Japan free essay sample

In Kawabatas Snow Country, a central theme has been focused on wasted effort. Throughout the novel, the phrase wasted effort from Shimamura has been recurring. The notion of performing a task without it having a definite purpose or end seems futile to Shimamura. Shimamura focuses on Komakos wasted efforts throughout the novel, yet does not really look to his own.The first time which wasted effort was mentioned, was when Komako was describing to Shimamura of her diary. Komako describes that in her diary she lists the character relations and minor details of each book she read, when asked about the purpose for doing such a thing Komako simply replies, None at all. To which Shimamura retorted, A waste of effort. (41). In this example, it seems that Shimamura perceives wasted effort as doing something without purpose. It appears pointless to him that Komako listed what she had previously read, yet this small activity gives Komako joy and brings her to the days in which she lived in Tokyo. We will write a custom essay sample on Japan or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The second time that wasted effort was mentioned was when he found out that Komako might be Yukios fiancà ©, where Shimamura thinks, If Komako was the mans fiancà ©e, and Yoko was his new lover, and the man was going to die—the expression wasted effort again came to Shimamuras mind. For Komako thus to guard her promise to the end, for her even to sell herself to pay doctors bill—what was it if not wasted effort? (61). In his mind Shimamura perceives the effort of both Komako and Yoko as wasted effort, Shimamura cannot fathom the excess effort both these girls are putting themselves through in order to benefit Yukio despite his falling condition. This time Shimamura takes the meaning of wasted effort as not only doing without purpose, but also exerting excess effort on things which are fleeting. Yukios condition which is wavering, is reason enough for Shimamura to question why Komako would put herself in such a satiation despite Yukios inevitable demise.The third time wasted effort was mentioned was when Shimamura learned that Komako practiced her samisen exclusively through score, To Shimamura it was a wasted effort, this way of living. He sensed in it too a longing that called out to him for sympathy. (72-73). This excerpt seemed familiar to Shimamuras view of wasted effort when Komako described her diary, he sees the longing which she felt and remembered the times in which she practiced in Toky o, yet despite this Shimamura views this as sad. The next time the phrase was mentioned was when Shimamura was climbing the mountain, Though he was an idler who might as well spend his time in the mountains as anywhere. He looked upon mountain climbing as almost a model of wasted effort. For that very reason it pulled at him with the attraction of the unreal. (112). In both Komakos practicing of the Samisen and Shimamuras experience of climbing a mountain, the phrase explains endless cycle of events. The last statement on that passage is also important. It seemed that it shows that after he viewed something which he considers as wasted effort, he diverted his attention to the unreal, perhaps to retain his vision of beauty in doing that matter. The final time which wasted effort is reiterated was during his encounter with Yoko, He was conscious of an emptiness that made him see Komakos life as beautiful but wasted, even though he himself was the object of her love; and yet the womans existence, her straining to live, came touching him like naked skin. He pitied her, and he pitied himself. (127-128). In this final reference, Shimamura finally sees that he is also experiencing wasted effort. Shimamura knows that his affair with Komako would end, and despite this has placed so much effort over her. He pitted both himself and Komako for this reason. Shimamura throughout the novel was quick to point out the wasted efforts of others, yet did not fully realize that he himself was exhibiting the same habits. Shimamura and Komako are similar in that they both exhibit wasted effort with an almost childlike quality, which is juxtaposed by an adult like nature. Komako still being a very young woman, shows traits of adulthood and responsibility, yet continuously does things which will ultimately end fruitless. Komakos decision in becoming a Geisha, was based on an adult decision to help a longtime friend, despite knowing he would ultimately parish. Her hobbies of writing down what she had previously read into her diary and practicing the Samisen without ever having an audience satisfied Komako, yet Shimamura pitied her actions and classified them as pointless. Shimamura an older gentleman was quick to point out others fruitless actions, yet did not start to question his own until the end. Shimamura suspended himself in a fantasy with Komako and even referenced the lack at attention he had given his family during those times. This to me seems like a childish act on Shimamuras part, which is ju xtaposed by Komakos adult like actions in trying to aid her dying friend. Shimamura pitied Komakos diary, yet he himself would write manuscripts about the art of Ballet, without ever actually seeing a live show. Shimamuras manuscripts were in sense Komakos diary entries, he would write about and fanaticize about something he had not seen in person, and indulged in the fact that he would leave the dance up to his imagination. Shimamura viewed life as if he was detached to the tangible essence of it because he dwelled too much on the unreal. He kept on telling of wasted effort on the things being done without any assurance of the result, to think that is one of the realities in life. A reality which Komako experienced, and understood yet Shimamura with age and knowledge could not fully understand.A bc d e f g h I j kl m n o p q r s t u Japan free essay sample A history of early twentieth century Japan with emphasis on the rise and fall of its economy. This paper discusses Japans rise to the international forefront at the beginning of the twentieth century and examines how the economic downturn in the 1920s paved the way for the rise of the militarists and ultimately to Japanese aggression in the 1930s. In 1920 Japans wartime economic boom distorted, and the country suffered a series of recessions. The great Kanto earthquake of 1923, which devastated the Tokyo-Yokohama region, aggravated bad economic conditions. Agricultural prices plunged, and the rural economy became indolent. A major bank panic in 1927 set off alarm bells, but conditions grew much poorer with the onset of the Great Depression, the global economic slump that began at the end of 1929. Japans manufacturing production fell, workers were laid off, a new wave of strikes began, and the rural economy went into a tailspin. We will write a custom essay sample on Japan or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page

USS North Carolina (BB-55) in World War II

