American History Essay

â€Å"The sad truth is that most evil is done by people who never make up their minds to be good or evil† was a wise phase once uttered by Hannah Arendt. I love this quote because is perfectly describes the two boys from â€Å"American History X,† Danny and Derek. These two boys have seen and done it all when it comes to hate groups, as both were members of a neo-nazi hate group. Neo- Nazi hate groups use authoritarian, scapegoat, normative, and exploitation theories to justify their hate, discrimination, and torture of anyone who isn’t a part of the â€Å"supreme race,† or white. Boy Danny and Derek end up in this life from an early age. Parents are one of the biggest, if not the biggest influence on a child’s life. When Danny and Derek were both relatively young they looked up to their father, thought of him as the â€Å"ideal† man. However their father was a racist, influencing almost every thought the boys had. At family dinner when talki ng about about a black school teacher their father said, â€Å"It’s nigger bullshit,† and warned Derek not to buy into the equality teachings. Because Danny and Derek both looked up to their dad so much, this would be and example of the exploitation theory. Exploitation theory is when one societal group, in this case whites, use hostility to keep their position and power intact. This really come into play after Danny and Derek’s father was murdered and Derek believes it was a race related killing. Right after their father died, Derek joined a neo-nazi hate group known as the DOC(Disciples of Christ). Being extreme believers in the white supremacy movement, the DOC acted out with violence and extreme hatred toward any other race, especially blacks. Derek, being a high ranking member, murdered 2 black men for the cause. He served three years for the murders, which impacted his whole family tremendously. At the beginning of Derek’s sentence he did not want any visitors, claiming it would be to hard to see his family. He made friends with other neo-nazi members in prison, but soon started realizing that they were not serious about the cause like he was. He also started becoming friends with his black work partner who said, â€Å"I ain’t the nigger in here, you are† Derek started realizing that white supremacy what basically just a scapegoat. Meaning that the followers of the movement were just trying to find someone to blame for their problems, which in this case happened to be  the blacks. After befriending his black work mate he realized that blacks are human too. Once he could recognize blacks as human he finally felt guilt for killing to people, not niggers, people. Derek was determined to help his brother and family by getting them out of the gangs and hate. One of the biggest influences on Derek while in jail was his principal from high school. He was a black man with experience in dealing with â€Å"troubled youth.† He gave Derek the push he needed by saying, â€Å"Has anything you’ve done made your life better?†. Later Derek told Danny, â€Å"It’s just because I was pissed off†. I think this was Derek’s way of responding to his principal, he really didn’t believe in the cause it was more of just an outlet for his anger that his father would have approved of. While Derek is locked up.

