Coca-Cola Nepal Essay Example for Free

Coca-Cola Nepal Essay The Marketing, Sales Distribution strategy for Bottlers Nepal Limited is entitled â€Å"Refresh the Marketplace† and includes: A robust Consumer Response System to address any consumer/customer concerns, ideas, suggestions – either on product and its quality or on stock supply – maintenance of equipment etc†¦ All consumer concerns are dealt with in a fair, timely and friendly manner, so as to satisfy them and resolve their concerns. Marketing and advertising communications are focused on POS (point-of-sale), Radio, TV, hoardings, truck backs, etc†¦ Emphasis is also placed on Consumer Price to enforce Price Compliance. Marketing and advertising communications are customized to suit to local sentiments – social, religious, ethnic. Innovative packages and pack sizes are offered to give better value to consumers and ease of storage to retailers. Prices and packs are introduced in a format that is affordable to all segments of society. General Information Population: 27,5 million (28. 9 million as of July 2007 estimate) GDP per capita (purchasing power parity): US$ 1,5 million (estimated and not exact) Location: Kathmandu and Bharatpur Employees: 469 Number of MDCs: 32 Job creation multiplier effect:  ± 10,000 Local operating name: Bottlers Nepal Ltd 2 Bottling Plants Sales Manager- Bottler Nepal Mr. Madhav Kafle is the Deputy Sales Manger of the bottlers Nepal. He has been with the bottlers Nepal since 1998 he joined bottlers Nepal as a sales officer and then he was promoted to the Sales Executive and later promoted to Area Sales Manager. Qualification: Masters in Arts. Number of years with Bottlers Nepal: 10 years Territory: Katmandu (which is the largest territory and the highest sales generating territory) Key Responsibility: Forecasting sales plan / preparing sales budget Sales forecasting is done looking at the past trends. He normally takes in account the sales volume of past 3 years, activity in the market and then set the target. He considers the average growth in the sales volume and then tentatively adds 5% to 10% to the previous year’s growth and fixes the target for the year. He also consults the existing sales force for their valuable inputs in order to make the forecasting more accurate and feasible. The territory sales forecast is done according to the capacity of the territory and the sales force capability i. . some territories grow fast where as some grow slow, these factors are kept in mind while forecasting the sales target for the particular territory. The sales forecast for a particular territory is also based on the individual sales officer. He also decides on the amount of the promotional support need in order to meet the target sales. He does this by looking back to the amount of post sales support and then plans for the pr omotion. While doing this he also keeps in mind the impact on future product sales. Weekly reporting to the country manager His report to the country manager consist of the overall weekly achievement in terms sales volume of his territory and any other major issues if any which need to be addressed to the higher level management. His report is a consolidated report sent by the Area sales manager and it contains the report on the previous week’s achievement and his new plan for the coming week and the month. The plans consist of volume of production for the coming month and sales on the basis of the production. This plan is also forwarded to all the departments’ viz. arketing and production so that the departments can plan accordingly. Communication with the other departments He interacts with the production manager on regular basis to decide on the volume of production. He also works together with the Marketing Manager in order to come up with promotion for pushing sales and to develop marketing strategies for future sales target. Area sales survey for a particular area is done by the market ing department. Suggestion is taken from the marketing department before formulation of the sales plan for a particular territory. Hiring and selection of Sales force: Sales manager is responsible for hiring salespeople with the appropriate skills and backgrounds to implement the sales strategy. Good sources must be found for new hires, and those who are weak in these areas are carefully screened out. The normally advertise through newspaper. The other sources of candidates are references of current employees. The Applications and the CVs received are first collected by the Human Resource Department and then full scrutinized it. The short listed candidates are then invited for a written test. The further short listed candidates are invited for an interview with the sales Manager and the Human Resource Manager. The selected candidates are called for the training. Training Sales Force: In addition to hiring qualified people, salespeople’s competencies are usually developed through training before they are sent into the field. He identifies the training needs of the individual sales person and then informs about it to the Human Resource department. The Human Resource department in turn coordinates with the trainer. They are given 1 to 1 and half months training depending upon the sales person. Sales managers are responsible for making sure that training is completed, and they often conduct some of the classes. Most initial training programs are designed to familiarize salespeople with the company’s products, services, and operating procedures, with some time devoted to development of selling skills. Because sales training is expensive, the sales manager is responsible for selecting the most cost-effective methods, location, and materials. Training is normally imparted by the trainer form Bangkok. Motivate, Develop and inspires the sales force: Builds and maintains relationships that motivate, guide, and/or reinforce the performance of others toward goal accomplishments. Weekly sales meets are done and those who are the achiever of the highest sales in the territory are appreciated and acknowledge in the meeting. The have a program of the monthly achiever wherein the highest achievers name is put up on the board. If the performance is consistent for couple of months they are given bigger territories. Promotions are performance based. Core Competencies of the Sales Manager Communicate the principles and values of The Company through personal contact with consumers and dignitaries from around the valley in order to further enhance the consumers connection to the brands. Delegate work assignments and tasks to sales representative, providing sufficient direction so desired business outcomes can be achieved. Drives Innovative Sales Improvements: Develops new insights into ideas that result in organizational improvements; promotes a work environment that fosters the development of the sales force and increase the overall sales volume.