USS North Carolina (BB-55) in World War II USS North Carolina (BB-55) was the lead ship of the North Carolina-class of battleships. The first new design constructed by the US Navy since the early 1920s, the North Carolina-class incorporated a variety of new technologies and design approaches.   Entering service in 1941, North Carolina saw extensive service in the Pacific during World War II and took part in nearly all of the major Allied campaigns. This saw it earn 15 battles stars, the most won by any American battleship. Retired in 1947, North Carolina was taken to Wilmington, NC in 1961 and opened as a museum ship the following year.   Treaty Limitations The story of the North Carolina-class begins with the Washington Naval Treaty (1922) and London Navy Treaty (1930) which limited warship size and total tonnage. As a result of the treaties, the US Navy did not built any new battleships for the most the 1920s and 1930s. In 1935, the General Board of the US Navy began preparations for the design of a new class of modern battleships. Operating under the constraints imposed by the Second London Naval Treaty (1936), which limited total displacement to 35,000 tons and the caliber of guns to 14, designers worked through a multitude of designs to create a new class that combined an effective mix of firepower, speed, and protection. Design and Construction After extensive debate, the General Board recommended design XVI-C which called for a battleship capable of 30 knots and mounting nine 14 guns. This recommendation was overruled by Secretary of the Navy Claude A. Swanson who favored the XVI design which mounted twelve 14 guns but had a maximum speed of 27 knots. The final design of what became the North Carolina-class emerged in 1937 after Japans refusal to agree to the 14 restriction imposed the treaty. This allowed the other signatories to implement the treatys escalator clause which permitted an increase to 16 guns and a maximum displacement of 45,000 tons. As a result, USS North Carolina and its sister, USS Washington, were redesigned with a main battery of nine 16 guns. Supporting this battery were twenty 5 dual purpose guns as well as an initial installation of sixteen 1.1 anti-aircraft guns. In addition, the ships received the new RCA CXAM-1 radar. Designated BB-55, North Carolina was laid down at the New York Naval Shipyard on October 27, 1937. Work progressed on the hull and the battleship slid down the ways on June 3, 1940 with Isabel Hoey, daughter of the Governor of North Carolina, serving as sponsor. USS North Carolina (BB-55) - Overview Nation: United StatesType: BattleshipShipyard: New York Naval ShipyardLaid Down: October 27, 1937Launched: June 13, 1940Commissioned: April 9, 1941Fate: Museum ship at Wilmington, NC Specifications: Displacement: 34,005 tonsLength: 728.8 ft.Beam: 108.3 ft.Draft: 33 ft.Propulsion: 121,000 hp, 4 x General Electric steam turbines, 4 x propellersSpeed: 26 knotsRange: 20,080 miles at 15 knotsComplement: 2,339 men Armament Guns 9 Ãâ€" 16 in.(410 mm)/45 cal. Mark 6 guns (3 x triple turrets)20 Ãâ€" 5 in (130 mm)/38 cal. dual-purpose guns60 x quad 40mm antiaircraft guns46 x single 20mm cannon Aircraft 3 x aircraft Early Service Work on North Carolina ended in early 1941 and the new battleship was commissioned on April 9, 1941 with Captain Olaf M. Hustvedt in command. As the US Navys first new battleship in nearly twenty years, North Carolina quickly became a center of attention and earned the enduring nickname Showboat. Through the summer of 1941, the ship conducted shakedown and training exercises in the Atlantic. With the Japanese attack on Pearl Harbor and the US entry into World War II, North Carolina prepared to sail for the Pacific. The US Navy soon delayed this movement as there was concern that the German battleship Tirpitz might emerge to attack Allied convoys. Finally released to the US Pacific Fleet, North Carolina passed through the Panama Canal in early June, just days after the Allied triumph at Midway. Arriving at Pearl Harbor after stops at San Pedro and San Francisco, the battleship began preparations for combat in the South Pacific. South Pacific Departing Pearl Harbor on July 15 as part of a task force centered on the carrier USS Enterprise (CV-6) North Carolina steamed for the Solomon Islands. There it supported the landing of US Marines on Guadalcanal on August 7. Later in the month, North Carolina provided anti-aircraft support for the American carriers during the Battle of the Eastern Solomons. As Enterprise sustained significant damage in the fighting, the battleship began serving as an escort for USS Saratoga (CV-3) and then USS Wasp (CV-7) and USS Hornet (CV-8). On September 15, the Japanese submarine I-19 attacked the task force. Firing a spread of torpedoes, it sunk Wasp and the destroyer USS OBrien as well as damaged North Carolinas bow. Though the torpedo opened a large hole on the ships port side, the ships damage control parties quickly dealt with the situation and averted a crisis. Arriving at New Caledonia, North Carolina received temporary repairs before departing for Pearl Harbor. There, the battleship entered drydock to fix the hull and its anti-aircraft armament was enhanced. Tarawa Returning to service after a month in the yard, North Carolina spent much of 1943 screening American carriers in the vicinity of the Solomons. This period also saw the ship receive new radar and fire control equipment. On November 10, North Carolina sailed from Pearl Harbor with Enterprise as part of the Northern Covering Force for operations in the Gilbert Islands. In this role, the battleship provided support for Allied forces during the Battle of Tarawa. After bombarding Nauru in early December, North Carolina screened USS Bunker Hill (CV-17)when its aircraft attacked New Ireland. In January 1944, the battleship joined Rear Admiral Marc Mitschers Task Force 58. Island Hopping Covering Mitschers carriers, North Carolina also provided fire support for troops during the Battle of Kwajalein in late January. The following month, it protected the carriers as they mounted raids against Truk and the Marianas. North Carolina continued in this capacity for much of the spring until returning to Pearl Harbor for repairs on its rudder. Emerging in May, it rendezvoused with American forces at Majuro before sailing for the Marianas as part of Enterprises task force. Taking part in the Battle of Saipan in mid-June, North Carolina struck a variety of targets ashore. Upon learning that the Japanese fleet was approaching, the battleship departed the islands and protected American carriers during the Battle of the Philippine Sea on June 19-20. Remaining in the area until the end of the month, North Carolina then departed for the Puget Sound Navy Yard for a major overhaul. Finished in late October, North Carolina rejoined Admiral William Bull Halseys Task Force 38 at Ulithi on November 7. Final Battles Shortly thereafter, it endured a severe period at sea as TF38 sailed through Typhoon Cobra. Surviving the storm, North Carolina supported operations against Japanese targets in the Philippines as well as screened raids against Formosa, Indochina, and the Ryukyus. After escorting carriers on a raid on Honshu in February 1945, North Carolina turned south to provided fire support for Allied forces during the Battle of Iwo Jima. Shifting west in April, the ship fulfilled a similar role during the Battle of Okinawa. In addition to striking targets ashore, North Carolinas anti-aircraft guns aided in dealing with the Japanese kamikaze threat. Later Service Retirement After a brief overhaul at Pearl Harbor in late spring, North Carolina returned to Japanese waters where it protected carriers conducting airstrikes inland as well as bombarded industrial targets along the coast. With the surrender of Japan on August 15, the battleship sent part of its crew and Marine Detachment ashore for preliminary occupation duty. Anchoring in Tokyo Bay on September 5, it embarked these men before departing for Boston. Passing through the Panama Canal on October 8, it reached its destination nine days later. With the end of the war, North Carolina underwent a refit at New York and began peacetime operations in the Atlantic. In the summer of 1946, it hosted the US Naval Academys summer training cruise in the Caribbean. Decommissioned on June 27, 1947, North Carolina remained on the Navy List until June 1, 1960. The following year, the US Navy transferred the battleship to the State of North Carolina for a price of $330,000. These funds were largely raised by the states school children and the ship was towed to Wilmington, NC. Work soon began to convert the ship into a museum and North Carolina was dedicated as a memorial to the states World War II veteran in April 1962.

