercised on beer production. This is a benefit to the industry. As one of the leaders of the whole economy of Canadaà ¯Ã‚ ¼Ã…’the beer sector is likely to maintain these tax benefits and other benefits might be offered as well to the beer sector to develop the Canadian beer industry. In Canada, alcohol was taxed pursuant to the Excise Act previously. Howeverà ¯Ã‚ ¼Ã…’a new regime in Canada for the federal taxation of certain alcoholà ¯Ã‚ ¼Ã…’including spirits and winesà ¯Ã‚ ¼Ã…’was introduced in the Excise Actà ¯Ã‚ ¼Ã…’2001à ¯Ã‚ ¼Ã…’which was implemented effective July 1à ¯Ã‚ ¼Ã…’2003. Excise duties on beer (and malt liquor) continue to be imposed under the Excise Act. Generallyà ¯Ã‚ ¼Ã…’different excise duty treatment applies to alcohol for non-beverage use. A licence is required authorizing certain alcohol operations under both the Excise Actà ¯Ã‚ ¼Ã…’2001à ¯Ã‚ ¼Ã…’and the Excise Act. For beerà ¯Ã‚ ¼Ã…’a licence is only required under the Excise Act for the commercial operation as a breweryà ¯Ã‚ ¼Ã…’for exampleà ¯Ã‚ ¼Ã…’the place where beer is manufactured. All brewery licensees are required to post and maintain security with the Canadian government. The amount of security is set at a minimum of $5,000. Generallyà ¯Ã‚ ¼Ã…’ beer is subject to an excise duty that is imposed and becomes payable during the production process. The legal drinking and purchasing age in Canada are both 19. Howeverà ¯Ã‚ ¼Ã…’In some areas such as Ontarioà ¯Ã‚ ¼Ã…’Saskatchewanà ¯Ã‚ ¼Ã…’British Columbiaà ¯Ã‚ ¼Ã…’Newfoundland and Labradorà ¯Ã‚ ¼Ã…’Nova Scotiaà ¯Ã‚ ¼Ã…’Northwest Territoriesà ¯Ã‚ ¼Ã…’Yukonà ¯Ã‚ ¼Ã…’and Nunavutà ¯Ã‚ ¼Ã…’underage drinking under parental supervision is permittedà ¯Ã‚ ¼Ã…’with some restrictionsà ¯Ã‚ ¼Ã…’on ones own property in the provinces of New Brunswick andOntario and at home in the provinces of Prince Edward Islandà ¯Ã‚ ¼Ã…’British Columbia and Saskatchewan. InBritish Columbiaà ¯Ã‚ ¼Ã…’only children of the supervising parentsà ¯Ã‚ ¼Ã…’not any other minors such as guestsà ¯Ã‚ ¼Ã…’are allowed underage drinking. Consumption of alcohol in another persons home is subject to other laws. Major players The brewing industry had become extremely concentrated in Canada by the 1970sà ¯Ã‚ ¼Ã…’being dominated by just three major companiesà ¯Ã‚ ¼Ã…’which are Molsonà ¯Ã‚ ¼Ã…’Labattà ¯Ã‚ ¼Ã…’and Carling-OKeefe. Canadas largest brewing companies were Labatts and Molson as we mentioned in the previous overview of industry condition of both countries. In 1995à ¯Ã‚ ¼Ã…’Labatts was purchased by an Belgian company which is called Interbrew which is now part of Brazilian-Belgian Anheuser-Busch InBevà ¯Ã‚ ¼Ã…’the worlds largest brewing company and Molsonà ¯Ã‚ ¼Ã…’the other largest beer companyà ¯Ã‚ ¼Ã…’which was merged with US company Coors in 2005 and created a new company called Molson Coorsà ¯Ã‚ ¼Ã…’and it is the worlds fifth largest brewing company now. In 2006à ¯Ã‚ ¼Ã…’the largest remaining Canadian brewery was purchased by the Japanese owned Sapporo Breweryà ¯Ã‚ ¼Ã…’Canadas beer production has been mainly under the control of foreign multinationals. By the end of 2006à ¯Ã‚ ¼Ã…’nearly 90% of beer sales was of product brewed domestically under licence from non-domestic corporations. American beers brewed under licence dominate much of the market. For instanceà ¯Ã‚ ¼Ã…’Budweiser is brewed under licence in Canada by Labatts and Coors Light by Molson. The market in Canada for domestic beer is dominated by Labattà ¯Ã‚ ¼Ã…’Molson and Sleemanà ¯Ã‚ ¼Ã…’all foreign-owned companies. The largest Canadian-owned brewerà ¯Ã‚ ¼Ã…’Moosehead breweriesà ¯Ã‚ ¼Ã…’only controls small portion of the Canadian market. Italy hosts a few breweriesà ¯Ã‚ ¼Ã…’with the largest owned by the best known Italian and foreign brands. Peronis brewery produces the best known Italian beer: la Peroni. Peroni also produces the premium beer Mastro Azzurro and the brands WÃÆ' ¼hrerà ¯Ã‚ ¼Ã…’and lesser known Raffo. Heineken Italy brews its famous Heinekenà ¯Ã‚ ¼Ã…’but has also acquired the brands Morettià ¯Ã‚ ¼Ã…’Ichnusaà ¯Ã‚ ¼Ã…’Birra Messina and Dreher. Carslberg owns a few brewerys in Northern and Central Italy. In Northern Italyà ¯Ã‚ ¼Ã…’Forst brews its own branded beer as well as the famed Menabrea. In Friuli Venezia Giulia the latest brand of Italian beer Birra Castelloà ¯Ã‚ ¼Ã…’has been active since 1997. Along with these big playersà ¯Ã‚ ¼Ã…’there are lots of microbreweries small scale breweries that produce small quantities of beerà ¯Ã‚ ¼Ã…’they also have premium quality. Major finding of comparison and recommendations Making a decision in which country to invest is not so easyà ¯Ã‚ ¼Ã…’because of all those different variances in both of the countiesà ¯Ã‚ ¼Ã…’some of the variances are strength for Canadaà ¯Ã‚ ¼Ã…’howeverà ¯Ã‚ ¼Ã…’some of them are favorable for Italy. In the first placeà ¯Ã‚ ¼Ã…’the tax rates between Canada and Italy differ. In Canada the rates are relatively lower than in Italy due to the fact that the tax level is relatively high in the European context. In addition to thisà ¯Ã‚ ¼Ã…’the Canadian government reduced taxes even more to benefit Canadian brewers. Secondlyà ¯Ã‚ ¼Ã…’when a look is taken at macroeconomic indicators like GDP per capita we see that Canada is a bit more favorable. Howeverà ¯Ã‚ ¼Ã…’since this differences are so smallà ¯Ã‚ ¼Ã…’both of the countries that we have chosen are developed countriesà ¯Ã‚ ¼Ã…’and GDP per capita which above certain level has a relatively weak influence on the consumption of beer. Thereforeà ¯Ã‚ ¼Ã…’this factor is not likely to have a significant influences on the desicion of investment in the countries. Thirdlyà ¯Ã‚ ¼Ã…’the population above legal drinking age in the markets has been calculated starting from the age at which alcohol consumption is allowed. This would mean that we start counting the population starting from 18 years old in Italy (some area start from 16 years old) and 19 years old in Canada. We find that the relative amount of people able to purchase and consume alcohol in Italy is larger than in Canadaà ¯Ã‚ ¼Ã…’because the whole population is larger in Italy than in Canadaà ¯Ã‚ ¼Ã…’and the population of legal drinking age are also higher in Italy than in Canadaà ¯Ã‚ ¼Ã…’thereforeà ¯Ã‚ ¼Ã…’the potential market in Italy are larger than in Canada. Lastlyà ¯Ã‚ ¼Ã…’when comparing markets according to its players and their market shares we find that Canada has a more concentrated market with high market share large players and many small players. Italy on the other hand has two old players with a high share and one smaller player while the rest of the market consists of really small players. It would therefore be an advantage to invest in the Italian market; trying to gain and increase a market share because of the fact that there are many foreign players already play very important roles in the Canadian marketà ¯Ã‚ ¼Ã…’Molson Coors Brewing company and Anheuser-Busch InBev have a market share of 42,70 and 42,20 percent respectively. Third place is hold by Moosehead Brewing company with a share of 5,90 percent. These three main players hold 90,8 percent of the market in total by volume. Taking all those facts into consideration, i would say that Italy would be the country that we are going to invest in. As we explained aboveà ¯Ã‚ ¼Ã…’we analysed both countries SWOT, for Italy, the strength is market size, the weakness is relatively higher tax rate on alcohol, and the opportunities is that there are only two big old players and some extreme small playersà ¯Ã‚ ¼Ã…’gaining or increasing a share is relatively easyà ¯Ã‚ ¼Ã…’and the market of Italy are more potentialà ¯Ã‚ ¼Ã…’because Italy still on the growing phase of beer industry. Moreoverà ¯Ã‚ ¼Ã…’since the age allowed to drink in Italy starting from the age of 18 and in some areas are even lower to 16à ¯Ã‚ ¼Ã…’and with more population in Italyà ¯Ã‚ ¼Ã…’therefore the market is bigger in Italy than in Canada. In additionà ¯Ã‚ ¼Ã…’nowadays the Italian government highly values the Italian beer industry due to the impact on its economy and therefore taxes are getting lower and lower. And the threat s of Italy is that new public policy may harm the beer industry, such as the advertising policy we mentioned before which bans the ads of alcohol in specific period of time on TV.

