Health and illness: Social and biological constructs

Health and illness: Social and biological constructs Define both health and illness as social and biological constructs. Examine the ways in which both constructs differ in your answer make reference to health patterns in two contrasting cultures The everyday absence of disease or illness is known as our health (Bilton et al 2002). Health is simply a biological description of our bodies, and if something is not right, then we deem ourselves ill (Bilton et al 2002). There is understood to be two views on health and illness, one being the biological and the other sociological. Biological views of our health looks at our bodies through the biomedical model of health, this is used by health professionals in the diagnoses and treatment of a disease (Bilton et al 2002). If a person is diagnosed with an illness, it can be treated by forms or medicines, therapies, such as physiotherapy, or by surgery (Bilton et al 2002). The biomedical model looks at our body in different ways and it is understood that the mind and the body can be treated differently; this is referred to as mind/body dualism. Plus the body is liked to a machine, meaning it can be repaired, the doctor being the engineer that repairs it (Nettleton 2006). Because of the ability to diagnose illnesses and recommend treatment, the health profession hold a high power status, along with the dominance of the health industry (Bilton et al 2002). Society has been entrenched with this power held by a health professional, we have become dependent on going to seek medical advice because of their experience on the understanding of being ill and letting them decide whether treatment is needed (Bilton et al 2002). Doctors comprehend that health and illness is not a shared by their patients, so education and expensive advertisements attempt to promote awareness and symptoms. The Biomedical model is criticised by socialist McKeown (1976) were he argued that improved hygiene, sanitation and nutrition have been important social improvements of health (McKeown 1976 in Parry 2010). Furthermore Illich (1975) argues that modern medicine is iatrogenic, meaning it creates rather than cures disease (Illich 1975 in Parry 2010). Marxist (1972) theories also argue that the p rominence of the medical model removes the attention away from social causes of disease (Marxist 1972 in Parry 2010, Adams et al 2002). In contrast to the biomedical model we also have the sociological model of health, it is understood that this considers the social origins and influences on disease (Bilton et al 2002). The social model of health considers the environment, social and behavioural factors into consideration. The social model has a long history, from influences such as urbanisation and industrialisation (Wainwright 2007). Likewise material deprivation plays a fundamental role in the cause of disease (Wainwright 2007). This is because the poor may be refused or not have the knowledge to access to goods and services for health. Providing clean water, good housing and an adequate food supply can contribute to a person being healthier (Wainwright 2007). It is claimed that if a person is working in a job that is strenuous then they are more likely to catch disease and become ill (Wainwright 2007). It is also understood that working class people have a higher mortality rate than those in the other classes (Wa inwright 2007, Parry 2010). This could be due to the working class living in industrialised areas or highly populated areas as the spread of disease is more common (Bilton et al 2002). Likewise work related accidents are more prone to people working in industrialised areas (Bilton et al 2002, Wainwright 2007). Health education can play a role in improving the health of people, if people can understand how leading unhealthy lifestyles can contribute to illness and disease then maybe this will turn them away from the unhealthy lifestyle (Bilton et al 2002, Parry 2010). Some forms of an unhealthy lifestyle could be smoking, eating fatty foods or lacking physical activity (Sanna 2006). The social model of health also suggests that disability is driven upon an impaired person as a result of the way society is organised (Oliver and Sapey 1999). Suggesting a person with an impairment has become unable to remain in the community due to the social and physical environment stopping them conti nuing to lead an independent life (Oliver and Sapey 1999). In comparison the culture in China have a different view on the health of the body. This is understood to be the body is in good health when it is in total harmony, this referring to the Yin and Yang (Wong 2008), factors such as the environment influence this imbalance (Wong 2008). To restore the balance, traditional remedial practises are used; an example of this is herbal tea (Wong 2008, Holtz 2008). The Chinese government have a laissez-flair policy for health care in rural areas, they also utilise a pay as you go type scheme for when a person visits a hospital or clinic (Holtz 2008, Wong 2008). People in urban areas can also have government health insurance which aims to provide more access to health care and better technologies (Holtz 2008). Currently the Chinese government have invested heavily on improving public health by modifying and enlarging disease prevention units, supply control centres and disaster relief in some of the countryà ¢Ã¢â€š ¬Ã¢â€ž ¢s major cities (Holtz 2 008). Mental health is one of Chinaà ¢Ã¢â€š ¬Ã¢â€ž ¢s major concerns; this is due to the rapid social and economic changes, financial losses, gambling, extramarital affairs, family violence, divorce and raises in substance abuse (Holtz 2008). Furthermore unemployment and the widening gap between the wealthy and the poor are having an effect on the Chinese populationà ¢Ã¢â€š ¬Ã¢â€ž ¢s mental health (Holtz 2008). Mexico has a range of packages available for its residents to enable them to access health care (Holtz 2008); this includes the social security institution which provides coverage for all medical care and prescriptions (Holtz 2008). Also the social security system, which covers workers, is made up of several agencies and is funded by employers, employees and the government (Holtz 2008). Relationship failures, imbalances with food, water, air and temperature add to the causes of illness in Mexico (Holtz 2008). Clean water has been a challenge for Mexico as this is needed to prevent illness and maintaining health (Holtz 2008). It is understood by some that illness is caused as a failure to relate to god (Holtz 2008) and due to the high costs in health care in Mexico; there are spiritual and physical healers that use traditional technics (Holtz 2008). The Curanderos, are believed to be chosen by god to heal people (Holtz 2008). Yerberos specialize in using herbs and spices for treatment (Holtz 2008). Sobadors use massage therapy to try and correct muscle imbalance (Holtz 2008). Parteras are midwife like, women only, who have been trained as a birth attendant by other family members or friends this is cheaper to pay for than a physician (Holtz 2008).

