Company

Efes actually started operation in 1969 and it had undergone through many growth and expansions from that time until this time. For the purpose of this paper, its history is focused on events that happened during 2000s although there also other big and significant developments during 1990s (Anadolu Efes, 2009). The company has undergone some many changes during 2000s. In 2000, The Efes Beverage Group merged its four publicly listed brewing and malting companies under one publicly listed entity under the new company named “Anadolu Efes.

” The company also licensed brewing of Miller Genuine Draft (MGD) in Istanbul Brewery – Turkey that was commenced under a license agreement during the same year. It was also in 2000 that Cola-Cola Bottlers of Turkey re-organized under two companies “Coca-Cola Icecek Uretim” (production) and “Coca-Cola Satis ve Dagitim” (sales marketing) (Anadolu Efes, 2009). In 2001, Stary Melnik became Moscow’s leading beer in premium segment (2001). Efes Ukdraine Brewery, established as a joint venture with INVESCO CEAM in Odessa-Ukraine during the same year (Anadolu Efes, 2009)..

In 2002, Anadolu Efes launched its new logo and packaging for its Efes Pilsen , Efes Pilsener, Efes Light, Efes Dark and Efes Extra Brands, thus providing for a mere contemporary look, in line with expectations of the consumers. During the same year, Anadolu Efes signed a licensed agreement with Interbrew for the production, marketing, and distribution of “Becks” brand in Turkey (Anadolu Efes, 2009). It was also starting in 2002 and finishing in 2003 when the company increased its capital thereby allocating placement in order to provide external funding to further accelerate its rapidly growing operations.

Another significant event in 2002 is EBG’s introduction of its leading German brand “Warsteiner Premium Verum” to the Russian beer market, in the licensed premium segment. During the same period, the company had its Turkish Coco-Cola Bottling operations restructured to operate as a production company. At the same time, Coca-Cola Icecek A. S. (CCI) and a sales and marketing company, which became a wholly owned subsidiary of CCI became part of the company (Anadolu Efes, 2009). In 2003, it acquired the Vitanta Intravest S.

A. brewery, the leader of the Moldovian beer, soft drinks and water markets, located in Chisinau, Moldova. It was also during 2003 that its production commenced in Rostov, the new green-field brewery in Russia. Other significant event of 2003 include the start of the production in the brand new brewery in Almaty, Kazakhstan, acquisition of the of the Amstar Brewery located in Ufa, in the Urals region of Russia, and acquisition of the majority shares of the Pancevo Brewery in Serbia, located on the outskirts of Belgrade.

The name of the brewery changes to “Efes Weifert” (Anadolu Efes, 2009). In 2004, it acquired the majority shares of the Zajecar Brewery in Serbia and it was from such event that Efes Breweries International (EBI) became the third largest brewing company in Serbia (Anadolu Efes, 2009). During 2004, it had also its initial public offering of EBI and listing of GDRs in the London Stock Exchange. During 2005, it had licensed brewing of Australia’s famous beer Foster’s in Turkey commenced and commenced operation in Russia for its licensed brewing of Czech beer “Zlatopramen”.

To address the increasing demand for Coca-Cola trademarked beverages in Kazakhstan, it had completed in 2005 the construction of the new production facility in Almaty and had it production commenced. At the same time, EBI increased its capacity to 11. 8 million hectoliters through increases in its plants in Ufa, Rostov and Moldova (Anadolu Efes, 2009). Other events in 2005 include the establishment of 50%-50% JV between Efes Invest and a local partner to exclusively sales and distribution rights for Coca-Cola trademarked beverages in Iraq and Efes Invest acquiring 90% of the “The Cola-Cola Bottling Company of Jordan”

In 2006, the significant events among others include the acquiring the 7th largest brewer in Russia, Krasny Vostol Brewing Group , EBI selling its 50% share in Interbrew Efes Brewery in Romania to InBev, EBI increased its shareholding in MEB to about 90. 9% In 2007, the company launched “Gusta” as Turkey’s first wheat beer and lemon and agave flavored “Mariachi” . It was also in 2007 that Mr. Alejandro Jimenez got appointed as the new Efes Beer Group President and the CEO and the Chairman of the Board of the Board Management of EBI (Anadolu Efes, 2009).