Bonus assignment #1 Case Study Example | Topics and Well Written Essays - 250 words

Bonus assignment #1 - Case Study Example The CEO is Joseph W. Luter, III while the Board chair is Wendell H. Murphy. The Board structure of Smithfield is of the norm since the company is legally instituted. The director depending on whether they are employees or not are subjected to fees and shareholding respectively (Smithfield Corporation, 2012). Directors’ interest can be aligned to that of shareholders by making them one of the shareholders. The company has not a nomination committee (Smithfield Corporation, 2012) and I think shareholders hence vote the directors the independence of the process, which is guided by law. The audit committee is composed of Audit Committee is comprised of Messrs. Faison and Murphy, it is independent and it held a meeting once which is satisfactory. Greenberg joined the board in 1987 while Richard Holland is a manager and Banker by profession. The firm held nine annual boards meetings all of them attending at least 75% as required. Stock ownership of Smithfield by other shareholder stands at 55.7% leaving the rest for the CEO who is therefore the majority shareholder hence in direct control. The other directors holding more than 5% shareholding are passive to the business operations while exercising control through their major vote. Though the company exercises professional management, its governance structure is that which exercises control from the top (Smithfield Corporation, 2012). The leadership has tried to modify this depending on the environment of operation making the company survive despite fierce competition in its

Responding to religious diversity in classrooms Case Study

Responding to religious diversity in classrooms - Case Study Example her customs and norms of different cultures, but one has to be prudent enough to close argumentative statements and believes when the initial signs begin to show. One aim of every class teacher is to make her students a positive and appreciative member of society who can respect and give space to different cultural believes. Therefore awareness of diversity among children is an acceptable notion .Different sessions for students and parents can be held so to spread the awareness about religious diversity. Workshops for parents of the mainstream culture can also be held so they can train their off springs with the understanding of acceptance. Developing a sense of sensitivity in both parent and children can help in a long run to the road of acceptance. A teacher needs to study the background and the profile of the child thoroughly and before planning keeping those distinguishing factors in mind, plan an activity. And if somehow the event calls for the same activity trims and change activity for that specific child who can not perform due to his ideas or

Philosophy - Practical Ethics Essay Example | Topics and Well Written Essays - 2500 words

Philosophy - Practical Ethics - Essay Example In this paper I will discuss the moral difference between abortion and infanticide with special reference to the views of Michael Tooley and Mary Anne Warren. Metaphysics is an area of philosophy that deals with questions having to do with the ultimate grounding and nature of things in the world. It is concerned with such diverse topics as the mind/body problem, identity, God, the existence and nature of universals, the existence and nature of the soul, and so on. Thus, the morality of abortion, if it is to be construed as contingent upon the nature of the fetus, is an issue whose resolution depends on which metaphysical view of the human person is correct. Given this, let us take a look at Michael's argument. Although he makes many provocative and interesting claims that deserve a reply, I will focus on a small portion of his essay that I believe is the core of his case. According to Michael, "the first principle of religious liberty is that laws will not be based upon abstract metaphysical speculation, but will be fashioned through the democratic processes in which every perspective is subject to critical analysis (Michael, 2000). Any proposal must be open either to revision or rejection." He then goes on to cite, as an example of what is not speculative metaphysics, the viability standard proposed by the Court in Roe. I will first critique Michael's use and defense of the viability standard and then move on to a general critique of Michael's view of "abstract metaphysical speculation." ... the viability standard in particular, fairly, sensibly, and effectively functions to safeguard the constitutional liberties of pregnant women while recognizing and accommodating the State's interest in potential human life. The viability line reflects the biological facts and truths of fetal development; it marks the threshold moment prior to which a fetus cannot survive separate from the woman and cannot reasonably and objectively be regarded as a subject of rights or interests distinct from, or paramount to, those of the pregnant woman (Michael, 2000). At the same time, the viability standard takes account of the undeniable fact that as the fetus evolves into its postnatal form, and as it loses its dependence on the uterine environment, the State's interest in the fetus' potential human life, and in fostering a regard for human life in general, becomes compelling. Michael's argument for the viability standard is nearly identical to the one presented by Blackmun: Part of the genius in Roe v. Wade (now affirmed in Casey) was putting forward the standard of viability: that stage of development at which the fetus has sufficient neurological and physical maturation to survive outside the womb. Prior to that, the fetus simply is not sufficiently developed as an independent being deserving and requiring the full protection of the law, i.e., a person (Michael, 2000). The notion of viability correlates biological maturation with personal identity in a way that can be recognized and accepted by reasonable people. Michael's use of the viability standard is seriously flawed. First, he praises the Court's legal use of the standard and then employs the standard as a decisive moment at which he believes it is reasonable to say that the fetus becomes a person, even though that is

Design of Shaft | Basis of rigidity

Design of Shaft | Basis of rigidity DESIGN OF SHAFT ON THE BASIS OF RIGIDITY AND STRENGTH CALCULATION AND ANGLE OF TWIST Design of Shaft: †¢ A shaft is a rotating member usually of circular crossection (solid or hollow), which is used to transmit power and rotational motion. Axles are non rotating member. †¢ Elements such as gears, pulleys (sheaves), flywheels , clutches , and sprockets are mounted on the shaft and are used to transmit power from the driving device(motor or engine) through a machine. †¢ The rotational force (torque) is transmitted to these elements on the shaft by press fit, keys, dowel, pins. †¢ The shaft rotates on rolling contact or bush bearings. †¢ Various types of retaining rings, thrust bearings, grooves and steps in the shaft are used to take up axial loads and locate the rotating elements. Design of Shafts on the Basis of Rigidity: †¢ Shafts must be rigid enough to avoid excessive deflection †¢ Two types of rigidity:  § Torsional rigidity  § Lateral rigidity Torsional Rigidity: †¢ Important for camshafts where timing of the valves are important †¢ Estimate the total angle of twist in radians †¢ Use torsion equation Lateral Rigidity: †¢ Important for  § Transmission shafting  § Shafts running at high speed †¢ Lateral deflection must be minimised to avoid:  § Gear teeth alignment problems  § Bearing related problems †¢ The lateral deflection (y) and the slope (ÃŽ ¸) may be determined by equations from the strength of materials Design of Shafts Based