Indian Cheese Industry

Market Analysis: The Indian Cheese Industry| September 18 2010 | This Report gives a market study of the Indian cheese industry, key players and their market shares and strategies. It contains a study about the scope for growth in this sector and a SWOT analysis of the same. | Indian Cheese Industry| INDEX Sr. No| Topic| Page No. | 1. | Overview| 1| 2. | Market Size and Growth| 1| 3. | Key Players| 1| 4. | Analysis of Individual Players4. 1. Gujarat Cooperative Milk Marketing Federation (GCMMF) 4. 2. Britannia New Zealand Foods Private Ltd. Industries Limited (BNZF)4. . Dabon International Private Limited4. 4. Imported Cheese Market4. 5. Regional Players| 33781011| 5. | SWOT Analysis of the Indian cheese industry5. 1. Strengths5. 2. Weaknesses5. 3. Opportunities5. 4. Threats| 1212131314| 6. | Market Segmentation| 14| 7. | Trends in the Indian cheese market| 15| 8. | Observations| 15| 9. | Summary| 16| 1o. | Key Government Contacts| 17| 11. | References| 18| The Indian cheese Industry 1. Overview Except for the popular Indian variety of cottage cheese-Paneer, India is not traditionally a ‘cheese nation'.But, with the growing saturation of cheese consumption in the West and encouraging successes in other ‘non-cheese' Asian countries like Japan and China; overseas cheese producers are eyeing the Indian market for its huge promise. The organised cheese industry in India is at best in its nascent stage, accounting for less than 1% of total dairy production and largely limited to urban consumption. Though cheese was first marketed in India under the brand name ‘Amul', from the popular Amul butter stable in the late 1970s, it attained an identity of its own only as late as 1990s. 2.Market Size and Growth rate The organized cheese industry in the country as of 2006, is valued at Rs 250 crore (US$ 50 million), with a volume of more than 8000 tonnes. The industry growth rate is estimated at about 10%-12% per year in terms of volume and 16%-17% per year in value terms. Current household cheese penetration is 5%, with about 50% of consumption being limited to cities. Mumbai and Delhi together capture half of the cheese market. Within cheese products, around 60% of the market is dominated by processed cheese, 30% by cheese spreads and the remaining 10% by flavoured and specialty cheese. .Key players The Indian cheese market is dominated by Gujarat Cooperative Milk Marketing Federation that uses the brand name Amul and Britannia New Zealand Foods Pvt. Limited, using the brand name ‘Britannia MilkMan'. Amul is way ahead of competition and owns about 60% of the market. Britannia has about a 25% share. Other players are Dabon International Private Limited, a wholly owned subsidiary of the French dairy company Bongrain S. A and other regional brands like Mother Dairy and Vijaya. These companies have a 10% market share.The remainder 5% of the market is taken by imported cheese brands, retailed in specialty stores. Table 1: The Indian Cheese Market Key players Brand(s)| Estimated Share of Market (%)| Amul| 60| Britannia MilkMan| 25| Le Bon, Regional brands e. g. Mother Dairy, Vijaya| 10| Imported brands e. g. Kraft, Laughing Cow| 5| Fig 1: Pie chart showing % market share of the major players 4. Analysis of individual players: 4. 1. Gujarat Cooperative Milk Marketing Federation (GCMMF) 4. 1. 1. Company Profile: Amul is the leading brand name for products produced and marketed by the Gujarat Cooperative Milk Marketing Federation (GCMMF).GCMMF is an apex body of milk co-operatives in Gujarat and heralded the ‘white revolution' in India that turned the country from having a milk-deficit to the largest milk producer in the world. GCMMF also markets milk powder and dairy whiteners under the Amulya and Sagar brand names. Amul is the oldest and the most established dairy brand in the country, with its first product, Amul butter, being marketed since 1946. Today, the company has its roots deep in the dairy market and is increasingly focusing on the value added segment that includes health drinks, cheese and dairy based desserts.Turnover in 2005-2006 was US$ 850 million with a year-on-year growth of 29%. 4. 1. 2. Cheese Perspective: Amul brands and markets itself as the largest vegetarian cheese producer in the world since all its cheese varieties are made from microbial rather than animal rennet. This immediately makes the brand's' cheese products favourable in a country with the most vegetarians in the world. Also, it sources its cheese form buffalo milk, which is popular in India. 4. 1. 3: Products The various products produced by Amul are shown in the table below.Table 2: Cheese Products by Amuls Cheese Product| Description| Maximum Retail Price| Amul Pasteurised Processed Cheese| A cheddar cheese| 400g: Rs 86 1 kg: Rs 163| Amul Cheese Spreads (in three flavours)| Combination of Cheddar and soft cheese. | 200g: Rs 32| Amul Emmental Cheese| Specialty Swiss cheese which is sweet, dry and ha s a hazelnut aroma| 400g: Rs120| Amul Pizza Mozzarella Cheese| For use in pizzas| 200g: Rs 43| Gouda Cheese| Specialty Dutch cheese. Manufactured under a Swiss technical collaboration in the North Eastern Himalayan state of Sikkim.   | Amul chiplets| Individually packed single serve cheese cubes| 200g: Rs 50| Amul Malai Paneer| Indian cottage cheese| 100g: Rs14200g: Rs 26 1kg: Rs 115| Amul cheese slices| For sandwiched and burgers| 100g: Rs27 200g: Rs52| Amul Pizza| Frozen pizzas| Rs 30| Its cheese business grew at 18% in 2005-2006. GCMMF exports cheese to the tune of 600 tons, making it the largest cheese exporter in the country. The export market includes the Middle East, Singapore, Hong Kong, and the United States of America; countries that have a large Indian population, and the neighbouring countries of Sri Lanka, Bhutan and Nepal.A very rewarding strategy for Amul has been to also enter the cheese dependent food product category. It produces over 300,000 frozen pizzas (using mozzarella cheese), priced at a mere Rs 30 apiece. This has provided strong competition to international brands in the market which traditionally only sell pizzas at their retail outlets and at much higher prices. 4. 1. 4. Strategy: As its product lists, GCMMF has capitalized on the value added segment with a wide range of Amul cheeses. The Amul brand represents ‘value for money' to the Indian consumer and its cheese portfolio is competitively priced and of assured quality.The company has been aggressively marketing its cheese products, to the extent of even moving away from its umbrella brand strategy and introducing a new mascot, the Amul Cheese Boy. When low cost pizzas were introduced, GCMMF adopted an innovative and successful strategy of increasing sales of an elitist product (cheese) by reducing the price of another elitist product (pizzas). Especially since 2005, the company has focused on expanding its already strong distribution network to smaller cities as cheese d emand has rapidly expanded beyond the large metros. . 2. Britannia New Zealand Foods Private Ltd. Industries Limited (BNZF) 4. 2. 1. Company Profile: BNZF is a joint venture company founded in 2002 by Britannia Industries Limited (BIL) and Fonterra Co-operative Group of New Zealand. The company focuses entirely on the dairy business, with cheese being its flagship product. The other products it sells are dairy whiteners, butter, ghee (Indian clarified butter) and a malt drink- Anlene. All products are marketed under the ‘Britannia MilkMan' brand.BIL (known as Britannia Biscuit company until 1979) has essentially been a ‘biscuit company', that had humble beginnings in Calcutta in 1892. Its big break came during World War II when the Indian Government contracted it to supply biscuits to the armed forces and since then it became a market leader in the biscuit segment. In 1954, the company also began producing and selling bread and it was as late as 1997, that it entered the dairy industry. In 2002, Forbes Global rated BIL as one of the top 200 small companies of the world and as a strong and trusted brand in India.The Wadia Group of India along with Groupe Danone of France are equal shareholders in ABIL, UK which is a major shareholder in Britannia Industries Limited. Fonterra Cooperative Group is New Zealand's largest company and amongst the ten largest dairy companies in the world. The dairy expertise and global experience for the Joint Venture comes from Fonterra Cooperative while Britannia's contribution is its brand name, large distribution network and the understanding of the Indian market. Like BIL, BNZF also comes under the umbrella of the Wadia Group of companies.Its turnover in 2005-2006 is US$ 24 million with about 50% coming from processed cheese, 30% from the dairy whitener and the remaining 20% from butter and ghee sales. 4. 2. 2. Cheese Perspective: BNZF only sells in the processed cheese segment and has five variations of processed che ese in the market, besides a cheese dip product. Over half of the company's revenues come from the processed cheese segment. BNZF cheese is priced at a premium in the market; one reason being that the cheese is sourced from cow's milk (unlike Amul that sources its cheese from buffalo milk). . 2. 3. Products: Cheese cubes, Cheese singles (regular and Slim variants), Britannia Milkman Malai Chaska- a soft, fresh and creamy ‘dairy spread,’ which has a mild, tangy taste, Britannia cheese spread in different flavours like Masala Herbs, Spicy Cilantro, Peppy Pepper etc. , and Pizza cheese. 4. 2. 4. Strategy: Rather than focusing on competitive pricing, BNZF has adopted a ‘three-pronged strategy’ of: Freshness (lower pipeline stock), Availability (improve distribution network) and Visibility (more shelf space at modern trade).At present, cheese products, contribute to around 50 % of the Rs 120 crore turnover of the dairy product company (which markets its products under the brand name Britannia Milkman) while its Diary whitener contributes to 30% and butter and ghee together account for 20 %. 4. 3. Dabon International Private Limited 4. 3. 1. Company profile: Dabon International Private Limited is wholly owned by the French dairy major Bongrain SA. The company began as a joint venture with Dabur India in 1996, but in June 2005, Dabur exited from the business.The company said that they had decided to exit because cheese and milk products were a ‘non-core' business for them. Dabon is the only international cheese company to produce and sell cheese in the country, using the brand name Le Bon. It has a state of the art facility in Noida, near Delhi. Despite having made losses, the company has been in an expansion mode, offering a selection of processed cheese products. Adapting to Indian tastes, it has also recently introduced in Delhi and Mumbai, Indian cottage cheese with the brand name ‘Le Paneer'. Dabon markets its cheese to both the retail and institutional sector. . 3. 2. Cheese Perspective: Dabon focuses on the processed cheese segment, catering to both the retail and institutional markets. In the former, it has been targeting families and children (like the other brands) and in the latter category, it has standard and customized products for fast food chains, hotels, flight caterers and restaurants. Some of its institutional clients include Domino Pizza, Papa John’s Pizza, Oberoi Flight Services and the Ambassador.Besides drawing on the international cheese portfolio of its parent Bongrain SA, Dabon has realized that to compete, it has to cater to ethnic tastes. Le Paneer', the Indian cottage cheese variety was recently introduced as a brand in Delhi and Mumbai. 4. 3. 3. Products Table 3: Dabon Products for the Retail Sector Cheese Product| Description| Maximum Retail Price| Le Bon Creamy n Sancky Cheese Portions| A ready to eat snack, targeted at children. | 6 portion pack – 114g – Rs 36 Single portion – 19g – Rs 6| Le Bon creamy Cheese spread (Bottled spread in two flavours: Plain and Black pepper)| Marketed as a low fat butter substitute, with 60% less fat than butter. Both flavours: 200g-Rs 45| Le Bon Tasty Cheese Slices ( Two flavours: Plain and Black pepper)| A ready to eat snack, targeted at children| Plain: 170g- Rs 57 Black Pepper: 170g- Rs 59| Le Bon Grate n Garnish Cheese| A mild processed cheese for grating and garnishing. | Comes in 4 different pack sizes: 100g – Rs 24, 200g – Rs 46, 400g – Rs 86, 1Kg – Rs 185| Le Bon Paneer| Indian Cottage cheese| 200g: Rs 26 400g: Rs 50| Table 4: Dabon Products for the Institutional Sector Cheese Product| Description| Creamy n Sancky Cheese Portions| Suitable for in-flight meals, mini-bars and breakfast buffets.Available in 19g portions| Creamy Cheese spread (Two flavours: Plain and Black pepper)| Suitable for Italian food, baked dishes and dips| Individually wrapped che ese Slices (Two flavours: Plain and Black pepper)| For burgers and sandwiches. Available in 17g portions| Grate n Garnish Cheese| An all-purpose mild processed cheese for grating and garnishing. Available in 1kg blocks| Cheddar Processed Cheese| All-purpose cheddar processed cheese. Available in 1kg blocks| Le Bon Paneer| Indian Cottage cheese. Available in 200g and 400g packets| 4. 3. 6. Strategy:Dabon has played it safe in the Indian market so far, confining production and sales to the popular processed cheese and Paneer segment. It capitalizes on the fact that it uses international world class production techniques with a focus on quality and hygiene. Bongrain SA obviously believes in the potential for cheese in India, increasing its investment in the country despite having its joint venture partner Dabur pull out. 4. 4. 1. Imported cheese Market When the Indian government removed quantitative restrictions on consumer products in 2001, it was expected that imported products would flood the market and pose a threat to local brands.International cheese companies have established agents to market their products and enter the Indian market. The three main importers are: Bel Fromageries  which introduced its Laughing Cow brand in 2001 and more recently, Kiri cream cheese. Kraft cheese is presently available only in specialty imported goods stores. However, the company is planning to enter the Indian market and its strategy is to have an extensive reach into small retail outlets in the country. The company also aims at a presence by introducing ‘affordable products with the right attributes that meet local consumer needs'.Boursin a large French cheese maker announced its entry as an importer of cheese into the Indian market in November 2006. Boursin will be traded in the country by RRO, which has a tie up with Unilever for marketing and distribution. RRO is an established importer of international branded consumer food items. Boursin is a 100% Vegetarian Cheese since it is made without animal rennet. The product is available in four varieties in the country: Boursin Plain, Bourisn Garlic and Fine herbs, Boursin Pepper, and Boursin Shallot and Chives.Boursin Cheese is available at several leading food outlets in the country. 4. 5. 