Controllership case analysis – Rendell Company

Introduction

            Controllers pay a crucial role in management of financial affairs of any company.  They are involved in supervising the reporting of financial and accounting information on a company.  Usually, controllers are accountants who oversee financial aspects of a company, including monitoring and implementation of internal controls.  This is a senior position, and financial controllers usually report to Chief Financial officers.  Controllers have the responsibility of preparing profit and budget targets for divisions.

            In the case study, there are two distinct levels of controllership.  The corporate controller is responsible for the overall financial activities of Rendell. while the divisional controller is responsible for financial activities within the divisional level.  The divisional controller reports to the divisional manager who subsequently reports to the corporate controller.  The overall controller on the other hand reports to the directors.  This organizational structure has potential problems, which are making the controller, Mr. Hodgkin consider adopting the structure present in Martex Company.

            The major problem is the fact that the divisional controller reports to the divisional manager, who in turn reports to the corporate controller.  There are two potential problems which may occur due to this structure.  The first problem is that the divisional manager obtains information from the divisional controller, and not directly from the ground.  It therefore becomes difficult for the corporate controller to gain deeper insights on the situation on the ground from the divisional managers.  The controller may get reports, but he cannot rely on the divisional manager’s opinions effectively, since he relies on information from a different person on the ground.  In light of this, getting the honest opinion of the divisional controller may also prove to be difficult, since he or she would not want to either criticize or differ with the opinion of the divisional manager, since they report to him.

            Another problem which may be caused by this structure is that the divisional manager may intentionally give a biased opinion.  This is suspected to be already happening in Rendell, and it may be attributed to attempts at hiding certain costs, which may amount to corruption.  Since the divisional manager does not have all the facts on the ground, it may be difficult to unearth such practices from him or her.

Martex’s organizational philosophy and proposed course of action.

            According to Robert and Vijay (2004), the organizational structure which is used in Martex is slightly different from the one used in Rendell.  In Martex, the divisional controller reports directly to the overall controller.  In this case the controller gets to know the unbiased financial affairs of the company, since they obtain this information from the person on the ground.  It is therefore easier to ask for clarifications in order to establish deeper insights on the financial state of the company, and detect any fraud or mismanagement.

            In choosing whether to implement this structure in Rendell or not, it is important to analyze the implications of implementing it.  The positive implication of implementing this policy is that it is likely to improve accountability, efficiency and reduce wastage.  This is due to the reason that the controller will have direct access to the divisional controller who deals with financial information.  This will drastically reduce the chances of misrepresenting the financial statements, as they will be held accountable for any violations of company policy.

            According to Robert and Vijay (2004), implementing this policy will have an adverse effect on the relationship between the divisional controller and manager.  The divisional manager will consider himself or herself to have yielded power to the divisional controller, and this is bound to create conflict between the two.  The divisional manager may begin sidelining the divisional controller, especially in the decision making process.  This will ultimately affect the performance of the firm negatively.

            In my view, Rendell should implement the policy, since the positive aspects outweigh the negative ones.  The divisional controllers would now report directly to the corporate controller, which would enable him or her to get unbiased reports on the financial position of the company.  However, the structure used by Martex should not be adopted without analyzing its effects to Rendel’s organizational culture.  It is important to adopt the favorable parts of Martex’s structure which are consistent with Rendell’s organizational goals.  This is due to the fact that in successful organizations, systems should fit into the organization and not vice verse.

            The only negative effect is the negative relationship between the divisional and corporate controller.  This is a problem which can be solved through the use of goal congruence.  This is the alignment of the individual goals with the organizational goals.  The divisional managers and controllers should be advised to set their differences aside and work toward the welfare of the organization.  They should also be taught conflict resolution skills in order for the organizational goals to be achieved.

            In light of the weakness in the current system, proper controls which will discourage mismanagement should also be introduced.  Such controls include regular external audits and strict punishment against any acts by employees, which run against company policy.  Controls are important because divisional controllers cannot be trusted with financial affairs of any company, since they may also be corrupt or ineffective.  Controls are likely to have the effect of maintaining the current good relationship between divisional managers and controllers, and at the same time discourage the commission of acts which are against company policy.

Rendell divisional controllers and who they report to.