Information technology in business environment Essay

The business environment is becoming increasingly competitive. Information technology is now providing business entities with basic as well as progressive business tools that will enable them to improve their financial performance, efficiency, and its use of the organisation central operational resource and staff members. Adoption of computerised system is vital to the businesses entities that want to improve their efficiency and performance by using computerised systems to facilitate their day-to-day transactions. Lots of researches were conducted to assess the critical success factors or CSFs for implementations of computerised systems, but the results were different from each other. Trough lots of researching, the nine CSFs were outlined in this paper. The interrelations between the nine CFSs were also discussed. Introduction. The business environment is becoming increasingly competitive. Market boundaries have become larger and barriers to entry have diminished. In the current turbulent economic environment today’s modern organisations must closely examine the way they currently do business not only to remain competitive and profitable but also to simply remain in business (Cameron & Philip, 2001). Information technology is now providing business entities with basic as well as progressive business tools that will enable them to improve their financial performance, efficiency, and its use of the organisation central operational resource and staff members. Adoption of computerised system is vital to the businesses entities that want to improve their efficiency and performance by using computerised systems to facilitate their day-to-day transactions. The purpose of this paper is to outline and assess the critical success factors for the adoption of computerised systems including ERP (Enterprise Resource Planning) implementations by businesses entities, and then analysis the interrelations between these critical success factors. Outline of Critical Success Factors for Adoption of Computerised Systems Implementations of computerised systems including ERP (Enterprise Resource Planning). Implementations are usually large and complex projects. Although  the adoption of small businesses would be simple and easy, we focus on the adoptions of computerised systems by medium or large organisations here, especially ERP implementations. Because ERP systems seek to integrate all department and functions across a company onto a single enterprisewide information system that can serve all those departments’ particular needs (Considine, et.al, 2005:p290). ERP (Enterprise Resource Planning) systems may well count as ‘the most important development in the corporate use of information technology in the 1990s’ (Davenport, 1998). The adoptions of cumputerised systems, such as ERP implementation, by large organisations often involve large groups of people and other resources, working together under considerable time pressure and the developments could not be predicted. Lots of researches were conducted to assess the critical success factors or CSFs for implementations of computerised systems, but the results were different from each other. Trough lots of researching, the CSFs could also be concluded in this paper below: No. Critical Success Factors & Rank 1 Top Management Support: A 2 Clear Goals & Objectives: A 3 Project Management: A 4 Interdepartmental Co-operation & Communication: A 5 Project Team Competence: A 6 Vendor Support: B 7 Computerised System Package Selection: B 8 Data Analysis & Conversion: C 9 Staff Training: C Although beside the CFSs stated above, there must be a lot of other CFSs affect the implementations of computerised systems, these nine CFSs listed above should be the most important ones among all the factors affecting the implementions of computerised systems. As shown in the diagram, the CFSs are numbered form one to nine and ranked from A to C. The CFSs ranked A represents the ones that are most important CFSs should be taken into consideration when we come to implementations of computerised systems. Generally, CFSs in the same rank seem to be equally important; because it’s hard to say which one is the more important than the other, that depend on what situation we faced. Analysis of Critical Success Factors for Adoption of Computerised Systems (1) Top Management Support (Rank A) If top management is not actively backing an all-pervasive project like an ERP implementation, there is little hope for it (Akkermans & Helden, 2002). This does not mean that middle management and other staff are not important, top management itself is not omnipotent in the whole project. The key is that top management is vital and other issues such as middle management are also important as well in this kind of processes. However, if top management permanently delegates its responsibilities to technical experts, the chances for project failure are high (Ewushi-Mensah & Przanyski, 1991). (2) Clear Goals & Objectives (Rank A) When people or oganisations want to do something, the goals and objectives must be clear. Because you don’t know why you have to do it without goals as well as objectives, and you can’t plan for it. This simple rule certainly applies to the implementations of computerised systems. Especially for implementation of an IT project, the first step should be identification of goals and ways to accomplish these. (3) Project Management (Rank A) As it is mentioned above, adoption of computerised system is complex, costly and time consuming. The management of such a project should be tight and careful because of the complexity. Some degree of improvisation would be needed because of some unforeseen changes would occur during the process. The performances of the employees are also important. As A.R. Elangovan and Jia Lin Xie(2000) said: managers should pay more attention to how their power is perceived by their subordinates as well as carefully examine the trade-off between short-term and long-term consequences of such perceptions to be effective. (4) Interdepartmental Co-operation & Communication (Rank A) Interdepartmental communication: Communication across different business functions and departments is one of the most important issues involved in the IT implementation literature. According to one author on IT project management, ‘communication is the oil that keeps everything working properly’ in these contexts (Schwalbe, 2000). Interdepartmental co-operation: The effectiveness of interdepartmental co-operation heavily depends on the extent of interdepartmental communication. Quality interdepartmental communication reinforces the quality of interdepartmental co-operation. Because the computerised systems seek to enable the organisation to operate as a whole, interdepartmental co-operation is vital. (5) Project Team Competence (Rank A) The ability of the project team is also important to the implementation of a computerised system. This argument is supported by considerable amount of researches. It’s really important. Effective project team could minimise the cost as well as the time consumed and ensures the implementation of project is in the correct way. (6) Vendor Support (Rank B) Most of the time, organisations do not have all the technical as well as transformational skills and knowledge for managing such a major undertaking on its own. As a result, support provided by the vender is important to aid the implementation of new system. (7) Computerised System Package Selection (Rank B) Different system packages are designed to meet different organisational requirements. For