Misleading Perfume and Cologne Advertising Essay -- Advertising Market

Deluding Perfume and Cologne Advertising You plunk down to watch one of your preferred TV gives one night and you see it, one of those fragrance advertisements. On the screen you see a lovely lady strolling up a stairway in a rich dress with precious stones swinging from her ears and neck. Her face is an image of flawlessness, with a slight trace of a delightful grin. Entering on the left of the screen is a man in a dark tuxedo he; folds his arms over her and kisses her energetically on the lips. The two of them take a gander at the screen and grin. On the base of the screen is a little container set apart with a mark of an unmistakable aroma organization. Presently returning into reality from the entrancing business, consider what influence this fragrance needs to a large portion of the normal shoppers of this item. A buyer may wear the fragrance while at a dance club so as to pull in some consideration from individuals from the other gender. Anyway depending on just the aroma to make them appealing to others may not accom plish the ideal impact. Despite the fact that smell can be an extremely amazing sense, it doesn't influence allure as much as we might want to think. Truth be told sponsors typically burn through a large number of dollars all together for these plugs to make perfect pictures for the scent or cologne’s impact. Most cologne or aroma advertisements are deluding in light of the fact that they attempt to depict a picture that their fragrance, and their fragrance alone, will make impacts that are frequently unreasonable. Some normal ploys cologne and aroma company’s use are: that their item will cause one to feel great about themselves, make one look ravishing and make one alluring to individuals from the other gender. Take for instance the promotions for Ax body shower, in whic... .... These plugs frequently depict ridiculous circumstances and responses, which may misdirect the shopper into accepting the item will have an effect past the feeling of smell. The most dreadful smelling fragrances could be the top selling cologne or scent whenever publicized in a manner to grab the eye of the crowd. An ongoing cologne promotion did a lot of plugs using this announcement, â€Å"scent is perhaps the most grounded bind to memory how would you like to be remembered?† This sentence is proof that the publicists are attempting to make you imagine that in the event that you purchase their item you will be recalled whenever that somebody smells anything like that item. Most aroma and cologne advertisements depend on misleading statements As far as looking for aromas I would recommend that you go with a fragrance that you yourself appreciate and don’t depend on others to implement your assessment with bogus promoting.

Film Analysis of Jaws by Steven Spielberg Essay examples -- Movie Film

Film Analysis of Jaws by Steven Spielberg The movie Jaws was coordinated by Steven Spielberg from the top of the line novel by Peter Benchley. The film was set in Massachusetts resort town of Amity Island in the stature of the sea shore season. At the point when the retreat was threatened one summer off guard from an extraordinary white shark. John Williams made the score to Jaws, which has since gotten a notable topic to in depending fate. The film is by and large considered perhaps the most alarming film at any point made. It was likewise determined to the fourth of July, Independence Day. Since on this day heaps of individuals are out and go down to the sea shore to have sea shore parties which sets the scene from being close and in the ocean. As the film begins the music starts to play discreetly and gradually starts to manufacture, which begins to make pressure. At that point the camera appears the perspective of the shark traveling through the weeds making the crowd realize that something is available in the water building dread. As this happens the music develops, gets stronger and quicker creation you think something will happen constructing progressively pressure and dread of the obscure. At that point it goes to the primary opening seen which begins with the sound of a mouth organ being played on the sea shore. This takes it back to being a safe and un-dreaded condition taken the shark off the audience’s mind. We likewise observe an enormous blaze on the sea shore which makes the crowd feel that it is a warm quiet (non-undermining) condition. At that point the camera pulls back and shows a wide shot of the ocean this is a update that the shark is still close which makes some pressure. There are individuals on the sea shore and we see a young lady and kid ... ...rody in the event that he keeps missing. At that point at last Brody shoots hits the canasta in the shark’s mouth and it explodes slaughtering the extraordinary white. This assuages the pressure that has been developing making the crowd give a moan of alleviation. What's more, the film gets done with a cheerful completion as Brody and the sea scientist swimming into shore. I think the most startling snapshot of the film was the point at which the shark was in the lake heading towards Brody’s child Michael. Since all through the film the crowd must know the family and when the shark was heading towards Michael much progressively strain. Dread and sympathy was made in light of the fact that the crowd fear what the shark will do to him. Since now you have seen what harm it can do which makes the crowd significantly progressively terrified of the shark and much more apprehensive for Michael. Film Analysis of Jaws by Steven Spielberg Essay models - Movie Film Film Analysis of Jaws by Steven Spielberg The movie Jaws was coordinated by Steven Spielberg from the top of the line novel by Peter Benchley. The film was set in Massachusetts resort town of Amity Island in the stature of the sea shore season. At the point when the retreat was threatened one summer unsuspecting from an incredible white shark. John Williams made the score to Jaws, which has since gotten a notable topic to in depending fate. The film is for the most part considered perhaps the most startling film at any point made. It was likewise determined to the fourth of July, Independence Day. Since on this day heaps of individuals are out and go down to the sea shore to have sea shore parties which sets the scene from being close and in the ocean. As the film begins the music starts to play discreetly and gradually starts to manufacture, which begins to make strain. At that point the camera appears the perspective of the shark traveling through the weeds making the crowd realize that something is available in the water building dread. As this happens the music develops, gets stronger and quicker creation you think something will happen assembling increasingly strain and dread of the obscure. At that point it goes to the fundamental opening seen which begins with the sound of a mouth organ being played on the sea shore. This takes it back to being a safe and un-dreaded condition taken the shark off the audience’s mind. We likewise observe an enormous campfire on the sea shore which makes the crowd imagine that it is a warm quiet (non-compromising) condition. At that point the camera pulls back and shows a wide shot of the ocean this is a update that the shark is still close which makes some strain. There are individuals on the sea shore and we see a young lady and kid ... ...rody on the off chance that he keeps missing. At that point at last Brody shoots hits the canasta in the shark’s mouth and it explodes murdering the extraordinary white. This eases the pressure that has been developing making the crowd give a moan of help. What's more, the film gets done with a cheerful closure as Brody and the sea scholar swimming into shore. I think the most unnerving snapshot of the film was the point at which the shark was in the lake heading towards Brody’s child Michael. Since all through the film the crowd must know the family and when the shark was heading towards Michael significantly progressively strain. Dread and compassion was made in light of the fact that the crowd fear what the shark will do to him. Since now you have seen what harm it can do which makes the crowd much progressively scared of the shark and significantly more apprehensive for Michael.