            According to the decision which I have explained above, the divisional controllers would report to the corporate controllers.  The divisional mangers would also still report to the controller.  The major reason for changing the organizational structure is to prevent a situation where mismanagement allows a divisional controller to prevent the corporate controller from knowing the true financial position of the company, since this would prevent Rendell from achieving its goals.

The benefits of implementing Martex’s structure would outweigh the costs, in relation to the long term goals and objectives of the company.

Relationship between the divisional and corporate controllers.

            The relationship between the divisional and corporate controllers would be made stronger, since the corporate controller has to make sure that the controls introduced and new structure is working efficiently.  The corporate controller would take a keener interest in the activities of the divisional controller, but with caution, so that the divisional manager is not sidelined from the decision making process.  In order to improve the relationship between the divisional and corporate controllers, it is important to provide the divisional controller with unlimited access to the corporate controller.  The corporate controller should also make frequent visits to the divisional controller with an aim of establishing whether checks are being followed, and to ascertain whether the reports from the divisional controller are accurate.

Change in responsibility of the divisional or corporate controller.

            I would not recommend major changes in the responsibility of the divisional controller.  Minor changes would include the fact that he or she would be responsible for implementing reforms aimed at preventing financial mismanagement.  The divisional controller would be responsible for ensuring regular audits are performed, in addition to other checks introduced in the company.  In case the reforms fail to be implemented, he or she would be held responsible.  The corporate controller on the other hand would be tasked with the responsibility of detecting irregular practices in reports submitted to him or her.  He or she would also visit the divisional controller regularly to analyze the financial situation of the company at the ground level.

Conclusion and recommendation.

            Organizations are sometimes faced with to make.  When making such decisions, it is very important to have the long term objectives of the organization in mind (Cohan, 2003).  In this case, there is a weakness in the organizational structure, which should be remedied.  Changing the structure is the better option, but it is likely to lead to conflict between the divisional manager and controller.  It is therefore important to align the goals of the divisional manager and controller, with the organizational goals through goal congruence.  It is also important to adopt the favorable parts of Martex’s structure which are consistent with the organizational goals.

            However, effective checks need to be introduced in order to curb mismanagement and corruption.  The corporate controller also needs to cultivate a strong relationship with the divisional controller in order to assess if the checks are working.  All these changes should be made very carefully in order to prevent undermining the authority of the divisional manager.  Finally, any divisional manager who is against the close relationship between the divisional manager and controller should be sacked, since this will impede attainment of the organizational goals and objectives.

References.

Cohan, P. S. (2003), Value leadership. San Francisco: Jossey-Bass.

Robert, A., Vijay, G. (2004). Management control systems. New York: McGraw Hil.

The Boeing Company was developed in 1916 by William Boeing and has been in existence for over 90 years. “Boeing is the world’s leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined. ” The “Boeing” (1995) Boeing builds and designs missiles, satellites, and launch vehicles which are why they are a major service provider for NASA. Boeing is always expanding their product line and meeting customer needs to the best of their ability. Chicago is where the main office is located, but they employ over 170,000 people from across the United States and in 70 different countries.

The “Boeing” (1995) During Boeing’s years of existence they have enforced several management strategies that work best for their company. They set many goals and set several plans throughout all the changes in its products and range of customers they have. The following information will discuss Boeing’s planning function of management, the influence or legal issues, ethics of the company, and corporate social responsibilities. Also analyzed will be factors that influence Boeing’s strategic, tactical, operational, and contingency planning.

The Planning function of Management Management planning is a vital role for a company as large and complex as The Boeing Company. The planning function of management is the process of setting goals and achieving these goals over a certain period of time. Boeing sets goals for each individual department of its company. By planning and setting goals, Boeing can avoid problems and unexpected things that may occur in the future. With the Boeing Company being so large, they are required to plan extensively to run and operate a successful business.

When a plan is set, Boeing managers communicate with all the departments accordingly to make sure everyone is on the same page. Legal Issues Many legal issues come into effect when dealing with a company such as Boeing, due to the fact that they produce products that can potentially harm people. Boeing needs to take every precaution necessary and obey laws by the manufacturers of the equipment. Legal problems not only come from outside the company but can arise from the inside as well. A lawsuit was made against Boeing by the husband of a Nigerian woman who died in a plane crass killing over 153 people.