1. Regional Players: Encouraged by the success of Amul, many state dairy cooperatives have entered the cheese segment. These cooperatives have capitalized on their existing brand strengths to capture a sizeable market share in their region. Prominent regional players are: Table 5: Regional Players in the Indian Cheese Market Company| Brand ;amp; Regions| Cheese Products| Other Products|Mother Dairy India Limited (wholly owned by National Dairy Development Board)| Mother Dairy (North India, Mumbai and Calcutta| Individually wrapped slices, Cheese spread, Cheese cubes and Paneer| Liquid Milk, Yogurt, Ice creams, Dairy Whiteners, Butter, Frozen vegetables, Fresh fruits and vegetables, Vegetable oils and Fruit juices| Milkfed (Punjab State Cooperative Milk Producers Federation)| Verka (North India, Mumbai and Calcutta)| Cheese spread, Processed cheddar cheese, Natural cheddar cheese, Cheese singles and Paneer| Flavoured milk, Lassi, Yogurt, Butter, Ghee, Milk powders, Malted drink, Ice-creams, Milk based Indian sweets| Andhra Pradesh Dairy Development Cooperation Federation (APDDCF)| Vijaya (Predominantly South India based)| Processed cheese| Sterilized Flavoured Milk, Paneer, Indian sweets and Buttermilk| Of the above listed players, Mother Dairy is the largest, with aggressive growth plans in the cheese business.The company's strategy is to focus on the large children’s segment, with two successful marketing campaigns in 2006 – aimed at the child consumer, and to have a better relationship with retailers. As part of its strategy to increase its national presence, Mother Dairy also plans to improve its distribution network and increase the shelf life of its cheese – so as to increase its reach in the country. Mother Dairy's sales for cheese are increasing at about 30-40% a year. Two other state cooperatives that produce and market cheese are the southern states of Karnataka (Nandini brand) and Tamil Nadu (Aavin brand). These two brands though, essentially maintain a state presence rather than a regional one. 5. SWOT Analysis of Indian cheese industryFor developing a sound strategic plan for the cheese industry and mainly for the marketing and brand recognition, first a detailed analysis is required to be done. For this reason, a SWOT analysis of the same is done as shown below: 5. 1. Strengths: The Demand for cheese is ever increasing with change in the consumption pattern of consumers. In the mass consumption category, Indian consumers are more ready to buy off the shelf. Paneer, which all the major cheese producers are marketing as a branded product, was traditionally homemade. Secondly, with greater international exposure, rising incomes and brand affiliation; the demand for niche cheese products has increased.Amul was an early mover in capitalizing on the demand for specialized cheeses like Gouda and Emmental. The profit margins for companies are  quiet reasonable since competition is not very fierce like in the Indian telecom sector. The availability  of raw material is abundant since India is the world’s largest milk producer, accounting for more than 13% of world’s total milk production. India has abundant technical  manpower which can be professionally-trained; a technical human resource pool is available. 5. 2. Weaknesses: One of the biggest problems in the marketing of cheese is the lack of existing infrastructure, especially cold chains from the producer to the consumer.Existing players, especially Amul that also uses such facilities for its other dairy products like milk, already has a fairly well established national network. However, new entrants, including importers need to make extra in frastructural investments. This can be quite daunting for companies that are making a market entry into the dairy and cheese industry, particularly with limited existing knowledge of current distribution issues. The lack of cold storage facilities cause the biggest problems to regional players who are trying to gain a national presence. They neither have existing infrastructure nor the financial muscle of international companies. To improve logistical issues, some regional players, like Mother Dairy are positioning their plants in different geographical regions.Many regional cheese brands are currently not able to retail nationwide because of the limited shelf life of their cheese products. For example, Mother Dairy, a subsidiary of the National Dairy Development Board and a hugely successful retailer has confined most of its sales to the northern belt. Its reason- the shelf like of most of its dairy products including cheese is only about 10 days. . India being the second largest c ountry in the world and a land of distances, most regional producers do not have the advanced packaging, processing and distribution technology for geographical expansion 5. 3. Opportunities: The increasing incomes of the people due to a strong growth in the GDP allow huge potential for growth. The cheese industry is growing at almost 20% per year.The explosion of retailing in India will probably have a significant impact on the cheese industry; it will provide the cheese manufacturing companies with better distribution networks which will result in an increase in sales. There is a phenomenal scope for innovations in product development, packaging and presentation. I. e. Indianization of cheese by coming up with various different flavours suited to Indian tastes. E. g. Dabon, in acknowledgement of customer preferences for indigenous cheese, has customized their portfolio to include paneer. Efforts to exploit export potential are already on. Amul is exporting to Bangladesh, Sri Lanka , Nigeria, and the Middle East. Following the new GATT treaty, opportunities will increase tremendously for the export  of agro-products in general and dairy products in particular for the local players.There is scope form improvement in Food Technology to increase the shelf life of cheese and thus increase the nationwide presence of cheese products. 5. 4. Threats: Importing cheese, especially for mass consumption faces two main stumbling blocks:   i) High costs: Added to the high cost of importing cheese, importers often also have to invest substantially in a distribution network due to the lack of cold chains. Indian consumers are price sensitive and importers find it difficult competing against local, better priced brands, which are also in synch with the local palate. ii) Inordinate time lag in supplies: Due to logistics and the duration of the import process, replenishing stock takes at least a couple of months, making it difficult for importers to cater rapidly to demand v ariations.Competition among Sellers: The two pronged strategy that sellers will follow in the next few years is i) To increase the size of the market through greater awareness, and ii) To increase availability of cheese products to the expanded market. The Amul and Britannia brands have the strongest national dairy brand identity. To compete with these established brands and gain national presence, other cheese retailers will resort to heavy marketing. Cheese advertising budgets alone are likely to be around 2%-4% of total revenues. Advertising strategies could include, for e. g. cross selling with complementary food products and offering free cheese tasting sessions. In the past couple of years, for example, Mother Dairy has already been pursuing aggressive advertising strategies.One successful promotion in Delhi and Mumbai was the â€Å"Cheese khao superhero ban jao† (Eat Cheese to become a Superhero) event, where kids buying cheese at retail outlets were invited for a phot o- op – dressed as superheroes with a framed photograph presented to them. Another helped the company bond better with its retailers. In November 2005, retailers in Delhi displayed banners proclaiming, â€Å"Cheese ke saath bees ki cheez† (Buy Cheese and get Rs. 20 worth of freebies), a proposal where, if a consumer bought Mother Dairy cheese, the retailer would offer her free purchases worth Rs 20 from the store. Both these innovative campaigns were hugely successful in brand awareness and sales.Conclusion: The study of this  SWOT  analysis shows that the ‘strengths’ and ‘opportunities’ far outweigh ‘weaknesses’ and ‘threats’. Strengths and opportunities are fundamental and weaknesses and threats are transitory. Any investment idea can do well only when you have three essential ingredients: entrepreneurship (the ability to take risks), innovative approach (in product lines and marketing) and values (of quality/et hics). 5. Market Segmentation: In terms of market segmentation, all the Indian cheese brands cater primarily to the retail sector. On the other hand, Dabon International Private Limited and Bel Fromageries have a retail and institutional client focus.The insitutional sector, comprising fast food chains, restaurants, in-flight caterers and hotels also source their cheese from private dairy companies like Dynamix Dairy. Geographically, cheese is produced and marketed for domestic consumption. Amul Malai Paneer is only cheese product exported to the Middle East, Singapore and North America. Paneer is targeted at the large Non Resident Indian (NRI) population in these countries. 6. Trends in the Indian cheese market 7. 1. Production patterns The state cooperatives that market cheese like Amul, Mother Dairy and Verka have their own production plants and source milk from their cooperatives. Among international cheese companies, only Dabon Private Limited also produces cheese in the countr y, having its own plant in Noida, near Delhi.The only significant private player, Britannia, does not make its own cheese but has it produced by the Maharashtra based private dairy company Dynamix Dairy Private Limited (which has a technical collaboration with Schreiber Cheese, USA). Bel Fromageries, the global French company that sells Laughing Cow and Kiri varieties of cheese in India, imports cheese into the country through its agent, Rai and Sons, Delhi. 7. 2. Consumption patterns: Cheese consumption continues to be an urban phenomenon, with processed cheese and cheese spreads accounting for about 80% of the total cheese consumption. Also, cheese is mostly consumed by children and is yet to be part of the mainstream adult diet on a mass scale.The product mix and consumption pattern in India is unlikely to change drastically in the next few years. The largest demand will continue to be for processed cheese and cheese spreads. Children will continue to be the largest consumers of cheese. Of the predicted increase in demand, children will contribute to the largest proportion in tier 2 cities while it will be adults in the metros. To cater to this increase, it is also likely that cheese producers introduce new varieties of specialty cheese in the metros. 7. Observations 1. Increasing and Widespread Demand: Based on a multi-year study of dairy consumption patterns in China, Mckinsey predicts a growth in the demand for Cheese by 40% by 2011.With India having similar consumer trends- namely, growing incomes, westernization and urbanization – Indian demand is likely to mirror Chinese patterns. Two conspicuous outcomes are: i) There is likely to be a 25%-30% increase in demand in the metros and ii) There is likely to be a 5%-10% growth in demand in tier 2 cities as urbanization and modern consumption patterns extend to these cities. 2. Food technology improvements: In the next 3 years, regional players will be forced to adopt new technologies that enable the m to go national to survive. 3. Indianization of processed cheese: The next three years will see new Indian flavours of cheese being introduced in the processed cheese and cheese spread market.The Indian consumer has unique tastes with variations even across regions. Both Indian and International brands are likely to ‘Indianize' their cheese products with Indian flavours to attract a larger customer base. 4. Consolidation of Cheese Plants: The explosion of retailing in India will probably have a significant impact on the cheese industry. Large chains of supermarkets that have entered the country, like Tesco, would follow their global policies of tightening supplier margins that could put small cheese producers out of business. The supplier end will likely be dominated by huge national producers who can achieve sufficient economies of scale to be able to afford low margins.There will be a few such national cheese factories, supplying to various cheese marketers and retail chain s, who in turn brand cheese under their own labels. There is also a high probability that cheese importers like Kraft and Bel Fromageries begin domestic production to lower prices and increased availability of their products. 8. Summary The organised cheese industry in India is at best in its nascent stage, accounting for less than 1% of total dairy production and largely limited to urban consumption. The organized cheese industry in India as of 2006, is valued at Rs 250 crore (US$ 50 million), with a volume in excess of 8000 tonnes. The industry growth rate is estimated at about 10%-12% per year in terms of volume and 16%-17% per year in value terms.Current household cheese penetration is 5%, with about 50% of consumption being limited to cities. Mumbai and Delhi together capture half of the cheese market. Within cheese products, around 60% of the market is dominated by processed cheese, 30% by cheese spreads and the remaining 10% by flavoured and specialty cheese. Amul and Britann ia Milk Man are the lead brands. Overseas cheese producers are eyeing the Indian market for its huge promise. The explosion of retailing in India is expected to have its impact on the cheese industry also. This paper looks at the lead national and regional players as well as the consumption, production and marketing trends. 9. Key government contacts:Government Department| Responsibility| Contact Information| Ministry of Agriculture, Department of Animal husbandry, Dairying and Fisheries (DADF)| The Department is responsible for matters relating to livestock production, preservation, protection from disease and improvement of stocks and dairy development, and also for matters relating to the Delhi Milk Scheme and the National Dairy Development Board. | The Secretary,   Telephone:+91 11 23382608 Email: [email  protected] in| National Dairy Development Board (NDDB)| A government organization, NDDB is the apex body of State cooperatives. Also provides training and consulting servic es. | Head Office: P. B. No. 40 Anand – 388 001 Gujarat, INDIA Telephone: 91-2692-260148/260149/260159/260160 Fax: 91-2692-260159/260165 Email: [email  protected] coop|Ministry of Food Processing Industries| The main central agency of the Government responsible for developing a strong and vibrant food processing sector; with a view to create increased job opportunities in rural areas, enable farmers to reap benefit from modern technology, create surplus for exports and stimulate demand for processed food| The Joint Secretary,   Telephone: Ph. : 011-26492476 Fax: 011-26493228 Email: [email  protected] in| 10.References: www. themilkweed. com