example, some packages are suited for large organisations but some are more suited for smaller ones. Selection of system package depends on what kind of organisation you have got and other organisational requirements and goals. (8) Data Analysis & Conversion (Rank C) Before use of the newly installed computerised system, the project team and the organisation have to transfer existing data from existing system to the database of the new comprised system. This refers to the process of Data Conversion. As data conversion is typically a manual operation, controls are needed to ensure that the data conversion has been accurately performed (Dhaliwal & Konsynski, 1977). Data should be tested to ensure that the process is successful, no errors incurred and no information lost. (9) Staff Training (Rank C) The desirability of computers taking account of user capabilities was pointed out by Licklider (1960)(Feeney & Hood, 1977). It’s not so important but essential for orgaisations to train their employees after installation of new computerised systems. To some extent, the performance of a new system depends on the performance of the staff within the organization (Bartol, et.al 2001:p295). Quality staff training would enable the new system to be successful and effective. Interrelations Between These Critical Success Factors. All the CFSs should not be considered in isolation, because they are interacting with each other and affecting each other as well. The relationships between these critical factors are delicate and different from each other. For example, with strong vendor support, the project team would work more effective and the project team competence would be strengthened. This is known as the virtuous cycle. But the interaction and relationship between CFS 6 and CFS 7 would be different. The vendor support should be taken into consideration when we are selecting computerised system software. Software with strong vendor support is always preferred by the organisations, but the quality of the software itself is also important. In addition, increase of CFS 4 has a considerable positive impact on all other CFSs as well as the whole process of implementation. As it is mentioned above, all the CFSs are working together and interacting with each other throughout the whole project. None of them can be considered in isolation. Interdepartmental co-operation & communication within the project team was found to be the core process for project progress. Presence and attitudes of the surrounding stakeholders, ie top management, project management, software vendor support and so on, were identified as the root causes driving performance of this core process. At the time of the crisis, simultaneous and mutually reinforcing changes in presence and attitudes of all these stakeholders enabled the transition from a vicious into a virtuous cycle of project performance (Akkermans & Helden, 2002). Conclusion. Information technology is now providing business entities with basic as well as progressive business tools that will enable them to improve their financial performance, efficiency, and its use of the organisation central operational resource and staff members. Adoption of computerised system is vital to the businesses entities that want to improve their efficiency and performance by using computerised systems to facilitate their day-to-day transactions. Lots of researches were conducted to assess the critical success factors or CSFs for implementations of computerised systems, but the  results were different from each other. Trough lots of researching, the CSFs could also be concluded, they are top management support, clear goals & objectives, project management, interdepartmental co-operation & communication, project team competence, vendor support, computerised system package selection, data analysis & conversion and staff training. All the CFSs should not be considered in isolation, because they are interacting with each other and affecting each other as well. Bibliography: Akkermans H. and Helden K. V. 2002 ‘Vicious and Virtuous Cycles in ERP Implementation: a case study of interrelations between critical success factors’, European journal of information system, no.11, pp35-46 Bartol K, Martin. D., Tein M. and Matthews G., 2001, Management, A Pacific Rim Focus, 3rd Edn, McGraw-Hill, Sydney, p295 Cameron, D. and Philip, J. ‘The Adoption and Use of Electronic Banking by SMEs in Australia: An Exploratory Study’ CollECTeR 2001. http:// www.collecter.org/collecter01/Doug_Cameron.pdf (6 May. 2005) Considine B., Razeed A., Lee M. and Collier P. 2005, Accounting Information System: understanding business process, 1st edn, John Willey & Sons Australia, Ltd, Queensland, p290 Davenport T. 1998, ‘Putting the enterprise into the enterprise system’, Harvard Business Review July-August, pp.121-131 Dhaliwal D. and Konsynski B. 1977, ‘Data integrity considerations in computer based accounting systems’, Proceedings of the 1977 annual conference Elangovan A. R. and Xie J.L. 2000, â€Å"Effects of perceived power of supervisor on subordinate work attitudes†, Leadership & Organization Development Journal, Vol.21, no.6, pp.319-328 Ewushi-Mensah K. and Przanyski Z. H. 1991, ‘On information systems project abandonment: an exploratory study of organizationa practices’, MIS Quarterly 15, pp.67-85l Feeney R. and Hood J. 1977, ‘Adaptive man/computer interfaces: information systems which take account of user style’, ACM SIGCPR Computer Personnel, Volume 6 Issue 3-4 Schwalbe K. 2000, ‘Information Technology Project Management’, Course Technology, Cambridge MA

Marketing Research Energy Drink Market Brazil Essay

The purpose of this research was to evaluate potential opportunities of distributing new energy drink V-Fusion+Energy ® in Brazil. Having performed secondary market research, we were able to analyze economic, political, legal, cultural, and social factors that affect Brazil’s business environment. We also explored current market opportunities in Brazil and performed detailed analysis of energy drink industry in Brazil and competition. During the research we gathered secondary data published by US and Brazilian government agencies, US Commercial Service, marketing research agencies, as well as information from business news and private companies’ web sites (such as Coca-Cola, Red Bull, etc). Based on gathered information, we concluded that although there is a number of challenges in the Brazilian market that create complex business environment and obstacles for US exporters, energy drink industry in Brazil is in inception stage and thus offers a good growth potential. After selecting and defining the target market, we were able to develop proposals for international promotional strategy, to describe business and marketing challenges and to provide detailed solution alternatives. INTRODUCTION V-Fusion+Energy ® is a new energy drink made with fruit and vegetable juice and green tea extract. It is a healthy alternative to high-caffeine and high-sugar energy drinks because it contains one combined serving of vegetables and fruit, is an excellent source of B vitamins, has only 50 calories and no added sugar or artificial colors, flavors or preservatives. The product currently distributed in United States (Wal-Mart and other grocery and retail stores). The purpose of this research is to explore opportunities of distributing V-Fusion+Energy ® in Brazil. We selected Brazil as a potential market because it is Latin America’s biggest economy accounting for 60% of its GDP and seventh largest economy in the world with population of about 200 million, strong domestic demand for American goods and growing middle class. With GDP growth of nearly $2. 