The lawsuit reports the engine was faulty pointing the blame at Boeing and Pratt and Whitney- A Connecticut based engine maker. (Suntimes”, 2012) Most companies use several approaches when dealing with legal issues especially with the amount of legal suits we have today. With extensive training, and education, companies such as Boeing, can decrease the amount of legal issues they have in the future. Ethics The Boeing Company has an extensive company policy and code of conduct operates business in a proper ethical manner. The Boeing Company is requires the highest amount of ethical conduct from all of its employees.

Employees of Boeing must also comply with laws and regulations ad may not do anything that will compromise the company’s honesty and reputation. Management at Boeing strives to set good examples for their fellow employees and show them leadership and customer satisfaction. Boeing employees are encouraged to come forward with any questions or concerns they have with any and all aspects of the company. In one instance, one of Boeing’s employees who worked as an attorney for Boeing’s ethics policing division was demoted to being an administrative assistant then soon fired after raising concerns about violation of government regulations.

This lawsuit alleges wrongful termination and violation of public policy. The former Boeing employee asked for back pay and future economic loss. Boeing, at the time the article was published and not yet responded to the court. (Seattlepi”, 1996) It is extremely important for Boeing’s management to handle things ethically and in a professional manner to avoid lawsuits such as this in the future. Corporate Social Responsibility Boeing’s corporate social responsibility is well known and respected through the eyes of the business world.

Their efforts in the foundation for corporate responsibility are very well documented. The foundation which Boeing joined in 2008 encourages companies to get involved in philanthropic efforts and promoting business ethics. Boeing is involved in sponsoring many things such as corporate events to refurbish the lecture hall at the Royal Aeronautical Society in London. (Boeing, 2008) Boeing has also spread out its efforts by also sponsoring sports related events. Factors that influence strategic, tactical, operational, and contingency planning

Economic conditions, competition, and company costs influence Boeing’s strategic, tactical, operational, and contingency plans of the company. Economic conditions affect Boeing in several ways. Weather conditions along with other economic problems can cause airlines to struggle, which in turn affect Boeing. If no one is purchasing airfare, then it causes a decrease in the purchase of airlines. In order for Boeing to beat competition, they must research the newest technologies and developments of new products. Boeing must have a plan to offer their customers what no other company is offering.

This brings in company costs that are another influence on the company. Boeing sets a budget and tries not to exceed their profits. Staying on a budget can be very difficult with Boeing being such a large company, but by reviewing budgets and company costs on a set regular basis, this can dwindle down the unnecessary costs that they may have. Strategic goals are set into place to compensate for Boeing’s setbacks that they come across. Strategic planning also allows them to see the big picture as a whole and set goals to enhance production.

Tactical planning is just as equally important, it separates the different departments within Boeing. By using tactical planning Boeing can make sure that each department is performing in the most efficient way possible. With operational planning, managers of Boeing make sure the tasks are being completed correctly by their employees. When using all of these planning strategies, companies such as Boeing can ensure that products are being made effectively and employees are completing the tasks in a timely manner, leading to success in the company.

The Boeing Company implements and enforces many different factors that show successful management planning. Several factors such as legal issues, ethics, and corporate responsibility influence the plan of management that Boeing has. Boeing has an extensive management team and several departments to deal with each issue at hand. Boeing strives as a company to follow the company’s code of ethics and policies to make sure they are running and operating the business in the most efficient way possible

Management Planning – The Boeing Company Management Planning Boeing is an aerospace company, a manufacturer of commercial jetliners and military aircraft. Boeing also designs and manufactures rotorcraft, electronic and defense systems, missiles, satellites, launch vehicles and advanced information and communications systems (Boeing Company, 2010). The purpose of this paper is to evaluate management planning for the Boeing Company. The Boeing Company’s business is conducted by its employees, managers and corporate officers led by the chief executive officer, with oversight from the Board of Directors.

The Board’s Governance, Organization and Nominating Committee periodically review the Company’s corporate governance principles and current practices (Boeing Company, 2010). Business planning at Boeing is persuaded by internal and external factors such as: legal issues, ethics, and corporate social responsibility. Factors such as laws, economic conditions, and competition influence the company’s strategic, tactical, operational, and contingency planning (Boeing Company, 2010). Legal Issues The planning process of the company can be problematical, at times, by legal issues, which can put the company in a bad position.