Globalization and Anthropology :: Outsourcing, Offshoring, Free Trade

1. We live in a world where nothing is sacred if selling it can make a buck. Be it â€Å"tourist† indigenous memorabilia or your own â€Å"extra† kidney, you can bet there’s a viable market, and someone’s willing to buy. Given the fantastic stealth of international transactions, globalized markets evoke particularly ominous possibilities for the marginalized in our capitalistic economy. Exposing obscure global issues from â€Å"tourist† art to bio-piracy, Schneider and Scheper-Hughes complicate our understanding of globalization by questioning one’s responsibility to the agency of others in an increasingly interrelated world. According to Schneider, defining â€Å"authenticity† is a battle between indigenous peoples and the tourists who purchase their arts and crafts. As â€Å"tourist† art grows with the realization of international tourism as means of development and economic growth in marginalized communities, foreign assumptions affect the perception of indigenous arts and crafts as â€Å"legitimately† indigenous. Indigenous peoples readily â€Å"transform† functional items into feasible commodities; â€Å"goods such as â€Å"indigenous blouses and shawls† easily become â€Å"alien place mates and pillow cases,† enabling indigenous peoples to survive (Schneider 80). Schneider asks, does this practice rob peoples of their culture, or simply generate a new kind of survival market culture? In seeking â€Å"to recognize and question Eurocentric imaginings of the world,† the discipline of anthropology complicates the right of tourists to judge the commodities of indigenous communities, as it questions the right of a global economy that forces peoples to produce such commodities to survive (Schneider 83). In her more gruesome study of organ theft in impoverished communities, Scheper-Hughes similarly demands that consumers understand the implications of â€Å"neo-cannibalism† on an international scale. Rejecting the idea of impoverished peoples as â€Å"uneducated and gullible informants,† Scheper-Hughes questions the meaning of doctors, organ brokers and prestigious anthropologists denying people voice about body-snatching (35, 39). Her research proves that â€Å"eviscerated bodies† do appear in allies and morgues, and verifies the accounts of poor peoples denied as mere â€Å"inventions† by authorities (36, 38).

