A Paper About Justice, Dignity, Torture, Headscarves: Can Durkheim’s Socioligy Clarify Legal Values?/ Roger Cotterrell

Task: Could you write a one to two page summary of what Cotterrell says can be learned from a sociological approach in thinking what to do about the famous problem of whether Muslim women should be allowed to dress in all -covering veil. Restrictions on the wearing of the Islamic head scarf and body covering gown – A legal-moral issue In his article – Justice, Dignity, Torture, Headscarves: Can Durkheim's Socioligy Clarify Legal Values? Roger Cotterrell attempts to find out what Emile Durkheim would say regarding two issues that stand out in present days – the acceptability of torture in defense of national security; and restrictions on the wearing of the Islamic headscarf. Cotterrell takes Derkheim's approach regarding the sociology of morality in order to examine moral and legal evaluation of contemporary legal studies – Cotterrell examines Durkheim's ‘Moral individualism' idea (‘the cult of the individual’ or ‘cult of the human person’) concerning those two issues. I would focus on the second issue and would try to summarize Cotterrell's arguments on what the Durkheimian approach would say regarding the famous problem of whether Muslim women should be allowed to dress in all-covering veil. Firstly, I will explain what â€Å"Moral individualism† is and Durkheim's justifications for it. Then, I will display Cotterrell's justifications to why this approach is relevant nowadays. Thirdly, I will examine the dilemma in hand in a sociological way and try and understand what Cotterrell and Durkheim would say on the matter. Moral Individualism': According to Cotterrell, the essential idea that stands on the basis of the ‘Moral Individualism' principle is â€Å"universal respect for the equal human dignity and autonomy of every member of society, whatever differences there may be in the outlook, position, life conditions or roles of society’s members†. Durkheim feels strongly about ensuring that societies will integrate, or rat her – will be able to integrate, and will be able to be cohesive. I. e. if individuals in a certain society grant equal and ultimate respect to other individuals and their autonomy – that society will be able to better integrate and be cohesive and will ultimately work better as a group/society. Current relevancy: Cotterrell argues that the ‘Moral individualism' idea provides an alternative to familiar current ideas about the subject of human dignity. Durkheim's ideas â€Å"on solidarity and the body suggests that prohibiting certain forms of this, but not others, contravenes values of human dignity†. For example, if society does not respect the choice of Muslim women to dress in a certain way – society, de facto, does not respect these women's right for human dignity. Durkheim does not claim that following an investigation according to the ‘Moral Individualism' principle will result in a global time-less conclusion, but a specific conclusion of practices needed in order to ensure stable, cohesive society. Another justification Cotterrell finds is in the demand law makes from citizens nowadays. Today, more than ever – law should be examined as an expression of morality as appose to an expression of power, not philosophically but in a way of finding the compatible terms and â€Å"conditions of co-existence of individuals and groups in a certain time and place†. Regulation of female Islamic dress: Cotterrell depicts what Durkheim sees as the problematic character of sexuality viewed in the light of the socio-logical necessity of ‘Moral Individualism': sexual relations, in Durkheim's view, causes a sacrifice of the dignity and autonomy of both sexes in this action, and women in particular. This sacrifice leads to an exception in a society where the values of dignity and autonomy are fundamental and necessary. This exception, which is part of â€Å"islands of exceptions† that can be found in Durkheim's idea, leads to an ambiguity in practicing rights protecting dignity and autonomy especially for women. Following this line of thought, Cotterrel argues that the practice of Muslim women wearing the headscarves or the body-covering gown is fitting to Durkheim's ‘Moral Individualism' principle. This argues that in order to protect this idea, which is fundamental, â€Å"we conceal our body as well as our inner life from prying eyes†. This concealment is possibly in order to desexualize public social space, to terminate that ‘island of exception'. Meaning, the women that are wearing these covering garments actually makes it easier to help the society be more cohesive and to be more of the same. In my opinion, this method of achieving ‘Moral Individualism' is not appropriate, because it takes away from the individual the ability to reveal her face, her facial expressions and it is probably very uncomfortable at certain times. I should add that ‘Moral Individualism' is supposed to celebrate diversity and individualism, but it does not in this example of the headscarf issue. Cotterrell argues the same notion but in a cultural integration way. He claims that these women are taken away from the public space because of the cultural differences these garments impose on non-Muslim society. To summarize, Durkheim offers a different approach to the discussion about â€Å"Islamic headscarves† and even bypasses much pre-existing debate on the matter as Cotterrell argues. Moral Individualism' justifies the wearing of all-covering garments since it helps avoiding sexual connotations when integrating within a multi-cultural society. However, this approach also suggests that women's choices of clothes should be connected to ‘Moral Individualism'. ——————————————– [ 1 ]. Note that these women's relig ion is not the issue here, they could have believed in a Judaism or Buddhism, and the principle would have remained the same.

