David Foster Wallace’s essay Consider the Lobster -- Wallace Animal Ri

Consider the Audience The gluttonous lords of the land capture those who are unable to defend themselves, boil the captives alive, and then feast on their flesh. Could this be the plot of some new summer blockbuster? It could be, in fact, but for now we will focus on how this depiction of events compares to David Foster Wallace’s essay, â€Å"Consider the Lobster,† which starts as a review of the Maine Lobster Festival, but soon morphs into an indictment of not only the conventions of lobster preparation, but also the entire idea of having an animal killed for one’s own consumption. Wallace shows great skill in establishing ethos. In the essay, he succeeds in snaring a receptive audience by laying out a well-baited trap for an audience who was looking for something else altogether, but he ultimately fails to keep hold of much of his catch. The piece in question was written for and published in Gourmet magazine. Presumably, the readers of that publication have already made up their minds about what they like to eat. A philosophical treatise on animal rights is probably not high on their reading list. In order to suck these readers in, Wallace hides his disdain for the subject matter inside cynical and ironic language. In his opening sentence, Wallace refers to the Maine Lobster Festival as â€Å"enormous, pungent, and extremely well-marketed† (252). This is an effective turn of phrase in that each reader assigns his or her own values to those adjectives. While an optimist sees in his mind’s eye a large, aromatic party filled with revelers from all over the continent, a pessimist pictures a crowded, stinky mess which has sold out for the money. Wallace draws them both in with his careful use of language. The words â€Å"optimi... ...lace’s inability to set up enough ethos to bring the reluctant portion of his audience along on his exploration of animal-rights issues causes this to be an ineffective piece. The only readers who are interested in its points are those who already agree with them. The vast majority of readers will either tune him out once he starts using more negative and eventually desperate language, or they will get through the piece and then go have some dead animal prepared for their supper without a second thought. He skillfully guides the audience into his net through his early use of neutral language, but when he tries to draw in his catch he ends up opening a giant hole in his netting, allowing many to follow their peers back into the murky sea from whence they came. Sources Cited David Foster Wallace’s essay, â€Å"Consider the Lobster,† in Gourmet Magazine. June 2008.

Canadian Confectionery Market

Within the confectionery industry, the chewing gum segment (Standard Industrial Classification 1082) consists of establishments primarily engaged in the manufacture of chewing gum and candy gum preparations. The sugar and chocolate confectionery segment (Standard Industrial Classification 1083) consists primarily of firms engaged in caramelizing, syrup kneading, extruding, compressing, stamping or otherwise manufacturing starch goods (jelly candies of all kinds); hard sugar candy; cocoa powder; and chocolate confectionery and cooking chocolate products, unsweetened and sweetened. Introduction Prior to the mid 1980s, the confectionery sub-sector had, primarily, focussed on serving the domestic market. In 1988, less than 12% of shipments were exported, whereas imports accounted for about 24% of the domestic market (see table). However, changes in the structure and performance of the Canadian confectionery industry occurred with the global integration of economies that began to intensify in the late 1980s. These changes, stimulated by global trade liberalization, were formalized in the Canada-United States Free Trade Agreement (FTA), the North American Free Trade Agreement (NAFTA), and multilateral negotiations that led to the formation of the new World Trade Organization (WTO). The initial impetus for change came in response to escalating competition from imports (particularly European chocolates and hard candies), but the industry also became more aware of the potential for exploiting emerging export opportunities. At the same time, the domestic market was exhibiting limited growth. By 1997, exports represented about 32% of confectionery shipments. Historically, many Canadian confectionery manufacturers have faced scale disadvantages compared with American and European firms. At the same time, Canadian exporters, including subsidiary operations of multinational enterprises with product â€Å"mandates† for the U. S. market, have enjoyed a relative production-cost advantage in a key ingredient, sugar. Canadian sugar refiners are unique among those of other industrialized countries in that they purchase most of their raw sugar on the world market. Prices on the world market are normally low and are reflected in lower prices for refined sugar in Canada. Other competitiveness factors relate to global brand-ownership rights and taste differences that necessitate special formulations for the domestic market. These characteristics have helped separate the U. S. and Canadian markets to some extent. The growth of retail gourmet candy shops, such as Laura Secord in the late 1980s pointed to a new consumer trend toward purchasing high-quality, specialty products at premium prices. Many retail shops sell imported merchandise; however, domestic producers also began to supply the market for quality chocolates and their products, too, have been accepted by consumers. Overall, the confectionery industry has adapted well to the more open global trading environment through a series of rationalizations which have resulted in more efficient and specialized operations. Significance As with many other industries in the Canadian food and beverage processing sector, the manufacturing of confectionery products progressed from what was, essentially, a cottage industry in the 19th century to a modern, concentrated industry by the middle of this century. Today, confectionery manufacturing is a growing and dynamic segment of the food and beverage processing sector, representing 3-4% of the total value of shipments, number of establishments and number of employees. The confectionery industry shipped product valued at more than $1. 9 billion in 1997. About $1. billion of this was sugar and chocolate confections (25% sugar and 75% chocolate) and about $0. 