5 trillion in 2011 according to The White House (2012), we believe this market offers excellent growth opportunities for US companies. Its middle class and consumption has grown tremendously in past decade – as per Searchlight Process (2012) 40 million people has joined middle class between 2003 and 2011 and 20 million are expected to be included by 2014. In addition, there is a clear preference for American-produced goods to domestic goods in Brazil – they demand brands for all products from high tech and apparel products of Apple and Nike to beverages of Coca Cola. The improvement in infrastructure is expected in the next 2 years as Brazil prepares for the World Cup in 2014 and the Olympics in 2016 – it will spend billions in infrastructure development of its roads, railroads, ports, and airports. According to US Commercial Service (2011), despite signs of improvement there are a number of challenges in the Brazilian market create complex business environment and create obstacles for US exporters, such as uneven income distribution, problems in public education, disproportion of market concentration, and â€Å"grey economy† that hinders tax collection and keeps economic growth from reaching its full potential. In addition, doing business in Brazil requires understanding of local business practices such as implicit costs of doing business referred to as â€Å"Custo Brasil† – costs related to distribution, government procedures, employee benefits, and complex tax structure. Complex customs system along with high tariff barriers that increase consumer prices up to 100%, and overloaded legal system with lengthy processes is another challenge US companies are facing. As per US Commercial Service (2011), The World Bank ranks Brazil 127 out of 183 economies in the world in terms of ease of doing business. Nevertheless, if these challenges are accounted and approached with proper solutions, we believe entrance in Brazil market may be extremely profitable and beneficial for US companies in general and Campbell with its innovative product V-Fusion+Energy ® in particular. CURRENT ECONOMIC, POLITICAL, CULTURAL, SOCIAL AND LEGAL ENVIRONMENT IN BRAZIL Economic Environment. Brazil is Latin America’s most influential country and one of the rising economic powers together with Russia, China and India (also known as BRIC nations). Almost double size the European Union (8. 5 million square kilometers), with rich in reserves of natural resources (iron ore, manganese, bauxite, nickel, uranium, gemstones, oil, wood, and aluminum, and 14% of the world’s renewable fresh water), and with over 300 million hectares of agricultural land in favorable climate conditions, Brazil takes a relevant position in global market. According to Bureau of Western Hemisphere Affairs (2011), Brazil’s consistent growth from 2002 to 2009 when its real GDP almost doubled (from US$ 724 billion to US$ 1. 5 trillion), and economy’s solid performance during 2008 financial crisis followed by strong recovery (including 2010 growth of 7. 5%) contributed to countries transition from a regional to global power. Although GDP growth in Brazil slowed down (2. 7 % in 2011 vs. 7. 5% in 2010) and according to the Colitt (2012) its industrial output has contracted 3. 4 % from last year, the economy is the world’s seventh-largest and is expected to rise to fifth within the next several years. As noted by Bureau of Western Hemisphere Affairs (2011), during the administration of former President Lula, surging exports, economic growth, and social programs helped lift tens of millions of Brazilians out of poverty. For the first time, a majority of Brazilians are now middle-class, and domestic consumption has become an important driver of Brazilian growth. President Dilma Rousseff, who took office in January 2011, has indicated her intention to continue the former president’s economic policies, including sound fiscal management, inflation control, and a floating exchange rate. Colitt (2012) states that Brazilian President Dilma Rousseff is implementing policies aimed to protect Brazilian industry – increasing duties on imported goods like shoes, textiles, and electronics, but not putting enough effort into fixing local infrastructure. The financial sector is secure and provides local firms with a wide range of financial products, yet interest rates remain among the highest in the world. Due to high interest rates investors that have been buying Brazilian high-yielding bonds have driven up the Real making it a very strong. This in turn, has made imports more favorable for US companies and exports more expensive for Brazil, which increased Brazil’s trade deficit to $92. 5 billion in 2011. As per The White House (2012), U. S. goods exports to Brazil have more than tripled since 2002, growing from $12. 4 billion in 2002 to $42. 9 billion in 2011 (largest categories are machinery, aircraft, and plastics). As noted by Bureau of Western Hemisphere Affairs (2011), Brazil has one of the most advanced industrial sectors in Latin America. Accounting for roughly one-third of the GDP, Brazil’s diverse industries include automobiles and parts, machinery and equipment, textiles, shoes, cement, computers, aircraft, and consumer durables. Brazil continues to be a major world supplier of commodities and natural resources, with significant operations in lumber, iron ore, tin, other minerals, and petrochemicals. However, high inflation (7. 3% in October 2011 – above the upper limit of the government’s target of 2. 5%-6. 5%) is a cause of extremely high cost of operating the manufacturing (due to high prices of energy, raw materials and wages), which makes it very hard for Brazilian industries to be competitive in the world markets. According to Alberto Ramos, chief Latin America economist at GS, manufacturing industry is not a competitive advantage of Brazil and it should redirect its resources into fields where it is competitive, like services, agribusiness and commodities. Brazil has a diverse and sophisticated services industry, including developed telecommunications, banking, energy, commerce, and computing sectors. And most importantly, Brazil is generally open to and encourages foreign investment -it is the largest recipient of foreign direct investment (FDI) in Latin America, and the United States is traditionally the top foreign investor in Brazil – United States is a major supplier with over 15% of Brazil’s imports. Political Environment. The current structure of the Brazilian government is a Federative republic with 26 states and feral district, governed by a presidential system in which the president is both head of state and head of government (elections are based on a four-year term). Brazil has become independent in September 7, 1822 and promulgated its constitution in October 5, 1988. The 1988 constitution grants broad powers to the federal government, made up of executive, legislative, and judicial branches. As summarized by Bureau of Western Hemisphere Affairs (2011), there are 81 senators, three for each state and the Federal District, and 513 deputies. Senate terms are 8 years, staggered so that two-thirds of the upper house is up for election at one time and one-third 4 years later. Chamber terms are 4 years, with elections based on a complex system of proportional representation by states. Each state is eligible for a minimum of eight seats; the largest state delegation (Sao Paulo’s) is capped at 70 seats. This system is weighted in favor of geographically large but sparsely populated states. In Congress, fifteen