Impact the Stephen Lawrence Inquiry Essay

Discuss the impact the Stephen Lawrence inquiry has had on the Criminal Justice System? This essay will screen through the changes made in major areas of Criminal Justice System after the Stephen Lawrence Inquiry Report published and attempts to address changes that have already implemented, the supposed and actual outcomes, and effectiveness of these changes in tackling institutional racism mainly based on qualitative academic debates. The murder of Stephen Lawrence, a black British teenager, in a racist attack in 1993, resulted in a detailed inquiry published in 1999 outlining the existence of institutional racism and as many as 70 recommended changes in policies regarding how police should communicate with ethnic minority groups such that these people will trust police, as well as the practice of handling hate crime. Adoption of these changes, as well as reaction of criminal justice system towards the crime, seems to be slow. It is not until January 2012, thirteen years after the inquiry led by Sir William Macpherson concluded, that changes in the Criminal Justice System have finally resulted in two of the five perpetuators successfully sentenced to jail. The various problems in adopting such changes will be reviewed in assessing the overall effectiveness of suggestions made by Sir William Macpherson in the inquiry report. Policing practice is the key area in the report. Institutional racism, as defined by Sir William Macpherson in Stephen Lawrence Inquiry report, is â€Å"the collective failure of an organisation to provide an appropriate and professional service to people because of their colour; culture, or ethnic origin. It can be seen or detected in processes, attitudes and behaviour which amount to discrimination through unwitting prejudice, ignorance, thoughtlessness and racist stereotyping which disadvantage minority ethnic people† (Macpherson, 1999). It is noted that the Metropolitan Police Force accepted this definition and criticism (House of Commons Home Affair Committee, 2009) despite initial strong reaction from frontline officers (Foster et al, 2005, Foster 2008). In academic setting the acceptance of such definition is disputed, however. While earlier journal articles criticized the definition of institutional racism, and sometimes the whole inquiry report, as flawed and problematic (for example McLaughlin and Murji 1999, Innes 1999, Anthias, 1999), later academic articles and reports focus on monitoring the implementation of suggestions and appreciation of changes suggested in the inquiry report. While the definition of institutional racism is not the focus in assessing the overall effectiveness of Stephen Lawrence Inquiry on criminal justice system, how people react with this definition is crucial, and the initial unwelcoming reaction towards the inquiry report probably explains the significant delay in implementing some of the suggested changes. The other focus area on policing is stop and search power and practices. In the report Macpherson (1999) recommends more detailed records on stop and search incidents, which requires two copy of records detailing the reason for the search, the findings and action taken, and ethnic identity provided by the person being searched. While one copy is retained by police force, the other copy must be given to the person being searched. The record is simplified to a receipt in 2009 only showing ethnicity of the person being searched and the location, and the full record can now only obtain in person at police station or online (Bennetto 2009, Miller 2010). Bennetto (2009) expressed concern in his report, claiming such change â€Å"shift[s] back towards the discredited pre-1995 model†. Such concern is reasonable because it can be seen as tightening of information freedom, which contradicts to what Macpherson hoped to achieve through his suggestion on stop and search records. No changes are suggested in relation to stop and search power, which the reason is not suggested. Changes in stop and search practices are, however, can be observed, as stated in Miller’s (2010) evaluation. Apart from periodically publishing stop and search records, supervisors and managers of police force are now required to closely monitor such statistics and take timely actions if something wrong is being observed. Also stricter rules on stop and search have since been imposed, along with the requirement of police officers writing a detailed report on spot about every single incident which subjects to review seems helpful in improving police conduct (Fyfe 1979; Skogan and Frydl 2004 in Miller 2010). While stop and search practice has been somehow improved, racial discrimination can still be seen in stop and search statistics. The notion of â€Å"Black and minority ethnic groups, particularly black people, have for many years been disproportionately at the receiving end of police stop and search—a fact associated with profound community resentment towards the police† (Bowling and Phillips 2002 in Miller 2010) still largely applies today. Miller’s (2010) analysis indicate that black people are about 6 times more likely to be stopped and searched, while it is about 2 times more likely for Asians. Similar idea is seen in Bennetto’s (2009) report, which draws on police statistics that shows in 2009 â€Å"black people are seven times more likely to be stopped and searched than white†, worse than Miller’s analysis with the