One of these labs is not like the other

One of these labs is not like the other The scene: Friday morning, about 9:10am Me: *Sits down at table with a bunch of people I don’t know* Instructor: “Ok, each team should select a leader. Once you have, leaders, raise your hand” Me: *turns to team* I’ll do it! *team does not protest, I raise hand* Instructor: “Alright, you have a packet in front of you. You have 30 minutes to complete the task inside that packet with your team.” Me: *looks around, blinks confusedly, locates packet* Instructor: “Go!” And that was my introduction to the first day of GEL. The Gordon-MIT Engineering Leadership Program is designed to help the next generation of engineers (like me!) build leadership and problem solving skills so we can effectively deal with real world situations. Did you take one of those leadership training day camps in high school as part of a club you were in? Or one of those hands-on engineering mini classes where you built a rocket? Think of GEL as those two things put together, on steroids, enhanced with access to a network of former students who have gone through the program and industry professionals who are very interested in hiring people like you. When I found out about the program last year, the first thought was: “An opportunity to improve myself and my (moderately non-existent) network?? How could I not do this?!” Needless to say I’m pretty excited about it so far. I think the unique thing about GEL as opposed to other leadership improvement programs I’ve done in the past (courtesy of high school marching band) is the fact that you actually do get to practice in real situations all these skills that we’re getting trained in and feedback on. At least for me, I have trouble understanding anything until I actually do it, so it’s refreshing to have that opportunity to practice right then and there in a situation that’s fully applicable, rather than not running into the chance to do things until weeks afterward and forgetting how to quite approach it. Getting that practice is the core reason why I wanted to be involved with GEL. I like to think it’s going well so far; the first challenge was to build, within budget and under time pressure, a bridge out of paper and paperclips that spanned the Charles River (a normal 11-inch sheet of paper, lengthwise) and supported 20 dense hex nuts. I was able to delegate successfully the task of keeping track of the budget and our group quickly settled on a design. It was a pretty smooth process until the end, when we wanted to then optimize the design of the bridge. Now, I’m a news editor for The Tech (MIT’s newspaper, completely student run), shouldn’t I be good at optimizing things if this is what I do with people’s writing every week? It’s actually a very different thing editing a physical structure compared to words on a page. In particular, there’s not an undo button when dealing with real world items; if I’m editing an article and I see something wrong, I’ll change it, but if I don’t like the change, I can always go back and undo it. If the bridge falls and one of our components breaks or rips, we have to replace it, which costs “money” out of our budget, which we may or may not have. In the end, it requires that you think many steps ahead, something that I am not completely accustomed to doing. When we got to the optimization step, we struggled to reach a unified stance. We did something (using paper clips to secure the roadway to the supports in the water), but it ate up a lot more time than it needed to. The good thing about the whole exercise was that we successfully finished with plenty of time to spare and I got feedback on what I can improve on for next time, which is exactly what I joined GEL to get! Slowly but surely I’m gaining the skills I need to improve. This Friday I met the team I’m going to be permanently working with for the semester, and it made me even more excited to continue on the adventure! A taste of something new is exactly what the doctor ordered! Never fear though, I won’t only talk about GEL here, you’ll hear about my regular life too. Next time :)

The Effects Of Incarceration On The United States Of America

In December 2013, President Barack Obama commuted the sentences of eight federal inmates. Each had been convicted of nonviolent crack cocaine offenses, and six of whom were serving life sentences (Miles 2014). The surge in the prison population of the United States of America can be attributed to changes in sentencing and policies that created stricter laws and harsher punishments for offenders. For the last half-century, America’s attempts to get tough on crime and wage a war on drugs have landed the U.S. the highest spot on the worldwide charts in regards to prison population; only in recent years has the rate of incarceration changed course, tracking a slow, steady downward trail. Incarceration is supposed to be punishment as rehabilitation, yet it has become the primary response to crime. It is simply punishment, greatly lacking in any true form of rehabilitation According to the National Bureau of Justice statistics on recidivism, it was found that within three years of release, about two thirds of released offenders were rearrested; of those rearrested, more than half were rearrested by the end of their first year of release (National Institute of Justice 2014). Most of the inmates are returning inmates, and have been caught in the vicious cycle of the system. Society does little to help reintegrate convicted offenders back into a normal lifestyle, making it difficult to find work and housing, while putting a strain on family members’ lives and relationships. TheShow MoreRelatedAmeric Land Of The Incarcerated1296 Words   |  6 Pages America: Land of the Incarcerated Connor Murphy Mesa Community College â€Æ' In 1814, Francis Scott Key wrote the poem The Star Spangled Banner after witnessing the attack on Fort McHenry by the British Royal Navy in the War of 1812. The poem was sang to the tune of a well-known British song and eventually, Key’s once amateur patriotic poem became the United States national anthem in which the lyrics strongly symbolize our country’s perseverance and freedom. The Star Spangled BannerRead MoreThe Effects Of Mandatory Sentencing On The United States Essay1273 Words   |  6 PagesThe United States prison population has grown seven-fold over the past forty years, and many Americans today tend to believe that the high levels of incarceration in our country stem from factors such as racism, socioeconomic differences, and drugs. While these factors have contributed to the incarceration rate present in our country today, I argue that the most important reason our country has such a high incarceration rate is the policy changes that have occurred since the 1970s. During this timeRead MoreEssay On Superstitions In Huckleberry Finn1084 Words   |  5 Pagesconsidered free citizens, African Americans were and continue to be subjected to oppressive laws that are meant to keep these group of people under the control of White America. For example, during the era of reconstruction Congress passed a series of laws that re-enforced the notion of racial segregation and forms of slavery in the United States. These laws prohibited any person who have any trace of ancestry of â€Å"Black† or â€Å"African† decent to laws of segregation, literacy tests, and new forms of slaveryRead MoreThe Flaws of Incarceration in America Essay1366 Words   |  6 PagesThe United States has a larger percent of its population incarcerated than any other country. America is responsible for a quarter of the world’s inmates, and its incarceration rate is growing exponentially. The expense generated by these overcrowded prisons cost the coun try a substantial amount of money every year. While people are incarcerated for a number of reasons, the country’s prisons are focused on punishment rather than reform, and the result is a misguided system that fails to rehabilitateRead MoreEssay on Criminal Rehabilitation in the United States Justice System1640 Words   |  7 Pageshaving suffered a great amount of violence during his or her incarceration. Professionals will tell you that incarceration really does very little to stop crime, but we go on spending billions of dollars in order to lock up more and more people. We have become the country with the highest incarceration rate in the industrialized world. (National Criminal Justice Commission) This quote from Dave Kelly shows many of the issues with the United State’s criminal justice system today. The prison populationRead MoreRacial Profiling And The Civil Rights Movement1239 Words   |  5 PagesGiselle Cordero PSCI 246: Social Movements Outline Topic/Question: Have Black Lives Mattered? – Racial profiling in the justice system, increased incarceration of African Americans and the idea of â€Å"White Privilege† persists in the United States. 1. Introduction Even though America is the world dominating superpower and is known to intervene on behalf of the violation of human rights internationally, it fails to acknowledge and correct the flaws its legal and justice system present against itsRead MorePrison Overcrowding And The United States1555 Words   |  7 Pagesshould not be judged by how it treats its highest citizens, but its lowest ones.† The prisons in the United States have been overcrowded for many years and require a change in order to fix this. 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Regrettably, the United States has a higher percent of its population incarceratedRead MoreThe Video Of Last Week Tonight By John Oliver884 Words   |  4 PagesReaction Assignment In the video of Last Week Tonight with John Oliver, John Oliver discusses the problem of mass incarceration in the United States. He starts by talking about the extremely large prison population in America. According to Oliver America has a larger prison population than China despite having a much smaller overall population. In fact America has the largest prison population in the entire world. He then discusses how the prison population is mostly populated with minorities andRead MoreThe Incarceration Of The United States1519 Words   |  7 Pagesin recent decades, violent crimes in the United States of America have been on a steady decline, however, the number of people in the United States under some form of correctional control is reaching towering heights and reaching record proportions. In the last thirty years, the incarceration rates in the United States has skyrocketed; the numbers roughly quadrupled from around five hundred thousand to more than 2 million people. (NAACP) In a speech on criminal justice at Columbia University, Hillary