37 billion was chewing gum. Value-added in confectionery manufacturing is approximately 51% of the total value of shipments, considerably higher than the food processing sector average of 36%. Structure There are 106 establishments (plants) in the sugar and chocolate industry and in the chewing gum segment, employing app roximately 10,411 people, (latest statistics, 1997). Confectionery production is located mainly in Ontario, but the industry has representation in all regions of Canada. Production facilities range in size from small, one- or two-person, seasonal operations, to large plants employing up to 1,000 people. The confectionery industry in Canada is highly concentrated. The leading eight enterprises produce close to 87% of the value of shipments. Foreign ownership of the confectionery industry is high since multi-national enterprises have a major position in the industry. An estimated 60% of industry shipments are accounted for by foreign-controlled enterprises located in Canada. Within the confectionery industry, characteristic distinctions can be made between sugar candy operations and chocolate operations. Most sugar confectionery companies are small or medium in size and produce a wide variety of products, such as hard candy, gummy bears, licorice, jujubes and toffee, as well as an assortment of hard and soft candies for specialty and novelty markets. Most chocolate operations, on the other hand, are larger and dedicated to three product categories: boxed chocolates, chocolate bars and/or seasonal novelties. Boxed or novelty chocolates are sold, primarily, as gifts for birthdays, anniversaries, Christmas, Valentine's Day and Easter. The chocolate bar market tends to be steady year-round, but is highly fragmented – a bar that can capture 4 or 5% of the market is considered successful. Gaps between the top-selling bars are measured in tenths of a share point. Packaging materials represent a significant input cost in the confectionery industry, estimated at 20% of the cost of raw materials (1998). The primary ingredients used and their approximate percentage of the overall cost of raw materials are cocoa products (20%), sugar (5%), dairy products (7%) and nuts (6%). Firms in the confectionery industry compete on the basis of brand name, advertising and promotion, specialty products, quality and cost. Because confectionery products are usually discretionary and high-impulse purchases, promotion plays a significant role in establishing brand presence in the various regional markets of Canada. In 1998, the Confectionery Manufacturers Association of Canada (CMAC) estimated that advertising and trade-promotion costs for its member companies totalled $55 million, or 2. 6% of sales. In years when there are many new product launches, confectionery firms spend more on advertising and promotion. In 1997, for example, advertising expenditures for CMAC firms were $57 million. The chocolate and chewing gum components of the confectionery sub-sector tend to be more highly brand-sensitive and advertising-oriented than the sugar confectionery component. The medium- and large-sized firms in the confectionery industry are generally considered to be capital-intensive, technologically modern and efficient. Entry into the sub-sector, however, can be gained by firms with low levels of technical sophistication. Smaller firms making niche products often use older equipment and run labor-intensive operations because they do not have sufficient sales volumes to warrant investment in some of the newer, high-speed, high-capacity machinery. Performance Performance in the confectionery industry is influenced by a number of factors, including market conditions that compromise the ability to maintain high rates of capacity utilization, competition from imports, the fluctuating cost of some imported raw materials, the value of the Canadian dollar and brand name rivalry. Throughout the 1990s, as part of its adaptation to various international trade agreements, the confectionery manufacturing industry has continued to undergo rationalization while making needed investment, particularly in new machinery and equipment ($105 million in 1997). The number of manufacturing establishments decreased from 110 in 1988 to 87 in 1994, but rose again to 106 in 1997. Commensurate with plant rationalization, the value of confectionery shipments increased 24% between 1992 and 1997. (see Figure 1) Correspondingly, employment increased by about 5% between 1992 and 1997. During the same period, labor productivity, measured by real sales per employee, also improved substantially, rising about 24%. Approximately 32% of the growth in shipments was attributable to exports, which increased 390% between 1988 and 1997. Figure 1. Total Shipments and Employment, 1988-1997 In 1997, $599 million in confectionery shipments were exported (Figure 2). Ninety-five percent of exports go to the U. S. A significant part of Canadian international trade relates to product mandates achieved by Canadian operations of multinational enterprises headquartered in the U. S. Canada's confectionery exports comprise about 69% chocolate, 27% candy and 4% gum, by value. In 1998, 95% of Canada's sugar candy and chocolate exports went to the U. S. and about 5% to Japan, Australia, Mexico, the U. K. Hong Kong, the Philippines and South Korea. Figure 2. Imports, Exports and Domestic Shipments, 1997 The majority of chewing gum exports (83%) also go to the U. S. , based on multinational corporate trade. However, the U. K. , Chile, Belgium, France, Japan, Australia, Hong Kong, the Netherlands and South Korea represent other export markets for chewing gum, each accounting for roughly 1-3% of exports in this category. In 1997, Canad a imported about $766 million in confectionery products; this comprised $742 million in sugar and chocolate confectionery products and $23. million in chewing gum (Figure 2). Canada's confectionery imports are made up of approximately 74% chocolate, 23% candy and 3% gum, by value. About 54% of sugar and chocolate confectionery imports are from the U. S. , a further 46% from the U. K. , Germany and Italy. A good deal of this trade is in branded products that are globally recognized. These goods are imported by brokers or retailers, or directly by Canadian-based operations of multinationals to round out their product lines in the Canadian market. In the chewing gum category, approximately 60% of imports are from the U. S. , about 40% from Mexico, Brazil and Japan. The confectionery industry's export orientation increased from 12% of factory shipments in 1988 to 32% in 1997, while import penetration increased from 24% of the domestic market to 37% during the same period. Overall, the negative trade balance, measured in current dollars, has changed dramatically since 1988, from a negative trade balance of $166 million in 1988 to $0. 