Writing Assignment Article Example | Topics and Well Written Essays - 250 words

Writing Assignment - Article Example Disaster experts have developed better ways of detecting disasters and disseminating information about impending disasters promptly. Weather forecast has made it possible for experts to speculate risk of tornadoes and hurricanes. People should heed this information and act appropriately. Even so, disasters like fires and terrorist attacks strike unexpectedly. Rescorla had indicated his fears about a possible terrorist attack on the Trade Center, and they materialized when Ramzi blasted explosives right at the center’s parking garage. Circumspection may cost us resources, but it is worthwhile (Wiseman 25). Building a strong disaster personality would need exercising the brain. Fear paralyses individuals during disasters and makes people not to be able to act appropriately. Extreme fear will make an individual to stop and wait for help from outside. Had Kent HÃ ¤rstedt let fear take the better of him, he would probably not have lived to tell the story. People should not frown at fire drills. Instead, fire drills should help condition our minds for appropriate reaction in the time of disaster (Lee 18). Many got annoyed at Rescorla’s efforts at training his employees using fire drills. It is not a wonder that many of his employees made it out of the Trade Center safely when 9/11 struck. Amanda has underscored the importance of leadership in situations of disasters. Leadership should help instill discipline so that some are not run over and others do not act selfishly. The Beverly fire is a classic case of the benefit of leadership in a disaster scene. People need to know what section of a disaster scene to go to and which to avoid (Wiseman 25). People should learn to respect the leadership during disaster. Also, people should domesticate leadership at an individual level so as to make it easy for disaster response efforts to work

Social Work - case example Essay Example | Topics and Well Written Essays - 2250 words

Social Work - case example - Essay Example Crises are basically an opportunity for growth when resolved properly as persons in crisis are more open to adapting new problem solving skills. However, when coping mechanisms do not work and crisis is left unresolved, that is when problems arise. Moreover, unresolved crisis will further make the person more likely to be unable to resolve future issues (Crisis Intervention 2006). In this paper, we will tackle on the case of the fifteen-year-old Con who ran away from home and now seeks guidance and counseling. As a social worker in charge of Con’s case, it is best to fully understand his situation and do proper assessment before a suitable intervention can be formulated. Relating the concept on crisis, we will assume that Con is a teenager undergoing crisis. The issues that revolve around him constitute the array of circumstances that bring about his crisis. Con is classified as an adolescent as he is fifteen years of age. As an adolescent, Con faces a series of challenges which may have brought about the predicament he now faces. In Con’s case, his act of running away from home may be a manifestation of the rebellion that is likely of children his age that may be the result of the changes he is undergoing at present (Adolescent Psychology). Moreover, the distant relationship he feels towards his parents along with his closeness to his peers can be the result of his struggle to establish his own identity and his quest for independence. Being in the stage of puberty, Con is placed under a lot of pressure and the increasing anxiety that he experiences in response to all the pressures can trigger a maturational crisis. Hence, the crisis he faces causes him to feel elevated levels of anxiety that might have been the cause for his behavioral manifestations. In order to help Con, interventions must then be focused on correcting the maladaptive behaviors he manifests so that he can function

Discuss a state that has been in flux between a democracy and another Article

Discuss a state that has been in flux between a democracy and another form of government over the past 20-25 years - Article Example his paper aims to discuss the influx in India’s form of government from a unitary government ruled by a single party into what is now a democratic state. Further, this seeks to discuss the key characteristics, issues, legitimacy, social and political factors, as well as the wave of democracy that has affected India’s present government system. Democracy suggests a rule by the people. India is among those developing nations that have fostered a democratic multi-party system since it gained its independence where it adopted a parliamentary government with the President acting as the Constitutional head and the Prime Minister as the real head of the executive (Sharma, 2011, p. 146). Moreover, national unity, social revolution and stability are strongly enshrined in the Indian Constitution, which promotes the goal of a parliamentary democracy, fundamental rights and principles. Since India is notably the largest democracy, its Constitution also features the administrative procedures for Judiciary operation, selection of the members of Legislature, division between the Union and States, tax imposition, public services, electoral systems, and other salient characteristics for its democratic governance (Abbas, Kumar, & Alam, 2011, p. 98). As such, it is through its liberal democratic government that the Indian society can facili tate the recognition and exercise of human rights including the right of suffrage and be elected, or realize politically democratic values that are characterized by equality and absence of gender and social discrimination. Among the issues that have pushed India into a democracy include those affecting the civil society, the pressures of seeking autonomy, as well as with globalization that has largely influenced the political ideologies and policies of the state (Shively, 2014). As an opinion, however, other issues that may have propelled India to become a democratic state involve economic, social, and religious challenges that have created