Qualitative Research Methods Used For Gathering Information

QUALITATIVE RESEARCH METHOD FOCUS GROUP STUDENT’S NAME:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ UNIVERSITY OF THE PEOPLE 12/1/2015 Qualitative research method is a systematic strategy used for gathering information that are non-numerical, that is, they use visual and narrative words instead of using number. The data collected are from comprehensive case studies, focus groups a qualitative research approach whereby subjects answers an open-ended interview questions, likewise each others comments; ethnographies or field observation. (Headlessprofessor, 2012) I will be conducting a focus group around the topic: Mathematics the most difficult or simplest course. My participants consist of 5 British students (two girls and three boys) in Year 6 from different schools in Birmingham, the United Kingdom. The purpose of choosing a smaller group for this topic is to be able to maximize time, engage the entire 5 student in the discussion and to gather adequate fact. Sit back and enjoy. Welcome and thank you all for participating in today’s focus group where we will be discussing the topic titled Mathematic the most difficult or simplest course. My name is Joan McDonald; I work at the Birmingham City Council. However, our aim of inviting you here is to establish your impressions around the course; explore your views and gather some ideas and information on the tools or techniques to adopt in order to change student’s perspective about Mathematics and make them enjoy the topic rather than hate it. FewShow MoreRelatedResearch Methods717 Words   |  3 Pagesgeneral, and then will present a brief discussion of the methods that supposed to be used in this research to investigate general English language teachers’ conceptions and beliefs about CLT implementation in some Libyan universities. as well as explore what might be the issues that hinder such teachers from applying CLT in their classes. Additionally, this chapter will present a theoretical background of the questionnaire and interview methods. This will be followed by presenting the stages of dataRead MoreQualitative And Quantitative Research Methods1285 Words   |  6 Pages Qualitative and Quantitative Research Ravi Teja Mora Dr. Jimi Peters Research Methods Stratford University â€Æ' Qualitative and Quantitative Research Introduction There has been a widespread of debate in recent years regarding the quantitative and qualitative research methods, wether one or the other has to be emerged as superior. 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When taking the two of these and put them into the format of research they both have different aims in trying to collect their ownRead MoreWhat Are The Types Of Research Philosophies?1115 Words   |  5 PagesAcco rding to Kumar (2010), a research methodology is a is an investigation that uses laid down scientific procedures in the formulation of problems, creation of hypothesis or identification of the laid down methods of answering research questions. 3.1 Research philosophy Whenever providing a research methodology, it is important to determine the exact philosophy that will be used in the research. There are two main types of research philosophies. These are analytical or descriptive philosophiesRead MoreDifferent Research Strategies With Distinctive Characteristics Available From Which A Researcher May Select Based On The Previous Criteria1636 Words   |  7 Pages3.1 Mixed Methods There are various different research strategies with distinctive characteristics available from which a researcher may select, based on the previous criteria. Yin (2003) and Saunders et al. (2009) recognized that granting numerous research strategies occur, there are great commonalities amongst them and henceforth the significant contemplation would be to choose the greatest useful strategy for a particular research study. Some of the typical research approaches used in businessRead MoreGathering Research Data Paper1191 Words   |  5 PagesGathering Research Data Paper Lashonda Bragg CJA/334 March 26, 2012 Glen Winters Gathering Research Data Paper Gathering data and researching material is very important within the criminal justice system. No matter what profession one may have within the judicial system, researching information is something that has to be done at one time or another. Within this paper I plan on discussing what I’ve learned about research for criminal justice and its criteria. EmphasesRead MoreThe Theory Of A Research Hypothesis1354 Words   |  6 Pagesdeductive approach, Investigator has to pay attention on the development of research hypothesis by which we can reach to result. Formation of hypothesis is totally depend on the predetermine study and discovered theories. When the hypothesis is complete than investigator have to test these hypothesis on the basis of collected data may be it can accept or reject .There are following three steps by which we can use the deductive method approach. 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However, Polansky and Waller (2015) provide a six-step process that is designed to simplify the research process by alleviating anxiety and ensuring that the researcher is able to complete the project in a timely manner. The first step is defining the problem so that it is clearly understood. Once there is clarity on what needs to be doneRead MoreA Research On Computer System1035 Words   |  5 Pagesdeciding factor of what a research will unfold. Research is a process to discover new knowledge for either personal or professional to solve a problem. Unconsciously, most people are researchers most of the time with no define or formal process. I believe people do not necessarily think of themselves as researchers but research is about collecting information that tells us about something and helps to make informed decisions. As one go about their daily routine, research done whether it is reading

Ben Jerry Case Analysis Free Essays

Strategic Analysis of Ben Jerry’s Homemade, Inc. Can BJ Serve a Double Scoop of Being Green and Making Green? ESM 210 Professor Delmas Final Paper November 21, 2000 Alex Tuttle Vicky Krikelas 1 BEN JERRY’S ICE CREAM Table of Contents INTRODUCTION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. MARKET DESCRIPTION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. We will write a custom essay sample on Ben Jerry Case Analysis or any similar topic only for you Order Now . FIRM DESCRIPTION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. THE MISSION STATEMENT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 1 1 2 GENERAL CORPORATE STRATEGY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 CORPORATE ENVIRONMENTAL STRATEGY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 STRATEGY ANALYSIS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Five Forces Model of Competition†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 SWOT Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11 Key Success Factors†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 11 STRATEGIC CONSISTENCIES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 12 STRATEGIC DISCONNECTS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 13 UNILEVER ACQUISITION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 14 RECOMMENDATIONS CONCLUSION†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 15 BIBLIOGRAPHY†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 17 Figures FIGURE 1. FIGURE 2. FIGURE 3. FIGURE 4. FIGURE 5. ANNUAL REVENUES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 ANNUAL RECYCLING†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 7 PORTER’S 5 FORCES MODEL †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9 SWOT ANALYSIS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦11 KEY FACTORS OF SUCCESS†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 2 3 INTRODUCTION Ben Jerry’s is an innovative leader in the super premium ice cream industry. The company blends a commitment to provide all natural, high quality ice cream with a commitment towards social activism and environmental responsibility. This report will analyze both the company’s environmental strategy and general corporate strategy in order to identify the consistencies and disparities (if any) between these strategies and to determine whether a â€Å"green† company such as Ben Jerry’s can sustain a competitive advantage. We will also discuss the potential impacts on the company’s strategic vision in light of the