How Did You First Become Interested In Reed And Why Do You Think Reed

How did you first become interested in Reed and why do you think Reed might be an appropriate place, both socially and academically, to continue your education? Reed College I could tell you a heartfelt, sentimental, poignant story about first seeing a Reed College refrigerator magnet (my uncle got it at a reunion, I think) and feeling first deep emotions stirring somewhere inside my spleen. Or I could meticulously paraphrase the numerous brochures and articles about Reed that I have perused. Yet another option would be to rent a small airplane and skywrite, "I want to go to Reed," in colorful pollutants. And I probably would resort to one of these strategies, had I not some real incentives to attend Reed College. They are based on what I have learned from The Princeton Review, general knowledge, conversations I have overheard, and other miscellaneous tidbits of information sent to me by friends and relatives. First of all, I must express my admiration to the people who have decided that education is, after all, the purpose and responsibility of a college and established the precedence of academics over sports at Reed college. I'd like to attend a school where I, a debater, will not be viewed as a second-class citizen by football players. Secondly, the notoriety of great educational standards has reached me all the way in Vancouver (OK, so it is only across the river) and enticed, attracted, and urged me to apply to Reed. Rumors of the "side effects" of avalanches of homework and sleepless nights have crept here, too, but I'm up to the challenge. After two years of juggling high school, college, and extracurricular activities, receiving assignments only at one place just might be paradise. Lastly, Reed's geographical location is just like pretty wrapping paper and a big red bow on a present that's already great ( forgive the allusions to the Haagen-Dasz commercials). Living in Portland, I would be simultaneously away from my family in Vancouver--and as close as I might need to be! Not only would I have the opportunity to become better acquainted with Portland, but also to judge at debate tournaments for my old high school! The possibilities are mouthwatering. Jokes aside, I believe that attending Reed will be one of the most sensible things I might do in my whole life. Learning is what I do best, and at Reed I will have the perfect opportunity to excel at it.

Basic Facts about a Starfishs Biology and Behavior

Basic Facts about a Starfish's Biology and Behavior Starfish are star-shaped invertebrates that can be a variety of shapes, sizes, and colors. You might be most familiar with starfish that live in tide pools in the intertidal zone, but some live in deep water. Classification Kingdom: AnimaliaPhylum: EchinodermataClass: Asteroidea Background Even though they are commonly called starfish, these animals are known more scientifically as sea stars. They do not have gills, fins, or even a skeleton. Sea stars have a tough, spiny covering and a soft underside. If you turn over a live sea star, youll likely see its hundreds of tube feet wiggling. There are over 2,000 species of sea stars, and they come in all sizes, shapes, and colors. Their most noticeable characteristic is their arms. Many sea star species have five arms, but some, like the sun star, can have up to 40. Distribution Sea stars live in all the worlds oceans. They can be found in tropical to polar habitats, and from deep to shallow water. Visit a local tide pool, and you may be lucky enough to find a sea star! Reproduction Sea stars may reproduce sexually or asexually. There are male and female sea stars, but they are indistinguishable from one another. They reproduce by releasing sperm or eggs into the water, which, once fertilized, become free-swimming larvae that later settle to the ocean bottom. Sea stars reproduce asexually by regeneration. A sea star can regenerate an arm  and nearly its entire body if at least a portion of the sea stars central disc remains. Sea Star Vascular System Sea stars move using their tube feet and have an advanced water vascular system that they use to fill up their feet with sea water. They do not have blood but instead take in seawater through the sieve plate, or madreporite, located on top of the sea star, and use that to fill up their feet. They can retract their feet using muscles or use them as suction to hold onto a substrate or its prey. Sea Star Feeding Sea stars feed on bivalves like clams and mussels, and other animals such as small fish, barnacles, oysters, snails, and limpets. They feed by grasping their prey with their arms and extruding their stomach through their mouth and outside their body, where they digest the prey. They then slide their stomach back into their body.