Arthropods PowerPoint Presentation Example | Topics and Well Written Essays - 750 words

Arthropods - PowerPoint Presentation Example Among the arthropods, insects portray the highest degree of species diversity (Lecointre & Guyanden 67). In this discussion, we will focus on the reasons why insects are the most diverse. This paper will also focus on the limitations of these diverse species. Elipura is made up of collembola and Protura. The diplura is closely related to the insecta class. However, research indicates that crustaceans closely resemble insects than the entognatha class. Further research indicates that the collembolla have a different origin from the insects. The first evidence of Hexapods dates back to the Devonian period (Approximately 390 years ago). During this time, the insects are said to have been wingless. However, the preservation of the fossils was poor due to their exoskeleton, which is made of chitin. The evolution of the wings was an adaptation to allow them to survive the harsh conditions of the terrain. Insect fossils believed to have been from the Devonian period have been described. The oldest is a precursor of Rhyniella Praecusor found in Scotland. Primitive rooted plants of the time were localised in moist areas, and hence created soil for early arthropods such as myriapods (Grimaldi & Engel 66). Today, majority of the insects are terrestrial with a few in the marine habitat. The figures described in the previous slide are only representative of the species that have been documented. Forecasting shows that there could be many more species of insects living in non accessible areas that have not been scientifically described. To be recognized, insect species have to be described scientifically. This involves publishing of their description in the specialist journals. This is followed by thorough research. The purpose of this is to describe the insect, as well as classify it depending on it features. New species are recognised after formal descriptions. In Borneo, for the decade 1994-2004, 361 new species were found. 260

Mental illness in jail Research Paper Example | Topics and Well Written Essays - 750 words

Mental illness in jail - Research Paper Example The atmosphere in jails is unpleasant to all humans. It should be noted that people always like to lead a free life as much as possible. Barriers or restrictions in leading a free life may cause psychological trauma to all humans. Jails impose lots of restrictions and barriers upon the inmates and hence the mental health of jail inhabitants is poor compared to that of the normal people. This paper briefly analyses the reasons of mental illness in jails. Reasons of mental illness in jails The hope for leading a normal life after the release from jails is minimal for many of the inhabitants. It should be noted that prisoners never get opportunities to engage in sexual activities. Many studies have proved beyond doubt that sexual activities are necessary for the human to lead a normal life. The failure to do so may create psychological problems among prisoners. Moreover, plenty of the prisoners are of the view that it is difficult for them to get the acceptance from the society and the family members once they released from the jails. Such negative thoughts often cause mental trauma to the prisoners. The authorities on the other hand keep a negative view towards the health needs of the prisoners. â€Å"According to Human Rights Watch, deficient mental health services in prisons and jails leave prisoners under-treated or not treated at all. Prisoners with mental health problems face a shortage of qualified staff, lack of facilities and prison rules that interfere with treatment† (U.S.: Number of Mentally Ill in Prisons Quadrupled, 2006). Healthcare sector in America and Europe is facing severe shortage of qualified professionals. In fact majority of the professionals working in this sector in these countries are from overseas countries. Since prisoners are treated differently everywhere in the world, there health needs are often addressed without much sympathy or importance by the authorities. Prisoners are considered as unwanted or antisocial elements in ma ny of the societies. Such beliefs and apprehensions about prisoners often prevent the authorities from spending too much for the healthcare needs of the jail inhabitants. As a result of that, prisoners get no treatment or less treatment when they develop psychological problems. Failure to get proper treatment in time, may force prisoners to engage in violent activities and behaviors. Such violent activities may bring punishments from jail authorities. â€Å"People who suffer from mental illness need mental health interventions, not punishment for behavior that may be motivated by delusions and hallucinations† (U.S.: Number of Mentally Ill in Prisons Quadrupled, 2006). Unlike normal people, prisoners are not getting any sympathy from jail authorities even if they develop mental problems. The general view about such mental illness among prisoners is that they deserve it. Such beliefs and views prevent jail authorities in taking sincere efforts to provide adequate healthcare ser vices to the prisoners. â€Å"According to Human Rights Watch, the staggering rate or incarceration of the mentally ill is a consequence of under-funded, disorganized and fragmented community mental health services† (U.S.: Number of Mentally Ill in Prisons Quadrupled, 2006). â€Å"Once in jail, people with mental illnesses tend to stay longer, and are less likely to be placed

Social work theory Essay Example | Topics and Well Written Essays - 3000 words

Social work theory - Essay Example 2). There are several models and theories about the cause of substance abuse and dependence used to provide an explanation of addiction. These models have strong implications on the interventions that practitioners implement. An explanation that addiction/alcoholism is a consequence of an individual’s personal choice is adhered to by proponents of the moral model. The view that indulgence in alcohol and substance abuse is a personal choice makes it justifiable for an individual to be punished. Another perspective views addiction/alcoholism is related to the parent’s excessive neglect during childhood. This type of explanation is characteristic of the socio-cultural and psychological models of addiction. Several studies reveal that people who become addicts have underlying psychological disorders and these interact with certain socio-cultural factors to cause further exacerbation of substance abuse. . In the well-being paradigm, â€Å"substance abuse is viewed as reflecting an underlying, intra-psychological deficiency† (Maton et al., 1992, p. 81). These psychological problems cause emotional pain and relief from pain is readily offered by alcohol and drug use. On the other hand, the disease concept of substance abuse postulates that addiction is a primary disease and not secondary or corollary to another condition. â€Å"Perhaps the greatest advantage to the articulation that addiction is a disease has been to remove the moral stigma attached to chemical dependency and to replace it with an emphasis on treatment of an illness† (Fisher et al, 1997, p. 45). However, a major criticism of this model is the notion that it relieves the substance abuser from taking responsibility of his/her behavior. It paints a picture of the alcoholic or addict as powerless and a passive victim in the drinking/ drug use behavior. To their defense, proponents of the

Developmental Stages Matrix Essay Example for Free

Developmental Stages Matrix Essay Physical growth is at the fastest rate during infancy. Young infants learn to roll over, sit up, crawl, and walk within 12 to 15 months of birth. Uses the Sensorimotor stage of development. The infant uses sensory and motor contact to explore and understand the world around them. During infancy is when a child develops the bond with his or her guardian. An infant will learn who the guardian is and feel emotional attachment when their guardians are present or absent. Early Childhood Children continue to develop motor skills during early childhood. Things like stacking blocks, walking without help, and Push or pull things begin to develop during the early childhood stage. Uses the Preoperational stage of development. The child is able to use words and images to convey the world around them. They are still not able to assign logic to events that occur around them. This is the stage when most children become socially interactive with other people. This is when the child will begin to explore the world around them and either feel a sense of excitement or fear. Middle Childhood This is the stage of increased growth. The child sees the most physical growth during this stage. Uses the Concrete Operational Stage of development. The child is able to think logically and assign logic to situations or events. During this stage the child begins to develop a minimal sense of independence. The child can go off on his or her own to school or out to play without feeling a sense of anxiety from separation of  the parents. This stage is when the child begins to form bonds outside of the immediate household.

Becoming an Actor Essay Example for Free

Becoming an Actor Essay There are many people who dream of being an actor/actress and hope to make it into Hollywood someday. While acting may seem easy, it takes a lot of hard work and dedication. It isnt until you are on stage in front of a large crowd that you may realize how tough it really is. Most successful actors have a passion for acting (its what they love to do and want to do) so this is one of the key factors in becoming an actor. You must want to act and show that you are in it to win it. A good actor/actress must willing to devote all their time and energy into acting whether its for a stage lay or an upcoming movie. Being an actor is similar to working a fulltime Job so you must dependable and hardworking (even if requires you working hours at a time) to get ahead. To become an actor, you must be alert and prompt by showing the director you are reliable and can handle whatever is handed to them. This mean memorizing your lines and show up earlier to auditions and willing to give 110% of you effort. An actor must be comfortable in their own skin. You must be confident in who are and focus on what its you want (your goals). The mindset of an actor should e Im the star and the world is my audience. If an actor believes this, they will be willing to take risk/opportunity. One characteristic of an actor must possess is public speaking. It is common that people fear talking in front of people, whether its a small or large group, but the only way to solving this issue is facing fear itself head on. There are classes for this or you can possible try talking others in large crowds when necessary. As time goes on and taking on more acting opportunities, the actor will be able to conquer their fear and be able to perform in an a more effective and powerful way.