recent acquisition by Unilever. Our analysis will focus on examining the strengths and weaknesses of the environmental and general corporate strategies in light of its internal resources and external competitive and non-market forces. MARKET DESCRIPTION Ben Jerry’s operates in the highly competitive super premium ice cream, frozen yogurt and sorbet business. Super premium ice cream is generally characterized by a greater richness and density than other kinds of ice cream and commands a relatively higher price. The company’s two primary competitors include Haagen-Dazs (a member of the Ice Cream Partners organization) and Dreyer’s Grand Ice Cream Company, which introduced its Godiva and Dreamery super premium ice cream line in the fall of 1999. Other significant competitors include Healthy Choice, Nestle and Starbucks (SEC Report, 1999). FIRM DESCRIPTION Ben Jerry’s Homemade, Inc. the Vermont-based manufacturer of super-premium ice cream, frozen yogurt and sorbet, was founded in 1978 in a renovated gas station in Burlington, Vermont, by childhood friends Ben Cohen and Jerry Greenfield with a modest $12,000 investment. The company is now a leading ice cream manufacturing company known worldwide for its innovative flavors and all-natural ingredients made from fresh Vermont milk and cream (www. benjerry. com). Manufactur ing of all Ben Jerry’s frozen dessert products occurs in the company’s three plants located in Vermont. The company distributes ice cream, low fat ice cream, frozen yogurt, sorbet and novelty products nationwide as well as in selected foreign countries in supermarkets, grocery stores, convenience stores, franchised Ben Jerry’s scoop shops, restaurants and other venues. Outside of Vermont, the products are distributed primarily through Dreyer’s and other independent regional ice cream distributors. Unilever, a multinational food and personal products company recently acquired Ben Jerry’s in spring 2000. The Ben Jerry’s Board of Directors approved Unilever’s offer of $43. 60 per share for all of the 8. million outstanding shares, valuing the transaction at $326 million (www. lib. benjerry. com, October, 2000). Under the terms of the agreement, Ben Jerry’s will operate separately from Unilever’s current U. S. ice cream business. There will be an independent 4 Board of Directors, which will focus on providing leadership for Ben Jerryâ⠂¬â„¢s social mission and brand integrity. Both co-founders will continue to be involved with Ben Jerry’s, and the company will continue to be Vermont-based. THE MISSION STATEMENT Ben Jerry’s adopted a three-part mission statement formalizing the company’s business philosophy. According to the company’s home page (www. benjerry. com), the mission statement is as follows: Product Mission: to make, distribute and sell the finest quality all-natural ice cream and related products in a wide variety of innovative flavors made from Vermont dairy products. Social Mission: to operate the company in a way that actively recognizes the central role that business plays in the structure of society by initiating innovative ways to improve the quality of life of a broad community: local, national, and international. Economic Mission: to operate the company on a sound financial basis of profitable growth, increasing value to our shareholders and creating career opportunities and financial rewards for our employees. Underlying this mission is the determination to seek innovative ways of addressing all three components, while holding a deep respect for employees and the community at large. GENERAL CORPORATE STRATEGY Ben Jerry’s corporate strategy strives to implement the three integrated missions described above: developing a high-quality product, achieving economic growth and profitability, and incorporating social activism. The general corporate strategy can be characterized as a focused or market niche strategy based primarily on product differentiation and quality production. Although focused differentiation strategies target a narrow buyer segment, this strategy helps Ben Jerry’s gain a strong competitive advantage as it can offer consumers something they perceive is appealingly different from rival competitors—innovative super-premium ice cream flavors that taste better and consist of all natural, high quality ingredients. In addition to differentiating its product from other ice cream competitors, Ben Jerry’s general strategy combines several other key components, including fostering a company image of social activism, creating brand loyalty, franchising the company to aid economic growth, and developing creative advertising campaigns. Product Differentiation One means of gaining a competitive advantage is through the use of a differentiation strategy to provide a better product that buyers believe is worth the premium price (Thompson and Strickland, 1998). Since higher quality ice cream generally costs more than the economy and regular types of ice cream, Ben and Jerry’s has incorporated product differentiation in its general corporate strategy in order to command a higher price. The use of all-natural, high quality 5 ingredients and the innovative flavors of Ben Jerry’s ice cream illustrates the strategic use of product differentiation to gain a competitive advantage in the ice cream market. Quirky flavor names such as Chubby Hubby, Wavy Gravy, Phish Food, and Chunky Monkey also set Ben Jerry’s apart from the traditionally-named ice cream products of rival companies. Furthermore, the use of recycled materials and dioxin-free (unbleached) paper in product packaging contributes to the uniqueness of Ben Jerry’s ice cream and helps keep its costs down. Socially-Conscious Company Image Ben Jerry’s strives to be an independent, socially-conscious Vermont company that supports local dairy farmers. Several examples illustrate how Ben Jerry’s implements this corporate strategy. For instance, the company donates 7. 5% of pretax profits to philanthropic causes through the Ben Jerry’s Foundation, community action teams, and through corporate grants (http://www. hoovers. com). The company also donates free ice cream during public events and community celebrations in the Vermont area, and contributes a percentage of the profits earned from ice cream sold in Vermont retail stores to fund local charities (SEC Report, 1999). Furthermore, the company has ensured the long-term viability of its own key suppliers, the Vermont dairy farmers, by executing a strategic decision to pay more than a specified minimum price for its dairy ingredients (SEC Report, 1999). Brand loyalty Developing brand loyalty is another strategic move to strengthen competitive advantage. Ben Jerry’s has made substantial efforts to gain a favorable reputation and image with buyers through its frequent promotional campaigns (i. e. , Free Cone Day), donations to social causes (i. , Ben Jerry Foundation), and the use of eco-friendly products, as discussed below under Environmental Strategy. This strategy has proven successful; the 1999 Harris Interactive Poll regarding buyer perception of corporate reputability ranked Ben Jerry’s first in the â€Å"social responsibility† category and fifth overall (SEC Report, 1999). Small-Scale Growth and Franchising The economic mission of the company (to achieve profitability, i ncrease value to shareholders and create career opportunities) is implemented through Ben Jerry’s strategy for small-scale business growth. Ben Jerry’s has maximized profitability by initially starting small and slowly building an ice-cream business over time (Spolsky, 2000). Ultimately, the success at the small-scale required the company to shift its corporate strategy toward the establishment of several franchised â€Å"scoop shops† throughout the nation and Europe. As of 1999, there were approximately 164 scoop shops in North America (SEC, 1999). These scoop shops serve as a major employment resource and a source of revenue for non-profit groups. In addition, Ben Jerry’s gains a competitive advantage through franchising by expanding market share, increasing revenue and publicizing the company’s brand name using minimal amounts of startup capital. As shown in Figure 1, Ben Jerry’s has achieved substantial, yet gradual, growth in revenues since 1993. Marketing Strategy According to the Securities Exchange Commission (SEC) annual report, Ben Jerry’s use of natural ingredients, high product quality, periodic introduction of new flavors, focus on grass- 6 roots community involvement and the â€Å"down home† local image are essential elements of the company’s marketing strategy. The company’s Waterbury ice cream factory is the single most popular tourist attraction in Vermont. In addition, the company is well known for it’s creative television advertising and public relations campaigns. The use of innovative online marketing and web-based promotions with Yahoo have further emphasized this image and strengthened brand name recognition (SEC Report, 1999). Ben Jerry’s Annual Revenue: 1993-1998 225 $ (in millions) 200 175 150 125 1993 1994 1995 1996 1997 1998 Year Figure 1. Annual Revenue for Ben Jerry’s: 1993 to 1998. Source: Ben Jerry’s 1998 CERES Report. CORPORATE ENVIRONMENTAL STRATEGY In 1992, Ben Jerry’s became the first publicly held company to adopt the CERES (Coalition for Environmentally Responsible Economies) principles as part of its environmental strategy (Ben Jerry’s 1998 CERES Report). CERES is a non-profit coalition of interest groups working in partnership with companies towards the goal of corporate environmental responsibility worldwide. This involvement with CERES is evidence of the