Gulf Regional Legal Environment of Business 3 Essay

Gulf Regional Legal Environment of Business 3 - Essay Example Competition law is part of the legal environment of business in Gulf region that requires numerous amendments and enforcement. Competition laws facilitate the entry of foreign firms in the economy and ensure that the economy gains from increased product innovation and high quality products. Fair competition laws also facilitate bilateral and regional cooperation between several states thus strengthening both the economic and political relations. Oman has certain anti-competitive laws that hinder free trade in the economy. Examples of the anti-competitive laws include subsidies to the national companies, exempt of import custom duties for national companies dealing with agriculture and manufacturing and requirement that foreign entities cannot have 100 percent of shareholding of the investment. In addition, Oman grants tax exemptions to local shipping companies and uses discriminative tariffs that hinder fair competition within the Gulf region (Kawai & Wignaraja, 2011). 2. Free trade agreements One of the agreements that Oman has entered with other countries is the Gulf Cooperation Council free trade agreement that consists of other countries such as Saudi Arabia, United Arab Emirates, Kuwait, Bahrain and Qatar (Ramady, 2012). The free trade agreement is committed to improvement of investments and trade in goods and services. The agreement aims at elimination of both tariff and non-tariff barriers and expediting the movements of goods and services between the two countries (European Commission, 2013). Accordingly, members of the G.C.C acknowledge that anti-competitive practices restrict trade among the countries and each member is required to implement competition laws that ensure free and fair trading practices (European Commission, 2013). The GCC agreement aims at attaining liberalization of trade and promoting competition among the member countries. The parties to the agreement appreciate that anticompetitive trade practices will restrict the trade among the countries and the parties must maintain competitive laws. The agreement also aims at fostering common scientific progress in fields such as economy and trade and setting up of joint ventures. a. Importance and advantages of the agreements The G.C.C free trade agreement is expected to provide new export opportunities for Oman exports within the bloc. The trade agreement also aims at protecting intellectual property through allowing Oman to establish increased protection for copyrights, patents and trademarks (Bilateral.org, 2012). Accordingly, Oman will conduct government procurement procedures in free and transparent manner without any discriminatory practices. The free trade agreement will spur economic growth in Oman and entrench democratic ideals that are essential for peace and stability in the Gulf region (BBC News, 2013). Ramazani & Kechichian (1988) asserts that he G.C.C free trade agreement will increase the competitiveness of Oman exports through improving the access of the global markets. The agreement also will strengthen the role of the private sector in the economic development of the country. The trade agreement will enable Oman to lower the production process and increase the efficiency in the utilisation of the available raw materials such as oil reserves. All the products manufactured within the member countries are allowed to move freely within the member

Case study ethics Essay Example | Topics and Well Written Essays - 2500 words

Case study ethics - Essay Example on to health and safety of people, making use of stolen code, offering services for the post for which, one is not suitable and capable and production of fake test results. All these ethical problems become a cause for the death of a human being. The leadership of the company, Silicon Techtronics Inc. also took unethical and autocratic decisions due to which, the co-workers were made to take support of unethical steps in order to safe guard their jobs. The time assigned for the development of the software program was not much and in a little time, an imperfect software was developed and this imperfection was hidden from the users. This essay takes into consideration the ethical issues along with the ethical codes applicable on those issues. In addition, it also informs about the philosophical theory that could have brought a change in the results. Randy Samuels was indicted to be involved in the killing of Bart Matthews on the basis of the program that he wrote for the functioning of the arms of the robot. Bart Matthews was the robot operator in the firm. Due to the malfunctioning of the robot, Matthews was put to death. The robot moved its hands violently due to which, Matthews’ skull got damaged and he died at the spot. Randy Samuels was accused because it was analyzed that he made use of the coding language erroneously and carelessly. Randy Samuels misinterpreted the codei due to which, the robot functioned wrong. The ethical consideration that is applicable in this situation is, â€Å"You shall not claim any level of competence that you do not possess. You shall only offer to do work or provide a service that is within your professional competence.†ii When Samuel was not fully sure about his competence and experience, he should not have offered his services for programming. He should have assessed his knowledge and expertise for programming. The resulting death of Matthews indicates that Samuels had not made use of his programming before and he was not