political parties are represented making it common for politicians to switch parties. The largest political parties are the Workers’ party (PT), Democrats (DEM), Brazilian Democratic Movement Party (PMDB-center), Brazilian Social Democratic Party (PSDB), Progressive Party (PP), Brazilian Labor Party (PTB), Liberal Party (PL), Brazilian Socialist Party (PSB), Popular Socialist Party (PPS), Democratic Labor Party (PDT), and the Communist Party of Brazil (PCdoB). Major labor union federations include the Workers’ Unitary Central, the Workers’ General Confederation (CGT), and the Forca Sindical (FS). As listed in World Guide (1997), there is a variety of labor unions and national, religious and professional associations that people in Brazil belong to: Brazil is one of the founding members of the United Nations, the G20, CPLP, Latin Union, the Organization of Ibero-American States, and Union of South American Nations. One of its main goals is to provide aid to developing countries and is estimated to be $1 Billion per year. As per Bureau of Western Hemisphere Affairs (2011), to further increase its international profile (both politically and economically), the Rousseff administration is also seeking expanded trade ties with developing countries, as well as a strengthening of the Mercosul (Mercosur in Spanish) customs union with Uruguay, Paraguay, and Argentina. Brazil is a charter member of the United Nations and participates in its specialized agencies. Cultural and Social Environments. The official language of Brazil is Portuguese and it is most widely used language. However you may find less common languages like Spanish, German, Italian, and Japanese. But many Brazilian executives speak English, since many of them have studied abroad in the United States or Europe. Understanding Brazilian culture, social environment and business etiquette is essential for successfully doing business in Brazil. Anybody who is doing business with Brazilians should be aware of the various cultural and structural barriers which might confront them. According to study made by University of Illinois (2010), concepts of class and status are very strong in Brazil and can determine the position a person may take in the company, which implies that Brazilians allow inequality in their companies. Although communication between high and low level employees is often informal, everyone is aware of social hierarchies. When conducting business it is important to remember that the Brazilian family (often family members working for the same company) is the foundation of their social structure and it forms the basic stability for most Brazilian people. Because of this, Brazilians need to know whom they are doing business with before they can effectively work together, so questions about person’s personal life, family, and company should be expected. Relationships are extremely important to Brazilians, by building close personnel relationships and building trust, foreign businessmen and investors will have a greater chance of success in doing business in Brazil. According to the information gathered and provided by Kwitessential (2010), although the communication is very informal, some simple rules of etiquette must be followed. Although business appointments can be scheduled on the short notice, it is best to schedule them two to three weeks in advance and confirm them in writing since it is not uncommon for appointments to be cancelled or changed at the last minute. It is important to appear on time for meeting in Sao Paulo, however, in Rio de Janeiro and other cities it is acceptable to arrive a few minutes late for a meeting. During introduction it is very important to be prepared for a lot of handshakes when saying hi and bye or a kiss in the cheeks between men and women. It is important to note that since business in Brazil is hierarchical, so decisions are made by highest ranking person which may not be always present – senior managers usually attend only initial meetings (and expect to meet someone higher ranked as well). According to study in Ethisphere (2008), people in US and Brazil differ in ethical orientation and therefore, before entering Brazil we should be aware of ethically challenging situations and establish strategies on how to deal with potential corruption ahead of time. It is important to understand Brazillian â€Å"Jeitinhio Brasileiro† way of thinking – their tendency to look for alternatives to do something that in our eyes seems improper, which rarely require bribes and is not considered corruption, but more like an alternative way of accomplishing objectives when confronting overly rigid rules. Legal Environment. Brazil is organized as a Federal Republic and its legal system is based on Roman civil code, which implies that all laws that discipline all kinds of situations are previously written and made public. Besides the Federal Constitutions, which consists of 250 articles that outline citizens’ fundamental rights and guarantees, the political and administrative organization of the Federal Republic of Brazil, the individual spheres of authority of the Executive, Legislative and Judicial branches, tax system and the fundamental labor rights, there main legal documents are the Codes: Civil Code, the Tax Code, the Penal Code and the Civil Procedure Code. The Civil Code comprises over 2000 articles regulating matters such as Obligations and Contracts, Businesses and Corporations, Real Estate and related property rights, and many others. The Tax Code defines the main Brazilian tax regulations, which are complemented by many Federal, State and Municipal laws. The Penal Code brings the definitions of conducts considered crimes and the punishments for anyone fitting the respective legal descriptions. Finally, the Civil Procedure Code regulates the due process of law. There is a variety of legal restrictions for foreign companies conducting business in Brazil, which pushed many companies towards partnerships with qualified agents or distributors when entering the Brazilian. First, a foreign company must obtain written permission to operate a branch in Brazil, thus joint ventures are usually more popular than independent entities. To avoid potential legal problems, US Commercial Service (2011) recommends U. S. companies have a written agreement to help exporters limit liability for product defects, protect a trademark, better ensure payments, and define warranty terms, and consult with a Brazilian law firm before signing any agreement. Taxes in Brazil are actually favorable compared to the U. S. The current corporate income tax rate is 15% regardless of the corporation’s business but with a 10% supplementary tax on the portion of net profits that exceeds R$ 20. 