company’s dedication to protecting the environment and insurance that consideration is made to the environment when managing and operating its business. The CERES principles are as follows: †¢ Protection of the Biosphere 7 †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Sustainable Use of Natural Resources Reduction and Disposal of Wastes Energy Conservation Risk Reduction Safe Products and Services Environmental Restoration Public Outreach and Education Management Commitment Audits and Reports Ben Jerry’s believes that â€Å"businesses should be among the leaders in the social change necessary to repair and prevent the damage that the human race is capable of inflicting upon natural cycles through everyday corporate, national, international, local and personal practices† (ibid). By integrating the CERES principles into the company’s overall goals, Ben Jerry’s strives to develop a comprehensive environmental strategy that conforms to its mission of making an exemplary product, earning a fair return, and serving its community. Ben Jerry’s environmental goals as a company are to minimize its negative impacts on the environment, promote sustainable farming and safe methods of food production that reduce environmental degradation, and use its business as a medium for environmental and social change. In order to accomplish this strategy there are numerous policies and activities that the company is executing, or has plans to execute in the near future. By analyzing Ben Jerry’s environmental strategy within the framework of the Principle Strategy-Implementing Tasks, as outlined in Chapter 9 of Crafting and Implementing Strategy (Thompson and Strickland, 1998), we can effectively examine the steps the company is taking to best achieve its goals. These actions are visible in all aspects of the company and are proof of the company’s commitment to its environmental strategy. There is an ever-present culture within Ben Jerry’s of environmental awareness and interest in company greening. In implementing its strategy, Ben Jerry’s has worked to ensure that every employee is involved and that values are shared throughout the company. Within the management structure of the company, efforts are made to make sure that the Board of Directors and CEO are fully informed about pertinent environmental issues and are fully responsible for environmental policy. In addition, the company considers demonstrated environmental commitments when selecting Board members. As the founders, Ben Cohen and Jerry Greenfield continue to provide strong environmental leadership that is crucial to effective implementation of the company’s environmental strategy. There is significant dialogue within the chain of command of the company. At each manufacturing site in Vermont there is an Environmental Coordinator who is in charge of operating and monitoring environmental activities. These coordinators meet with the Manager of Natural Resource Use on a monthly basis. Through this dialogue, nvironmental strategies for company-wide and site-specific compliance and operations are made. The Manager of Natural Resource Use reports to the Senior Director of Operations who in turn reports to the CEO (ibid). This flow of information ensures that every decision-maker is aware of environmental issues and considers these factors when running the business. 8 There is also a significant employee environmental awareness and education campaign within the company. Programs such as the company-wide Environmental Awareness Week promotes employee knowledge of environmental issues. During orientation, new employees are introduced to the environmental policies of the company by the Manager of Natural Resource Use (ibid). In addition, there are employee-led groups called Green Teams that work on company-related projects like recycling, composting, and writing â€Å"eco-facts† for the company newspaper (ibid). This activism and knowledge-share that is built into the company network contributes to the success of its environmental strategy by enabling company personnel to better carry out their strategic roles. In addition to this internal communication, the company also uses various strategies to build public interest and awareness in environmental issues. This succeeds in not only promoting the goals of the company, but also in adding to the competitive advantage of the company by gaining public support and loyalty. Ben Jerry’s website has a plethora of information on its environmental policies, activities, and accomplishments. The importance that the company places on these issues is shown by the fact that some of this information is highlighted on the home page (www. benjerry. om, 2000). Other tools the company uses for disseminating information to the public are the publications of the Annual Report and CERES Report, as well as position papers on dioxin and rBGH at their scoop shops. In addition, the company puts on an annual festival encouraging public awareness of environmental and social issues (CERES Report, 1998). In order to be successful in implementing its environmental strategy, Ben Jerry’s has established many strategy-supportive policies company-wide. These are detailed in the company’s 1998 CERES Report. These policies apply to all U. S. ocations and international locations under the company’s direct ownership. The Manager of Natural Resource Use continually updates them whenever new technologies, concerns, or standards emerge. Examples of these include: †¢ †¢ †¢ †¢ Beginning in 1997, all uncontaminated waste oils from its plants are re-refined by a certified handler to be reused. In 1994 the company created a list of approved environmentally friendly cleaning and office supplies that is continually updated when appropriate. Scoop shops are built with environmentally sound material, such as tiles and countertops made of recycled materials. The â€Å"Contractor’s Handbook† contains environmental requirements for all outside parties working at Ben Jerry’s sites. Another area that is crucial to ensure that environmental strategies are achieved is in the allocation of resources to strategy-critical activities and the institution of best practices for continuous improvement. The company puts a lot of energy into exploring opportunities for waste reduction, recycling, and energy use. In addition, the company tracks the cost and impacts of all waste and energy use associated with the production process. Using a system of integrated environmental tracking tables the company reports on solid, hazardous, wastewater, and dairy waste production, energy use, and recycling. This information is used to identify trends and set 9 goals. As a result of this work the company has demonstrated continual improvement in its solid-waste recycling, rising from 35% in 1995 to 53% in 1998. Figure 2 shows the amount of waste the company has recycled between 1995 and 1998. In 1998, a Packaging Innovation Group was created with a goal reducing waste from ingredient packaging (ibid. ). In 1997, the company conducted a project to develop a pint container that would be more environmentally sustainable and compostable. The company invested hundreds of man-hours to analyze sources of chlorine-free paper for their â€Å"Eco-Pint† (ibid. ). The release of this product is in direct line with the company’s environmental strategy and presents a major step forward in its goal to develop a compostable, non-toxic container. Annual Recycling at Ben Jerry’s Tons of Solid Waste 1000 800 600 400 200 0 1995 1996 Year 1997 1998 Figure 2. Annual Solid Waste Recycling at Ben Jerry’s between 1995 and 1998. Source: Ben Jerry’s 1998 CERES Report. Ben Jerry’s realizes the importance of community participation and accountability. Consistent with its environmental strategy, Ben Jerry’s uses its business as a means of promoting environmentalism, small-scale agriculture, human rights, and economic justice. This is achieved through Corporate Giving to organizations like Natural Resources Defense Council and the Vermont Land Trust, the establishment of the Ben Jerry’s Foundation which funds non-profit social and environmental organizations across the United States, and Community Actions Teams. These teams are made up of Ben Jerry’s employees who organize annual major community projects in their area and provide grants to various community-based organizations. All told, Ben Jerry’s donates approximately 7. 5% of its pre-tax profits annually (ibid. ). 