Management, leadership and chnage - Assighnment one - Research Assignment

Management, leadership and chnage - Assighnment one - Research proposal - Assignment Example Collectively, this will illustrate that failure to manage change leads to immense failure. This report will be based on information obtained from, books, news articles, and pertinent journals, which will go a long way in reconnoitering the concept of leadership and change management. The starting point will be a comprehensive background of Nokia to understand its trajectory overtime and more particularly its leadership and significant changes that it has undergone. This shall closely be followed by a wide-ranging literature review of various sources that explicates the various leadership styles. It will then propose a methodology to be used in conducting the research and end in a brief summary. However, prior to that, we define leadership as the act of setting directions, creating and inspiring others with a vision of achieving some predetermined goals or something new. Nokia is a mobile device manufacturer initiated in1865 by Fredrick Idestam, who was at that time a mining engineer (Nokia 2009). He did a commendable job by building a ground wood pulp mill on the Tammerkoski rapids. The mill was a paper plant to tailor made paper products to the market. Fredrick established a second mill with more hydropower resource near Nokianvirta River near Edwards’s Polon’s company groups. In the year 1871, the chief executive officer employed transformation leadership by renaming and transforming the firm into a share company hence Nokia Ab found. This was to improve quality and dominate the market. From the year 1861 to 1930, Edward Polon, the founder and chairman of Board, stepped up the transformation style leading to the development of another rubber industry in Finland. The company, consequently, build a wood and cable industry where Polon made a decision of naming it Nokia where the majority of his factories were located and where progressive