000,00 per month. The main stock exchange in Brazil is the Sao Paulo Stock Exchange (â€Å"Bovespa†). â€Å"Securities, such as shares, commercial papers, debentures, investment fund quotas and derivatives, are traded on Bovespa. † Also, it is important to note that, according to a business survey conducted by PriceWaterhouse Coopers (2009), 70 percent of firms in Brazil report having spent at least 3 percent of revenues on bribes. Most of these bribes are to expedite procedures, special treatment or access to traditional transactions. Although nowadays many companies in Brazil, especially those that operate internationally, are fighting against corruption (for ex: companies signing Brazilian Pact for Integrity and against Corruption), and Federal agents have been effective in policing illegal behavior (which helped Brazil achieve â€Å"moderate† rating in 2009 Global Integrity Report), corruption, governmental inefficiency, legal and bureaucratic complications remain real and very sensitive issues in Brazil that cause a great frustration to the international business people. INDUSTRY AND COMPETITORS OVERVIEW. Energy Drink industry in Brazil is in inception stage and thus offers a good growth potential for a company distributing new energy drink products like V-Fusion+Energy ®. According to Russell (2012), energy drinks was the fastest growing soft drinks category in Brazil in 2010, with 33 percent growth in value term. Moreover, Brazil is still a small market for energy drinks with off-trade volume sales of 31 million liters in 2010, which corresponds to 1% of global volume. As Russell (2012) points out, new product launches with new positionings and lower price points, and increased availability, mean that the market is tipped for growth. Although some health concerns have been voiced regarding energy drink consumption, particularly when associated with alcohol, there is no indication that the category is acquiring a negative image in Brazil, Russell (2012) explains. There new trends in Brazil’s population proportion and its consumption patterns also create opportunity in energy drink industry: middle class and consumption has grown tremendously in past decade – as per Searchlight Process (2012) 40 million people has joined middle class between 2003 and 2011 and 20 million are expected to be included by 2014. As of today, out of 200 million Brazilians over 52 percent are a part of middle class, whose combined monthly family income ranges between US$600 (R$1,000) and US$2,400 (R$4,000). Moreover, according to Secretariat of Strategic Affairs of the Presidency of Brazil (SAE) middle class is predominantly comprised of young people less than 30 years old, with formal employment and disposable income, mostly residing in urban areas and expressing strong preference for American brands. With this in mind, according to Russel (2012), Euromonitor predicts that multinational manufacturers will start to invest more in the country to offset sluggishness in other markets. Brazil could be one of the top five markets worldwide for energy drinks, according to Euromonitor. Sales of energy drinks are predicted to grow in total volume at 14% per year on average between 2010 and 2015. The biggest challenge in energy drink industry for US exporter is the price structure due to complex customs system along with high tariff barriers that increase consumer prices up to 100%. As per US Commercial Service (2011), in some cases costs are so high that a simple calculation may indicate that US exporter’s margin will not allow them to compete with local products. Thus, some US companies work on low margins and implement efficient supply chain systems aimed to lower operation costs. Red Bull, for example, whose drink already holds lead position in Brazil’s energy drink market with 59. 6 percent volume share, is building a production plant in Brazil to remove high tariffs from its price structure and be able to increase its profit margins while lowering retail prices and increasing sales volumes. Besides Red Bull, who dominates Brazil’s energy drink market with 59. 6 percent volume share, the main competitors are US based multinational giant The Coca-Cola Co. with its product â€Å"Burn Energy† taking 11. 7% share and German Lizur Trading’s â€Å"Flash Power energy† taking 4. 8% share, and new Gladiator with no sales figures available but with promising results. According to Euromonitor International (2010), the newer brand Gladiator is one of the fastest growing soft drinks brands. As the company has massive distribution infrastructure, it can become the toughest rival in the industry in the medium term. Marketing activity and optimization of logistics and distribution channels are likely to be explored by the main players in energy drink industry over the next few years. Austrian company Red Bull has created the global market for energy drinks, and the pioneering Red Bull brand became synonymous with energy drinks for a large number of consumers, including Brazilians. According to Euromonitor International (2010), despite rising competition, Red Bull GmbH continues to comfortably lead the global energy drinks market by both volume and value. Red Bull is produced at a single facility in Austria and then distributed around the world via a network of local subsidiaries and external importers and distributors. Thus, Red Bull imports its product to Brazil through a distributor and adds high costs of duties, energy and logistics cost to its prices, which makes it unaffordable for some low-income consumers in Brazil. Also, Euromonitor International (2010) advises that the company aims to capitalize on the current consumer trend towards â€Å"natural† ingredients, and targets an older consumer group that is typically more interested in product ingredients than younger consumers. Thus, it is clear that industry leader sees opportunity in expanding its product portfolio to target health conscious consumers, which means that V-Fusion+Energy ® has a great opportunity in this market if introduced first. Coca Cola competes on Brazil’s energy drink market with Burn Energy – a new Swedish high-energy drink oriented on young population (20-24) with its stylish design and promotion associated with famous dj’s, parties in famous clubs in Brazil and music festivals. Besides the attractive image, added native Brazilian high caffeine guarana extract appeals to Brazilians. Coca Cola has very efficient distribution network in Brazil and 46 manufacturers strategically located in all regions of the country ensuring the supply of about one million points of sale. To summarize information provided on official web site of Coca-Cola in Brazil, Division Brazil is one of the four major operations of Coca-Cola performing in Brazil since 1942. Besides Coca-Cola, there are 16 independent business groups, called authorized manufacturers, in addition to the Junior Lion and Del Valle, who draw up the final product in its 46 plants and distribute them to retail outlets. This structure allows Coca-Cola to gain efficiency in manufacturing and distribution, avoid high tariffs and bureaucratic import barriers, thus minimizing costs and consumers retail prices. SELECTION AND ANALYSIS OF TARGET MARKET As we mentioned earlier, health and energy segment of beverage market has been growing strongly in Latin American countries including Brazil. Studies have shown that the change in consumer wealth and behavior has driven the health and energy markets to be viewed as the most promising segment of the beverages industry. More than two-thirds of Brazilians are concerned with their energy levels and try to manage tiredness. With the new V8+Energy people can look forward to enjoying a combined serving of vegetables and fruit with the amount of caffeine that is comparable to the leading energy drink or a cup of coffee. By targeting upper and middle class we will be able reach out to over 80 million of people living in Brazil. Huge difference between rich and poor is the direct reason why social classes have such relevance for segmenting demography in Brazil. Novias (2011) classified contemporary Brazilian society from letters A-E, as follows: 1. Educational Level †¢ Classes A and B: usually composed by those who completed higher education. The younger generations of these classes tend to be fluent in several languages. †¢ Class C: most people in this class have finished high school and there is also a significant quantity of people who completed higher education or at least have a technical level degree. †¢ Class D: people who have not finished high school. †¢ Class E: people who have not finished elementary school and illiterate people. 