Plant a Billion Trees People Fight Global Warming

A society grows great when old men plant trees whose shade they know they shall never sit in.-- Greek proverb A campaign to plant a billion trees in a single year was launched at the United Nations Climate Change Conference in Nairobi, Kenya, in November 2006. The Plant for the Planet: Billion Tree Campaign is intended to encourage people and organizations everywhere to take small but practical steps to reduce global warming, which many experts believe is the most important environmental challenge of the 21st century. Get Involved, Take Action, Plant a Tree Action does not need to be confined to the corridors of the negotiation halls,† said Achim Steiner, executive director of the United Nations Environment Programme (UNEP), which is coordinating the campaign. Steiner noted that intergovernmental talks on tackling climate change can often be â€Å"difficult, protracted and sometimes frustrating, especially for those looking on† instead of participating directly. â€Å"But we cannot and must not lose heart,† he said. â€Å"The campaign, which aims to plant a minimum of 1 billion trees in 2007, offers a direct and straightforward path down which all sectors of society can step to contribute to meeting the climate change challenge.† A Prince and a Nobel Laureate Advocate Tree Planting In addition to the UNEP, the Plant for the Planet: Billion Tree Campaign is backed by Kenyan environmentalist and politician Wangari Maathai, who won the Nobel Peace Prize in 2004; Prince Albert II of Monaco; and the World Agroforestry Centre-ICRAF. According to the UNEP, rehabilitating tens of millions of hectares of degraded land and reforesting the Earth is necessary to restore the productivity of soil and water resources, and more trees will restore lost habitat, preserve biodiversity, and help to mitigate the build-up of carbon dioxide in the atmosphere, thereby helping to slow or reduce global warming. Billions of Trees Must Be Planted to Restore Lost Forests To make up for the loss of trees over the past decade, 130 million hectares (or 1.3 million square kilometers), an area as large as Peru, would have to be reforested. Accomplishing that would mean planting about 14 billion trees every year for 10 years in a row, the equivalent of every person on Earth planting and caring for at least two seedlings annually.   â€Å"The Billion Tree Campaign is but an acorn, but it can also be practically and symbolically a significant expression of our common determination to make a difference in developing and developed countries alike,† Steiner said. â€Å"We have but a short time to avert serious climate change. We need action. â€Å"We need to plant trees alongside other concrete community-minded actions and in doing so send a signal to the corridors of political power across the globe that the watching and waiting is over – that countering climate change can take root via one billion small but significant acts in our gardens, parks, countryside and rural areas,† he said. Other actions people can take to help mitigate or reduce climate change include driving less, switching off lights in empty rooms, and turning off electrical appliances rather than leaving them on standby. For example, it is estimated that if everyone in the United Kingdom switched off TV sets and other appliances instead of leaving them on standby, it would save enough electricity to power close to 3 million homes for a year. The idea for the Plant for the Planet: Billion Tree Campaign was inspired by Wangari Maathai. When representatives of a corporate group in the United States told her they were planning to plant a million trees, she said: â€Å"That’s great, but what we really need is to plant a billion trees.† Take the Pledge and Plant a Tree The campaign encourages people and organizations around the world to enter pledges on a website hosted by the UNEP. The campaign is open to everyone—concerned citizens, schools, community groups, nonprofit organizations, farmers, businesses, and local and national governments. A pledge can be anything from a single tree to 10 million trees. The campaign identifies four key areas for planting: degraded natural forests and wilderness areas; farms and rural landscapes; sustainably managed plantations; and urban environments, but it can also begin with a single tree in a backyard. Advice on choosing and planting trees is availablethrough the website.