Analysis And Comparison Of Diageo And Sab Miller Marketing Essay

Analysis And Comparison Of Diageo And Sab Miller Marketing Essay This case study aims to analyse, compare and contrast strategic financial management of Diageo plc and SAB Miller plc. The analysis also identifies and explores the factors which are responsible for the current financial position and development of both the companies and critically evaluate the factors involves in future growth, development and change. To evaluate the performance of each company and compare them the financial analysis tools used are SWOT, the profit impact of market strategy (PIMS) and some comparison continued thereafter. In the end there is a conclusion for taking the summary of involved companies into consideration as to which company can be concluded to be more successful. Diageo plc Diageo is known for one the of world leading manufactures in liquors market. It is manufacturer of branded beer, premium spirits and wine products. Diageo market its premium alcohol beverages in more than 180 markets around the world. Its 17 brand range comes in the top 100 premium distilled spirits brands worldwide. Diageo produces premium spirits under brands including Smirnoff, Johnnie Walker, Captain Morgan, Baileys, JB, Jose Cuervo, Tanqueray, Guinness, and Crown Royal. Diageos wine brands include Blossom Hill, Sterling, Beaulieu, Chalone, Navarro Correas, Rosenblum Cellars and Santa Rita. There are few other beer brands of the company include Harp, Smithwicks, Tusker and Red Stripe. Diageo operates in four mail markets are: Asia Pacific, Europe, International and North America. Diageo sees a revenue of  £12,958 million ($20,491.8 million) during the financial year ended June 2010 (FY2010), an increase of 5.5% over FY2009. Hence contribute to operating profit of the company to  £2,574 million ($4,070.5 million) in FY2010, an increase of 6.5% over FY2009. The net profit was  £1,629 million ($2,576.1 million) in FY2010, an increase of 1.5% over FY2009. (www.datamonitor.com) SWOT Analysis for Diageo plc Strength Adequate range of brand in premium spirits segment Due to involvement in various area of operations leads to less business Weakness Debt is a huge burden for this company The way legal procedure goes in this firm that may affect corporate image in bad manner Opportunities A great increase in demand in global spirits market Buying new companies, widen the market space and range of product as well Wine market growth also a positive sign Threats High degree of competition Very strict advertising rules Unavailability of cheaper labour SABMiller plc SABMiller is also a worlds biggest giant in liquor industries who has spanned across the six continents around the world. This company has more than 200 brands under its belt and market it across 75 countries. SABMiller operation mainly involves across producing beer and soft drinks. SABMiller offers premium beers brands such as Draft, Grolsch, Miller Genuine, Peroni Nastro Azzurro and Pilsner Urquell. It also markets a range of local brands such as Aguila, Castle, Miller Lite, Snow and Tyskie. Additionally, the company is engaged in the bottling business, and is one of the largest bottlers of Coca-Cola products. SABMillers operates in: Latin America; Europe; South Africa; Africa; Asia; and North America and headquartered in London, which employs about 70,131 people. SABMiller earned revenues of $18,020 million during the financial year ended March 2010 (FY2010), less than of 3.7% as compared to 2009. The operating profit of the company was $2,619 million in FY2010, less than of 16.8% as compared to 2009. The net profit was $1,910 million in FY2010, an increase of 1.5% over 2009. (www.datamoitor.com) SWOT Analysis for SABMiller plc Strength Top runner globally diversified brewer especially in African and Latin American countries Huge range of international and local brands Impressive cash productivity Weakness Less involvement to the Asian beer market though important player in China and India Opportunities Tie up with big retailers for distribution. Latin American acquisition to expand operations To improve the business and financials so restructuring initiatives Threats Huge competition Margins can be affected by hike in raw materials Bad perception pertaining to health in terms of beer as compared to wine PIMS (Profit Impact of Marketing Strategy) Analysis of Diageo Plc vs. SAB Miller Plc Competitive Position: Diageo is worlds top 10 premium spirit brands having volume of 55% in market and leads among each segment of beverage alcohol. Diageo focus on essential market taking that parts bigger economies in consideration. Diageo manage these markets are under four geographical areas: North America (United States and Canada), Europe (Great Britain, Ireland, Continental Europe, Iberia and Russia). The International business area comprises Latin America and the Caribbean (including Mexico), Africa and the Global Travel and Middle East business. The Asia Pacific business area comprises India, China, South Korea, Japan and other Asian markets, Australia and New Zealand. North America accounts for the largest proportion of Diageos operating profit. (www.diageo.com) C:UsersHimeshDesktopDia.PNG Source: www.diageo.com On the other hand when we compare the market share of SABMiller with that of Diageo, SABMiller operating brewing and distribution across six continents and is involves in over 55 countries. They have over 200 owned brands and six of their brands are among the top 50 in the world. In South Africa, where SAB Ltd began the year with the loss of a major premium brand to a competitor, overall volumes remained level while mainstream volumes grew satisfactorily by mid-single digits. (www.sabmiller.com) Production Structure: Diageo establishes its most of the product as world premium brands, regional brands and segmented brands. In the market the major player for Diageo is its world premium brands which are responsible for its growth. Commenting on Companys operational performance in a conference of the US analysts (2008), Chief Executive, Paul Walsh mentioned, Weve reported another year of strong organic growth, with net sales up 7% and operating profit up 9%, with free cash flow of  £1.25 billion. Our return on invested capital increased 50 basis points to 14.9%. We have returned  £1.9 billion to shareholders, with dividends of  £857 million and share buybacks of  £1 billion. And were recommending a full-year dividend per share of 34.35p, which will be up 5% on last year. (www.diageo.com) As we talk about SAB Miller, the firm grown to some