A Synopsis Of Tb Health And Social Care Essay

A Synopsis Of Tb Health And Social Care Essay Abstract TB or Tuberculosis being a bacterial disease is highly infectious but it has its cures and measures. The disease is a major point of concern in South Africa, especially in the areas of Western Cape. It is so common among them that one out of ten people develop this disease and if not treated in a timely and effective manner the infected person can affect 20 other people or more in a year. According to the World Health Organizations (WHOs) Global TB Report 2009, South Africa ranks fifth among the 22 high-burden tuberculosis (TB) countries. South Africa had almost 460,000 new TB cases in 2007, with a frequency rate of a projected 948 cases per 100,000 population a major raise from 338 cases per 100,000 population in 1998. (Source, (World Health Organization Statistics, 2009). A Synopsis of TB Tuberculosis being a bacterial disease is caused by micro-organism, a bacilli scientifically, Mycobacterium tuberculosis which enters the body by inhaling through the lungs. From where they can spread to other parts of the body through the blood, lymphatic system via airways or by direct transfer to other body organs. It develops in the body in two stages: Tuberculosis infection in which an individual breathes in the TB bacilli and becomes infected but the infection is contained by the immune system. The other stage is when the infected individual develops the disease himself. Out of those people who do become infected, most will never develop the disease unless their immune system is seriously damaged for instance by stress, HIV, cancer, diabetes or malnutrition. The bacteria remains dormant within the body if the patient is BCG injected. BCG immunization at the time of birth provides up to 80% protection against the progression TB infection to take form of a disease. A basic sign of TB is consistent cough of two weeks, so the earlier the patient goes to the clinic to get a check up, the more curable it is. Other severe signs are bleeding in cough, night sweating, weight-loss and short-breathing. TB in South Africa Africa and southern Africa In their 1997 reports on the tuberculosis epidemic and on anti-tuberculosis drug resistance in the world, the WHO paints a bleak picture of the global failure of health service providers to deal with the burden of tuberculosis. In the 216 reporting member countries of the WHO, representing a total population of 5,72 billion, there were an estimated 7,4 million new cases of tuberculosis in 1995. This represents a rate of 130 cases among every 100 000 persons. In Africa the case rate is 216 per 100 000. The 11 countries of the Southern Africa subregion contribute approximately 275 000 cases every year to the total case load in Africa. Almost half of these come from South Africa. In an analysis of tuberculosis trends and the impact of HIV infection on the situation in the subregion, it is estimated that by 2001 the smear positive case rate would have increased from 198 per 100 000 population for the region as a whole, to 681 per 100 000 if tuberculosis control efforts are not optimised. To aggravate the situation, 69% of these cases would be directly attributable to HIV infection.1 A serious complication of the tuberculosis problem in Southern Africa has been the emergence of multi-drug resistant (MDR) strains of the organism causing the disease. Patients infected with MDR require prolonged chemotherapy with very expensive medication which will at best cure only half of them. Such treatments cost at least 100 times as much as the cost of curing an ordinary tuberculosis patient infected with drug-sensitive bacteria. Very few countries can afford this additional burden. In order to determine the magnitude of the MDR problem in Southern Africa, and the implication for National Tuberculosis Programmes (NTPs), surveys are being conducted in various countries as part of the activities of the WHO/IUATLD Global Working Group on Tuberculosis Drug Resistance Surveillance. So far, information is available for four countries in southern Africa: Botswana, Lesotho, South Africa, and Swaziland. Results confirmed that initial resistance to first-line drugs is relatively low in southern Africa compared to some other regions in Africa and Asia where the problem is up to 5 times more common. Resistance rates range between 4% and 12% for isoniazid, and between 4% and 7% for streptomycin. For rifampicin it is 1% and for ethambutol 1%; MDR is fortunately still low at 1%, indicating that resistance strains are not commonly transmitted from person to person. On the other hand, rates for acquired resistance, that is resistance which has arisen in patients previously inadequately treated for tuberculosis, are at least three times higher than in patients not previously exposed to anti-TB medications. The high rates of acquired resistance point to a failure of control programmes to effectively manage case-holding and treatment adherence. TB Treatment The full course treatment time can stretch up to eight months with consistency as a major factor. People who stop treatment develop a multi-drug resistance which makes the disease more complicated. TB can prove fatal if not treated. The treatment is in two phases: The intensive phase consists of taking four different drugs for five days a week, for two to three months. The continuation phase consists of taking two drugs for five days a week for four to five months. Sputum tests are regularly taken every two months for keeping a check on the progress. DOTS The Department of Health in South Africa has implemented the World Health Organizations DOTS (directly observed treatment short course) technique to make sure patients adhere to treatment. DOTS have been implemented in a good number of clinics in the Western Cape. An essential element of the strategy is the support and back-up offered to TB patients for the entire six to eight-month treatment phase, where they are directly observed taking their medication at the clinic. The DOTS strategy is embedded in the following principles. Government Commitment The support of the national and provincial Heads of the Department of Health has significantly helped South Africa to implement the DOTS strategy. This support is essential because DOTS requires significant changes of approach and tends to challenge old practices. Although the strategy offers the least expensive way of tackling TB, often it requires substantial redirection of funds and this cannot happen without the political commitment and support of key decision makers. Directly Observed Treatment Short-course as a global initiative, is a breakthrough that is increasingly providing solutions to the control of the TB epidemic in South Africa. However, it is a new strategy and as such may seem at first complicated and confusing. This merely shows the need to effectively and adequately reorientate our resources and train health staff and treatment supporters to this strategy. This means that each one of us from all sectors has a major role to play. TB is everywhere and as such effective TB control should be practised everywhere. Good TB control is part of good district development. 2.2 Identifying Infectious Patients TB is a bacterial disease and bacterial tools should be used to manage it. The TB Control programme is moving away from chest x-rays as a primary method of diagnosis. A crucial element of DOTS is to use microscopes to ensure that infectious TB is reliably and cost -effectively diagnosed. The first priority and the key issue in the new programme is to cure infectious patients at the very first attempt to slow down the epidemic. The over use of x -rays is discouraged as the primary means to confirm the diagnosis of TB because it does not tell whether a patient is infectious, and it is difficult to distinguish between active TB and other lung diseases or scarring. This leads to over diagnosis so that health workers could be treating many patients that do not have active TB and are not sick with TB. More importantly, the TB epidemic in South Africa is approaching uncontrollable levels and energies should be concentrated on curing infectious TB patients to stop the spread of this disease. Only bacteriology identifies infectious patients. 2.3 Direct Observation of Treatment The implementation of DOTS ensures that every TB patient should have the support of another person to ensure that they swallow their medication daily. The treatment supporter does not have to be a professional health worker, but can be any responsible member of the community. Employers, colleagues and community members can act as treatment supporters. Using family members is often problematic but has been successful in exceptional cases. This person should know the signs and symptoms of TB, side effects of TB drugs and the importance of taking TB medication regularly for the patient. They should also motivate and empower patients and their families and provide them with a better understanding of TB and the importance of cure. Treatment supporters are best recruited as part of a community based system which is reviewed annually and its results documented. Treatment supporters should work closely with local health authorities. Because of the length of time, the patient has to take treatment, completing TB treatment is a special challenge and requires an unyielding sense of commitment. This may be easy to sustain while the patient feels sick. However, after a few weeks of taking treatment, patients often feel better and see no reason for continuing their treatment. It is thus essential for health workers or treatment supporters to be supportive and use the initial period to bond with the patient. This will enable them to build a strong relationship in which the patient believes and trusts advice given by the treatment supporter. 2.4 Standardized Drug Combinations A daily dose of a powerful combination of medications is administered to TB patients for five days a week. Combination tablets simplify treatment and ensure that drugs are not given separately and therefore decrease the risk of drug resistance. 2.5 Reliable Reporting System A reliable recording and reporting system is necessary in order to monitor progress. Sputum results should also be recorded to document smear conversion. This gives an accurate measurement of performance and one can identify areas which need support. The First Step to Filling the Country with DOTS: Setting up Demonstration and Training Districts (DTDs) in 1997 was one of the first crucial steps in the implementation of the DOTS strategy. In South Africa at least one Demonstration and Training area was identified in each province where all the elements of DOTS would be adopted in the management of TB services. Initially these areas would receive the necessary resources and support to ensure that they function well. When these districts demonstrate success in implementing DOTS they can be used as examples and training points to expand DOTS provincially and country-wide. Major Barriers Everyday TB kills nearly 5000 people, which is one person every 20 seconds. (WHO, Global TB Report, 2009). There is a presence of numerous barriers while accessing TB care especially in the poor communities: Economic Barriers Delay in seeking health care occurs due to lack of money for transport plus the time lost working. Socio-cultural Barriers Lack of awareness and stigma about TB. Geographical Barriers Long distances from health care facilities and TB diagnosis and treatment centers. Health System Barriers Delays in diagnosis as a result of knowledge lapse among health care workers. The ever existing barriers to the success of the targets involve overlooking of TB control by government, lack of monetary and human resources to provide regulation and quality control, weak and stigma health systems, poorly managed TB control health centers, poverty in majority of communities, population escalation and a significant boost in drug-resistant TB (particularly MDR-TB) and the recent, extensively drug-resistant TB (XDR-TB). Lack of new diagnostic tools has impeded progress in TB control programs. Perhaps the greatest challenge to achieving the TB targets, however, has been the ever-growing HIV outbreak and the resultant increase in HIV-associated TB. A regional emergency was once declared in the large parts of this region due to unrestrained epidemic of HIV-associated TB.  The start of such an epidemic as the TB/HIV one has seriously compromised even historically firm national TB programs working globally. TB programs are weighed down by this increasing volume of HIV-associated TB cases and by the necessity to manage cases and ensure treatment completion. in addition, TB is the leading source of death among HIV-infected persons, and HIV is the strongest forecast of progression from dormant TB infection to active disease. Thus, TB programs that were almost up to the mark by WHA-set global TB targets have seen their treatment and completion rates plummet. The TB/HIV combination has also had a remarkable impact on human resources.  In a labor force that has remained the same or shrinked, the increased overall number of TB patients has damaged TB programs infrastructure and amplified poor TB results such as treatment default, death and the emergence of XDR-TB. The HIV-associated TB epidemic has led to an escalating rate of smear-negative and extra pulmonary TB;  these forms of TB do not add to the case-detection targets and are more difficult to identify. Moreover, smear-negative TB has a worse prediction than smear-positive TB amongst those who are also HIV-infected. TB and HIV The HIV outbreak has led to a massive increase in the number of fatal TB cases. TB is not accountable for a third of all deaths in HIV infected people. People with HIV are far more vulnerable to TB infection, and are not as much able to fight it off. Recent studies by Wood, (2007) in a region with an approximate HIV prevalence of about 20% in Cape Town, calculated that the pulmonary TB-warning rate among HIV-infected persons in that area amounted to 5,140 cases per 100,000; and that the rate amongst HIV-uninfected individuals in the same area was 953 cases per 100,000. Using these statistics, the determinable fraction for TB among HIV-infected individuals in that area aggregated to 82 percent. Conclusion Recommendations The overall purpose of the project is to identify risk factors and make appropriate recommendations based both on the available evidence and the studies that stem from this project. As such, recommendations are structured in terms of the conceptual framework of this document. Nevertheless, the existing evidence from current data and literature reviews allows us to pinpoint areas where interventions are clearly required. On these grounds, we can make certain recommendations. Introduce epidemiologically-led behavioural interventions Reference has been made to the heterogeneity in HIV prevalence in the province (Shaikh et al, 2006). This unevenness is also apparent in the provincial TB profile. It is therefore important to identify the geographical focal points for interventions according to this disease distribution that has been identified by routine surveillance. Populations at high risk for infection may be identified according to geographical area, as well as according to other demographic factors such as age, sex and socio-economic status. By raising awareness in populations at high risk and targeting specific high risk behaviors, interventions will be more effective in lowering the incidence of new infections. Target hotspots first Once populations at risk have been identified, geographically discrete regions should be selected for resource allocation and focused interventions. An implementation of interventions based on the known and expected burden of disease will prioritise the roll out of a prevention strategy. Prevention efforts that address HIV infection should identify areas and populations where there are certain risk factors and areas of high HIV prevalence must apply concentrated intervention of TB programmes. Identify and manage at-risk groups earlier Behavioural and communication strategies for highest risk groups must be pro-active in their efforts, and target the false sense of security that exists regarding the risk of HIV infection. At-risk populations should include vulnerable groups such as women, and also specific groups such as prisoners, commercial sex workers, mobile persons and labour migrants. Awareness of the risk of TB among HIV infected people must be raised both in communities and within the health service. Integrate prevention and treatment While evaluating the effectiveness of prevention programmes within an epidemiological context, the potential future impact of treatment of both HIV/AIDS and TB needs to be examined. Adapt relevant public services Goal-directed partnerships between social-cluster group departments should be actively pursued. Resource allocation must be rationalised within a broader spectrum than only the health services. The high burden of TB must be taken into account in this process, and be assigned equal importance as the efforts against the spread of HIV. In addition to intersectoral collaboration towards intervention for both these infectious diseases, more effort must be made to integrate the management of HIV/AIDS with TB. .