on Strength: Stresses in Shafts: †¢ Shear stresses due to torsional load †¢ Bending stresses due to the forces coming from gears, pulleys, etc. †¢ Stresses due to combined torsional and bending loads Angle of twist for circular members: Angle of twist : When one end of shaft is fixed and the other end is twisted, the angle twisted is the angle of twist. Find the relative rotation of section B-B with respect to section A-A of the solid elastic shaft as shown in the when a constant torque T is being transmitted through it. The polar moment of inertia of the cross-sectional area J is constant. Concepts involved: Angle of twist in circular members Formulae used: ÃŽ ¸=∠« Txdx/JG Where, φ= Angle of twist Tx = torque at distance x Jx = polar moment of area at distance x G = Shear modulus Solution: Step 1: Here neither torque nor J changes with x so, Tx = T and Jx = J And limit is between 0 to L so we get: ÃŽ ¸=TL/JG Note: In applying the above equation, note particularly that the angle φ must be expressed in radians. Also observe the great similarity of this relation equation Δ =PL/AE, for axially loaded bars. Here φ ⇔ Δ T⇔ P, J⇔ Α, and G⇔ E. By the analogy, this equation can be recast to express the torsional spring constant, or torsional stiffness, kt as Kt = T/ÃŽ ¸ = JG /L [N-m/rad] This constant torque required to cause a rotation of 1 radian, i.e., φ = 1. It depends only on the material properties and the size of the member. As for axially loaded bars, one can visualize torsion members as springs. The reciprocal of kt defines the torsional flexibility ft. Hence, for a circular solid or hollow shaft. ft = 1/kt = L / JG [ rad/N-m] This constant defines the rotation resulting from application of a unit torque, i.e., T = 1. On multiplying by the torque T, one obtains the current equation . Shaft Design: Shaft Design consists primarily of the determination of the correct shaft diameter to ensure satisfactory strength and rigidity when the shaft is transmitting power under various operating and loading conditions. Shafts are usually circular in cross section, and may be either hollow or solid. Design of shafts of ductile materials, based on strength, is controlled by the maximum shear theory. And the shafts of brittle material would be designed on the basis of the maximum normal stress theory. Various loads subjected on Shafting are torsion, bending and axial loads. Torsional stresses: (Ï„) The Torsional formula is given by: T/J=G ÃŽ ¸/L=Ï„/r Here T=torque or Torsional moment, N-mm J=polar moment of inertia, mm4 = Ï€ d4/32 ,Where d is the solid shaft diameter. = Ï€( do 4- d i 4 ) /32 Where do and di are outer and inner diameter of the hollow shaft respectively. G=Modulus of elasticity in shear or modulus of rigidity, MPa ÃŽ ¸=Angle of twist, radians l= Length of shaft , mm r= Distance from the Neutral axis to the top most fibre , mm = d/2 (For solid shaft) = do /2(For hollow shaft) Shear (Ï„) stress on the outer surface of a shaft, for a torque (T) : For solid circular section:  · Ï„ = Tr / J = 16T / Ï€ d3 For hollow circular section:  · Ï„ = Tr / J =16T do / Ï€ do 4- d i 4 ) Design of Shafts for Fatigue (Fluctuating Loads): †¢ Shafts are generally subjected to fluctuating torques and bending moments may fail due to fatigue †¢ Combined shock and fatigue factors must be taken into account †¢ Modify the equivalent twisting and bending moments. Power Transmitting Shaft: * Shaft Design consists primarily of the determination of the correct shaft diameter to ensure satisfactory strength and rigidity when the shaft is transmitting power under various operating and loading conditions. Shafts are usually circular in cross section, and may be either hollow or solid. * Design of shafts of ductile materials, based on strength, is controlled by the maximum shear theory. And the shafts of brittle material would be designed on the basis of the maximum normal stress theory. * Various loads subjected on Shafting are torsion, bending and axial loads. Crank Shaft: * A crankshaft is used to convert reciprocating motion of the piston into rotary motion or vice versa. The crankshaft consists of the shaft parts, which revolve in the main bearings, the crank pins to which the big ends of the connecting rod are connected, the crank arms or webs, which connect the crankpins, and the shaft parts. The crankshaft, depending upon the position of crank, may be divided into the following two types. * The crankshaft is the principal member of the crank train or crank assembly, which latter converts the reciprocating motion of the pistons into rotary motion. It is subjected to both torsional and bending stresses, and in modern high-speed, multi-cylinder engines these stresses may be greatly increased by resonance, which not only renders the engine noisy, but also may fracture the shaft. In addition, the crankshaft has both supporting bearings (or main bearings) and crankpin bearings, and all of its bearing surfaces must be sufficiently large so that the unit bearing load cannot become excessive even under the most unfavorable conditions. At high speeds the bearing loads are due in large part to dynamic forces-inertia and centrifugal. Fortunately, loads on main bearings due to centrifugal force can be reduced, and even completely eliminated, by the provision of suitable counterweights. All dynamic forces increase as the square of the speed of rotation. (i.e. FDynamic↑â‡⠀™Speed2↑) REFRENCES: * Engineering mechanics static and dynamics my A.K. Tayal * www.sciencedirect.com * Mechaical Sciences by G.K. LAL * www.physicsclassroom.com

James Boag Marketing Report

James Boag Premium â€Å"What would you like to drink today? † Strategic Marketing Planning MBA 9006 Marketing Semester 1, 2008 Table Of Contents Page Executive Summary:3 The beer market:4 Market share:5 Financial overview:5 Strategic Gap:7 Strategic Positioning:8 Product Life cycle:8 Boston Consulting Group and GE/McKinsey Matrix:9 Competitive Advantage:10 Ansoff Product – Market Mix:11 Marketing Strategy:12 Target Market:12 Brand Positioning:13 Product Strategy:15 Pricing Strategy:15 Distribution Strategy:16 Integrated Marketing Communication Strategy:17 Advertising17 Sponsorship17 Point of Purchase and Packaging17 Promotion17 Public Relations18 Marketing Budget:18 Implementation:18 Evaluation and control:19 Conclusion:20 Appendices:21-36 Executive Summary: Beer sales in Australia have been showing a downward trend, with the exception of the premium beer segment which has shown a strong growth of 9% annually. The James Boag premium beer has established itself as the #2 brand of premium beer in Australia. Building on our strategic acquisition of James Boag we hope to continue increasing our market share of this growing premium beer segment by exploiting and building further on James Boag brand equity. In 2007, 78% of our sales revenue was generated from beer, thus protecting this segment becomes crucially important for us to maintain our financial profits. Beer sales revenue has been growing at 5% pa for the previous years. With the increased drive on marketing for the James Boag brand we hope to capture a healthy share of the growing premium beer segment and also nhance this growth to 6% pa for the forecasted periods of 2008-2010. As the premium beer segment is in a growth phase, James Boag premium beer is strategically placed as a â€Å"Star†. Increased investments towards building the brand and increasing market penetration would help generate greater financial profits. However this strategy would require an increase in marketing expenditures to the tuneA$54 million in 2008, a rise of 10% pa compared to the previous average of 2%pa. This increase in expenditure would allow us increase our total market share of James Boag premium beer to 18% from its present 9%. This Strategic marketing plan