In August of 2000, the Boeing Company settled two lawsuits that allege the Seattle-based manufacturer placed defective gears in CH-47D “Chinook” helicopters and then sold the aircraft to the United States Army; the amount of the settlement was for $54 million. Boeing used two subcontractors, Litton Precision Gear of Bedford Park, Illinois and SPECO Corporation of Springfield, Ohio to manufacture the flight-critical transmission gears for the helicopter. One of the gears, manufactured by Litton, failed in flight, causing an Army Chinook helicopter to crash and burn while on a mission in Honduras in 1988. Five servicemen aboard were killed.

Two of the gears manufactured by SPECO failed in flight in Chinook helicopters. One craft, which crashed in January 1991 during Operation Desert Shield in Saudi Arabia, was totally destroyed. Two individuals aboard were injured. In another incident at Ft. Meade, Maryland in June 1993 during a training flight, a Chinook sustained over one-half million dollars in damage. The helicopters destroyed in Honduras and Saudi Arabia were valued at more than $10 million each (U. S. Department of Justice, 2000). Boeing suffered a huge monetary lost in addition to the bad publicity and reputation that these defective gears.

Boeing has learned from these mistakes and has implemented processes to analyze the background checks for every subcontractor hired by the company. Ethics Boeing’s business plans cannot happen without integrity (Boeing, 2010). The Boeing Company has a strict ethics policy that was created to protect the company and its employees. All employees at Boeing are required to obey all the information given in the employee Code of Conduct handbook. Boeing has a hotline, which employees can call to ask questions or report violations of policies.

The Finance department has additional policies that must be followed for the accurate reporting of company financial records. It is essential for policies to be followed so the integrity of the company is not compromised. An example of bad ethics that influenced the company dramatically was when Boeing was in June of 2006. A legal issue involving an investigation over the improper acquisition of proprietary documents from a rival, the Lockheed Martin Corporation, which Boeing employees used to try to gain government rocket launching business (Leslie, 2006).

In the end, Boeing’s financial chief was sentenced to four months in prison for ethics violations for offering a job to a former Air Force official and in the rocket launching case, Boeing was suspended for 20 months from Air Force rocket business. Boeing was estimated to have lost $1 billion in government contracts because of the suspension. Boeing chairman, W. James McNerney Jr. stated the company was already moving forward with substantial efforts to strengthen the company’s ethics and compliance. Because of poor ethics, Boeing lost over $1 billion dollars for the company (Leslie, 2006).

Cooperate Social Responsibility Giving back to the community is a Boeing core value. The company and its employees work in partnership with communities globally (Boeing Company, 2010). Currently they are partnered with community organization in 26 states, 14 countries and 6 regions outside the U. S. Boeing employees have contributed more than $10 million through a company gift-matching program, and volunteered thousands of hours of personal service. Boeing employees gave an additional $31. 5 million through the Employees Community Fund, one of the largest employee-owned funds in the world (Boeing Company, 2010).

Economic Conditions Current economic circumstances are deciding factors on how Boeing plans operationally, strategically and tactically. Since the United States’ severe economic downturn in the past couple of years, Boeing has suffered due to airlines being in financial trouble. Business has reduced greatly and Boeing has forced some cancellations and deferrals of aircraft orders, but Boeing said it has other customers waiting in line for new, more cost-efficient planes. The recent economic downturn makes it clear that Boeing must retain flexibility in controlling global manufacturing plans. (Ann, 2008) Competition

Competition is another reason why Boeing has to plan tactically and strategically. Airbus is Boeing’s biggest rival in the airline industry. Lockheed Martin is Boeing’s biggest competition in defense systems. In addition to conducting their own internal research and development, Boeing is collaborating with some of the best research agencies, universities, and companies around the world. In doing so, they are leveraging technologies, to ensure Boeing stays ahead of the competition by providing the most innovative, and affordable aerospace solutions the world has to offer (Boeing Company, 2010).

Government Regulations The Government plays a central role in aviation safety and has done so from the industry’s earliest days (Boeing Company, 2010). The Air Commerce Act put the government in the business of establishing air routes; developing air navigation systems; licensing pilots, mechanics and aircraft; and investigating accidents (Boeing Company, 2010). Government regulation has a direct impact on the production of new airplanes. When manufacturers design a new airplane they must obtain a “type certificate” from government regulators certifying that the design is airworthy (Boeing Company, 2010).