1 million in 1999 (see table on page 11). Figure 3 also indicates that the gap between exports and imports narrowed significantly in 1998 and 1999. Figure 3. Trade Performance, 1988-1999 It is estimated that the confectionery industry operates at about 75% of full production capacity. This is partly because, in some segments of the industry, specialized equipment is only used for seasonal product lines. While the rates of capacity utilization may vary among countries, the same impediments are faced in varying degrees by all global competitors. In the late 1980s and early 1990s, two confectionery firms in Canada made significant investments in new plants. Generally, investment in buildings and construction has been less intensive since then. In the sugar and chocolate segment, consistent with cost-cutting and rationalization efforts, gross margins (value-added less wages) rose steadily from an average of 37% in 1988 to 41% in 1992, but by 1997 declined to 37% (margins in the chewing segment are somewhat higher). In 1995, confectionery companies engaged in fierce rivalry for market share – many promotional deals were evident in reduced prices at the retail level. Nevertheless, gross margins in both the chewing gum and the sugar and chocolate confectionery segments are higher than in the food and beverage processing sector overall (27% in 1997). Figure 4. Capital Investment, 1992-1997 Profits tend to be higher in the sugar confectionery industry than in the chocolate industry. Return on sales in the chocolate bar industry in Canada is less than that in the U. S. and U. K. , for example. Canada is the only country in which the four major multinational chocolate bar companies, all essentially equal in size, co-exist in the same market. The intensely competitive market conditions caused by this unique situation keep profits low. In recent years, the confectionery industry has demonstrated significant real growth in shipments, employment and productivity since 1988. Furthermore, sustained growth in exports is an encouraging sign that Canadian firms can compete in the global market. Issues, Challenges and Opportunities – Toward the Next Century As the confectionery industry adjusts to market drivers, such as globalization, demographic changes and general economic conditions, it must address a number of issues to remain viable and enhance its competitiveness in both domestic and international markets. Functioning within a globalized environment Globalization is an economic phenomenon driven by a range of influences, including the development of more efficient means of transporting goods, the internationalization of food product demand, the establishment of information networks that facilitate trade in goods, services and capital, and a more international perspective in marketing and investment activities by industry. To a great extent, globalization has already reshaped the structure and attitude of the Canadian confectionery sub-sector, as noted earlier. However, many issues must be addressed to keep pace with change. Cost and competitiveness Confectionery companies in Canada are in a somewhat unique position among food processors in that they use only small quantities of Canadian agricultural inputs (other than dairy). Production costs in the confectionery sub-sector are sensitive to even small increases in world sugar, cocoa, raisin or nut prices. The prices of these globally traded commodities are often volatile. When prices increase significantly, processors have no easy way of passing them along to consumers while retaining their traditional share of the snack market. Canadian firms that export products are less competitive when world commodity prices, particularly for sugar, rise. Generally, Canadian confectionery manufacturers enjoy a cost advantage over American manufacturers when they export to the U. S. The U. S. maintains a high domestic price for sugar, while Canadian processors derive a significant benefit from their ability to purchase refined sugar at world prices, which are normally about 25-30% lower. Some of this benefit is, however, offset by transportation costs incurred by Canadian firms in getting their products to the U. S. market. The playing field is levelled for U. S. processors that export their products (to Canada). Refined sugar at the world price is available to U. S. industrial sugar users under the U. S. Sugar Re-Export Program. Canada and the U. S. had a difference of view over the validity of the application of this program to Canada because of conditions that were negotiated under the NAFTA. However, an agreement (effective October 1, 1997) was reached which took into account Canada's concerns about the substantial U. S. reductions in market access for sugar and sugar-containing products when the U. S. implemented its WTO commitments in 1995. In return, Canada agreed not to pursue NAFTA dispute settlement procedures with respect to the U. S. Sugar Re-Export Program, but will monitor the use of the program in Canada for changes that may have an impact on Canadian interests. For confectioners making chocolate, another important competitiveness issue is the price of dairy ingredients. Canadian dairy prices are considerably higher than those in most other developed countries. Until recently, this situation put milk-chocolate producers at a cost disadvantage relative to imports. Competitive dairy prices have now been negotiated with the Canadian Dairy Commission for confectionery products destined for both domestic and export markets. It is hoped that this initiative will encourage investment in the construction of new facilities in Canada for manufacturing milk-chocolate ingredients such as chocolate crumb, which are now predominantly imported. Managing costs and other factors related to competitiveness, as well as taking advantage of export opportunities, are often easier for larger companies than for smaller ones. Larger firms are more adept at purchasing commodity ingredients and can afford to dedicate personnel to monitoring markets from which they purchase in large volumes. For small- and medium-sized confectionery companies, managing ingredient costs, competing with branded products and gaining access to high-caliber distribution channels are often the toughest hurdles to overcome. Access to a large number of retail locations is a key advantage of global firms. Their distribution networks can carry many related products to both central and outlying stores. Some high-quality chocolate and novelty products are sold, primarily, at a few special times during the year. Managing production, full-time employees, inventory, marketing and cash flow (on a yearly basis) can thus be particularly challenging, especially for smaller firms. Finally, participating in the export market is often a more difficult option for smaller firms, which face high entrance costs associated with advertising to establish brands, finding brokers and distributors and dealing with the risks involved in selling a product under special credit arrangements. Regulations There are two major issues that have been raised by the confectionery industry as concerns. One, which affects the relative cost of confectionery and other snacks, relates to the federal Goods and Services Tax (GST). This tax applies to all single-serving snack products sold at retail. However, for multi-serving packages, the GST applies to confectionery products but not competing snack foods like cookies and donuts. This continues to be a serious concern of confectionery manufacturers. The confectionery and snack market is highly competitive and the industry contends that even small price differences â€Å"make† or â€Å"break† the consumer's choice. The equitable enforcement of Canadian labelling requirements on products that fall under the Consumer Packaging and Labelling Act and Food and Drugs Act is another issue of concern to confectionery manufacturers. The industry continues to view the problem of mislabelled imports as a threat to its overall