most recent figures in 2008. No official explaination is provided by Police, but Bennetto (2009) assumes this may be caused by simply discrimination of police officers against black youths or misunderstanding of black youths as ‘problem seekers’ by police officers that prompts them to carry out stop and search. This can be seen as a weakness in Macpherson report as such issue still exists after related recommendations have been implemented (House of Commons Home Affair Committee, 2009). Another area addressed in policing is the significant underrepresentation of p olice officers with self-claimed minority ethnic identity. Macpherson examined this issue with particular focus on employment practices of police force. Although Black Police Associations have existed well before the inquiry report published, it has been viewed as â€Å"fragile† (Holdaway and O’Neill, 2006), and Macpherson report have actually overseen this as a tool for promoting recruitment of minority ethnic police officers, particularly black. The result is that police force still faces difficulties in recruiting ethnic minority police officers thus unable to achieve their set targets (House of Commons Home Affair Committee 2009, Foster et al 2005). New recruit training scheme has since been launched, however it is the organizational culture, dominated by racism, that creates the ‘glass ceiling’ of ethnic minority and women police officers which fears such potential applicants off regardless of what the police force attempt to promote in recruitment advertisement (Fielding, 1999). Legislation and Adjudication is not a focus area in Macpherson report. Macpherson (1999) only suggested current sentencing practices to remain in place, and the abolishment of double jeopardy rule on murder charges due to seriousness of such crime. The abolishment of double jeopardy rule on murder charges seems to have nothing to do with institutional racism; rather, this change, implemented only in 2005, seems only to pave the path for retrial on the murder of Stephen Lawrence, which the police force admits to have been mishandled (Foster et al, 2005). It is a positive move, however, because such change in legislation allows two of the perpetuators to be sentenced to prison and clearly demonstrate how the criminal justice system accept criticism on past mistakes. There are debates on overall effectiveness of the changes suggested in Macpherson report. One claim, as noted in Rowe’s work (2004) and Waddington’s (1999), is that institutional racism is so deeply rooted in police force in which discrimination has actually become a culture, evidenced by female officers and those of ethnic minorities do not receive equal opportunities in promotion. Innes (1999) also claimed in his work that Macpherson report focus too much on institutional racism and â€Å"fails to understand the complexities and subtleties intrinsic to, and constitutive of this particular aspect of police work†, and at the same time â€Å"displays a tendency to conflate what are in actuality separate problems of racism and systemic management failures†, thus raising doubts in the overall effectiveness of the suggestions. However, official report in 2009 indicates that the recommendations are being implemented with positive feedback (House of Commons Home Affair Committee, 2009). In recent journal articles, although concerns have been raised as well, there are still acknowledgements of changes being implemented and positive outcomes have been observed (Bennetto 2009, Miller 2010, Rowe 2004). It can be seen that if all the changes are implemented, institutional racism can be effectively tackled; one cannot expect it to completely diminish, however. To conclude, it is obvious the Criminal Justice System has positively implemented to almost all of the suggested changes in the Macpherson Report. The time taken to implement these changes, however, is considered too long that hate crimes, similar to the murder of Stephen Lawrence, has not been addressed timely before 2005. The limitation of the Macpherson inquiry in the areas of policing, legislation and adjudication practices only leads to issues in correction institutions not properly addressed. However, as the inquiry itself is based on a single unresolved hate crime that occurred 6 years before the inquiry, one cannot expect the inquiry to address every single issue in the criminal justice system. In fact, the coverage of Macpherson inquiry is so wide that institutional racism has been properly tackled in the past ten years, although still exists today because it has become a culture so deeply rooted in the criminal justice system that complete elimination is virtually impossible. Not all intended effects of the changes can be seen by now, but there is an obvious trend that the criminal justice system has accepted the criticism as institutional racist and moving on the right direction to have things amended. In recent years human right advocacies such as Equality and Human Rights Commission has put an eye on this particular issue and with their consistent lobbying effort, one can expect major progress in eliminating institutional racism from criminal justice system to be successfully achieved in foreseeable future. Bibliography Anthias, F (1999) Institutional Racism, Power and Accountability, Sociological Research Online, vol. 4(1). Available from: http://www.socresonline.org.uk/4/lawrence/ /anthias.htm [Accessed November 30, 