proposes a strategy to not only meet financial objectives, but also to reinforce, and increase brand awareness. Capturing market share by highlighting differentiated value, as against devaluing our price, would be the main focus of our growth strategy. The new product development of the James Boag premium light would help capture the growing female beer patron segment. Introduction of Casks and Draught beers at pubs and restaurants would further strengthen the availability, market share and brand image of our range. For our James Boag range we would introduce specially embossed serving glasses, distinctive packaging, associating the range with other premium luxury bands, targeting corporate events and membership boxes at premium sport events, would be some of the key strategies. In terms of pricing, we would like to maintain our present price of A$50 per case, in order to communicate the premium status, and also indicate the price –value relationship of our brand. This plan also exhibits a staggered implementation, evaluation and control plan for our organization over the periods 2008-2010. Success of the implementation would be closed monitored by clearly defined performance indicators. The beer market: The beer market has lost some its share to wines and other healthier alternatives. However, though the beer market in general is declining in share, the premium beer market has shown an increase in its share value since 2002 till present. Data monitor 2006 (Appendix A: Exhibit 1) Beer in Australia gives the total value of the beer market segment in Australia at $3,939 million AUD. The growth of the total beer market has been around 2% for the past 5 years, and the premium beer segment makes about 21% of this market share. The premium beer segment is poised to grow at around 10% per annum and in the past year itself the growth of the premium beer has been at 9. 1% by volume. (Appendix A: Exhibit 2) The table below shows the forecasted growth in value for the beer market in total and the relative growth of the premium beer segment for years 2008-10. Beer market forecast | |   |2008 |2009 |2010 | |Total value in AUD/millions |4,151 |4,234 |4,319 | |Premium beer value in AUD/millions |1,411 |1,736 |2,073 | Lion Nathan has generated 78% of their total sales revenue from beers. This revenue could be threatened by the downward sales trend of the beer market in general. Thus cashing in on the upward trend of premiumisation would be key to the maintenance and growth of the company for the near future. In 2007 majority revenue for the year was generated due to the â€Å"Power brands†, which are Tooheys extra dry, XXX gold, Hahn super dry, and international premium brands like Heineken and Becks. Hahn super dry and International premium brands grew by 18% last year, with Heineken being in the forefront. 1] These power brands can be further divided into the High premium brands like Heineken and Becks and lower premium brands like XXX Gold and Tooheys . The strategic acquisition of James Boag breweries in Nov 2007 has further enhanced the high premium beer range with the addition of the James Boag premium collection. Market share: Lion-Nathan Ltd has 35-39% beer market share by volume. While it’s main competitor Fosters Ltd has been enjoying a market share of 50%. In this duopoly market structure other small breweries comprise of the remaining 10-15% of the market. Appendix A: Exhibit 3). With the shrinking beer market in general, we estimate that the growing premium beer segment shall be the most competitive arena for beer marketing in the near future. With the goal of greater return to the shareholders, and with the vision to become #1 beverage company in Australia, Lion-Nathan Ltd shall have to focus all its strengths in the fight for this growing beer segment. Financial overview: Du-Pont analysis of Lion-Nathan Ltd reveals an asset efficiently ratio of 0. 07 for 2002 to 2005 and there was a sudden surge to 0. 0 in 2006 due to the sale of non performing assets by the company (Appendix B: Exhibit 1). Closer the ratio towards 1 signifies better returns to shareholders. For the period of 2008-10 we forecast that this ratio of 0. 3 would be maintained and further improved by increasing sales revenue and greater market share capt ure. Marketing and advertisement expenditures are forecasted at 10% increment per annum, an increase of 8% from the previous average, this increase is in line with the proposed marketing strategies. The sales revenue of Lion-Nathan Ltd for 2002-2007 has been growing between 4-5% per year. Focusing our efforts on the growing premium beer market segment we estimate that sales revenue growth for 2008-2010 would be at 6% per annum. [pic] |   |2003 | |Existing | | | | | |Market |Market |James Boag Premium Beer New Product Development |James Boag premium light | | |Penetration | | |beer | |New | | | | | |markets |Market |Female drinkers | |Casks and Draught Beers | | |Development |Health conscious consumers |Diversification | | Using the Ansoff matrix above, the following marketing strategy requirement can be identified for James Boag brand: Market Penetration: To increase and maintain sales of existing products – Increase brand profile and strategically link James Boag premium beer with other James Boag products to ensure and increase market penetration. – Explore and build on existing routes to market and strengthen existing relationship with both on-trade and off-trade distribution networks Due to increasing consumer preference for dining out and travelling, there is potential to increase sales through targeted marketing at specific areas. Market Development: – Capitalise on female preferences to opt for premium beer when having one. – Develop strategies to tap into the overseas market New Product Development: The Australian beer market is seeing an increasing trend towards consumption of premium beers. Also as the consumers is becoming more health conscious, through developme nt of James Boag premium light, it would enable us to fulfil both the criteria of an otherwise discerning consumer. Diversification: James Boag till now has been limited by its geographical location and thus has concentrated on branded bottled beers as means of distribution, but now building on distributive strengths of Lion Nathan it should broaden its distribution to include casks and draught beers thus allowing the brand to reinforce its image of quality, taste and freshness. Marketing Strategy: The above analysis would suggest the following strategic implication for James Boag premium Beer. (Appendix C: Exhibit 3) ? Protect Market share and retain loyal costumers Stress brand differentiation to attract and also wean away customers of competitor product. ? Reposition brand if necessary to achieve dominant position ? Emphasize product quality ? Identify and exploit growth segments ? Increase distribution ? Maintain profit margin Target Market: Situational analysis shows that significant amount of premium beer buyers fall under 25-45 years age predominantly male, educated with high disposable inc ome and status conscious. The buying preference is dependent on occasions and situation. However, there is not much brand loyalty. Males prefer to have premium beer on occasion like after work drinks, when entertaining guests or business associates in restaurants and corporate events. Choice of the premium beer usually depends upon the image the brand personifies and availability and they are more likely to pay more for discernible quality attributes they associate with particular brands . Females though in minority are slowly gravitating towards beer drinking and usually prefer to have one in similar occasions like parties, after work rinks and sports events. However, when they do indulge themselves they prefer a premium brand and are