The government also requires Certification of airline personnel and airport certificates (Boeing Company, 2010). Conclusion Several factors are implicated with business planning at Boeing, such as internal legal issues, government regulations, corporate social responsibility, economic conditions and ethics. The legal department at Boeing manages all aspects of planning in regards to ethics. Many organizations are sponsored by Boeing through its associations to assist them in their philanthropic efforts.

Corporate social responsibility is important because customers and potential clients assess businesses on the efforts the company makes to be socially responsible. The ethics in the code of conduct handbook created at Boeing are expected to be followed by every employee and subcontractor. Boeing needs to keep up with new technology and innovative ideas to be in the vanguard and ahead of the competition due to current economic conditions. The airline industry is influence much by government regulations, such as, certificates, regulatory standards, and enforcing rules affect how fast an airplane can be made.

The planning process at Boeing is an ever-changing process due to varying changes in their internal and external environment. Reference Ann, K. (2008). 2nd Update: Boeing 3Q Hurt by Machinists’ Strik;: Stock Down. Retrieved April 17, 2010, from http://www. smartmoney. com/news/ON/? stroy=ON-2008 1022 -000844-1245 Boeing Company. (2010). About Us. Retrieved April 17, 2010, from http://www. boeing. com/companyoffices/aboutus/ Boeing Company. (2010). Corporate Governance. Retrieved April 17, 2010, from http://www. boeing. com/corp_gov/ Boeing Company. (2010). Ethical Business Conduct Guidelines.

Retrieved April 17, 2010, from http://www. boeing. com/companyoffices/aboutus/ethics/ethics_booklet. pdf Boeing Company. (2010). Government’s Role in Aviation Safety. Retrieved April 17, 2010, from http://www. boeing. com/commercial/safety/government_role. html Leslie, W. (2006). Boeing Ethics Woes Take Toll on the Bottom Line. The New York Times. Retrieved April 17, 2010, from http://www. nytimes. com/2006/06/30/business/30boeing. html U. S. Department of Justice. (2000). Boeing to Pay U. S. For Selling Army Defective Helicopters. Retrieved April 17, 2010, from http://www. justice. gov/opa/pr/2000/August/450civ. htm

The Hershey Company is the largest North American manufacturer of quality chocolate and sugar confectionery products. With revenues of nearly $5 billion and more than 13,000 employees worldwide. (The Hershey Company 2007) Hershey’s produces a variety of sweets and confectionary which can be grouped according to different types. These are sold in the United States and in many other countries.

Some of the Hershey brand’s include 100 calorie chocolate bars, almond joy candy bar, cacao reserve by Hershey’s, Cadbury chocolates, 5th avenue candy bar, heath toffee bar, Hershey’s milk chocolate, Hershey’s extra dark, Hershey’s pot of gold boxed chocolates, Hershey sticks, kissable brand chocolate candies, Hershey’s kisses brand chocolates, kit Kat wafer bar, krackel chocolate bar, Mauna Loa, milk duds candy etc.. Other groups are snacks, sugar confectionary, gum and mint pantry items and kosher products.

The major lines include Hershey’s solution centre, Snacks , Ice Breakers, Jolly Rancher, Twizzler’s kisses, Kit Kat, Reese’s and Hershey’s. Patents, copyrights, Trade Secrets and Trademark It was in 1907 that the first Hershey brand of chocolates was introduced. In 1924 Milton S. Hershey established a registered trademark for the “plume” extending out of the KISSES brand wrapper. In 1976 the familiar foil wrap was established as a registered trademark. (The Hershey Company) Hershey chocolate is a trademark and many of the names, shapes and packaging of the chocolates are protected by U.