2. Occupation. The educational levels previously presented support the level of submission among five different classes. This employment relationship is presented as: †¢ Class A: composed by bankers, investors, business owners, major landowners and people with extraordinary skills for the industry they operate in. †¢ Class B: composed by directors and managers, politicians, judges, justices, prosecutors, well graduated professors, doctors, well qualified engineers and lawyers, etc. †¢ Class C: composed by those who provide services directly to the wealthier groups, such as teachers, managers, mechanics, electricians, nurses, etc. †¢ Class D: composed by people who provide services to Class C, such as housemaids, bartenders, bricklayers, people who work for the civil construction companies, small stores sellers, low-paid drivers, etc. †¢ Class E: composed by people who earn minimum salaries, such as cleaners, street sweepers, and also by unemployed people. Our primary target is classes A-C. Consumers in these classes are hardworking people (ages 18-35) that have proper education to know the benefits of drinking V-Fusion+Energy ® and want a smart, healthy, and effective way to gain their energy back. In terms of the geographic locations there are some regions where there is a strong dominance of classes D and E like the North, Northeast and Central-West regions in which we will not focus on. However, it is the larger cities such as Sao Paulo in which social differences are mostly visible and is where many of the upper classes are found, as well as Brasilia, capital of Brazil. Our age segmentation can vary mostly because the V-Fusion+Energy ® drink can be consumed by almost anyone at any age. Made with natural ingredients, it is healthy for any age group to drink including young teens from ages 12-19 as well as for seniors. However, our primary target is working social classes A-C that belong to 18-35 age group and teenagers who are following newest trends , interest and youthful lifestyle. PROMOTIONAL STRATEGY Introducing Acai Berry Flavor. In order to localize the product to the Brazilian people, we will introduce a new flavor of V8 Fusion Energy: Acai Berry. Acai is the most popular fruit in Brazil, and it is enjoyed throughout the year by both young and old. By creating an acai flavor, we will be able to expand our market, because our product will appeal to all Brazilians. We will also attract more customers to our target market, mostly healthy individuals who exercise regularly. Acai is one of the healthiest fruits in the world: it contains powerful antioxidants that can help defend the body against life’s stressors. It also contains anthocyanin and flavonoids, which play a key role in the body’s cell protection system, help slow down the aging process, and may promote fat loss. All these health benefits are the reason why acai is often referred to as a â€Å"super fruit† by nutritionists. Processing the acai fruit into an energy drink does require time and resources, but considering that Brazil is an upper-middle-income country with a newly, rapid industrializing economy (Keegan), we have determined that the acai strategy will be successful. Localizing our product by including something that everyone in Brazil is familiar with and enjoys will be a successful initial promotional strategy. It will define our target market, because of acai’s health benefits. It will also expand the market, since many people will buy and drink our product, simply because they enjoy the flavor of acai berry. Carnival. The Rio Carnival is the perfect place to market out V-8 Fusion Energy drink. We will be considering a couple of strategies at the Rio Carnival: 1) we will have our sales employees offer people the drink for free, and 2) we will occupy small vendors, located around the carnival and sell our product there. Free sampling will initiate the promotion of our drink. We have strong belief in the quality and taste of our product, which is why we believe that once people try it, they will be returning customers. The second strategy will be used for customers wanting to try the other great flavors of our product: Peach Mango, and Pomegranate Blueberry. This strategy will also be used as primary research. We will be closely monitoring our sales, considering factors such as: location of vendor and flavor of drink. Employees will collect the data electronically, which will be used to determine which flavor is more popular in which area. We will also have employees conduct observational surveys. They will be writing down data of approximate age of customers, as well as their facial expressions after drinking, to help determine if customers enjoyed our product. Soccer – Campeonato Brasileiro. The most popular sport in Brazil is soccer. It is so popular, that it is not even considered a sport; it’s a way of life for most Brazilians. Soccer is played everywhere: on the streets, on the beach, in parks, and in professional soccer clubs. Professional soccer players in Brazil are the most famous and recognized people in the country. This is why we plan to promote V8 Fusion Energy through professional soccer teams We will offer a contract to the professional team – Santos to place our product name on the front of their uniforms. Santos is currently the team with the best-selling jerseys and apparel in Brazil, and we would like to be associated with a popular, winning team. Research has showed that when a product is associated with a successful team, sales increase as well. We will also offer personal contracts to one or two star players from the team. They will play a key part in our advertising commercials and promotional campaigns throughout the country. Our vision is to promote V-Fusion+Energy ® as a healthy source of energy and gain strong position on energy drink market in the country, thus we see tremendous potential to market our product in the professional soccer league. Brazil does not have a specific drink associated with sports (such as Gatorade in the United States). We will use an aggressive market strategy and make our V8 Energy Fusion the official drink of Brazilian soccer possibly sports in general. Our product will be placed on the sidelines of all games. Players coming in and out of the game will drink our product for energy and hydration. Our goal is for people to associate our product with energy, success, and health, which is exactly what V8 Fusion Energy is – a healthy energy drink for success! BUSINESS AND MARKETING CHALLENGES AND SOLUTIONS To achieve a successful outcome in launching the V-Fusion+Energy ® product in Brazil, it is essential to highlight the barriers to entry and marketing challenges. We have identified three key areas that present a challenge; un-even income distribution, public perception and consumer education, and a foreign judicial system that includes a complex tax system and testing custom laws. First, un-even income distribution in society refers to the possession of the production factors and the price the owners get in the market. Focusing on this issue results beneficial considering we can’t put our product out there if the consumer population does not have a stable income in the different cities or areas, and the production cost are unknown . Therefore, in order to reduce production costs we can create a joint venture with a pre-existing Brazilian beverage companies. furthermore, we will focus on the local agriculture; I. e invest in local agriculture.