10 Another means by which the company seeks to achieve its environmental strategy is through management of its supply chain. Ben Jerry’s is consistently working to purchase ingredients and other inputs from environmentally and socially responsible sources. The company has a Vendor Certification Program in which 80% of its suppliers were enrolled by the end of 1998 (ibid. . As part of the assessment process, Ben Jerry’s evaluates the environmental competencies of potential suppliers and considers this information when determining whether or not to do business. In addition, Ben Jerry’s only purchases dairy supplies from family farmers who pledge not to treat their cows with rBGH, because of the adverse effects it has on sustainable agriculture (ibid. ). By working with its suppliers, Ben Jerry’s attempts to ensure that its environmental goals are shared throughout its supply chain. This leads to a more effective implementation of its overall strategy. STRATEGY ANALYSIS An analysis of the external and internal forces shaping the ice cream industry is necessary in order to determine the effectiveness of Ben Jerry’s current (and prospective) corporate and environmental strategies. We will utilize several analytical tools to characterize the strengths and liabilities of the industry and the effectiveness of the company’s strategy, particularly through the use of the Five Forces Model of Competition, the Sixth (Non-Market) Force analysis, SWOT analysis, and the key factors of success. Five Forces Model of Competition In order to identify and assess the strength of external competitive forces on the ice cream industry we utilized a common analytical tool, Porter’s Five Forces Model of Competition, which is based on the following five factors: rivalry among competing sellers, bargaining power of buyers, bargaining power of suppliers of key inputs, substitute products and potential new entrants to the market (Thomas and Strickland, 1995). Figure 3 summarizes the competitive strength of these forces on the ice cream industry. Rivalry Among Competing Sellers The principal competitors in the super-premium ice cream industry are large, diversified companies with significantly greater resources than Ben Jerry’s; the primary competitors include Dreyers and Haagen-Dazs. Rivalry can be characterized as intense, given that numerous competitors exist, the cost of switching to rival brands is low, and the sales-increasing tactics employed by Dreyers and other rivals threatens to boosts rivals’ unit volume of production (SEC Report, 1999). Buyers The power of buyers is relatively high because buyers are large, consisting of individual customers, grocery stores, convenience stores, and restaurants nationwide and globally. Since retailers purchase ice cream products in large quantities, this gives buyers substantial leverage over price. In addition, there are many ice cream products to choose from, so the buyers’ cost of switching to competing brands is relatively low. In order to defend against this competitive force, a company’s strategy must include strong product differentiation so that buyers are less able to switch over without incurring large costs. 1 Suppliers The suppliers to the ice cream industry include dairy farmers, paper container manufacturers, and suppliers of various flavorings. Such suppliers are a moderate competitive force, given that the ice cream industry they are supplying is a major customer, there are multiple suppliers throughout the nation to choose from, and many of the supplier s’ viability is tied to the wellbeing of large, established companies such as Dreyers and Haagen-Dazs. Therefore, the ice cream suppliers have moderate leverage to bargain over price. Substitute Products Many substitutes products are available within the dessert and frozen food industry (cookies, pies, Popsicles, cake). The ease with which buyers can switch to substitute products is an indicator of the strength of this competitive force. Since substitute products are readily available and attractively priced compared to the relatively higher priced super-premium ice cream products, the competitive pressures posed by substitute products are intense. Companies that enter the super-premium market, therefore, must adopt defensive strategies that convince buyers their higher priced product has better features (i. . , quality, taste, innovative flavors) that more than make up for the difference in price. Potential New Entrants The barriers to entry within the ice cream industry are moderate due to the brand preferences and customer loyalty toward the larger and more established rival companies. Other obstacles to new entrants include strong brand loyalty to established firms and economic factors, such as the requirement for large sources of capital, specialized mixing facilities and manufacturing plants. In addition, the accessibility of distribution channels can be difficult for an unknown firm with little or no brand recognition. Although Ben Cohen and Jerry Greenfield successfully launched their ice cream business from a gas station with modest funding and staff, they had to initially rely on a rival company’s distribution channels (and later on independent distributors) in order to gain a stronger foothold in the market. Figure 3. Porter’s Model of the Five Competitive Forces S ubstituteProducts Many S ubstitute s Buye rs S trong le rage ve Largenum rs be Rivalry Among Competing Sellers Many large established rivals S upplie rs Mode le rage rate ve Ne Entrants w Mode Barrie to rate rs Entry 12 As discussed above, several competitive forces on the ice cream industry are relatively strong, suggesting that it is a difficult industry to be competitive in. However, Ben Jerry’s implementation of a differentiation strategy has helped the company effectively defend against these forces and gain a competitive advantage. The use of higher quality ingredients and ecofriendly packaging has created a unique brand image that helps develop brand loyalty and beat rival competitors to the market. The company’s social activism toward the community and use of innovative flavors also help insulate the firm from the strong bargaining power of buyers since rival firms and/or products are relatively less attractive. Similarly, Ben Jerry’s product differentiation strategy also allows the company to fend off threats of substitute products that don’t have comparable features. The company’s differentiation strategy also mitigates the threat of potential entrants due to high buyer loyalty for a superior product. The moderate threat posed by suppliers is tackled by two other facets of the company’s strategy: ensuring the viability of suppliers by paying premium prices for raw materials, and redesigning the distribution network to gain more control and reduce reliance on rival distribution channels. The â€Å"Sixth† Force (Non-Market Forces) Industry Regulations Ben Jerry’s is subject to regulation by the United States Food and Drug Administration (FDA) and the Vermont Department of Agriculture. In response to stringent labeling criteria for healthoriented foods, the company made changes in its labeling regarding its low fat/low cholesterol products (SEC Report, 1999). FDA regulations may potentially affect the ability of the company, as well as rival firms in the ice cream industry, to develop and market new frozen dessert products. However, given that Ben Jerry’s is already in compliance with the FDA, it is unlikely that such regulations will have a significant impact on the company’s operations. Other regulatory forces include potential RCRA liability due to the company’s generation of hazardous materials during the manufacturing process. However, Ben Jerry’s is currently exempt from these hazardous materials regulations since the level of hazardous materials generated is below the threshold for requiring a permit; indeed, by staying small and maintaining regulatory compliance, the company gains a competitive advantage over larger companies that may have to meet stricter regulations or be more susceptible to non-compliance. Public and Stakeholders Public and stakeholder concerns over health and nutrition and environmental pollution exert a strong force on the ice cream industry. The heightened consumer awareness and demand for low-cholesterol or low-fat foods can force companies to respond with ingredient substitutions and differentiated product lines to stay in business. Similarly, the increasing consumer trend toward supporting eco-friendly product packaging and all-natural, organic ingredients can cause ice cream companies to revise their strategies. Ben Jerry’s, with it’s commitment to providing all natural ingredients, a low-fat ice cream line, and chlorine-free paper for example, is in a better position to attract those consumers who are willing to pay more to get more. Given Ben Jerry’s proactive strategic approach, the company can effectively insulate itself from these public pressures and enjoys a significant competitive advantage over those companies that resist incorporating socially progressive or eco-friendly values into their strategies. 13 SWOT Analysis Another means of analyzing the strategies of the company is by examining the strengths and weaknesses of its internal resources, and then exploring the external threats and opportunities facing the company. By developing a clear understanding of these factors, we can evaluate where the company should go from here. Figure 4 identifies these forces for both the general corporate and environmental strategies of Ben Jerry’s. Based on our analysis, we feel that much of the company’s internal strengths and external opportunities lie within its environmental strategy. This gives further evidence to suggest that the environmental and corporate strategies are well integrated, and that this integration is crucial to the future success of the company. Figure 4. SWOT Analysis of Ben Jerry’s Strengths Product Differentiation Brand Name Image Creative Advertising Promotion Innovation Environmental Leader Threats Image Deterioration Increased Competition Shift in Buyer Preferences Loss of Sales to Substitutes Bush Presidency Conflicts with Unilever Weaknesses Dependence on Outside Distribution High Cost Financial Instability Geographic Limitations Opportunities Growing Consumer Environmental Interest Geographic Expansion Market Diversification Alliances Key Success Factors A successful strategy incorporates the company’s efforts to be competent on all of the industry’s key success factors and to excel on at least one factor (Thompson and Strickland, 1998). In the highly competitive super-premium ice cream industry, the key factors of success include product 14 differentiation, a strong distribution network, brand loyalty and clever