Soap in Philippines

INDUSTRY PROFILE Soap in Philippines Reference Code: 0115-0208 Publication Date: April 2011 www. datamonitor. com Datamonitor USA 245 Fifth Avenue 4th Floor New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: [email  protected] com Datamonitor Europe 119 Farringdon Road London EC1R 3DA United Kingdom t: +44 20 7551 9000 f: +44 20 7675 7500 e: [email  protected] com Datamonitor Middle East and North Africa Datamonitor PO Box 24893 Dubai, UAE t: +49 69 9754 4517 f: +49 69 9754 4900 e: [email  protected] datamonitor. com Datamonitor Asia Pacific Level 46, 2 Park Street Sydney, NSW 2000 Australia : +61 2 8705 6900 f: +61 2 8705 6901 e: [email  protected] com Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 1 EXECUTIVE SUMMARY EXECUTIVE SUMMARY Market value The Philippine soap market grew by 3. 7% in 2010 to reach a value of $132. 2 million. Market value forecast In 2015, t he Philippine soap market is forecast to have a value of $156. 8 million, an increase of 18. 6% since 2010. Market volume The Philippine soap market grew by 2. 4% in 2010 to reach a volume of 93. 7 million units. Market volume forecastIn 2015, the Philippine soap market is forecast to have a volume of 103. 9 million units, an increase of 10. 9% since 2010. Market segmentation I Bar soap is the largest segment of the soap market in Philippines, accounting for 89. 6% of the market's total value. Market segmentation II Philippines accounts for 2. 3% of the Asia-Pacific soap market value. Market share Procter & Gamble Company, The is the leading player in the Philippine soap market, generating a 64. 4% share of the market's value. Market rivalry The Philippines soap market is highly concentrated with top three players accounting for 82. 2% of the total market value.Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0 208 – 2010 Page 2 CONTENTS TABLE OF CONTENTS EXECUTIVE SUMMARY MARKET OVERVIEW Market definition Research highlights Market analysis MARKET VALUE MARKET VOLUME MARKET SEGMENTATION I MARKET SEGMENTATION II MARKET SHARE FIVE FORCES ANALYSIS Summary Buyer power Supplier power New entrants Substitutes Rivalry LEADING COMPANIES Procter & Gamble Company, The Colgate-Palmolive Company Unilever MARKET DISTRIBUTION MARKET FORECASTS Market value forecast Market volume forecast MACROECONOMIC INDICATORS APPENDIX Methodology Philippines – Soap Datamonitor. This profile is a licensed product and is not to be photocopied 2 7 7 8 9 10 11 12 13 14 15 15 16 17 18 19 20 21 21 26 31 35 36 36 37 38 40 40 0115 – 0208 – 2010 Page 3 CONTENTS Industry associations Related Datamonitor research Disclaimer ABOUT DATAMONITOR Premium Reports Summary Reports Datamonitor consulting 41 41 42 43 43 43 43 Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 4 CONTENTS LIST OF TABLESTable 1: Table 2: Table 3: Table 4: Table 5: Table 6: Table 7: Table 8: Table 9: Table 10: Table 11: Table 12: Table 13: Table 14: Table 15: Table 16: Table 17: Table 18: Table 19: Table 20: Table 21: Table 22: Table 23: Table 24: Philippines soap market value: $ million, 2006–10(e) Philippines soap market volume: million units, 2006–10(e) Philippines soap market segmentation I:% share, by value, 2010(e) Philippines soap market segmentation II: % share, by value, 2010(e) Philippines soap market share: % share, by value, 2010(e) Procter & Gamble Company, The: key facts Procter & Gamble Company, The: key financials ($) Procter & Gamble Company, The: key financial ratios Colgate-Palmolive Company: key facts Colgate-Palmolive