US$1,978 million (2008: US$1,191 million) by simultaneously investing huge budget. This investment also improves manufacturing and selling to take full advantage of the market. Investment also increased due to the some key market currency strengthening as compared to US dollar. (www.sabmiller.com) In Morgan Stanley Conference, held in New York (2008), the company announced that they will continue to invest for growth while re-examining costs and CapEx. This includes continued investment in brands, packaging and innovation, new capacity being commissioned over coming year, cost productivity remaining a focus and re-examining all capital expenditures. (www.sabmiller.com/files/presentations) Attractiveness of the served market: Diageo long term goal aims at the continuous growth and increase shareholder value. When merger of Grand Metropolitan Public Limited Company (GrandMet) and Guinness PLC (the Guinness Group) took place Diageo was formed and simultaneously take over some companies and sold non-profit properties with the strategy of mainly focusing on premium brand. In the period from the merger in December 1997 to 30 June 2009, the group has received approximately  £10.5 billion from disposals (including  £4.3 billion from the sale of Pillsbury,  £1.9 billion from the sale of General Mills shares and  £0.7 billion from the sale of Burger King) and spent approximately  £5.6 billion on acquisitions (including  £3.7 billion in relation to certain Seagram businesses). (www.diageoreports.com) According to report of Chief Executive in the annual report (2009) of SAB Miller Group, This year has seen another strong performance with results continuing the trend of several very strong years. Adjusted earnings per share grew by 19%, bringing the compound annual growth rate over the last six years to some 20% per annum. At 143.1 US cents, our adjusted earnings per share have very nearly trebled since 2002. In the annual report of SAB Miller they have highlighted their key area of focus is to improve their routes to market both to remove costs and to ensure that the right products reach the right outlets in the right condition, accompanied by the right messages and merchandising material. Comparison of Financial Strategies of Diageo Plc and SAB Miller Plc Diageo Plc Diageo operates worldwide with its premium drinks and one of few companies who involves in beer, spirit and wine market. Diageo stood 8th of the worlds top 20 premium spirits brands on profit and business basis. Diageos produce world famous beer like Guinness, and contribute to approximately 22% of net sales while wine comes approximately 6% of Diageos net sales. Diageos size adds to low cost in production, selling and marketing. Due to this cost cutting they concentrate on cost effectiveness of the product and betterment of consumer services The most important it retains and attracts talented individuals who contribute for betterment of the strategies and increase business through organic sales hence profit as well acquisition of premium brands that valuable to the shareholders. (www.diageo .com) According to Bender and Ward (2004), if a key competitive strength of the existing business is built on the current product attributes or strong branding which have created very local customers, a strategic thrust for continued growth could be based on umbrella branding of new products with comparable attributes. From the above discussion it is clear that Diageos strategy is focused on its strength. SAB Miller Plc Within the span of 20 years SAB Miller expended its business from its base South Africa to the world, following is the list of their strategic priorities: Creating a balanced and attractive global spread of businesses: As in recent years SAB Miller acquired new companies leads to world market approach and introduced to emerging market not sticking on a particular part of the world. Few of the achievement are 7% organic volume growth and 9% group revenue growth. Developing strong, relevant brand portfolios in our local markets: Main motto to produce a good brand range that meets every consumer type and brings new improvement in terms of premiumisation, and growing demand for beer female consumers. To match with this demand a strategy is needed which tells each market dynamics and produce right range of brand for that particular market to grab the opportunity which leads to positioning of the distinct brand. Constantly raising the performance of local businesses: The greatest strength of SABMiller is operational performance. It is clearly shown by EBITA that their standard increasing day by day. At local level they are joining hand with big retailer to increase the performance. C:UsersHimeshDesktopsab.PNG Source: www.sabmiller.com Comparison of Current Position and Performance of Diageo Plc and SAB Miller Plc Diageo Plc consisted with 9% organic operating profit growth for the 30 June 2010. For 9 month span till 31 March 2010 Diageos organic net sales growth was 7% (Appendix 2), where as the growth seen in the first half on 30 June 2010. Hence no change in terms of financial position for the company. The return of cash to shareholders through the payment of dividends and the continued share buyback programme led to a reduction in net assets from  £4.2 billion at 30 June 2009 to  £3.9 billion at 31 March 2009. Paul Walsh, Chief Executive of Diageo commented: Trading in the third quarter continued in line with the first half and we are therefore maintaining our guidance for 9% organic operating profit growth for the current fiscal year. We continue to believe that the diversity and strength of our brands, the success of our marketing campaigns, our superior routes to market and our global reach will be key in delivering our performance. (Reuters, 2009) SAB Miller Plc In the year ending 30 June 2009, according to Graham Mackay, Chief Executive of SABMiller, The group recorded 1.5% growth in larger volumes. As expected organic volume performance was subdued, with larger volumes down 1.6% following the extraordinarily high growth of 13% in the prior year comparative period and reflecting lower volumes in China and the moderation of consumer spending in some markets. Group revenue growth has remained firm and financial performance in the quarter was in line with the groups expectations, although the challenging trading environment in South Africa impacted financial performance there. In the year ended 31 March 2009, the group reported US$3,639 million in adjusted pre-tax profit and revenue of US$21,410 million. (www.hemscott.com) This attitude towards good corporate governance