competitiveness because firms that do not comply do not incur substantial labelling costs. Technology and innovation As with most segments of the food and beverage processing sector, technology is an issue that is extremely important to confectionery manufacturers. Most firms are well informed of international developments in processing equipment through industry journals or attendance at trade shows. The vast majority of new technology is available off the shelf, usually from machinery manufacturers in Germany and the U. S. Proprietary process improvements, new product formulations and ingredient improvements occur regularly, especially within larger multinationals. These advancements are often shared with Canadian subsidiaries. The manufacture of confectionery products can be highly technical, requiring considerable understanding of food technology, including hardware (processing machinery and computers), software and formulation technology. Technical know-how is required to integrate these elements in an effective production system that is efficient and results in a high-quality, innovative product. Artificial sweeteners and natural flavouring systems are fields in which technology advances at a rapid pace. Sugar-free confectionery is one of the fastest-growing market categories. Although still most popular in chewing gum products and mints, the trend is also growing somewhat toward sugar-free hard candies, as well as sugar- and fat-reduced chocolate products. Sugar-free gum now has a majority share of the chewing gum market. Candies are more difficult to manufacture in sugar-free form because sugar itself is the primary bulking ingredient. Chocolate products, which have both sugar and fat as main ingredients, are also difficult to manufacture in reduced-sugar or reduced-fat form without sacrificing quality and taste. New ingredients are key drivers in the innovation of sugar-free and fat-reduced confectionery formulations. While regulatory approvals for new ingredients can take time to obtain, many ingredients, particularly those for use in the manufacture of sugar-free candies, have been approved and are currently in use. Examples include low-calorie bulking agents, polyol sweeteners and high-intensity sweeteners. Investments We do not have a subject on â€Å"Investments†, our apologies. Employment We do not have a subject on â€Å"Employment†, our apologies. Capturing New Markets Opportunities in the domestic market The real value of the Canadian market for confectionery products rose approximately 24% between 1992 and 1997. In 1997, the average Canadian spent about $60 on confectionery items, purchasing about 10. 3 kg of products (6. 7 kg of chocolate, 2. 9 kg of candy and . 68 kg of other confectionery products, such as chewing gum). The chocolate category has shown the strongest performance in that period, growing from $1. 1 billion in 1993 to $1. 4 billion in 1997. The chocolate category is by far the largest category, over three times larger than the second largest category, sugar confectionery and nearly four times larger than the gum category. Consumer preferences are changing. Children nowadays have more disposable income. They like licensed products and interactive toys that are sold together with confectionery. Consumers are more indulgent and are willing to pay more. Baby boomers in particular want quality over quantity. Opportunities in international markets There are opportunities for firms to gain market share in response to changing consumer demands. The U. S. market continues to present opportunities for the confectionery industry. In 1997, U. S. per-capita consumption of confectionery products reached 12. kg, representing a . 8% increase over the previous year. A tariff-free environment and lower sugar costs help Canadian products compete in the U. S. market, particularly in the large urban markets close to the Canada-U. S. border, where distance and resulting transportation costs are less of a factor. Opportunities also still exist in the mature Western European market for confectionery products, where gum is th e fastest growing category. In 1998, the market for confectionery products in Asia-Pacific declined from $16. 5 billion in 1996 to $12. 9 billion in 1998. Japan and Australia are currently the two biggest markets, but the highest growth potential is expected in China. Medium-term growth in the Asian region is expected to be about 5-8% a year. Double-digit growth is expected in Indonesia, South Korea, Thailand, Taiwan and China. Although massive in population and geographic size, the Asia-Pacific region has the smallest confectionery market of the world's three major regions. To succeed in the Asian marketplace, manufacturers may have to adapt their products to taste preferences and other consumer demands. For example, natural colours and flavours in hard and soft candies are popular with Asian consumers. Market growth has been stilted by the prevailing negative economic conditions in the Pacific Rim, especially the recessed economies of South Korea, Japan, Singapore and Indonesia. There were, however, two success stories in Asia-Pacific confectionery between 1994-1998. Both China and Vietnam experienced double digit growth. China's overall confectionery market grew from roughly $1. 7 billion to nearly $3. 0 billion from 1994 to 1998. The Chinese market, because of its sheer size, is becoming an increasingly important opportunity for Western confectionery products. Although per-capita consumption is still considerably lower than in Western countries, imports of confectionery products to China have increased dramatically in recent years, in relation to the growing disposable incomes and a general attraction to products that reflect Western culture. There is good potential for high-quality products. Brand image is important and there are opportunities for the establishment of new brands. Currently, retail distribution in China is inefficient because of a poorly developed system of roads, rail, telecommunications and refrigeration. Recently, however, there have been moves to allow commercial distributors (which have economies of scale and various subsidies), to compete with state operations. The distribution sector is thus starting to become more market-oriented and efficient. Manufacturers and importers are working together to set up their own networks, whereby they appoint a certain company to act as their sole distributor in a particular region. Exporters can penetrate the Chinese market by setting up a local office or by using the services of an agent in Hong Kong for advice on product positioning, navigating through the regulatory environment and bureaucracy, and avoiding misunderstandings due to cultural differences. Another important market in the region is Vietnam, whose overall confectionery market grew from $28 million in 1994 to $53 million in 1998. Consumption growth rates have been high especially in the chocolate category. Rising incomes and increased trade prospects under a potentially expanded NAFTA make Latin America another attractive market for confectionery products. There are notable growth opportunities in the Brazilian market for chocolate, the Chilean market for sugar confectionery and the Colombian market for chewing gum. Geographically, Brazil is the third largest country in the Americas, after Canada and the U. S. , and has the second largest population (160 million). Recent positive trends for business include economic stability, reduced inflation, privatization and freer trade. As the Brazilian economy moves forward, consumer demand for value-added products, including confectionery, is growing. The Brazilian chocolate products market is the largest and most dynamic in Latin America, and the sixth largest in the world, worth more than U. S. $4. 