Egotism and Love in Shakespeares Sonnet 42 Essay -- Sonnet essays

Egotism and Love in Shakespeare's Sonnet 42      Ã‚   William Shakespeare's sonnets deal with two very distinct individuals: the blond young man and the mysterious dark-haired woman. The young man is the focus of the earlier numbered sonnets while the latter ones deal primarily with the dark-haired woman. The character of the young man and a seductive mistress are brought together under passionate circumstances in Shakespeare's "Sonnet 42." The sexual prowess of the mistress entangles both Shakespeare and the young man in her web of flesh. This triangular sonnet brings out Shakespeare's affection for both individuals. His narcissistic ideal of delusional love for the young man is shown through diction and imagery, metrical variation and voice, contained in three quatrains and one couplet.   Ã‚   The first quatrain introduces the surreal relationship between the young man and the poet in the choice of diction that is used. The first line of the sonnet "That thou hast her," uses strong alliterative qualities in the stressed first syllables of each word. In doing so, the imagery that is created is one of conceit and arrogance on the behalf of Shakespeare. Generally, a man who has been cuckold by the infidelities of his mistress is not so swift to forgive his betrayer. Instead, he narcissistically tells the friend that the affair is "not all [his] grief" (1). Likewise, Shakespeare alternately uses hypermetric and iambic lines in the first quatrain. Lines one and three are regular iambic pentameter but lines two and four are hypermetrical iambic pentameter. When referring to the young man and the pseudo-importance of their relationship, Shakespeare implements regular iambic pentameter, trying to convince the rea... ...ays him. He tricks himself into believing that he and his friend are such kindred spirits that they are truly one in mind, body and spirit, when in fact, they are not. The final line of the sonnet begins with an initial spondee, "Sweet flattery" (14) in which Shakespeare himself is admitting how sweet delusion really is, and ends in a terminal spondee, "me alone" (14) showing that the young man and Shakespeare were really never more than acquaintances that loved the same woman.] Through a figment of his imagination, he developed a mythical relationship with the young man when in fact, the only really loving relationship he had was with his own pretentious subconscious. Works Cited Shakespeare, William, "Sonnet 42." The Norton Anthology of English Literature. Eds. M.H. Abrams and Stephen Greenblatt. 7th ed. 2 vols. New York: Norton, 2000. 1:1033. Egotism and Love in Shakespeare's Sonnet 42 Essay -- Sonnet essays Egotism and Love in Shakespeare's Sonnet 42      Ã‚   William Shakespeare's sonnets deal with two very distinct individuals: the blond young man and the mysterious dark-haired woman. The young man is the focus of the earlier numbered sonnets while the latter ones deal primarily with the dark-haired woman. The character of the young man and a seductive mistress are brought together under passionate circumstances in Shakespeare's "Sonnet 42." The sexual prowess of the mistress entangles both Shakespeare and the young man in her web of flesh. This triangular sonnet brings out Shakespeare's affection for both individuals. His narcissistic ideal of delusional love for the young man is shown through diction and imagery, metrical variation and voice, contained in three quatrains and one couplet.   Ã‚   The first quatrain introduces the surreal relationship between the young man and the poet in the choice of diction that is used. The first line of the sonnet "That thou hast her," uses strong alliterative qualities in the stressed first syllables of each word. In doing so, the imagery that is created is one of conceit and arrogance on the behalf of Shakespeare. Generally, a man who has been cuckold by the infidelities of his mistress is not so swift to forgive his betrayer. Instead, he narcissistically tells the friend that the affair is "not all [his] grief" (1). Likewise, Shakespeare alternately uses hypermetric and iambic lines in the first quatrain. Lines one and three are regular iambic pentameter but lines two and four are hypermetrical iambic pentameter. When referring to the young man and the pseudo-importance of their relationship, Shakespeare implements regular iambic pentameter, trying to convince the rea... ...ays him. He tricks himself into believing that he and his friend are such kindred spirits that they are truly one in mind, body and spirit, when in fact, they are not. The final line of the sonnet begins with an initial spondee, "Sweet flattery" (14) in which Shakespeare himself is admitting how sweet delusion really is, and ends in a terminal spondee, "me alone" (14) showing that the young man and Shakespeare were really never more than acquaintances that loved the same woman.] Through a figment of his imagination, he developed a mythical relationship with the young man when in fact, the only really loving relationship he had was with his own pretentious subconscious. Works Cited Shakespeare, William, "Sonnet 42." The Norton Anthology of English Literature. Eds. M.H. Abrams and Stephen Greenblatt. 7th ed. 2 vols. New York: Norton, 2000. 1:1033.

Mendin Wall Essay -- essays research papers

Walls Have Two   Ã‚  Ã‚  Ã‚  Ã‚  In Robert Frost’s “Mending Wall,'; he shows a man views about a wall. The man names both pros and cons of having the wall. He also hints at how a wall might affect a particular society. The poem is a conversation between two neighbors on either side of a wall. The main speaker’s conversation shows his views about the purpose of the wall, and it’s effectiveness to either bring people together, or it’s tendency to separate them.   Ã‚  Ã‚  Ã‚  Ã‚  The main speaker’s conversation shows his feelings about the purpose of the wall. His monotonous feeling toward mending the wall shows his reluctance to having the wall. In his conversation he explains that there is no need for a wall because, “My apple trees will never get across and eat the cones under his pines'; (25). Since the speaker can find no reason for the wall he questions his neighbor on it’s purpose. And the other speaker can only answer with, “Good fences make good neighbors'; (27). With this answer the main speaker considers the fact that the wall must have no real purpose. Since the wall is not “walling'; anything in or “walling'; anything out (33).   Ã‚  Ã‚  Ã‚  Ã‚  Though the speaker sees the wall as having no purpose, he does name at least one good thing about it. The thing that he views as being good about the wall is it’s Moo...

Own Business Essay

If I were to start my own business, the first decision I would make would be in deciding what product or service my company would produce or provide. For example, do I have a greater interest in the area of production or service? In deciding this, I would research the market to determine if there was a need for the product or service I was considering. I would also conduct research to determine what area (s) would be some of the better areas to begin the type of business I plan on undertaking. Things I might consider would be the competition, noticeable need for my product or service in the area and even presenting the idea at a public meeting in the area while evaluating the response I receive. Another key type of decision would be determining the size of the business. Along with determining for example whether the business would be a small business, medium-size or large business, I would need to determine the staffing needs of the business. As Al Coke stated in the book, â€Å"Seven Steps to a Successful Business Plan,† â€Å"What are your short-term and long-term staffing requirements? What kinds of skills will be needed at each level, now and in the future? † (Coke, 2002). Along the same line, what types of employees will be needed for the positions. If my company is involved in technology, I would need to hire individuals with training and education in the technology field. Deciding upon which tools and equipment will be needed for the operation of the business I have chosen would be another key decision needed to be made. For example, if I were considering opening a restaurant, I would need to look into the prices, types and sizes of the various commercial cooking equiptment available. One could include the company’s vision and mission statements as key decisions when starting up a company. As stated in Mr. Coke’s own words, â€Å"You must have two stakes in the ground to build a story and a subsequent business plan: vision and mission. One creates passion and the other provides purpose (Coke, 2002, p. 111). There would be different financial decisions to be made. For example, how much will I need or can I afford for start-up costs? What are the long-term capital investment requirements? In writing all of the financial decisions down, a good question to ask would be, â€Å"Do the financial numbers make good business sense? † (Coke, 2002, p. 33) Although the items listed above would just be some of the key decisions I would make when considering starting a business, I would definitely include a written business plan. In the business plan I would include information like that which I have listed above along with statistical information and data that I would use throughout my business inception and into the future.

Using Grounded Theory Methodology and Rich Picture Diagrams in Analysing Value Creation in Houses of Culture Projects in Sweden