more likely to be influenced in their choice by philosophy of the brand, taste of the beer and design and label of the bottle. They are also more likely to ask for a premium light beer in such social occasions for their need to stay in control. Brand Positioning: Consumers choice tends to be driven by image of the brand , awards won, recom mendation from peers and variety available rather than brand loyalty. Thus focusing on brand development will strategically enhance brand power. Branding would also enable us to position our brand to create a better fit between our product and needs and values of the target audience which in turn would help us attract and retain ownership of the customers. This strategy will also benefit by having a spill over effect to other James Boag products. However, the challenge would be to achieve this in a highly competitive market, while appealing to a sophisticated consumer who has a massive range of beverage choices. The key to achieving this would be through, building the brand’s prestige and distinctive values through the advertising campaign in order to differentiate the brand from the aggressive competition in the category and create a proposition that is attractive to premium beer drinkers. The values the brand should position itself to personify are of high quality refreshing beer aimed at successful, in-control, high achieving individuals deserving the best. (Appendix C: Exhibit 4) For this purpose James Boag premium will be marketed as the flagship beer for the brand. In line with the overall strategy, both Premium and Premium light beer bottles would have similar coloured distinctive, easily identifiable bottles with an embossed logo and following brand stickers displayed on them. James Boag Premium James Boag Premium Light The specially designed sticker helps reinforce our brand message of a unique, refreshing, original, premium quality brewed beer and also indicates towards our origins from Tasmania. The back of the bottle will bear a sticker with a short description about the tasting notes and brewing details about the beer. This strategy will work in three ways – reinforce the premium tag, easy differentiation from our competitor’s products and establish ownership over the brand. Other strategies to support in building the brand equity include †¢ Continuing submission of James Boag premium beers into key international beer award †¢ Participate in key federal and state tourism initiative †¢ Actively pursue promotion at key events like corporate functions and sports events( such as tennis, golf, sailing , formula racing etc ) to create association with the brand To this end the allocation for marketing spend on Premium and Premium light beer will be in 70% vs 30% ratio. We will use James Boag’s Premium’s communication campaign to develop the brand values for the James Boag brand whilst the aim of the James Boag’s Premium Light campaign is to predominantly raise awareness of the brand. Product Strategy: The James Boag premium beer will be the flagship beer and our strategy would be to continue to draw consumers to this quality awarded beer. We would leverage the quality and interest generated with this product and seek to drive sales seeing that consumers clearly like this product. James Boag Premium Light will be aimed more towards female market and for times when customers are in light beer occasion. Through this line extension we will seek to extend and expand on our market share and also prevent consumers to turning towards our competitor brand. For on-trade sales through pubs and restaurant, our range would be served in specially crafted James Boag logo embossed glasses. For sales through supermarkets and liquor stores the beer would be sold in distinctive James Boag logo packaging. Corporate functions and sales at other events will be targeted with newly designed and distinctive casks with draining taps. It is hoped these steps would build on our communication campaign to sell our brand as an experience and also at the same time in some manner fulfil the desires and values our consumers are aiming for. Pricing Strategy: The key objective of pricing strategy is association of brand with quality. Product life cycle map of James Boag premium is in the growth phase, which would suggests pricing strategy should be, to maintain price and retain consumer base. Consistent with our brand strategy of focused differentiation, it would be recommended that the most appropriate method of creating pricing strategy would be to use price-value relationship. Price-value relationship would allow us to indicate our product is premium , and our brand satisfies key values the consumers are looking for. However, it would be important to price our product strategically as pricing above the market leader may discourage purchase, whilst pricing too far below signals an inferior product offering. Currently we are priced at least $50/case, and we recommend maintaining this while keeping a close eye out for competitors pricing and then reacting appropriately (Appendix D : Exhibit 1). Distribution Strategy: Key opportunity for James Boag premium is to exploit the availability of Lion Nathan’s already existing large distribution network. Based on this our distribution strategies for the next 3 years will be to focus on following multiple channels On-trade: Consistent with our overall strategy to increase market penetration through generating brand awareness and attracting more drinker to try our tipple which we hope will transfer to increase buying for domestic consumption; on-trade channels would be of prime importance. We are expecting to increase penetration by at least 40% by subscribing to restaurants and pubs which currently are available through the Lion-Nathan channel network . These locations will also be provided incentives like free embossed glasses to promote and sell our draught beers. Off-trade: With an intent to retain the customers who try our products through on-trade establishments off-trade channels like supermarket and liquor store would also be consistently targeted with regular promotions and negotiating for more shelf space. We expect to increase our penetration by 30% in off- trade establishments in the next 3 years through this strategy. Events: Specific events both corporate, sporting and social events would also be important for our marketing strategy , We hope to increase our distribution to such events by 30%. Also keeping in mind the technological changes and the savvy nature of our typical customer we propose to launch direct ordering online for bulk buys for social and corporate events. Integrated Marketing Communication Strategy: The prime target for marketing activity is the 25-45 years old individuals. The following marketing activities will form the overall communication strategy with main focus being the end users: Advertising †¢ Print advertising in weekend edition of newspaper like The Age, The Australian, Weekend Financial Review and in upmarket business and lifestyle magazines highlighting both premium ranges. Commercials on TV and Cinema before specifically identified shows and movies which conform with the image of the brand. †¢ Dedicated web site with information and brand message of James Boag. The content will be directed at our target consumer with information about promotional events, product details , games , discussion forum and James Boag online club. Sponso rship †¢ Sponsorship of key upmarket events like Tennis, Golf, Racing , Grand Prix and Sailing. †¢ Also concentrating on Federal and State business award functions. Cultural Events like Moonlight cinemas, Operas and Theatre Point of Purchase and Packaging †¢ Distinctive signs and displays positioned at point of sales in supermarkets , liquor stores and bars. †¢ Review of all packaging and