7 billion in 1998. The overall value of the Brazilian market is second only to the U. S. in North and South America. Challenges There are a number of challenges facing the confectionery industry in Canada if it is to continue growing, enhancing its competitiveness and taking advantage of new market opportunities. Multinational enterprises are expected to continue to have an increasingly important role. These firms establish a benchmark or standard against which smaller firms measure their success, both in relation to their ability to reduce costs and meet changing market requirements. Multinationals operating in Canada will have the challenge of maintaining or expanding their product mandates (mostly North American) within their corporate structures and seeking new export opportunities. Like all food processors, this industry is assessing how to deal with the emergence of E-commerce. The confectionery industry will have to determine if it can effectively use this medium to increase efficiencies through business-to-business solutions and the development of web-based marketing strategies. For small- and medium-sized enterprises, the challenge will be to exploit opportunities, particularly in areas where multinationals are not competitive and where flexibility and sensitivity to regional tastes may be important factors. Access to investment and the capital needed for technology and product development, as well as the ability to enter into strategic alliances (e. . , with other confectioners or distributors) in developing export markets will also be a challenge for these firms. More general challenges for the confectionery industry include: * developing a regulatory framework consistent with globalization (e. g. , working with government to address the issue of enforcing Canadian labelling requirements equally on domestic and imported products, and harmonizing standa rds with Canada's major trading partners); and * enhancing competitiveness through: * supply chain management (e. g. working with government and the dairy industry to ensure that the Special Milk Class Permit System for confectionery manufacturers keeps dairy input prices competitive); * fostering new product innovation (e. g. , sugar-free, low-fat and natural-flavouring technologies); and * enhancing technical, export and marketing skills. Industry Association Confectionery Manufacturers Association of Canada 885 Don Mills Road, Suite 301 Don Mills, Ontario M3C 1V9 Tel: 416-510-8034 Fax: 416-510-8044 E-mail: [email  protected] ca Agriculture and Agri-Food Canada Contact Bill Goodman Food Bureau Agriculture and Agri-Food Canada 930 Carling Avenue Ottawa, Ontario K1A 0C5 Telephone: 613-759-7548 Facsimile: 613-759-7480 E-mail: bill. [email  protected] gc. ca The Canadian Confectionery Industry SIC 1082/83, 1988-96: The Canadian Confectionery Industry http://www4. agr. gc. ca/AAFC-AAC/display-afficher. do? id=1171977485451&lang=eng Sample 2: http://www. canada. com/vancouversun/news/business/story. html? id=5f3e5232-fcad-4e6b-8c7f-1d62cb5dadd1 Chocolate market goes high-end OTTAWA — Last year, Gatineau chocolatier Gaetan Tessier turned 250 kilograms of raw, pure chocolate into delectable, high-end Easter treats. March 21, 2008Be the first to post a comment OTTAWA — Last year, Gatineau chocolatier Gaetan Tessier turned 250 kilograms of raw, pure chocolate into delectable, high-end Easter treats. This year, he figures he’ll be going through about three times that amount of chocolate, so strong is demand. â€Å"I’m afraid of running out,† he says. Chocolate has for decades been associated with Easter. But Easter chocolate is not just about creme-filled eggs and moulded bunnies anymore. Fancy chocolate confections aimed at adults represent a growing, and lucrative, market. The chocolate Easter bunnies are all still there (at least until their ears get nibbled off on Sunday), but all around the world, companies have realized there’s money to be made selling chocolate to adults year-round. Earlier this month, for example, international chocolate giant Nestle announced it was investing $20 million in a research centre in Switzerland that will develop new products to meet anticipated growth in demand for luxury and premium confections. Nestle said the $3. 7-billion market for luxury chocolate expanded by eight per cent annually between 2004 and 2006. The company added that it valued the potential premium chocolate market at about $14 billion and that it expects markets for luxury and premium chocolate to increase by more than 10 per cent in the next new years. â€Å"Premium chocolate continues to grow,† said Joan Steuer, the U. S. -based founder of founded Chocolate Marketing, LLC, a consulting firm specializing in the chocolate industry. Steuer says there are two sides to the growth. On the one hand, there’s the chocolate confections themselves — fancy artisan chocolates such as those produced by Tessier’s company, ChocoMotive. And then there’s there’s packaging. Steuer says she’s seeing chocolate confections being sold in â€Å"exquisite† packages that â€Å"push the envelope on pricing. † Steuer says the Easter holiday offers one example of how the chocolate market is becoming more adult-oriented. â€Å"I’ve seen a lot of really neat premium packaging that seems to be adult-oriented for Easter,† she said. But the fancy packaging is optional — people are more likely to buy it if the chocolate is a gift. A large part of the adult chocolate market is aimed at people who just want to indulge. It’s an accessible luxury item,† said Steuer, adding that chocolate is also a comfort food. â€Å"And targeting adults with some of these confections is really about the ‘time out,’ ‘escape,’ and ‘reward for me’ market,† she said. Tessier, a well-established chef and teacher based in Buckingham, Que. , said he’d been hearing for years that the Ottawa-Gatineau high-end chocolate market was under-served. His original intention was to create chocolate confections for bakeries, restaurants, hotels and pastry shops, but he figured he should have a retail outlet as well. He opened a first retail counter in Montebello, Que. , and demand led him to open a second counter in Gatineau last year. Now, he says, clients are urging him to set up shop in Ottawa, too. Tessier says he’s surprised not only by the demand, but also by how interested consumers are in the product. ChocoMotive uses fair trade chocolate from the La Siembra co-op. When