2012] Bennetto, J. (2009) Police and racism: what has been achieved 10 years after the Stephen Lawrence Inquiry report? London: Equality and Human Rights Commission. Available from: http://www.equalityhumanrights.com/uploaded_files/raceinbritain/ policeandracism.pdf [Accessed November 30, 2012] Foster, J. (2008) ‘It might have been incompetent, but it wasn’t racist’: murder detectives’ perceptions of the Lawrence Inquiry and its impact on homicide investigation in London, Policing & Society, Vol. 18(2), pp. 89-112 Foster, J. et al (2005) Assessing the impact of the Stephen Lawrence inquiry, London: Home Office. Available from: http://library.npia.police.uk/docs/hors/hors294.pdf [Accessed December 1, 2012] Fielding, N. (1999) Policing’s Dark Secret: The Career Paths of Ethnic Minority Officers, Sociological Research Online, vol. 4(1). Available from: http://www.socresonline.org. uk/4/lawrence/fielding.html [Accessed November 30, 2012] Holdaway, S. (1999) Understanding the Police Investigation of the Murder of Stephen Lawrence: A ‘Mundane Sociological Analysis’, Sociological Research Online, vol. 4(1). Available from: http://www.socresonline.org.uk/4/lawrence/holdaway.html [Accessed November 30, 2012] Holdaway, S. and O’Neill, M. (2006) Ethnicity and culture: thinking about ‘police ethnicity’, British Journal of Sociology, Vol. 57(3), pp. 483-502 House of Commons Home Affair Committee. (2009) The Macpherson Report – Ten Years On, London: Stationery Office. Available from: http://www.publications.parliament.uk/ pa/cm200809/cmselect/cmhaff/427/427.pdf [Accessed November 30, 2012] Innes, M. (1999) Beyond the Macpherson Report: Managing Murder Inquiries in Context, Sociological Research Online, v ol. 4(1), available at: http://www.socresonline.org.uk/ 4/lawrence/innes.html [Accessed November 30, 2012] Miller, J. (2010) Stop and Search in England: A Reformed Tactic or Business as Usual?, British Journal of Criminology, 50, pp. 954-974 Macpherson, Sir William. (1999) The Stephen Lawrence Inquiry, London: HMSO. McLaughlin, E. and Murji, K. (1999) After the Stephen Lawrence Report, Critical Social Policy, Vol. 19(3): 371-385. Murji, K. (2007) Sociological engagements: Institutional racism and beyond, Sociology-the Journal Of The British Sociological Association, Vol.41(5), pp.843-855 Rowe, M. (2004) Policing, Race and Racism, Cullompton, Willan (Chapter 3) Shiner, M. (2010) Post-Lawrence policing in England and Whales: Guilt Innocence and the Defence of Organizational Ego, British Journal of Criminology, 50, pp. 935-953 Waddington, P (1999) Discretion, ‘Respectability’ and Institutional Police Racism, Sociological Research Online, vol. 4(1), Available from: http://www.socresonline.org.uk/4/ lawrence/waddington.htm [Accessed December 1, 2012]

No Child Left Behind Argumentative Essay - 1149 Words

http://www.yourlittleprofessor.com/schools.html ASPERGER SYNDROME http://www.greatschools.org/improvement/quality-teaching/61-no-child-left-behind.gs NO CHILD LEFT BEHIND http://www.hooverpress.org/productdetails.cfm?PC=1344 NO CHILD LEFT BEHIND Published: August 4, 2004 No Child Left Behind Updated Sept. 19, 2011 The No Child Left Behind Act of 2001, signed into law by President Bush on Jan. 8, 2002, was a reauthorization of the Elementary and Secondary Education Act, the central federal law in pre-collegiate education. The ESEA, first enacted in 1965 and previously reauthorized in 1994, encompasses Title I, the federal governments flagship aid program for disadvantaged students. Coming at a time of wide public concern about†¦show more content†¦If a school receiving federal Title I funding failed to meet the target two years in a row, it would be provided technical assistance and its students would be offered a choice of other public schools to attend. Students in schools that failed to make adequate progress three years in a row also were offered supplemental educational services, including private tutoring. For continued failures, a school would be subject to outside corrective measures, including possible governance changes. * Report Cards: Starting with the 2002-03 school year, states were required to furnish annual report cards showing a range of information, including student-achievement data broken down by subgroup and information on the performance of school districts. Districts must provide similar report cards showing school-by-school data. * Teacher Qualifications: By the end of the 2005-06 school year, every teacher in core content areas working in a public school had to be highly qualified in each subject he or she taught. Under the law, highly qualified generally meant that a teacher was certified and demonstrably proficient in his or her subject matter. Beginning with the 2002-03 school year, all new teachers hired with federal Title I money had to be highly qualified. By the end of the 2005-06 school year, all school paraprofessionals hired with Title I money must have completedShow MoreRelatedWriting Was The Ultimate Stress Reliever When I Was Growing Up1186 Words   |  5 Pagesadrenaline when I came up with a new idea, the sense of satisfaction I felt when I read through my essay and the joy I felt when my family and friends enjoyed reading my stories were just few of the many reasons why I loved to write. However, I started to despise writing because of the lack of confidence in the quality of my essays when I started middle school. 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