advertising. As shown in Figure 5, Ben Jerry’s excels in these (and other) key factors, and has a particular expertise on product differentiation to gain a competitive advantage. Product Differentiation All-natural ingredients Innovative flavors High quality Brand Loyalty Favorable reputation with environmentally-aware consumers Access to Distribution Network use of independent suppliers and existing channels Social Activism Corporate philanthropy Ben Jerry’s Fund Eco-friendly Product Dioxin-free pint containers Recycled materials Hormone-free dairy supply Clever advertising Free ice cream samples Grassroots and local image Figure 5. Ben Jerry’s Key Factors of Success. STRATEGIC CONSISTENCIES According to the Ben Jerry’s Mission Statement, the goal of the company is to integrate product quality with economic success and social responsibility. One of the key strategic factors that successfully links these three missions together is the differentiation strategy. In this respect, the environmental and general corporate strategies are very much in tune with each other. Differentiation not only increases the competitive advantage of Ben Jerry’s, but it also leads to environmental excellence in the operation of the company. By focusing its attention and energy on recycling, energy efficiency, and product innovation, Ben Jerry’s can reduce its impact on the environment while at the same time reducing product cost. This is being achieved through the work of the Packaging Information Group that focuses on reducing the incoming packaging which adds to the waste stream, and the production of the compostable â€Å"Eco-Pint. † These and other actions help build a competitive advantage within the market. By using allnatural, rBGH-free ingredients and dioxin-free containers, Ben Jerry’s can also attract environmentally minded consumers to its products, thus increasing market share. At the same time, this practice helps protect the environment and support family-farming and sustainable agriculture. Therefore, this differentiation strategy has the versatility of providing a better product that can attract customers, command a higher price, and protect the environment, thus satisfying the three integral parts of the company’s mission and both the corporate and environmental strategies. In order for this environmental differentiation strategy to be sustainable there needs to be a willingness among customers to pay for environmental quality, credible information about the company’s environmental attributes, and insulation against imitation. The company’s steady 15 growth in revenue over the last few years shows that the customer base is there and that they are more than willing to pay a premium price for a superior quality product. Ben Jerry’s addresses the latter two issues through its informative website, external audits, and constant innovation creating unique, hard to imitate flavors and products. Another way in which the environmental strategy and corporate strategy are consistent with each other is in the area of regulatory compliance. As a result of the attention Ben Jerry’s pays to the environmental risks associated with its production process, and the efforts made by the company to ensure that negative impacts to the environment from its business operations are minimized, Ben Jerry’s has had very few compliance issues and has never been issued any penalties by Federal regulators (1998 CERES Report). In addition to the environmental benefit from such compliance, there is a beneficial impact on the business as well. By minimizing operational costs, the company gains a potential competitive advantage over competitors with less stringent environmental controls that may face compliance issues. Overall, the company’s environmental strategy and general business strategy are well integrated. By focusing on differentiation, which is in large part due to environmental policies and programs, the company gains a competitive advantage over its rivals. As the company grows and increases its annual profits, more money can therefore be donated to social and environmental causes through its various giving channels. Ben Jerry’s has positioned itself so that its success is highly dependent on its environmental image, therefore the two strategies are intimately linked. There are, however, some disconnects between strategies. There are a few instances where environmental goals take a back seat to company profits. Examples of these disconnects are described in the next section below. DISCONNECTS BETWEEN STRATEGIES Although the mission of the company is to temper economic growth with environmental responsibility, during our research we discovered several ccasions in which company profits clearly outweighed the desire to be as environmentally proactive as possible. For example, Ben and Jerry’s currently packages its Peace Pops inside a plastic wrapper and paper board box. This change was in response to a belief that sales had been declining due to customer disapproval of its original packaging, which consisted solely of a plastic wrapper. This change has led to an increase of packaging materials by 152,000 pounds annually (ibid. ). This is in direct conflict with the company’s policy on waste reduction and illustrates the priority given to company profits over environmental concerns. Similarly, an effort to introduce an organic line of desserts, which would have been more in line with its environmental strategy, was abandoned due to economic costs. Another example of a â€Å"disconnect† is in the company’s energy use. Ben Jerry’s recognizes that its operation, like any industrial process, is energy intensive. However, as of 1998, the company had no formal policy on energy use and conservation (ibid. ). While the plants and scoop shops make attempts to be energy efficient, the company relies on non-renewable sources of energy for its production processes, instead of using green energy that would be less damaging 16 and more consistent with its environmental policies. Although not expressly stated, it seems that economic cost is once again superseding sustainability. While Ben Jerry’s works to reuse and recycle as much of its waste as possible, it is the policy of the company to send any hazardous waste that cannot be recycled to a hazardous waste incinerator to be handled. Although this may be the most economical method of treating hazardous waste, it is not necessarily the most environmentally sound disposal technology, and directly contradicts the company’s environmental goals. In keeping with the corporate strategy of maintaining a local, down home image, many sacrifices to the environmental strategy are made. The most glaring disconnect is in the national distribution of the product from a single state. Manufacturing in Vermont requires extensive shipping of its products; this is a highly energy-intensive process. In 1998, emissions from the distribution of its products totaled over 113,000 pounds for carbon monoxide, 15,000 pounds of nitrogen oxides, 7,000 pounds of hydrocarbons, 1,600 tons of carbon dioxide, and 400 pounds of particulate matter (ibid. ). This tradeoff illustrates an inherent inconsistency between the corporate and environmental strategies of the company. While these disconnects do occur, we feel that Ben Jerry’s has done an excellent job in integrating its business and environmental strategies and balancing profitability with environmental protection. UNILEVER ACQUISITION AND IMPACTS ON STRATEGY Ben Jerry’s strategy will likely shift towards larger-scale economic growth in response to the recent Unilever acquisition of the company in April 2000. Ben Jerry’s emphasized that this acquisition will allow the company to create an even more dynamic, socially positive ice cream business with global reach (www. lib. benjerry. com). In addition, the financial backing of a larger and established company will strengthen Ben Jerry’s competitive advantage with respect to the five forces, particularly the threat of competition from rival firms. According to the cofounders, â€Å"neither of us could have anticipated, twenty years ago, that a major multinational would some day sign on, enthusiastically, to pursue and expand the social mission that continues to be an essential part of Ben Jerry’s and a driving force behind our many successes. But today, Unilever has done just that. While we and others certainly would have preferred to pursue our mission as an independent enterprise, we hope that, as part of Unilever, Ben Jerry’s will continue to expand its role in society† (ibid). The agreement between Unilever and Ben Jerry’s ensures that the current social mission of Ben Jerry’s will be encouraged and well-funded, which will lead to improved performance in this area; and an opportunity has been offered for Ben Jerry’s to contribute to Unilever’s social practices worldwide. According to Richard Goldstein, President of Unilever Foods of North America, Unilever feels that â€Å"Ben Jerry’s has a significant opportunity outside of the United States. Unilever is in an ideal position to bring the Ben Jerry’s brand, values and socially responsible message to consumers worldwide. Much of the success of the Ben Jerry’s brand is based on its connections to basic human values, and it is our hope and expectation that Ben Jerry’s continues to engage in these critical, global economic and social missions† (ibid). Based on the nature of this agreement, Unilever is pledging to uphold Ben Jerry’s mission of 17 integrating product quality with economic performance and social responsibility. Therefore, we do not expect that Ben Jerry’s