bottle labels to align the brand message. Promotion †¢ In house promotion at upmarket bars, restaurants and lounges †¢ Business conventions and corporate events †¢ Motor shows, Horse racing cups , Gourmet food road shows. †¢ â€Å"Stealth Marketing† to celebrate the purchase of another luxury brand item like a car with a James Boag premium. Public Relations †¢ Networking dinners held and attended by General Managers with specific attention towards corporate functions. †¢ Opening of James Boag Centre for Beer in Launceston, Tasmania which will house company’s memorabilia, with a tasting bar and organised tours through the brewery and also sell branded merchandise. This would allow a visitor to become educated about the brand and turn them into ongoing loyal customers by giving them ownership over the brand. The centre will be advertised through tourist publications. Marketing Budget: The full budget for 2008-10 periods is shown in Appendix in line with corporate objectives requirements. The product market expenditure strategies are based on anticipated expenditure. (Appendix E: Exhibit 1) Broadly the divisions will be made as follows – 50% for market penetration of James Boag premium beer – 10% for market development – 30% towards James Boag premium light beer – 10% for diversification Implementation: The budget for the 2008– 2010 Strategic Marketing Plan is based on targeted revenue objectives with provisions for proposed activities recommended in the plan. The proposed fund allocations range for the marketing costs are consistent with the requirements prescribed in the strategic marketing plan for product, pricing, distribution, IMC strategies and predicted sales revenue growth (Appendix B: Exhibit 9-13). In the marketing budget, the IMC component has the highest allocation to meet the increased advertising due to product and brand positioning strategies, promotions and new product launch activities. Implementation of the strategic marketing plan will begin in the Q3 of 2008. Details of the implementation in terms of activities, ownership and timelines are provided in (Appendix F: Exhibit 1) Evaluation and control: Performance evaluation and control of the strategic marketing plan for James Boag premium will include tracking indicators such as Customer satisfaction, Brand loyalty, Sales, Market Share, Distributor satisfaction. Monitoring of these key indicators enables management to measure performance and to take corrective action when variances are revealed. The following table shows how and when these indicators are captured and made available for making decisions on changes to Strategic Marketing planning. Indicators |Metric used |Frequency of review |Data source | |Market share |  % market share by value &|  Monthly |  Data monitor | | |volume | | | |Sales performance |  Sales revenue |  Weekly |  Financial systems | | | | |reports | |Customer satisfaction/Loyalty |  Survey |  Annually |  CRM systems | |Profitability |  Gross marg in |  Monthly |  Financial system | | | | |reports | |Competitive Position |  %share by value & volume |  Annually |  Data monitor | |Distribution satisfaction |  Survey |  Quarterly |  External agency | Conclusion: In summary, we recommend that to achieve our desired increase in market share we would have to adopt a focus differentiation strategy. This would in turn require an increase budgetary allowance to the tune of 54 AUD million in 2008. Overall strategic marketing plan is to concentrate on 1) Increase brand awareness: This would help us increase our market share by attracting new customers and help maintain loyalty. 2) Increase market penetration: By strategically aligning pricing and distribution to the brand. 3) Line extension: Introducing James Boag premium light would allow us to attract the growing female segment of the market and extend our consumer base. 4) Maintain the cost price ratio Appendices [pic] Appendix A: Beer Market Exhibit 1: Data monitor 2006 – Beer in Australia [pic] Exhibit 2: Total Value growth by Beer subsector [pic] Exhibit 3: Market Share of Competition [pic] Appendix B : Financial Overview Exhibit 1: The Du Pont Identity (also known as Du Pont analysis or Du-pont analysis) is an expression which breaks Return On Equity (ROE) into three parts. a) Operating efficiency – measure by profit margin b) Asset use efficiency – measured by asset turnover c) Financial leverage – measured by equity multiplier In the analysis the ROE is calculated by the formula: ROE= Net Profit After Tax/Sales * Sales/Assets * Assets/Equity Du-pont Analysis | |   |NP/Sales |Sales/Assets |Assets/Equity |Analysis | |2002 |0. 10 |0. 40 |1. 88 |0. 07 | |2003 |0. 10 |0. 41 |1. 79 |0. 07 | |2004 |0. 09 |0. 43 |1. 71 |0. 06 | |2005 |0. 13 |0. 43 |1. 63 |0. 09 | |2006 |0. 12 |0. 71 |3. 46 |0. 30 | |2007 |0. 14 |0. 75 |3. 16 |0. 34 | Exhibit 2: Return on Equity Lion Nathan Ltd. 2003-10 [pic] |   | |   |2008 |2009 |2010 | |Market share increase in total |40% |42% |43% | |Value increase total in AUD/millions |1,661 |1,757 |1,857 | |James Boag Premium beer share increase |12% |15% |18% | Total Sales Revenue Forecast Lion Nathan Ltd Year 2008-10 Lion Nathan Ltd forecast | |   |2008 |2009 |2010 | |Total revenue growth at 6% per annum AUD/millions |2,129 |2,253 |2,381 | Exhibit 8: Strategic Gap Lion Nathan Ltd. 2008-10 |Strategic Gap | |   |2008 |2009 |2010 | |Current growth estimates @5% annually. |2,065 |2,169 |2,277 | |Projected growth estimates @6% annually. |2,129 |2,253 |2,381 | |Gap AUD /million |64 |84 |104 | Exhibit 9: Estimated revenue from existing products in existing markets (market penetration) |Millions/ AUD |Year 2008 |Year 2009 |Year 2010 | |Est. revenue via current | | | | |strategies * |2065 |2169 |2277 | |Additional revenue via modified | | | | |strategies** |32 |42 |52 | |Total revenue | | | | | |2129 |2253 |2381 | Restated the current revenue projections **estimate 50% of gap Exhibit 10: Estimated potential revenue from existing products in new markets (market development)* |Millions/AUD |Year 2008 |Year 2009 |Year 2010 | |Est. revenue via market | | | | |development strategies * |15 |20 |25 | * James Boag premium brand positioning via advertising and promotions. Exhibit 11: Estimated potential revenue from new products in existing markets (new product development)* |Millions/AUD |Year 2008 |Year 2009 |Year 2010 | |Est. evenue via NPD strategies *| | | | | |5 |7 |10 | * James Boag Premium light** targeted at female consumers and for occasions when staying is control is impor tant. Exhibit 12: Estimated potential revenue from new products in new market segments (related diversification)* |Millions in AUD |Year 2008 |Year 2009 |Year 2010 | |Est. revenue via related | | | | |diversification strategies * |12 |15 |17 | Exhibit 13:Fulfilling Strategic Gap Year 2008-10 | | | | |Millions/AUD |2008 |2009 |2010 | |Market penetration | | | | | |32 |42 |52 | |Market development | | | | | |15 |20 |25 | |New product development | | | | | |5 |7 |10 | |Related diversification | | | | | |12 |15 |17 | |Total | | | | | |64 |84 |104 | Appendix C: Strategic Positioning Exhibit 1: Boston Consulting Group Matrix: |James Boag premium market share|Largest competitors market |Ratio |Relative market share | | |share | | | |9. 1% |24% |2. 6 |High | Source James Boag market report Key : Ratio < 1. 0 – Not a market leader Ratio = 1. 0 – Tied for lead Ratio > 1. 0 – Market Leader Exhibit 2: GE/McKinsey Matrix: Key: Score > 0. 5 –High attractive Score = 0. 5 – medium attractive Product line: James Boag Premium Score < 0. 5 – non attractive |Market attractive elements |Weight Score Rating | |Market factors |25% |0. 9 |23% | |Competition |25% |0. 4 |10% | |Financial and economic factors |20% |0. 7 |14% | |Technological factors |15% |0. |11% | |Socio-political factors |15% |0. 