S patent and trademark office. Hershey’s own various registered and unregistered trademarks and service marks and have rights under licenses to use various trademarks that are of material importance to the Hershey business (Hershey Co 2007) Hershey in 2005 blocked a Californian company from using the name milkdutz for a line of clothing for breast feeding mothers as it makes milk duds candy (USA today 2005) The shape of Hershey’s Kisses chocolate candy is a registered trademark. No one else can use that shape for chocolate candy morsels as long as Hershey is using it (USA today 2001) Technology

The chocolate is made using a blending system to make a chocolate liquor combine it with milk and sugar and dry it to make a powder. This powder is mixed with cocoa butter to make a paste. The paste is placed inside conches which are large granite rollers to smooth out the chocolate. Mostly the chocolate is placed in moulds. The molding machines can fill 1000 moulds per minute. The moulds are vibrated to remove air bubbles. Kissed however are made differently where a precise amount of chocolate is dropped on a quickly moving steel belt which is cooled quickly to give the shape of the kisses.

Hershey’s secrets: There has always been a rivalry between Hershey’s and Mar’s from the beginning of their formations. The two founders were very different characters. There were bitter legal and marketing fights between these two companies. (Brenner1998) I’d like to buy the world a Hershey’s bar Except for a TV and billboard campaign in Canada in 1964, the company had never really done advertising on a national scale. In 1968, the newly renamed and reorganized Hershey Foods Corporation announced plans for a nationwide consumer advertising campaign spearheaded by the famous Ogilvy ; Mather ad agency.

(The Hershey Company 2007) The company claims their quality of their products is the best form of advertising although many of its products are advertised through all forms of media.

References

Brenner, J. 1998. The Emperor’s of chocolate. Random House; First Edition, 2nd Printing edition Hershey Co. 23 February 2007. Edgar online. 23September 2007. ; http://yahoo. brand. edgar-online. com/fetchFilingFrameset. aspx? dcn=0001193125-07-037921;Type=HTML; “Hershey seeks to block milkdutz” . 28october 2005. USA today.

Advertising and marketing retrieved from the World Wide Web on the 22nd September 2007: http://www. usatoday. com/money/advertising/2005-10-28-Hershey_x. htm “Protecting products’ distinctive designs – Law – Brief Article. ” USA Today (Society for the Advancement of Education), Dec, 2001 retrieved from the World Wide Web on the 22nd of September 2007: http://findarticles. com/p/articles/mi_m1272/is_2679_130/ai_81110794 Hershey’s. The Hershey company . retrieved from the World Wide Web on the 22nd of September 2007: http://www. hersheys. com/products/details/kisses. asp

The company that we selected is ”Qatar Airways”. This project is going to offer a general idea of the strategic management process, terms that are included in the process, and the benefits of strategic management to Qatar Airways. Furthermore, it discusses the mission, goals, and the strategies of the company (Qatar Airways). A SWOT Analysis of Qatar Airways will be provided, followed by six strategies that will help the company grow or stay successful. The first part of the project will consist of an introduction on Qatar Airways. The second part is identifying the mission, goals, and strategies used by the company.

Followed by the strategic management process, the SWOT Analysis, and the strategies in helping the company stay successful in its line of business. Qatar Airways is an airline founded and built in Doha which is the capital of Qatar. This airline is based in Doha which links 72 destinations all together, and is one of the fastest growing airlines in the world. It is also ranked one of the four airlines in the world that have been given the 5 star airlines Status from skytrax. Furthermore, it is known for being a member of the Arab air carrier’s organization.

This highly ranked airline was established in 22 November 1993 and began its flight operations in 20 January 1994. It was owned by the royal family of the state which is Qatar, and then it was launched again by a new management team in April 1997 headed by Akbar Albaker which was the chief executive. Today Qatar Airways is owned by 50% government and 50% private investors. Qatar Airways was the official airline for the Asian games that were held in Doha city (Qatar) in the date 1-15-2006. In the year 2006, it introduced some new insignia for their new plains in the year 2006.

The first aircraft with this insignia was a340-600hgw which was launched in ITB Berlin. This aircraft had the word Qatar was inscribed across the fuselage in burgundy in March 2006, and the aircrafts fin was painted with an Oryx which is the nation icon and symbol of Qatar. This specific insignia was designed and created by and Australian marketing company that goes by the name Performa Global. Qatar Airways privilege club has the highest earn rate in the world. In November 2006 the airline announced their plan of opening of 7 new destinations to be launched in the year 2007.