The Sui, Tang, And Song Dynasties Of China - 1198 Words

The Sui, Tang, and Song Dynasties of China each offer numerous examples of how the past can influence the future. Ideas that were new at the time have become common-place in today’s world. And these Dynasties evolved to be very different from the ones that had come before. Under the Sui dynasty, there were a number of significant changes. First, a new political system was established – the Three Departments and Six Ministries. The Departments - Zhongshu Sheng, Menxia Sheng, and Shangshu Sheng - were similar to the US executive, legislative, and judicial branches. The Ministries were under the authority of the Shangshu Sheng. Li4 Bu would be known as human resources today. Hu Bu mainly handled the financial aspects and territorial resources. Li3 Bu dealt with etiquette. Bing Bu would be comparable to the US military system. Xing Bu was the court and law enforcement ministry. Gong Bu handled a variety of affairs, such as transportation, farmland cultivation, and water conservation. (Sui Dynasty, Travel China, n.d.) Second, a more peaceful and stable society spurred economic development. â€Å"The agricultural acreage increased greatly which promoted the crop yield. The skills industry made some new advances with the shipbuilding technology reaching a new high level. Meanwhile, the commerce in Luoyang was fairly prosperous and in order to develop the national economy, a series of policies, such as Juntian (equal division of fields) System and Zutiao (tax moderation) System, wereShow MoreRelatedThe Major Change in Sui, Tang Song Dynasty586 Words   |  3 PagesThe Major Change in Sui, Tang Song Dynasty What are the major changes in political structures, social, and economic life in The Sui, Tang, and Song Dynasty. Well during the period of the dynasty that China was unified again when Young Jian a member of aristocratic family from northern china founded a new dynasty known as Sui. The Sui dynasty started 581 and ended 618bit was founded by Sui Wendi or Yang Jian. 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The official system of the Tang administration involved the central official system and local official system. The central official system followed the Sui Dynastys (581 - 618) three departments and six ministries system. The six majorRead MoreChina And The World : A Golden Age1168 Words   |  5 PagesChina and the World: Ch.8 1. Why are the centuries of the Tang and song dynasties in China sometimes referred to as a â€Å"golden age†? 2. In what ways did women’s live change during the Tang and Song dynasties? 3. How did the Chinese and their nomadic neighbors to the north view each other? 4. What assumptions underlay the tribute system? 5. How did the tribute system in practice differ from the ideal Chinese understanding of its operation? 6. In what ways did China and the

Tech Mahindra Growth Factories-Free-Samples-Myassignmethelp.com

Question: Write a report on Tech Mahindra Growth Factories. Answer: Introduction Tech Mahindra Growth Factories is a public limited non-governmental organization that was incorporated in the year 2015. It provides software publishing, consulting and supply services to corporate. Software publishing includes development, distribution and documentation of software. Consultancy involves development of new software based on client requirements. The company is has developed a campaign management platform that is used by its customers for managing their promotion and sales leads. The services provided by this platform include IVR, SMS, Emails, and social networking through other platforms like Facebook, Google and LinkedIn. The company is currently facing a lot of competition from other players in the campaign management software publishing. Some of these competitors include Knowlarity, ACL wireless, Netcore Solutions, and Route-mobile. To be able to sustain this competition, the company aims to improve its current campaign management system after studying the needs an d options in the market for which the company has planned to study the existing competing software and explore them to identify features and functionalities that can be added in the Tech Mahindras propriety campaign management software to enhance its value for customers. Purpose The project aims to help Tech Mahindra identify possible new features for its campaign management system such that developmental gaps can be filled and the value of their software can be enhanced For this, the project would involve exploration of other competing campaign management software and identification of the features that can be useful for the customers of Tech Mahindra such that are added in the software for its enhancement. With the incorporation of additional features in the software published by the company, it aims to improve its position in the market and increase its market share. Project Overview The project involves study of current campaign Management systems that are competing with the tech Mahindra product in the market and development of a new scope and functionalities for the enhancement of its software based on this analysis. For this, the project would need preparation of a comprehensive report involving comparison of the competing campaign management platforms on the basis of parameters like features, functionalities, industry requirements, and business models. The report would also come up with the recommendations on new features and functionalities for the current software of Tech Mahindra and identification of the new technology advances in the area of digital media marketing and analysis of their impacts on the market and users. Based on this report, an implementation plan for a new campaign manager would be made. A revised business requirements document would be created for guiding this new development further, the USP of the new product would be identified based on which a Go To Market strategy would be planned Business Need The company is facing severe competition from other companies in the campaign management space and to be able to compete or increase the market share of its products in the market, it needs to bring enhanced software that comes with more advanced and desired features so that a greater market can be captured. For this, the company aims to develop a new campaign management platform that would save both time and cost for the customer as well as provide additional functionalities and features. This way, the company would be able to dominate the market which would get the company more sales and thereby more revenues. Strategic Significance With the launch of an advanced software that has been developed after consideration of all competition products as well as new market developments, the company is