he started out, Tessier said he thought fair trade chocolate would be a fad. Instead, it’s become such a hit that he stopped using regular chocolate. He said consumers are looking for high-end fair trade and organic products. From a macro point of view, there are some clouds on the horizon for chocolate, as there are for many agricultural commodities. All around the world, agricultural commodity prices are going up. That’s because of increasing global demand for food (people in newly industrializing countries are richer and are therefore eating better) and because more and more cropland is being used to grow biofuels instead of food. Cocoa prices, for example, have risen by 34 per cent in the last year. So have prices for such things as sugar and of course oil, which is used in transportation. Tessier says that so far, rising commodity price have not affected him greatly. He gets 100 pralines out of a kilo of chocolate, so even if the kilo costs more, the increase is spread broadly. Still, he says, not everyone is willing to pay premium prices for chocolate confections. He says he still has to explain why his treats cost so much more than, say, a moulded milk chocolate SpongeBob SquarePants at the local drug store. Tessier figures about half of his customers are regulars, coming back month after month for a chocolate fix. People come into the shop and they become like children,† said Tessier, adding that he’s had people ask â€Å"What can I get for $10? † in the same way a kid in a candy store might ask â€Å"What can I get for 50 cents? † Canwest News Service  © (c) CanWest MediaWorks Publications Inc. http://companycheck. co. uk/company/00650747 Godiva data Employee 2200 https://www. sochoklat. com/difference. asp http://www. oppapers. com/es says/Case-Study-Roger-s-Chocolates/373894? read_essay http://www. allfreeessays. com/essays/Rogers-Chocolate-Case-Study/218642. html

Cyber Warfare - Free Essay Example

Sample details Pages: 3 Words: 795 Downloads: 9 Date added: 2017/09/13 Category Technology Essay Topics: Cyber Security Essay War Essay Did you like this example? Cyber-war, the use of computers and the internet in conducting warfare in cyberspace, has been introduced as both an effective offense and defense towards modern warfare. Presently many countries have developed a policy towards cyber-warfare. The US, although a strong influence to the world, has yet to step up and create an effective policy towards warfare. One that should state what the military would do to respond to a cyber-attack, what defines a cyber-attack and what the government will do to take effective measures against a catastrophic attack. Along with that, what advantages does this new type of warfare have against modern warfare and is it worth the massive amounts of training and investments. Also, in what circumstances should a cyber-attack be used? The US should come forth with an efficient policy discussing the matter directly and including its future uses of cyber-intelligence. Presently, cyber-attacks are uncommon; however they still pose a risk in the futu re of war and security of a nation. Every country should take measures in ensuring they will be ready for an attack. Because of this extraordinary hazard, the US should make considerable ventures in organizing methods to secure itself and its nation against it. Three cyber security experts say, â€Å"US policies toward defending against cyber-warfare need to take a different approach than the government has against other forms of attack. † It would be difficult for the US to have a fight in cyber-warfare as it is â€Å"difficult to identify attackers, especially when some nations appear to be sponsoring private attackers. † If the US were to follow other nations with using private assailants, other nations could possibly see this as unethical and even malicious. As a nation, the US is presented as the country some look up to. Its image has to stay clean, or it could cause uproar with other nations. One problem that not only the US but other countries face is that there is no strict definition of a cyber-attack. Martin Libicki, a senior management scientist specializing in cyber-security said, â€Å"One problem with a cyber-warfare policy is the lack of definition of what constitutes an act of cyber war, there’s no line separating what constitutes a simple cyber-attack from cyber-war. He also added, â€Å"with no definitions in place, it’s hard to have a public debate about what the US government’s cyber warfare policy should be. † The US, among other nations in the UN, should come together and discuss the issues faced with defining a cyber-attack and what would be an acceptable response towards an attack. â€Å"Article 51 of the UN charter states that a country has the right to engage in self-defense when it suffers an armed attack,† made effective in 1945, it did not create clear classifications to cyber-attacks. Not doing anything about the dilemma has its consequences. â€Å"In December 2008, there was a cyber-attack on a U. S. military classified computer network. The attack led the Pentagon to ban the use of external hardware devices because that was the source of the breach. Although it is not publicly known if this attack was â€Å"state sponsored,† media reports attributed the attack to either the government of China or Russia. Regardless of who perpetrated the attack, there was little that the U. S. could do to respond. Had the US had the knowledge to investigate the attack further, it could have traced the attack and find the perpetrator. â€Å"The U. N. should not wait for a cyber-attack of epic proportions – on par with 9/11 – to mobilize the international community,† as it is possible that an extreme cyber-attack could be more devastating than a traditional one. An attack like that could â€Å"shutdown the target’s government and ruin its economy. As a result of the interdependence of the world economy, the cascading affect would be felt worldwide. â€Å"Warfare must be viewed in a new way because the old definitions and framework are impermissibly limited. First, we must derive a definition to determine when a cyber-attack is an act of war. Second, we need a broad definition of whom (including individuals, nations and groups) can be held accountable for such acts. † With masses at stake, it would be illogical to disregard this issue and not invest in a higher intelligence. Modern warfare, strongly associated with guns, bombs and tanks, causes many deaths and large amounts of money put forth to succeed. Cyber-warfare can easily become the next modern warfare, causing less deaths and violence. Even though the effects of an attack could be more catastrophic than what we are currently experiencing today, the reverse effects even it out. Using this cyber-intelligence could prevent many attacks from happening, both traditional and cyber. All we need is a stronger devotion towards the subject and more fo cus towards a greater peace amongst the world. Don’t waste time! Our writers will create an original "Cyber Warfare" essay for you Create order

Cub A Very Amazing Country With An Interesting Culture And...