Essay on The Practice of Music Censorship - 610 Words

Music censorship has taken many forms in the past, but many forms are overbearing and generally ridiculous. Censorship comes in many forms. The practice of censorship is defined as â€Å"...the act of changing or suppressing speech or writing that is considered subversive of the common good.†(Merriam-Webster). Old forms of censorship included not allowing airplay, refusal of sale, and refusal of publishment. The major issue found with those that oppose censorship, is that they have no real grounds to address the problem sensibly. Most focus of censorship, however, is focused on the younger genres of music such as Metal, Punk, and especially Rap. The structure/ practice of censoring â€Å"offensive,† lyrics during mid-song comes in different†¦show more content†¦There is no area for the language to be expressed and let be untouched.(EO) Much of America’s censorship has seen specific targets in what has been chosen to be censored. A wondrous example would be the foreign metal-pop influence band, Rammstein. A number of their songs were banned from television, or were not permitted to play on daytime airtimes.(Rammstein) An example of one of their songs banned, is a track that’s titled â€Å"Ich Will.† When this track’s name is translated to english, it reads â€Å"I want.† The video accompanying the song portrays the band committing crimes of terrorism, then later receiving airtime for their behaviour. Politicians actually moved to have the video and song banned from the US on account of the behaviour shown in the video.(Rammstein) References of bands being dis-promoted for their portrayals in lyrics and video accompaniments go on for ages. A short list of examples of songs/ artists that saw censorship in newer music consists of â€Å"Tell Me Baby, (RHCP),† also â€Å"Killing in the Name of, (Rage Against the Machine)† and â€Å"Closer, (NIN)† So overall, Music has it’s own parti cular area of censorship which is unique and flawed in it’s own way. Although there have been some more recent changes in music to support the freedom of artists, the past has been condemning and rough for artists to easily â€Å"express,† themselves through theirShow MoreRelatedEssay about Censorship in America1048 Words   |  5 Pages Censorship in America nbsp;nbsp;nbsp;nbsp;nbsp;Since this country was founded, we have had a set of unalienable rights that our constitution guarantees us to as Americans. 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With this in mind, does the government have the right to undermine the foundation of our nation, and censor what we readRead MorePersuasive Essay On Censorship1513 Words   |  7 PagesCensorship has been a touchy topic over the past few years. Everyone has their own opinion on the topic, but the fact is censorship is way more damaging than people may notice. First off, the definition of censorship is to restrain, block, and censor ideas and information that some may find offensive. The basic definition of censorship completely violates the First Amendment. We, as Americans, have the right to Freedom of Sp eech. Censorship blocks that by blocking anything some may find offensiveRead More First Amendment And Music Censorship Essay1284 Words   |  6 Pagesthe art form known as music. Musics verbal expression bonds our society through our emotions and experiences. This fundamental right of freedom of expression is being threatened by public and governmental groups who believe they have authority to monitor and decide what others should experience. The censorship of music lyrics is a violation of our First Amendment right, and public groups should not be allowed to bypass this right to censor obscene lyrics produced in the music industry. ThroughRead MoreCensorship Of The World Wide Web1326 Words   |  6 Pagespowerful tool, and too much of it will make any government nervous. Censorship of information has had a long history throughout the world. In ancient China for example, censorship was considered a legitimate instrument for regulating the moral and political life of the population (Newth). Even today, the Chinese government has full authority to censor anything on the web. Western societies also have a long history of censorship. The origin of the term censor can be traced to the office of censorRead MoreCensorship is in Contradiction to Children’s Rights Essay examples819 Words   |  4 Pages Censorship has become a long standing practice within our society. Who gets to decide what American citizens say, read or view? There are organizations that review and rate, guard or block information. Governmental entities create laws enforcing censorship and place judgment against those that break those laws. These restrictions often result in conflict against them and in favor of protecting our civil rights. The practice of censorship by authori tative, policy-making entities is in conflictRead More Music Censorship is Not Needed Essay762 Words   |  4 PagesMusic Censorship is Not Needed    Marilyn Manson. Eminem. Limp Bizkit. Rammstein. All of these musical artists have been under fire in the past few years by government officials, the media, and activist groups. Supposedly, their music conveys too violent of a message. The sounds and words these artists have so carefully crafted have been targeted as the cause for violent acts, especially by young people. For example, Columbine shooters Eric Harris and Dylan Klebold idolized German industrialRead MoreEssay on Censorship Within the United States510 Words   |  3 PagesCensorship Within the United States Censorship within the United States is not only an immoral and big-brotherly practice, but also an insult to each and every one of those who call themselves US citizens. Every day, censors attempt to sanitize TV, radio, music, print, and even the Internet. In their infinite wisdom, they deem what should and should not be viewed by John Q. Public. Censors succeed in suppressing our free spirits and restraining our thoughts in virtually every medium.