The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Using Grounded Theory Methodology and Rich Picture Diagrams in analysing Value Creation in Houses of Culture Projects in Sweden Laurell Stenlund, K. Kristina. [email  protected] se Lulea University of Technology, Lulea, Sweden Abstract What kind of value does a public building for cultural activities create for clients, construction professionals and users? One approach to understand the complexity of ongoing processes over time is by identifying value-adding activities in building processes.However, value added activities are difficult to analyse especially when related to resources that have an immaterial character, e. g. knowledge, know how and social relations. Based on an indepth case study of stakeholders’ evaluation of a construction project, grounded theory methodology (GTM) and rich picture diagrams (RPD) were used in analysing stakeholder and end-user value. Data was collected by semi-structured interviews with actors, public client, project manager, architect, contractor, employee and visitors of the building and during a workshop with representatives for different stakeholder groups.The results from the analysis show that building a house of culture creates stakeholders’ and end-users’ value that can be categorised into human, organisational and social capital. The strength of combining GTM and RPD is demonstrated in its ability to study complex organisational structures and relations between different actors, and specific as shown in this case, when analysing value creation in a construction project with many stakeholders with different interests and value. Keywords: case study, grounded theory method, intellectual capital, rich picture diagramsIntroduction Discussions during the last few years (e. g. Egan 1998; Finch 2000; Spencer and Winch 2002; Saxon 2005) have shown that integrating design and construction potentially delivers better value for money as well as better buildings, particularly when attention is paid to the full costs of a building over its whole lifetime. Research on how buildings deliver better value for money during their lifetime involves complex data analysis of activities and processes. Value-adding activities consist of complex building processes performed over time.A condition for activities to be value-added is that they are supported by resources that are utilised and developed in a positive way (Laurell Stenlund and Horte, 1999). According to the resource-based view, the resources that are difficult to imitate and replace create a competitive advantage to companies (e. g. Penrose, 1959; Grant, 1991; Hamel and Prahalad, 1994). The characteristics of these resources are described as dynamic organisational capabilities (Dosi et al. , 2008). However, value-added activities are more difficult to analyse. Resources that are immaterial, e. g. knowledge, know-how and social relations (e. g.Sveiby, 1997; Edvinsson a nd Malone, 1997) are difficult to 17 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 describe and measure. Sutrisna and Barrett (2007) argue that rich picture diagrams are tools suitable for analysing complex building processes. The purpose with this paper is to describe how grounded theory method (GTM) and rich picture diagrams (RPD) were used in analysing stakeholder and end-user value when developing and constructing houses of culture. Empirical evidence is developed from a single in-depth case study where data was collected by interviews, archives, documents and during a workshop.In the next section GTM and RPD methods are discussed in relation to the case study. The results from the analyses are finally presented and concluded. Theories and General Conclusions from Case Studies A researcher’s choice of methodology is not only a matter of strategy. Researchers argue that their â€Å"Weltanschauung† (ontology, i. e. our view on how the world is constructed) and opinion of how knowledge is developed (epistemology) are behind the planned or unplanned choice of methodology and research methods.Management studies involves people’s decisions and activities and are thus influenced by rules and structures built in society as well as in the specific organisation. The industry and the context of the studied processes are therefore important to consider (Chroneer and Laurell-Stenlund, 2006). The specific structure of construction industry, mainly project oriented organisations must find other solutions and concepts for improving performance and efficiency according to Segerstedt and Olofsson (2010).Inter-firm processes in construction industry could be identified by the supply chains and networks consisting of different supplying construction companies, e. g. architectural offices and contracting firms, engaged in the early phases of the construction project (Brochner and Kadefors, 2010; Segerstedt and Olofsson, 2010). In th e early phases of a construction project, these inter-firm processes may create a creative chaos developing new ideas of buildings and constructions. According to Gray and Hughes (2001), the collaboration between individuals is a part of the wider collaboration between firms in the construction sector.Describing and developing a deeper understanding of these networks also requires new research methods. Case studies are commonly accepted in management studies. Yin (1994) argues that a case study with one or more cases and with different methods for data collection, both quantitative and qualitative, can be theorised and generalised. A single case study makes it possible to capture different angles and perspectives in depth based on an inductive research strategy open for analytical generalisation and implications from a theoretical perspective rather than comparison with other cases (Eisenhardt, 1989).Selection of the Case The case presented in this study is selected by the uniquenes s of the building itself according to its special functional design and conditions of combining different cultural activities in one building involving art professionals with different goals. The House of Culture in Lulea was selected due to the researcher’s access to data as well as to the interest from the public client and the construction professionals. Previous studies (for example Short et al. 007) have discussed how arts clients require additional commitment from construction professionals. Building a house of culture is in this sense an interesting cultural construction project to study. Qualitative Research Based on GTM Qualitative data analyses with GTM are here applied to describe regularities and sequences (Glaser and Strauss, 1967) for certain building projects in a given situation creating common knowledge within a specific area. 18 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010Grounded theory was developed in the 60s by Glaser and Strauss in social medicine (Bryant and Charmaz, 2007). After a couple of years, Glaser and Strauss went in two different directions. Strauss revised the methods where data was interpreted by the researcher (Alvesson and Skoldberg, 2000). Glaser, on the other hand, continued to develop the ‘classic’ grounded theory with analytical methods for qualitative data coding with an inductive approach but also including methods for deduction and abduction, i. e. methods for developing and testing theories (Glaser, 1992).Grounded theory refers to the result of using grounded theory method according to Bryant and Charmaz (2007). The results should be traceable back to the empirical data and the studied phenomena (Sutrisna and Barrett, 2007). In this paper GTM is applied with an inductive approach (Miles and Huberman, 1994). The purpose of using GTM in this study was to investigate what kind of stakeholder value is created when building a house of culture. Stakeholder value is the key vari able in this study with the purpose of visualising stakeholders’ different value in the building process.Data collection and data analysis based GTM Both quantitative and qualitative data collection methods were used in the case study. The total data collection was broad and open based on several methods, i. e. integrative focus groups, participatory observations, archive data, documents, semi-structured interviews and a survey (Yin, 1994, p. 80). According to the Swedish principle of free access to public records all archive data from the construction project was available and could be analysed.The analyses presented in this paper are mainly based on 17 semi-structured interviews with actors with different interest in the construction project, building documents and data from a workshop with internal and external stakeholders (Table 1, Appendix). The interviews were recorded and transcribed. After transcription, the interviews were analysed by coding the respondents’ activities chronologically in building processes. The interviewed respondents were belonging to different stakeholder groups with different roles in the construction sector as well as in society.Internal stakeholders, active in the construction sector may on the one hand act as clients, financiers and users, on the demand side, and on the other hand act as architects, engineers, contractors and materials suppliers, on the supply side, in the specific construction project (Winch, 2002, p. 67). External stakeholders also have a direct interest in the project and can be broken down into private actors (e. g. local residents) and public actors (e. g. local government) (ibid. ). In Table 1 the respondents are presented together with their stakeholder classification and role in the project by their title.Table 1: Data collection the House of Culture Semi-structured interviews, no 17 Internal stakeholder/Public client-Municipality: Municipal commissioner (Cmc080401) Municipal employee (Cme 070905) Project manager (Chp080117) Participants, Workshop 20090331 Client: Municipal commissioner (Cmc) Client/End-user: Municipal Culture Chairman (CEcc) Secondary data Feasibility study A 2002-08-15 19 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Project leader (Cpl080220)Client/End-user: Cultural manager (CEcm) Client/End-user: – Municipal Technical chairman (CEtc) Client: Project manager (Chp) Designer: Architect (DA) Constructor: Manager construction company (Com) Constructor: Project leader in construction company (Cop) Industry: The Swedish Construction Federation, Region North (BI) End-user: Concert Hall manager (Echm) End-user: Art Hall manager (Eam) Feasibility study B May 2003 Internal stakeholder/Municipal and cultural organisations: Cultural manager (CEcm070601,080117,080925) Library manager (Elm081006) Concert Hall manager (Echm081005) Art Hall manager (Eam081015) Planning document 2003-12-22Project directive 2003-10-20 External stakeho lder/Contractor: Manager construction company (Com071004) Project leader in construction company (Cop080930) Brief for architectural competition 2003-12-22 External stakeholder/Designer: Architect (DA081002) End-user: Tourist manager (Etm2) End-user: 2 Peoples Parks and Community Centres (Eppc) End-user: Orchestra member (Epo) External stakeholder/ End-user: 2 citizens (Eci) Commercial organisations : Tourist manager (Etm081022) Business manager (Ebm081023) End-user/Citizens, public and visitors: Orchestra member (Epo070905), Public (Eci, 2090330) Reference Group MeetingsThe public client as well as the construction professionals participated in the process of evaluating the effects of the construction project and the use of the building. They participated in so called reference group meetings and focus group interviews. During the research project four reference group meetings were carried out with two representative from the public client; one initiating the project and one intern al end-user of the building, one representative from the construction company, two representatives from construction industry and one representative from a non-profit cultural organisation together with three academic researchers.During these meetings the first evaluation results were presented and discussed. The relevance of the results was discussed and new questions developed for further investigations. 20 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Focus Group Interviews The empirical data was first coded and summarized and then confirmed and discussed by the practitioners. The focus group interviews were conducted more specific regarding a subject where the participants were asked a question that was answered individual in the group, by each of the respondents and then discussed within the group.The five focus group interviews were performed in accordance with the reference group meetings and one at another time. Workshop A workshop was performed with respondents representing the stakeholders of the construction project as presented in Table 1. The workshop consisted of two parts. The first was to present the results from the descriptive analysis of the construction project to implement the results back to construction industry. The second part was to develop a story line of the construction project based on the stakeholders’ successful factors describing the success of the building.Open coding – First Level From the data analysis based on the interviews, a story of the building process emerged. This story was built by the respondents and confirmed by all respondents when summarized in a case study report (Laurell Stenlund, 2010). Within this story different activities were specifically mentioned by different actors due to their significant influence on the performance of the construction projects as well as on the effects of the final building according to the respondents. These activities were confirmed by archive data and found in the construction projects documentation.There are different views about how categories emerge from the analysis, e. g. let the data ‘talk’ or if the researcher is shaping the categories (Bryant and Charmaz, 2007). In this study, no specific and objective theoretical frameworks were ready to pick. They were instead developed during analysis. Coding was in the first step based on a preliminary theoretical framework consisting of different phases of the building process. The activities were then categorised, based on their empirical characteristic, first in relation to the different stages in the construction project, e. . communication during design between architect and library manager and secondly in themes due to their organisational belonging, i. e. the content of the activity, for example, communication regarding specific functional solutions within the library between the architect and the library manager: strategic briefing during the design phas e. The resulted value-adding activities are presented in Table 2 below. Table 2: Value-adding activities in building houses of culture Activities in the briefing process related to strategic briefing The feasibility study 2002 and 2003 a. he rejection of the first proposal consisting of private and public investors in the construction project b. the development of the second proposal of combining different cultural activities in one building The political decisions 2003 a. political agreement on building a new house for the existing public library, the public art gallery and a new concert hall 21 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 b. political initiatives of starting the construction project The development of the project directives with requirement regarding a. ost b. time c. responsibilities The development of the strategic brief a. overall vision and goals for the building and building performance b. end-users’ functional requirements, ne eds and desires c. qualifying criteria for participating in the architectural competition d. order-winning criteria for the architect The client’s procurement decision a. design-bid-build based on a architectural competition b. architect creating a design team with client c. contractor’s relation to client during construction Open coding – Second LevelThe second analysis was based on a preliminary theoretical framework (Values surrounding the House of Culture, developed from Boyd and Chinyio, 2006:80) where the client’s requirements were coded to different stakeholder groups, and stakeholders’ value were coded in relation to project and product (Laurell Stenlund et al. , 2009). Coding into rich picture diagrams and general themes The third categorisation was an analysis of the value-adding activities performed by actors within the construction project as well as by end-users in the final building.Here the general themes developed by Sutrisna and Ba rrett (2007) were applied when coding the data into the rich picture diagram for further analysis of developed intellectual capital. This analysis is presented in the following section. Intellectual capital in rich picture diagrams Sutrisna and Barrett (2007) found that the use of the multiple case study approach was in agreement with the principles of GTM, i. e. that it relies on multiple sources and constant comparison of empirical data for the purpose of theory building.However, when using multiple case studies and GTM, the cross-case analysis can be found overwhelming and difficult to grasp all at once, according to Sutrisna and Barrett (2007). Therefore the rich picture diagram is suggested by Sutrisna and Barrett (2007) as an analytical tool in data analysis and here applied when analysing the development of intellectual capital in construction projects. 22 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Rich picture diagrams Firstly, the value-adding act ivities of the ‘successful’ construction project, were used as a basis to develop a rich picture diagram.The activities were coded in accordance with the general themes developed by Sutrisna and Barrett (2007). Secondly, the results from the workshop were included into the rich picture diagram. During the workshop, each stakeholder representative presented their three most important success factors, written on ‘post-it’-notes in four dimensions, namely strategic with external (market) perspective; strategic with internal (vision and financing) perspective; operational with external (customer) perspective and operational with internal (organisational and cost) perspective.For the purpose of the workshop, the four dimensions were related to the general themes developed by Sutrisna and Barrett (2007). The notes were then transformed into the same rich picture diagram as the story line of the construction project. Intellectual Capital The intellectual capital m odel consists of identifying financial, human, social, customer and organisational value (Sveiby, 1997). Identifying and visualizing intellectual capital are problematic and discussed for many years. Research with focus on intellectual capital started intensively during the 90s within the field of accounting.The Balanced Scorecard, developed by Kaplan and Norton (1993), The Intangible Assets Monitor, developed by Sveiby (1997) and The Skandia IC model with the world’s first public intellectual capital annual report, as a supplement to the financial report (Edvinsson and Malone, 1997), are examples of management models categorising, measuring and valuing companies’ tangible and intangible resources and assets. Edvinsson and Malone (1997) describe the company’s intangible assets as â€Å"those that have no physical existence but are still of value to the company.Typically, they are long term and cannot accurately be valued until the company is sold. † Measu rement of intellectual capital is thus difficult. According to Mouritsen (2009), it is not possible for an organisation to copy its intangible properties in a number; yet it is necessary because it allows intervention to happen since it develops a wholly new set of dimensions to manage. Measuring size, value and effects of intellectual capital does not yield definitive measures, yet the measures are comforting because they help develop the actions that can be made in the name of intellectual capital (Mouritsen, 2009).Analysing Intellectual Capital in Rich Picture Diagrams In the rich picture diagram value-adding activities in the building process together with stakeholders’ value of the construction project and building in use are pictured in a story line of building a house of culture as presented in Figure 1. In Figure 1, number 1 describes activities creating human capital in the municipality. Here the municipal commissioner played an important, entrepreneurial client role . This is seen as a distinctive feature in the case.Human capital was developed in a creative process of finding a new solution to an old demand, the need of a concert hall, and also driving the political process to a building decision of building a house of culture by combining the library, the hall of arts and the concert hall. The decision was a result of a more than 60-year-long discussion in the municipality, where special interest organisations argued for and against a new concert hall in the city. Human capital is measured in the individual’s knowledge and experiences creating a capability within the organisation (Sveiby, 1997; Laurell Stenlund, 2004).The development of construction industry, with advanced technol- 23 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 ogy put a pressure on actors’ capabilities to adapt to these new technologies. However, construction industry also relays on actors’ capabilities to create new ideas, new technologies and new types of buildings, as shown in this case were the public client was using his competence, based on political experience as well as on his skills from construction industry.Figure 1: The story line of a successful construction project visualising created intellectual capital Number 2 in the figure describes the activities related to the development of the brief for architectural competition, based on the vision of the building together with the transformation of the public client’s requirements into building programmes, e. g. functional and technical specifications. The public client's role during the development of the building programme was important.Different employees in the client's organisation were involved in the development of the feasibility studies taking political decisions and developing the project directives with requirements regarding cost, time and responsibilities. In the brief for architectural competition, the public client formulated the overall vision and goals for the building and the end-users’ functional requirements. People from the artistic organisations were partly involved in this strategic briefing process.The process, in the figure illustrated with dotted arrows, illustrates how the client’s representatives, foremost the project manager together with the architect, worked together with actors responsible for art and library activities. This work should also be seen as a strategic briefing process performed in the project during the design phase. The public client’s procurement decisions regarding the architectural competition made it possible for the architect to create a â€Å"dream-team† of consultants working together with designing the building.The bid-to-build procurement decision engaged a contractor, with the ambition to develop new knowledge within their own construction organisation concerning technical solutions in the building of concert halls. Here the municipali ty created organisational capital in measures of communication, trust and business relations (Sveiby, 1997) between actors in the local construction industry. The organisational capital belonging to the public client has created new construction projects in the community, even during recession, when normally no construction projects should have stated.Finally number 3 in the figure describes how the public client's decisions had an impact on creating social capital in the community. This is closely related to the client’s ambitions to create a building with symbolic value and also to the distinctive feature of having created future beliefs in the city. Social capital is described in terms 24 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 of change in attitudes, but also in terms of economic value regarding new job opportunities, development of organisational and business activities.End-users participating at the workshop expressed their view of the buil ding in use in terms of social value. They valued the multitude of cultural activities in the building as well as the building is easy accessibility, aesthetics, comfort, safe with a central location in the city. The social capital developed by building a house of culture in the community is described by the public client as valuable for the cities development in the future, not only because of its cultural activities, but also because of the buildings architecture and location. DiscussionFrom the results of analysing value-added activities and stakeholders’ value in a story line, the distinctive features for this specific construction project illustrates three key competencies generating human, organisational and social capital; firstly the human capital based on the public clients political and construction knowledge and skills in the pre-phase of the construction project; secondly the organisational capital based on the actors competencies of interacting when developing th e strategic brief involving internal and external stakeholders goals and visions, during the onstruction project; and finally the social capital based on the building’s multifunctional activities, its architectural design and its central location in the city, when building in use. From the results, one could determine certain success factors and key competencies that should be maximized. These success factors and key competencies could in turn be grouped into a number of distinct areas of focus such as financial, human, customer, process, renewal and development. Within each of these areas of focus, one could identify numerous key indicators to measure performance.Previous research studies have shown that companies and organisations have to identify their own relevant key indicators and success factors and relate them to their specific activities and resources when making the tools usable in management decisions (Laurell Stenlund, 2004; Anumba et al. , 2005; Roos et al. , 200 5). Measuring size, value and effects of intellectual capital does not yield definitive measures, yet the measures are comforting because they help develop the actions that can be made in the name of intellectual capital (Mouritsen, 2009).Conclusions Stakeholder value is the key variable in this study with the purpose of visualising stakeholders’ different value in the building process. From the results of the study, intellectual capital developed during the construction project has been visualised in terms of human, organisational and social capital. Houses of culture, public buildings for cultural activities, enable meeting places for citizens as well as they provide places for cultural events and spaces for creativity as well as they contribute to the development of new cultural activities.The outcomes were found useful when implementing the results back to the studied client organisation and the actors in the project team as well as they can be used to better understand t he situation, formulating improvement as well as a platform for future research. The strength of combining GTM and RPD is demonstrated in the ability of the methodology in studying complex organisational structures and relations between different actors, and specific as shown in this case, when analysing value creation in a construction project with many stakeholders with different interests and value. 5 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 References Alvesson, M. and Skoldberg, K. (2000) Reflexive methodology: new vistas for qualitative research, London: Sage. Anumba, C. J. , Egbu, C. and Carrillo, P. (2005) Knowledge Management in Construction, Oxford: Blackwell Publishing Ltd. Boyd, D and Chinyio, E (2006) Understanding the construction client, Oxford: Blackwell Publishing Ltd. Bryant, A. and Charmaz, K. (2007) The SAGE handbook of Grounded Theory, London: SAGE Publications Ltd. Brochner, J. and Kadefors, A. 2010) Varden och vardekedjor inom samha llsbyggande, forstudie. [Values and value chains in building societies, prestudy], Stockholm: KK-stiftelsen. Chroneer, D. and Laurell-Stenlund, K. (2006) Determinants of an effective product development process: Towards a conceptual framework for process industry. International journal of innovation management, 10(3), 237-269. Dosi, G. , Faillo, M. and Marengo, L. (2008) Organisational Capabilities, Patterns of Knowledge Accumulation and Governance Structures in Business Firms: An Introduction. Organization Studies, 29(08&09), 11651185. Edvinsson, L. and Malone, M.S. (1997) Intellectual Capital, The proven way to establish your company’s real value by measuring its hidden brainpower, London: Harper. Egan, J. (1998) Rethinking Construction, Report of the Construction Task Force to the Deputy Prime Minister, John Prescott, on the Scope for Improving the Quality and Efficiency of UK Construction. Department of Trade and Industry, HMSO, London. Eisenhardt, K. M. (1989) Building t heories from case study research. Academy of Management Review, 14(4), 532-550. Finch, P. (2000) Better public building, a proud legacy for the future, The Better Public Buildings Group.Department for culture, media and sport, London. Glaser, B. G. (1992) Basics of Grounded Theory Research. Sociology Press, Mill Valley, CA. Glaser, B. G. and Strauss, A. L. (1967) The Discovery of Grounded Theory. Aldine, Chicago. Grant, R. M. (1991) The resource based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3), 114-135. Gray, C. and Hughes, W. (2001) Building Design Management, Oxford: Elsevier Ltd. Hamel, G. and Prahalad C. K. (1994) Competing for the Future. Boston, Massachusetts: Harvard Business School Press. Kaplan, R. S. and Norton, D.P. (1993) Putting the Balanced Scorecard on work, Harvard Business Review, (SepOct), 134-147. Laurell-Stenlund, K. (2004) Three perspectives on measuring and valuing losses of key competence. (Licen tiate thesis in Swedish), Lulea: Lulea University of Technology. Laurell Stenlund, K. (2010) Effekter av byggandet av Kulturens hus i Lulea, [The Matter of Culture], Research Report, Lulea: Lulea University of Technology. Laurell Stenlund, K and Horte, S-A. (1999) Competence accounting – methods for measuring and valuing keycompetencies. Managing Operations Networks, EurOMA Conference, Venice, Italy, June 7-8. 26The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 Laurell Stenlund, K. , Ryd, N. and Vennstrom, A. (2009) Client's decisions in strategic briefs and their impact on user values. Proceedings 25th Annual ARCOM Conference. Nottingham: Association of Researchers in Construction Management, 361-370. Miles, M. B. and Huberman, A. M. (1994) An Expanded Sourcebook, Qualitative Data Analysis (2nd ed. ), California and London: Sage Publications. Inc. Mouritsen, J. (2009) Classification, measurement and the ontology of intellectual capital entities. Journal o f Human Resource Costing & Accounting, 13(2), 154-162. Penrose, E. 1959/1995) The theory of the growth of the firm. Oxford: Oxford University Press. Roos, G. , Pike, S. and Fernstrom, L. (2005) Managing Intellectual Capital in Practice, Butterworth-Heinemann, Elsevier Ltd, Oxford. Saxon, R. (2005) Be Valuable: A Guide to Creating value in the Built Environment Construction Excellence, London. Segerstedt, A. and Olofsson, T. (2010) Supply chains in the construction industry. Supply Chain Management, 15(5), 347-353. Short, C. A. , Barrett, P. , Dye, A. and Sutrisna, M. (2007) Impacts of value engineering on five Capital Arts projects. Building Research and Information, 35(3), 287-315. Spencer, N. nd Winch, G. (2002) How buildings Add Value for Clients, Construction Industry Council, London. Sutrisna, M. and Barrett, P. (2007). Applying rich picture diagrams to model case studies of construction projects. Engineering, Construction and Architectural Management, 14(2), 164-179. Sveiby, K . E. (1997) The Intangible Assets Monitor. Journal of Human Resource costing and accounting, 2(1), 73-97. Winch. M. G. (2002) Managing Construction Projects, UK: Blackwell Science Ltd. Yin, R. K. (1994) Case Study Research: Design and Methods, Newbury Press, California: Sage. 27 The Built & Human Environment Review, Volume 3, Special Issue 1, 2010 28