Cuba Cuba is a very amazing country with an interesting culture and history. The island of Cuba was discovered by Columbus in 1492 and was claimed for the Kingdom of Spain. When Columbus discovered Cuba, he actually thought he was in India. The Cuban Revolution took place in 1959. This led to the downfall of the regime of General Fulgencio Batista. The Revolution refers to the social and economic programs implemented by the new government and the execution of the Marxist policies. Fidel Castro would become the Prime Minister of Cuba in 1959 after many, long, hard fought battles. He was one of the key players in leading the Cuban Revolution to success. Home to nearly 11 million people, Cuba has a mixed population, with 1% Chinese, 11%†¦show more content†¦The current capital of Cuba is Havana. Cuba is famous for its beautiful beaches. This is one of the most popular forms of tourism in Cuba. The coastlines have soft white sand and the water is an electrifying blue color. They are also known for their coral reefs and cays. There are no plants or animals in Cuba that are poisonous or lethal to humans. The official flower is the Butterfly Jasmine, while the national bird is Tocororo. The official tree is the Royal Palm. The best time to visit the island is from the month of November to April. Cuba enjoys a tropical climate, meaning the weather is hot and humid throughout the year. Tourists should avoid visiting during the rainy season, and also it is occasionally hit by hurricanes, as it does lie in the hurricane belt. Cuba’s main religion is Roman Catholic. Another common religion is Santeria, which is a mixture of Yoruba religion of the African slaves, and the Native Americans. Membership in Protestant churches is about 5%. For the past forty years, education has been a top priority for the Cuban government. Cuba keeps a student to teacher ratio of 12 to 1. Teachers are very active in their communities. They build strong relationships with parents and the families to enhance the learning process. Equal opportunity for a high quality education for all students is a key factor in the success of their education. Many schools open at 6:30 am and close at 6:30 pm,

Kid s Gardening Classes For Summer 2008 - 1788 Words

Kid s Gardening Classes for Summer 2008 are the perfect solution for an adventure for the young gardener in your home. Summer Camp for the Young Horticulturist is a great opportunity for kids to join their peers who also enjoy working in the garden and cultivating new life through growing plants. Having the ability to grow something is a special talent and kids with Green Thumbs know well the fulfillment of watching a plant grow from a seedling to a full-fledged plant. The Kid s Gardening Classes for Summer 2008 provides a unique environment among others who love and enjoy the art of gardening under the tutelage of an experienced gardener. The Kid s Gardening Classes for Summer 2008 will be held June 23rd through 27th between the hours of 9:00AM and 12:00PM. This particular class is designed for children between the grades pf 2nd to 4th. The fee for attendance in the Kid s Gardening Classes for Summer 2008 is $150.00 per child. The Kid s Gardening Classes for Summer 2008 include a well- rounded curriculum including learning to grow fruits, vegetables and flowering plants. Campers learn all the basics of gardening including learning about the life cycle of nature. Other important aspects learned in the Kid s Gardening Classes for Summer 2008 include learning about nutrition as it pertains to fresh vegetables. Other learning aspects of the Kid s Gardening Classes for Summer 2008 include campers learning how to start a raised garden bag, working with organic pestShow MoreRelatedUAE Consumer Lifestyle Analysis42818 Words   |  172 PagesAmongst UAE Consumers 3 Generation of Newly Thrifty UAE Consumers 3 Rental Rates Plummet Across the Uae, Adding To Consumer Disposable Income 4 Environmentally Friendly Consumers on the Rise in UAE 5 Consumer Segmentation 6 Babies and Infants 6 Kids 7 Tweenagers 7 Teens 8 Twenty-somethings 10 Thirty-somethings 10 Middle-aged Adults 11 Older Population 12 Table 1 Consumer Segmentation: 2005-2009 12 Table 2 Consumer Segmentation: 2010-2020 13 People 13 Population 13 Marital Status 14 Read MoreAccounting 1-4 Chapter100452 Words   |  402 Pagespersonal legal liability: Corporation. Tax advantages: Sole proprietorship and partnership. Easier to transfer ownership: Corporation. Action Plan †¢ Know which organizational form best matches the business type, size, and preferences of the owner(s). Action Plans give you tips about how to approach the problem. Related exercise material: BE1-1 and Do it! 1-1. Users and Uses of Financial Information The purpose of financial information is to provide inputs for decision making. AccountingRead MoreExploring Corporate Strategy - Case164366 Words   |  658 Pageselectronic music of the gay clubs of Chicago and New York. The new style had been picked up by British DJs in Ibiza, who combined it with the drug Ecstasy to create a new ‘blissed-out’ sound. Dance music arrived in the UK during 1988, the so-called ‘Second Summer of Love’, strongly associated with recreational drugs. By the early 1990s, drug-dealing in its most ugly sense had become part of the dance culture. Palumbo recalled: When I came into this business, with my bonuses and my nice City suits, I was completely

Thomson (Easysource) Development of an E-Procurement System Free Essays

What business is the organization in? Thomson is a French company, created in 1883, whose headquarters are in Issy les Moulineaux, near Paris. It is specialized in the conception and the manufacturing of digital images and videos systems. The company developed itself in the world to be present in different countries, such as Italy, India, China, Spain, USA, Belgium and UK. We will write a custom essay sample on Thomson (Easysource) : Development of an E-Procurement System or any similar topic only for you Order Now It has about 73 000 employees dispatched over 230 sites, including more than 60 factories. Its sites are distributed around 10 countries but the company sells its goods and services to 100 countries. We can also notice that Thomson is a real leader in the innovation system, as it owns 35 000 patents worldwide representing around 6 000 inventions. The group sells its products and services through 4 major brands which are Thomson, RCA, Grass Valley and Technicolor. The 2 last brands allowed the company to take advantage of the digital technology’s global transition In the late 80s and the early 90s, Thomson was dedicated to Electronic oriented activities for both everyone and activities oriented to professional. After different plans of restructuration and reorganization, in 1997, Thomson decided to focus on the production of key components and electronic products (representing about 98% of its turnover). Since 2000, the company opens to the Medias and entertainment industry focusing on creation, management and content distribution. Thomson’s aim is about becoming a leading worldwide group of integrated solutions for media and entertainment industries. In order to gather this goal, Thomson decided to turn to e-procurement in 2001. What products are bought via e-procurement? In order to well understand the company we are going to develop the main purchases operated by the group. We have the production purchases (such as the electronic components, material and so one), that represents 70% of the total purchases. Then, we have the non-production purchases (maintenance, transportation and so one). Thomson developed its e-procurement system, with EasySource, around this second kind of purchases. Indeed, non- production purchases are divided as follow: oNon-production purchases outside EasySource: Licenses, Guarantees, Customer Marketing, Other. Non-production purchases inside EasySource: oTransport, oEnergy, oSoftware, oIT and Telecoms, oProperty and tenant services, oExternal services, oMarketing, communication and advertising, oManufacturing supply, oInvestment, oTravel oOther