8 |12% | | | | | | | | | | | | | | |70% | |Total | | |High | Business position elements |Weight Score Rating | |Brand Image |20% |0. 9 |18% | |Economies of scale |15% |0. 8 |12% | |Product focus/differentiation |15% |0. 7 |11% | |Reliable supply of raw materials |10% |0. 7 |7% | |Distribution networks |15% |0. |12% | |Quality assurance |15% |0. 8 |12% | |Manufacturing technology |10% |0. 8 |12% | | | | | | | | | |84% | |Total | | |High | Exhibit 3: Marketing Strategy Analytical tool used to map James Boag |Strategic position for James Boag Premium (market attractiveness combined with | |Premium |competitive position) | |Product life cycle |Growth – Increase market shar e thru penetration, build intensive coverage , emphasise | | |brand loyalty, maintain prices, | |BCG Product Portfolio model |Stars – Invest for growth thru geographical expansion, line expansion and via product | | |differentiation | |GE/McKinsey model |Invest to grow and concentrate on maintaining market share | |Porter’s 5 forces model |Moderate overall market attractiveness – market conducive for investment with high | | |competition. | |Porter’s CA strategy model |Focused differentiation | Exhibit 4: Brand Positioning and Development : The brand will be positioned keeping in mind the typical customer profile of a premium beer drinker, and the values they aspire and relate with. In line with this strategy the communication campaign through print and media advertisement will aim to depict James Boag brand providing a consumer with a image of a successful, in-control, high achieving individual who are looking for the best. This message will be reinforced through product cues like a easily distinguishable and specially designed bottle and brand logo and also an efficient customer relation management. The message of brew quality will be strengthened through a robust quality control mechanism with a clearly stated shelf life period. Appendix D: Pricing Strategy Exhibit 1: Comparative price of Premium Beers Sector |Brand |Case Price* | |Mainstream |Victoria Bitter |$33 | |Light (2-3% alc. vol) |Hahn Premium Light |$22-$24 | |Light (2-3% alc. vol) |James Boag’s Premium Light |$29 | |Premium |James Boag’s Pr emium |$50 | * Case Prices vary widely, dependent on individual retailer price promotions, but these prices represent an average Appendix E: Marketing Budget Exhibit 1: Marketing Expenses Marketing budget allocation | |   |2008 |2009 |2010 | |Amt in AUD/Millions |   |   |   | |Total Marketing budget |362. 0 |398. 2 |438. 0 | |Marketing budget for James Boag range-15% |54. 3 |59. 7 |65. 7 | |Allocation | |Market penetration (IMC)-50% |27. 2 |29. 9 |32. | |Branding costs |10. 9 |11. 9 |13. 1 | |On trade expenses |8. 1 |9. 0 |9. 9 | |Off trade expenses |5. 4 |6. 0 |6. 6 | |Event sponsorship expenses |1. 4 |1. 5 |1. 6 | |Misc Advertisement and Promotion costs |1. 4 |1. 5 |1. 6 | |Market develoment-10% |5. 4 |6. |6. 6 | |New product development-30% |   |   |   | |James Boag Premium light |16. 3 |17. 9 |19. 7 | |Diversification-10% |   |   |   | |Casks and Draughts |5. 4 |6. 0 |6. 6 | Appendix F: Implementation Plan: [pic] Appendix G: Lion Nathan Financial Statem ent 2002-07 Exhibit 1: Lion Nathan Ltd Financial statement 2002-07 Lion-Nathan LTD- Financial statements (consolidated group figures) | | | |figures in AUD-Millions |2002 |2003 |2004 |2005 |2006 |2007 | |Income statement | |Sales Revenue |1,662. 4 |1,772. 2 |1,841. 1 |1,757. 5 |1,845. 0 |1,967. 0 | |   |   |   |   |   |   |   | |Total Revenue |1,712. 4 |1,826. 4 |2,013. 2 |1,797. 2 |1,883. 1 |2,000. | |   |   |   |   |   |   |   | |Cost of Goods Sold |1,353. 5 |1,446. 4 |1,668. 9 |1,380. 8 |1,484. 6 |1,595. 0 | |   |   |   |   |   |   |   | |Sales and Marketing costs |280. 2 |301. 2 |303. 2 |305. 2 |309. 0 |329. 1 | |   |   |   |   |   |   |   | |EBIT |266. 3 |285. 0 |251. 4 |337. 6 |329. 8 |351. | |   |   |   |   |   |   |   | |NPAT |161. 9 |180. 0 |160. 1 |224. 8 |226. 8 |282. 2 | |Balance Sheet | |Cash on Hand |10. 8 |16. 8 |5. 7 |8. 2 |19. 0 |6. 9 | |   |   |   |   |   |   |   | |Current Assets |504. 0 |528. 7 |610. 2 |490. 0 |541. 4 |544. | |   |   |   |   |   |   |   | |Non Current Assets |3,700. 8 |3,802. 1 |3,656. 8 |3,574. 0 |2,048. 7 |2,075. 7 | |   |   |   |   |   |   |   | |Total Assets |4,204. 8 |4,330. 8 |4,267. 0 |4,064. 0 |2,590. 1 |2,620. 3 | |   |   |   |   |   |   |   | |Current Liabilities |493. 8 |430. 6 |520. 7 |512. 6 |525. 5 |544. | |   |   |   |   |   |   |   | |Non Current Liabilities |1,477. 6 |1,481. 0 |1,254. 1 |1,057. 9 |1,316. 4 |1,247. 5 | |   |   |   |   |   |   |   | |Total Liabilities |1,971. 4 |1,911. 6 |1,774. 8 |1,570. 5 |1,841. 0 |1,792. 0 | |   |   |   |   |   |   |   | |Equity |2,233. 4 |2,419. 2 |2,492. 2 |2,493. 5 |748. 2 |828. | |Cash Flow Statement | |Net Cash from Operating Activities |231. 1 |232. 9 |274. 0 |334. 0 |308. 0 |298. 5 | |   |   |   |   |   |   |   | |Net Cash from Investing Activities |-399. 6 |-108. 0 |-99. 2 |20. 8 |-11 2. 6 |-73. 3 | |   |   |   |   |   |   |   | |Net Cash from Financing Activities |168. 4 |-117. 3 |-218. 6 |-319. 4 |-184. 6 |-237. | |   |   |   |   |   |   |   | |Earnings per Share |34. 0 |33. 7 |37. 9 |42. 1 |48. 6 |50. 2 | Appendix H: Competitors Financial Analysis Exhibit 1: Foster Group Ltd Financial Statement 2002-07 |Fosters Group Ltd ( consolidated figures) | |  Amount in AUD/ million |2002 |2003 |2004 |2005 |2006 |2007 | |Sales revenue |4,572. 0 |4,731. 5 |3,908. 0 |3,972. 3 |4,533. 7 |4,760. | |   |   |   |   |   |   |   | |Gross profit |2,273. 0 |2,344. 6 |1,887. 2 |1,981. 5 |2,067. 1 |2,094. 7 | |   |   |   |   |   |   |   | |EBIT |1,038. 6 |1,023. 4 |949. 0 |1,257. 0 |1,065. 7 |1,116. 8 | |   |   |   |   |   |   |   | |NPAT |560. 9 |470. 4 |806. 0 |941. 0 |1,169. 8 |969. | |   |   |   |   |   |   |   | |Marketing Expenses |300. 8 |313. 5 |343. 8 |379. 6 |350. 8 |360. 1 | |   |   |   |   |   |   |   | |Total Assets |9,511. 0 |9,588. 9 |8,443. 1 |11,745. 3 |10,439. 1 |9,563. 0 | |   |   |   |   |   |   |   | |Total Liabilities |5,299. 1 |5,095. 8 |3,842. 9 |6,801. 2 |5,957. 4 |4,929. | |   |   |   |   |   |   |   | |Total Equity |4,211. 9 |4,493. 1 |4,600. 2 |4,944. 1 |4,481. 7 |4,633. 2 | |   |   |   |   |   |   |   | |Ratio analysis | |   |   |   |   |   |   |   | |NPM ratio |12. 3 |9. 9 |20. 6 |23. 7 |25. 8 |20. | |   |   |   |   |   |   |   | |GPM ratio |49. 7 |49. 6 |48. 3 |49. 9 |45. 6 |44. 0 | |   |   |   |   |   |   |   | |ROE |13. 3 |10. 5 |17. 5 |19. 0 |26. 1 |20. 9 | |   |   |   |   |   |   |   | |ROA |10. 9 |10. 7 |11. 2 |10. 7 |10. 2 |11. | |   |   |   |   |   |   |   | |Debt to Equity Ratio |125. 8 |113. 4 |83. 5 |137. 6 |132. 9 |106. 4 | Exhibit 2: FGL Sales Revenue 2002-07 Exhibit 3: FGL Marketing Expense 2002-07 Exhibit 4 : Net Profit Margin Foster Group Ltd. Exhibit 5: Gross Profit Margin Foster Group Ltd. 2002-07 Exhibit 6: Return on Equity Foster Group Ltd. 2002-07 Exhibit 7:Debt to Equity Ratio Fosters Group Ltd. [pic][pic][pic] ———————– [1] 2007 Annual Report Lion Nathan Ltd – Australia segmental [2] Porter, â€Å"What is strategy? ’, pp 61-78. ———————– The concept of Product Life Cycle postulates that products, like human beings, pass through a number of different phases or stages of their life. The stages are described as introduction, growth, competitive turbulence, maturity and decline. GE/McKinsey Model BCG is a two dimentional model based on market growth and relative market share. The chart on the left sumarises the results obtained for the BCG analysis conducted for the James Boag premium beer line. (For further details refer to Appendix C:Exhibit 1 ). BCG Model Another tool used to identify effective product strategies is the GE / McKinsey model. This is used to identify the attractiveness of the market and the relative position of the brand. (For further details refer to Appendix C: Exhibit 2 ).