These 7 destinations are: Lagos (Nigeria), Dar es Salaam (Tanzania), Denpasar (Bali, Indonesia), Ho Chi Minh City (Vietnam), Newark (USA), and Washington D. C. (USA). Two other routes will also be launched to parts of Europe in 2007 which are Geneva and Stockholm. Qatar Airways has made an announcement that they plan to enter the North American market in June 24, 2007 with a new aircraft A340-600 HGW. It will start daily Washington D. C. (Dulles) flights starting June 24, 2007, where as the New York (Newark Liberty) flights will start at the date June 28, 2007, with a thrice weekly A330-200 flight via Geneva, a new European destination.

Mission: is a statement of the purpose of an organization. Every organization needs a mission; it helps these organizations to see their purpose. Also managers should identify their goals and strategies that are currently followed. Knowing an organizations goal helps managers in knowing whether these goals have to be changed or not. One of the most important steps in a strategic management process is analyzing the environment. An organization needs to know what awaiting laws might affect the organization, what the competition is making, or what the labor supply is.

Managers have to observe both general and specific environment to know what changes are happening in an external environment. To develop suitable strategies mangers should stay on top if changes in an external environment. Managers need to evaluate what they have learned in terms of opportunities that a company can take advantage of, and the threats that they have to avoid after observing their environment. This step lets managers realize that no matter how large or successful an organization is they are forced by their capabilities and resources. One important part of internal analysis that’s often overlooked is organizational culture.

It is important because different cultures have different effects on strategy. Most of the employees have a clear understanding of what the organization is about in a strong culture. This makes it easier for managers to express to new employees the organizations core competencies and strengths, but it may be more difficult to change organizational strategies. A strategically appropriate culture is one that supports the organization’s strategy. Another important but hard to analyze asset during an internal analysis is cooperate reputation. SWOT analysis: is an analysis of the organizations strengths, weaknesses, opportunities, and threats.

I have been asked to write an essay on the Business Ethics and Social Responsibility of my given company, Unilever. The purpose of this essay is to give a good understanding of what Ethical Business practise and corporate Social Responsibility is and how my company personally goes about fulfilling all their obligations to their stakeholders of Unilever. I will do this by obtaining information on both the terms in the question and then about the company and then explain it in my words and complete the question as deeply as I can.

I will obtain the information by various means such as websites, textbooks, newspapers, business journals, etc. In addition, the Unilever annual report and other company literature has been collected from the Unilever website. I’m going to start of by briefly explaining what the terms Business Ethics, Corporate Social responsibility and Stakeholders mean so when you go onto reading the essay you know what you’re reading about. The general meaning of Business Ethics is knowing what is right from wrong in the place you work but then more importantly making sure you’re doing the right thing.

Corporate Social Responsibility is grouping various corporate goals and then evaluating the outcomes by both profitability and the judgements of social desirability. Stakeholders are usually people who have any sort of interest in the business, this don’t necessarily have to be financial such as shareholders just general. This can vary from suppliers, Board of Directors, and founders to even customers. I will now go on to about my given Company, Unilever. Every company has its own work style. Unilever is an international producer of foods, home products and personal care products.

It has a worldwide turnover of more than 47 billion Euros for the year 2000, with 295,000 employees and branches in more than 100 countries. Every day, millions of British consumers choose from Unilever’s range of branded products. They have an annual UK sale of over  2. 3 billion, and range’s of household-name brands includes UK market leaders such as Persil, Flora, Magnum and Lynx. The UK is home to one of Unilever’s two corporate centres, and to two world-leading Unilever research centres. As a whole, Unilever can be divided into two entities.

Unilever NV and Unilever PLC are the twin parent companies of the Unilever Group. They have separate legal entities and separate stock exchange listings for their shares, but operate, as far as is practicable, as a single entity. In a competitive global economy, the success of a company depends on the way the organization handles information. Both main commodities of Unilever belong to the category of Fast Moving Consumer Goods . In this market, quick acquisition and processing of information about the state of the market, customers and competition can highly influence further sales.

As a company that is fully aware of its wider responsibilities, Unilever is ready and willing to take a clear position on major issues of public interest. Invariably, many of these topics have a direct impact on business, given the position as part of a major global research-based foods and consumer goods company. Some of the issues Unilever are facing in the UK – such as the need to be vigilant in food safety, and to protect and promote the environment – are common to businesses the world over.