So, those non-production purchases are items that are difficult to manage for companies as they are really diversified and need to be well analyzed. As a consequence they are very co stly as they need competent people to deal with them and quite a lot of people due to their diversification. That is why Thomson has recourse to e-procurement with EasySource for such purchases What savings were realized? The following shows that the solution at its completion should bring 150 million of euros: EasySource allows Thomson to save around 80 million per year. First, we can look at the following table showing us a few results from before and after the use of EasySource by Thomson: â€Å" Before EasySourceAfter EasySource Active suppliers per buyer10050 Percentage of active suppliers approved by the State10,0%100,0% Percentage of purchases generated with small suppliers40,0%10,0% Percentage of transactions via e-commerce3,0%60,0% Percentage of purchases under agreements50,0%95,0% Number of suppliers for indirect purchases360007000 % of indirect suppliers which represent 90% of the total amount of purchases30,0%10,0% † Such data easily show us the great impact that Easysource had on the company. For example the number of active supplier per buyer was divided by 2. Moreover, Transactions via e-commerce went up from 3% to 60%. E-commerce is much more profitable to company as it cost much less than traditional commerce. How were those savings realized? By implementing EasySource, Thomson developed a unique centralized tool for every user that brings important savings for the company. There are 3 main points that explain how those saving were realized. The first one is the control of the purchase condition. Indeed, it is easier to explain et order exactly what you want, avoiding mistakes. You can also negotiate ask to different suppliers and see which one offer you the best program. Then, you have a global improvement of the running. As everything is taking place on a unique platform, it is easier to make sure for example that you can have what needed or to compare the products through different suppliers. Finally, last but not least, the system allows the improvement of the productivity such as the reduction of the number of suppliers. And it make it easier to change of suppliers when findings others more profitable. EasySource was first develop in 2001 and followed 3 steps. The â€Å"Pilot phase† was quick as it wanted to show that the concept was realistic and would bring many advantages to the company. It was also to see and learn how he system worked. So, Thomson developed the process on 3 key areas (Asia, Europe and America) and enrolled the 10 major suppliers of each of those areas. The second phase was the â€Å"large-scale deployment phase† aiming to develop the solution worldwide. It lead 3 stages at the same time : implementing he concept on 110 sites, massive enrollment of the suppliers while rationalizing and focusing on ad hoc purchasing rather than catalogue purchasing. Finally, the last step was â€Å"the capitalization and user adoption phase† that allow EasySource to become today the common and unique solution for non-production purchases. For this final stage the main point was to convince everyone to use EasySource for their transactions and to improve the use rate per family of product. To conclude all those points allow a better understanding and following of the purchases. In other words, it means a gain about money through the reduction of management costs and the negotiation and validation processes What problems occurred during the implementation process? The major problem faced by the company, while implementing the process, was to catalogue all the suppliers. Indeed, the suppliers for non-production purchases are numerous and complex due to the large panel of family products. Then another problem that occurred was the access to the networks and to Internet. It might was already present on some areas, but it was also needed all over the world where the company is present. So, Thomson had to modernize its network infrastructures, as it was the first trial of some intranet database for the group. Thomson also add to inform both its workforce, suppliers and buyer to its new system. This problem was easily compensated thanks to a strong communication strategy and a real effort to get the portal o be easily used and understood by its users. How to cite Thomson (Easysource) : Development of an E-Procurement System, Papers

Pages book review free essay sample

Common Sense, and the Turning Point to American Independence. Running Press. Philadelphia, Pennsylvania. 2003. Imagine having a front row seat, or better yet, a hand in what Is considered to be the one of the greatest moments In history. Scott Lull Is able to provide his audience that experience through his written account of the spectacular events that led to the signing of The Declaration of Independence. The authors task is to try to put into words the frustrations of Englishman Thomas , who is well versed in what is going on in the world of politics. He is fed up with the Iron fist ruling methods of the British government, and wants change. At the recommendation of . Benjamin Franklin, Pain embarks upon a Journey to the American colonies arriving in Pennsylvania in late 1775 to explore the available opportunities (43). Ultimately landing a job as a ghost writer for a new monthly publication, it Is here that Pain realizes that people are interested in what he has to say. We will write a custom essay sample on Pages book review or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page He has found an outlet for his voice as a political advocate and is becoming popular amongst his peers (51). The essential challenge Is America gaining Its Independence from the British tyrannical ruler-ship. This is developed because commoners realized that they really had no voice in a monarchical government that was essentially ruled by the king and parliament (75-76). This is further developed in the text as the Americans realize that they are entitled to their liberty and independence.The author shows how Paint, as a writer, is able to make valid argument for the people and publish a piece of work that gets the attention they need to have their voices heard. HIS thesis of America being entitled to Its Independence Is tested by the popularity of Thomas political writings, and proven by his publishing of 46 Pages. This book is extremely significant in confronting the issue of Americas independence in 1776. It shows that the tenacity of one person working towards change can be highly effective If they can validate their arguments.Lisles presentation of Thomas story Is presented In a scholarly fashion. It Is well written, and very informative. Lisles style of writing is very detailed; it gives a sense as if he were witnessing the events he wrote about. Thomas presentation of 46 Pages is also written in a scholarly fashion because it is informational to its audience of that time period. In my opinion, the text does not show signs of bias; however, there is a as well his general knowledge of history.Being an immigrant who fled because of British rule, Thomas uses his firsthand experiences as his source to plead his cases of unfairness and oppression. The book is coherent, logical and it gives an in- depth look at the early years of Thomas , and follows him chronologically throughout his history-making Journey. The book seems to be intended for the general public because students will gain knowledge from its contents and the mature audience will gain an appreciation for the efforts that were put into the process of life and liberty in America. I would recommend this book to others because of its informational value. I found facts about . Benjamin Franklin, Thomas Jefferson, and ultimately Thomas that I was not aware of before reading the book. Other scholars that have reviewed this book consider it a must read and call it a pivotal piece of literature because of its informational value and its significant role in the signing of the Declaration of Independence.