likely to improve its image as well as the market share of the product which would bring the strategic benefit to the company with enhanced positioning and brand capacities. The company would be able to beat competition and dominate the market in the campaign management space. Objectives The objectives of this project include: Identification and comparison of features and functionalities available in the competing campaign management platforms like Knowlarity, ACL wireless, Netcore Solutions, and Route-mobile Identification of features and functionalities that could be used for the development of the new campaign management software for the Tech Mahindra project Exploration of the new technological advances in the campaign management space to identify scope for product enhancement Development of a new product development requirement with those features included that would help customers reduces their cost and time. Development of a Go To market plan to launch the product after it is being developed(Bright Hub Media, 2015). High level requirements The project involves development of a new campaign management software that has the following high level requirements: Requirement Description Development of a single promotional tool for management of all third party services to save time The software that is proposed for development must have a capability to integrate with all the third party campaign management tools SaaS based licensing for saving cost The software would be provided on a SaaS based licence such that the client does not have a need to procure the infrastructure for hosting Identification of the improvements and functionalities for the beta version of new software The current software features would be studied to identify scope for improvement and the other competing software would be explored to identify scope for addition of new functionalities in the software for the development of the beta version of the software Competition analysis report Development of the report that compares different available solutions in the market to identify desirable features of the software Identification of opportunities for new advancements New technological advances in the campaign management space would be studied to identify the scope for improvement or incorporation of features in the current campaign management system of the company Revision of business requirement document Development of a revised BRD document with functionalities and improvements suggested for the scope for development of the new campaign management software. Identifying Go To Market Strategy Defining USP of the new software and development of the Go To Market strategic plan based on the same(Project Management Institute , 2000). Major Deliverables Deliverables of this project include: Creation of a report that compares the solutions provided by Knowlarity, ACL wireless, Netcore Solutions, and Route-mobile on the basis of parameters like features, functionalities, industry requirements, and business models, explores various new technological advances as well as provides the recommendations for incorporation of features and functionalities in the new campaign management software that would be developed by the company. Development of a new and Business requirements document for the development of the new campaign management software Development of a Go to Market plan for the new software launch based on the USP of the new software Boundaries The following would be included in the project: Development of the comparison report for analysis of competition Development of the BRD document for revising scope of the campaign management software development Development of a Go To Market plan for the launch of the new software The project would not include the following: Actual development of the new campaign management software Execution of the plan for new software development Timeline Milestones Executive Milestones Estimated Completion Date Development of comparison report on competing products Development of report on latest advances in the campaign management technologies 10th Sept 2017 Assessment of explored features and technologies and selection of those appropriate for the development of the new campaign management software Development of recommendations for inclusion of new features and improvements in current features for the new software Approval of the new recommendations for development 20th Sept 2017 Development of a revised business requirement document for the development of the new and improved campaign management software for tech Mahindra 30th Oct 2017 Identification of the USP and development of the Go To Market strategic plan based on the same 5th Nov 2017 Funding Source Tech Mahindra business accounts would be providing the funds required for this project. Estimat The total budget that would be approved for this project would include this cost of project execution plus an additional 10% as the contingency money so the total cost of the project would be $35,200(WSDOT, 2015). Alternatives Analysis Alternative to the analysis of the market competition and development of the new software based on that would be increased marketing for the promotion of the current software in the market to strengthen its positioning. However, the current software was developed a few years back and many of the features may not remain powerful for todays scneario. Moreover, with increasing competition and technologies advances, the company risks lose of customers if better products are made available in the market by competition. Thus, this alternative does not suit the business goal of the company which is to enhance its market dominance into the campaign management software space. Assumptions, Constraints and Risks Assumptions The project is based on certain assumptions such as: The company has sufficient funds for the development of a feature rich software that would be suggested in the plan The company has sufficient human resource required for the development of the new campaign management software If the new software would be launched with the additional features and improvements in the current software of the company in the market , it would increase the market share of the company Analysis of competing software would reveal most of the necessities of users in terms of software feature development. Constraints The project also has certain constraints such as The project cannot exceed its allotted duration nor can it take more funds than allocated for the project The revised requirements document would not get approved unless the management sees the strategic potential and business benefit in the development Risks The project involving development of reports, requirements document and the Go to Market plan can