environmental strategy will change, except that more innovations can possibly be made with the augmented financial and human resources. In addition, the social and environmental mission of the company will have the opportunity to be applied on a more global scale. As far as the preservation of the company’s corporate strategy, Unilever’s global presence and greater access to distribution channels will allow for Ben Jerry’s to continue to expand internationally, thus increasing market share, profitability, and competitive advantage. Potential threat to Ben Jerry’s success as a result of the Unilever acquisition are the negative public perception of the company (i. e. elling out), loss of consumer support and brand loyalty. This can be mitigated through marketing strategies geared towards alleviating public fears and ensuring that the underlying goals and policies of the company will remain intact. RECOMMENDATIONS CONCLUSION Based on our analysis, we believe that the corporate and environmental strategies are appropriate and well integrated. While there are some disconnects between the tw o strategies, overall it is clear that the company strives to achieve economic success and environmental responsibility. Up to now, Ben Jerry’s has been successful at maintaining this balance. The primary concern is how well the company can insulate itself from future competition that could threaten its position as a leader in the super premium frozen dessert industry. In light of the threats identified in the SWOT analysis, we recommend that Ben Jerry’s implement the following suggestions: †¢ †¢ †¢ †¢ †¢ †¢ †¢ Protect its public image in light of the recent acquisition by Unilever by maintaining its current position as a market-leader in environmentally and socially responsible business practices. Continue cost-cutting efforts through implementation of further waste reduction, energy conservation, and recycling programs. Draft a formal written policy on energy use. Frequent product innovation and diversification to address threats of substitute and imitation products and meet changing consumer preferences (i. e. lactose-free ice cream, all organic line of frozen desserts, cookies) Continue franchising scoop shops to increase its market reach and withstand growing competition, both nationally and internationally. As the company grows, there will be greater waste generation and distribution-related emissions – increase the development of cleaner manufacturing, disposal, and distribution technologies to ensure that the company continues to stay in compliance. Develop additional manufacturing plants and distribution centers outside of Vermont to reduce distribution costs, cut down on distribution-related emissions, and increase production volume of the company. If George W. Bush becomes President, there could be a relaxation of environmental regulations and attitudes, thus leveling the playing field and eroding Ben Jerry’s competitive advantage over firms that may be less environmentally responsible. The 18 †¢ company needs to continue to focus on its differentiation strategy to retain its edge and bolster customer loyalty and support. Continue to work with Unilever to ensure that Ben Jerry’s remains an independent subsidiary with its social and environmental values firmly in place. Protect itself from assimilation into the multinational corporate identity. In conclusion, our analysis has illustrated that a company can be competitive without sacrificing its environmental goals and strategies. Through differentiation, Ben Jerry’s has established itself as both a leader in product quality and environmental responsibility. The challenge will be for Ben Jerry’s, after being acquired by a multinational conglomerate, to demonstrate that it is still possible to maintain its uniqueness and proactive environmental strategy. So can Ben Jerry’s continue to serve up a double scoop of being green and making green? Stay tuned for the next flavor of the month. 19 BIBLIOGRAPHY Ben Jerry’s 1998 CERES Environmental Report, 1998. Securities and Exchange Commission Annual Report for Ben Jerry’s Homemade, Inc. Form 10-K, 1999. Spolsky, Joel, â€Å"How to Grow a Business,† http://www. fool. com, August 4, 2000. Thompson, Arthur A. Jr. , Strickland, III, A. J. Crafting and Implementing Strategy, Text and Readings, 10th edition. Irwin McGraw-Hill, 1998. www. hoovers. com www. benjerry. com www. lib. benjerry. com Substitute Products Many S ubstitute s 20 How to cite Ben Jerry Case Analysis, Essay examples

Franz Boas On Fashion Deviation Essay Example For Students

Franz Boas On Fashion Deviation Essay Franz Boas on Fashion DeviationFranz Boas believes that, any action that differs from those performed by us habitually strikes us immediately as ridiculous or objectionable (Jacobus, 606). This is true, particularly when it comes to deviations from the implied dress code of society. Boas uses examples such as: formal dress worn in casual places, and out of style clothes from past centuries worn today. When we see this, we automatically think the person wearing these things is outlandish. Culture in San Antonio, Texas is very diverse and there are many different opinions of what is acceptable to wear and what is unacceptable. In some communities, people are dressed in exceedingly baggy pants and t-shirts. In other areas the dress is more traditional: nice pants, shirts and classy dresses. In each region, if someone strays from these guidelines, they are immediately thought to be abnormal. Dress isnt an indication of sanity, but people often treat it like it is. They label those who dr ess differently as weird and treat them crudely, unjustifiably. In most cases, when someone strays from the normal code of dress, the person is simply trying to express him/herself. They feel the need to be independent and individual, so they do something different from what everyone else conforms to. They like and accept who they are, and they show it through their clothing. They arent trying to make a scene, or cause a stir, they do it for themselves. In some cases, however, the non-conformists are trying to arouse reactions from those around them. They are seeking attention, and by wearing unusual clothing they usually get it. Your eye is naturally drawn to something out of the ordinary. If in a sea of people dressed in black there is a man wearing bright orange, who is your attention focused upon? The orange guy, of course! These days, there are more and more orange guys out there. People want to be noticed, so they do something like wear eccentric clothing to get recognition. It has almost become fashionable to be unfashionably dressed. Reactions to unique dress vary from person to person, depending upon what he is used to. For someone who grew up in the past, in a pleasant town where all the boys dress in nice slacks and collared shirts, seeing a young boy walk across the street wearing baggy jeans and a wrinkled t-shirt is uncanny. They automatically stereotype that boy as being unkempt and disobedient because they have always been taught that the traditional way to dress is the right way to dress. Those living in a big city, where there are all different kinds of people, are used to seeing people dressed in dissimilar ways. There would hardly be a reaction to the sight of the same unkempt boy in such a society. Boas showed that each culture is distinct, and culture is based upon tradition. Today, changes in our culture are rapid, endless, and sometimes traumatic (Jacobus, 600). Cultures are becoming unstable, and peoples views are becoming more unconventional. People are drifting from their traditional culture and are feeling more freedom. One of the ways they take advantage of this newfound freedom, is by deviating from the normal code of dress. Deviations from the norm are often strongly resented, and judgment is placed upon people simply because of what they are wearing. Although some people view those who are individualistic to be bizarre, the opinion of the general public is becoming more receptive. People are becoming more accepting and willing to look past appearances and see the person inside. .u3021a9b77a3c007cd87817aad7f01145 , .u3021a9b77a3c007cd87817aad7f01145 .postImageUrl , .u3021a9b77a3c007cd87817aad7f01145 .centered-text-area { min-height: 80px; position: relative; } .u3021a9b77a3c007cd87817aad7f01145 , .u3021a9b77a3c007cd87817aad7f01145:hover , .u3021a9b77a3c007cd87817aad7f01145:visited , .u3021a9b77a3c007cd87817aad7f01145:active { border:0!important; } .u3021a9b77a3c007cd87817aad7f01145 .clearfix:after { content: ""; display: table; clear: both; } .u3021a9b77a3c007cd87817aad7f01145 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u3021a9b77a3c007cd87817aad7f01145:active , .u3021a9b77a3c007cd87817aad7f01145:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u3021a9b77a3c007cd87817aad7f01145 .centered-text-area { width: 100%; position: relative ; } .u3021a9b77a3c007cd87817aad7f01145 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u3021a9b77a3c007cd87817aad7f01145 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u3021a9b77a3c007cd87817aad7f01145 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u3021a9b77a3c007cd87817aad7f01145:hover .ctaButton { background-color: #34495E!important; } .u3021a9b77a3c007cd87817aad7f01145 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u3021a9b77a3c007cd87817aad7f01145 .u3021a9b77a3c007cd87817aad7f01145-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u3021a9b77a3c007cd87817aad7f01145:after { content: ""; display: block; clear: both; } READ: Child Abuse EssaySocial Issues Essays