is echoed in a statement made by Howard Davies, the chairman of the Financial Service Authority of the UK, who said in my view, investment in good corporate governance arrangements, and good regulation all those arrangements, is among the most effective and rewarding investment a developing market can make, and there are figures to prove it. (Davies, 2002) Diageo Plc vs. SAB Miller Plc Future growth and Development change Diageo Plc Looking at the current performance of Diageo Plc, they should invest to take leadership positions in every category, market and consumer occasion in which they choose to compete. They should drive brand growth by exploiting complete category participation opportunities, rather than solely focusing on individual brands within categories. Key categories include Scotch whisky, vodka and rum. In order for Diageo to grow the brand, they should ensure that they have personnel to grow. They can chose to add another brand or expand into another market segment but they need to be certain that they have a brand that they can expand upon. As mentioned by Saunders (2008) Carefully consider your existing brand. Does it evoke stability? Flavour? Health? In order to successfully expand your brand, you have to give people the same feeling they had when you first established it in the first place. Dont rush the process. Use a thesaurus to come up with like words and turn to compendiums of famous quotes and common phrases. Next step towards growth is to invest more resources into these and other brands with the best growth prospects. For this they are searching for opportunities in emerging markets. With European markets becalmed and continued economic uncertainty in the US, the emerging markets of Brazil, Russia, India and China have assumed even greater importance for Diageo. (Woodard, 2006) Though on year ending 30 June 2009, the only growth witnessed was in the top line 2% as they gained share in China and expanded in India and the markets of South East Asia. Finally, they should seek out selective acquisitions to support their brands growth. One of the key development for Diageo Plc this year is its deal with the United Spirits as United Spirit negotiates a deal with Diageo Plc for picking up a 14.9% stake. The total value of the deal works out to be around INR 18 billion. (www.businessweek.com) SAB Miller Plc SABMillers net profits climbed to 2.023 billion dollars (1.3 billion euros) in the 12 months to March 31, compared with the groups performance in 2008/09. This strong outturn to the year is particularly pleasing given the scale of the challenge we faced at its outset, with exceptional prior year comparatives, rising input costs and an increasingly competitive environment in many of our markets, SABMiller chairman Meyer Kahn said in the earnings statement. (www.uk.biz.yahoo.com) SABMiller is expected to produce a mixed bag of results with global volumes already reported to be 10% higher, led by South America, Europe and Africa/Asia, all ahead by more than 10%. The downside would be Miller in North America, which had suffered falling volumes and forecast lower earnings as higher costs like aluminium bite, analysts said. In addition, earnings growth from South Africa would be held back by the rand, which is 13 % down against the dollar from the previous year. We see the outlook statement as reassuring. The key point is SABMillers continuing confidence that it can fully offset these cost increases through price and mix improvements, said Cazenove analyst Matthew Webb. He raised his provisional earnings forecast for the year to March 2009 by 5 % to 162 %. (Reuters, 2009) The key development for SAB Miller in the current year is its decline in sales volume for the third quarter ended December 2009. The company recorded a 22% decline in the sales volume of its beer in Russia in October-December 2009 compared to the same period of 2008 due to a drop in purchases by distributors. The company sales in Europe fell 1% in the period, while global sales edged up 1%. Also, SABMiller plc may plan to make acquisitions. (www.businessweek.com) CONCLUSION According to the consolidated balance sheets (Appendix 2 3) of Diageo Plc SAB Miller Plc respectively, one can easily interpret that with an increase of revenue from last year by 14.47% for SAB Miller, gross profit has also gone up by 14% however when compared with that of Diageo Plc, it has shown an increase of only 7.53% in revenue and 7% in gross profit. From the balance sheet of both the companies it is clear that increase in the Net asset value of SAB Miller (24%) is almost double than that of Diageo Plc (12%). Diageo, under whose belt are Johnnie Walker whisky and Smirnoff vodka, fails to gain the trust of the North American and European consumer. This can be understood by as the profit without tax dipped from  £1.41bn to  £1.39bn in the first half on 31 December. There is an increase in Net sales by 3% however downfall of 2% due constant currency basis. Except from Guinness all world premium brand sales fell. SAB Miller showing great growth in world market (Appendix 1) especially in South Africa where it originated from. According to Jones (2008) British drinks giant Diageo and Dutch brewer Heineken agreed to strengthen their ties in South Africa and take on dominant domestic brewer SABMiller by building a brewery there by end-2009. Heinekens chance to expand in South Africa came in March 2007 when an International Chamber of Commerce court ruled to terminate SABMillers license to brew and distribute Heinekens Amstel beer in South Africa. Amstel dominated South Africas premium market, accounting for 9% of the national beer market and SABMiller said the license loss would cost it $80 million in annual profits. Therefore it can concluded that though looking at the current position (Appendix 1) SAB Millers performance is better than that of Diageo Plc, however it has threat from Diageo and its other competitors when we look at their upcoming acquisition strategies. Appendix 1.Share price comparison between Diageo plc, SABMiller plc and FTSE 100 C:UsersHimeshDesktopCapture.PNG Source: Yahoo UK IRELAND FINANCE In the share price chart the blue line represents SABMiller, green line Diageo and red line FTSE 100 respectively. The graph above shows share price comparison of SAB Miller plc Diageo Plc with FTSE 100 for the last 2 years. Appendix2. Consolidated Balance Sheet for Diageo plc (Source: Yahoo FINANACE) C:UsersHimeshDesktopBalance Sheet.PNG Appendix3. Consolidated Balance Sheet for SABMiller plc (Source: Yahoo FINANCE) C:UsersHimeshDesktopBalance Sheet2.PNG