also have certain risks but these risks can be responded to in the following ways: Risk Response Plan The software features chosen are not appreciated by the users The comparison and analysis would not just included the features of the competing software but the reviews given by the customers on those features would also be studied to ensure that the chosen features are important for customers so that the software gets acceptance easily after launch There could be delays in the development of the BRD The delays could be introduced due to several reasons such as lack of staff or delays in approvals from the top management. In case of unavailability of the staff, new staff would be allotted the work and in the case of the delays in approved, the management would push the higher authority to take out time for review of the software requirement document so that the development can begin. Project Exceeds the budget A project plan document would be prepared before the project is started and the project activities would be monitored against it to ensure that there are no deviations from the plan and in case, there are chances of deviations then immediate action would be taken to reduce expenses or take additional approvals from the top management if necessary. Project organization Roles and Responsibilities Project Role Project Responsibilities Project Sponsor Tech Mahindra is the project sponsor who would be responsible for reviewing the project in terms of business potential, approving the budget and providing funds required for the development of reports, development plans, and strategic plans. Project sponsor would be approving the budget for the development of the software. Project Manager The project manager would be a person from within the company who would be responsible for planning, executing, monitoring and controlling the project. The project manager would ensure that the project has sufficient capital and human resources and all the activities decided in the plan are executed as per the plan and within budget during its execution. The project manager would keep monitoring the project and would review its progress as well as provide the review to the top management from time to time. Analyst An analyst would be involved for collecting the data on the competition software and preparing a comparison report for the same Requirement Manager Requirement manager would be studying the recommendation report for the incorporation of the features and improvements in the software and would create a business requirements document which would be revised for the development of the improved campaign management software Top Management Top management would be involved in approving the development plan as well as identifying the USP to decide on the Go To Market Strategy Marketing Manager The marketing manager of the company would be involved in the development of a plan for the Go TO Market strategy execution(Pearson, 2000). Stakeholders Analysis The internal stakeholders of the project include: Project Sponsor: The project sponsor is interested in getting the returns on the investments made in any project and thus, the reports must state the commercial benefits that would be achieved with the project and the development of the new product for the company. Project Manager: Project manager would be mainly responsible for planning, executing, monitoring and controlling the entire project and thus, he or she must have the information about the entire project including its development requirements, the resources involved, budgets, and progress. The project manager would virtually lead the entire project like its owner and would be accountable for ensuring that all its deliverables are met. Tech Mahindra Staff: The staff would be involved in collection of data, its analysis, development of the document, marketing the developed software as well as marketing it. The developed software should have features that look more promising to the customers such that the sales and marketing staff find it easier to promote product and deal with the customers. Also, they should have the knowledge about all the features and improvements done in the new software to be able o sell it or plan marketing for it. Software Developers: Developers would be involved in the actual development of the software and thus, the information about the plans for improvement or addition of the features in the software must be communicated to them. Their feedbacks may also be taken while planning the feature development of the software to understand technical challenges and finding solutions. The external stakeholders of the project include: Customers: The customers would be the ultimate users of the campaign management software that would be developed and thus, it is important that they are satisfied with the features added and the improvements made. Thus, their views are important to be considered while selecting the features and improvements for development. Thus, before the final document for development of the software would be approved, the feedback would be taken from some of the potential users to ensure that all their needs are sufficiently met. Competitors: As the projects aims to develop new software that can compete in the market and gain the dominant position, the competition would be negatively affected. In such a case, it is important the decisions about the development of the new software remain confidential and do not reach the competition as they can come up with counter strategies to beat tech Mahindra in the market even before the launch of the new software. Resellers or channel partners: The resellers of the company would be interested in selling the product of tech Mahindra and they would prefer the same for selling, if they are able to gain more profits and are able to easily convince their customers of the benefits for easy sale. Development of most advance and sophisticated features as well as assurance of saving in the time and cost would give the advantage to the customer and the same would also benefit the channel partners in selling. These partners should be communicated clearly about the new features and improvements so that it becomes easy for them to sell the product post its launch. References Bright Hub Media. (2015). Constructing Powerful Scope Statements. Retrieved from Bright Hub Project Management: https://www.brighthubpm.com/project-planning/57950-example-and-evaluation-of-project-scope-statements/ Pearson. (2000). Basic Skills for Project Managers. Pearson Education. Project Management Institute . (2000). A guide to the Project Management Book of Knowledge . Project Management Institute . WSDOT. (2015). Cost Estimating Manual for Projects . Washington State Department of Transportation.