Essay example --

There are over 160,000 fast food restaurant in America, according to statistic brain. Fast food is food that is prepared and served quickly, typically in a store or a restaurant with precook or preheated ingredients, then served to the customer in a carryout packaging. Everyone should think twice before consuming fast food, it’s unhealthy and bad for you. Even if it’s easy and cheap, the food isn’t prepared or taken care of properly, plus the health risk prevail over the five minutes of gratification. The global influences of the fast food industry are the causes of today’s health problems. Everywhere you go, it doesn’t matter what country you’re in there are fast food restaurants. â€Å"Fast food is now served at stadiums, airports, zoos, high schools, elementary schools, and universities, on cruise ships, trains, and airplanes, at K-marts, Walmart’s, gas stations, and even at hospital cafeterias.†(Schlosser) Fast food com panies advertise their product with flashy commercials and catchy slogans to make the public aware of their product by stating that the product is healthy and nutritious, but they don’t display how animals are kept and the chemicals that are placed into making the food. These animals compromise of calorie filled, unhealthy, chemically conditioned substances. â€Å"Over the last three decades, fast food has infiltrated every nook and canny of American society. An industry that began with a handful of modest hot dog and hamburger stands in southern California has spread to every corner of the nation, selling a board range of foods wherever paying customers may be found.†(Schlosser) The fast food industry is one of the fastest growing ones in the United States, contributing to the rise in obesity as well as in other di... ...n your food. Fast food has become part of a lifestyle, some may say tradition, and future generations wouldn’t know what life was like before fast food or without it. With the fast bound lives no one has time to sit and have a home cooked meal with family, kids don’t sit around the table and talk with their families, and of course not everyone is too busy and have better things to do. Apart from consuming fast food, fast food chains are disparaged for worker exploitation, many workers have gone on strike throughout the years, enquiring better pay and better treatment. Flashing a light on the life a fast food worker, greater percentage of fast food workers earn minimum wage than in any other American industry. The focus is on mass production rather than individual gratitude and progression. Having said all that, it comes down to one thing, you are what you eat!