Company: key financials ($) Colgate-Palmolive Company: key financial ratios Unilever: key facts Unilever: key financials ($) Unilever: key financials (â‚ ¬) Unile ver: key financial ratios Philippines soap market distribution: % share, by value, 2010(e) Philippines soap market value forecast: $ million, 2010–15 Philippines soap market volume forecast: million units, 2010–15 Philippines size of population (million), 2006–10 Philippines gdp (constant 2000 prices, $ billion), 2006–10 Philippines gdp (current prices, $ billion), 2006–10 Philippines inflation, 2006–10 Philippines consumer price index (absolute), 2006–10 Philippines exchange rate, 2006–10 10 11 12 13 14 21 24 24 26 28 29 31 33 33 33 35 36 37 38 38 38 39 39 39 Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 5 CONTENTS LIST OF FIGURESFigure 1: Figure 2: Figure 3: Figure 4: Figure 5: Figure 6: Figure 7: Figure 8: Figure 9: Philippines soap market value: $ million, 2006–10(e) Philippines soap market volume: million units, 2006à ¢â‚¬â€œ10(e) Philippines soap market segmentation I:% share, by value, 2010(e) Philippines soap market segmentation II: % share, by value, 2010(e) Philippines soap market share: % share, by value, 2010(e) Forces driving competition in the soap market in Philippines, 2010 Drivers of buyer power in the soap market in Philippines, 2010 Drivers of supplier power in the soap market in Philippines, 2010 Factors influencing the likelihood of new entrants in the soap market in Philippines, 2010 Factors influencing the threat of substitutes in the soap market in Philippines, 2010 Drivers of degree of rivalry in the soap market in Philippines, 2010 Procter & Gamble Company, The: revenues & profitability Procter & Gamble Company, The: assets & liabilities Colgate-Palmolive Company: revenues & profitability Colgate-Palmolive Company: assets & liabilities Unilever: revenues & profitability Unilever: assets & liabilities Philippines soap market distribution: % share, by value, 2010(e) Philippines soap market value forecast: $ million, 2010–15 Philippines soap market volume forecast: million units, 2010–15 10 11 12 13 14 15 16 17 18 19 20 25 25 29 30 34 34 35 36 37 Figure 10: Figure 11: Figure 12: Figure 13: Figure 14: Figure 15: Figure 16: Figure 17: Figure 18: Figure 19: Figure 20: Philippines – Soap  © Datamonitor.This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 6 MARKET OVERVIEW MARKET OVERVIEW Market definition The soap market consists of retail sales of bar soap and liquid soap. The market is valued according to retail selling price (RSP) and includes any applicable taxes. Any currency conversions used in the creation of this report have been calculated using constant 2010 annual average exchange rates. For the purpose of this report Asia-Pacific comprises Australia, China, Japan, India, Singapore, South Korea, Indonesia, the Philippines, Thailand, Vietnam, New Zealand, Hong Kong, Malaysia, Pak istan and Taiwan. Philippines – Soap  © Datamonitor.This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 7 MARKET OVERVIEW Research highlights The Philippines soap market generated total revenues of $132. 2 million in 2010, representing a compound annual growth rate (CAGR) of 3. 9% for the period spanning 2006-2010. Bar soap sales proved the most lucrative for the Philippines soap market in 2010, generating total revenues of $118. 5 million, equivalent to 89. 6% of the market's overall value. The performance of the market is forecast to decelerate, with an anticipated CAGR of 3. 5% for the fiveyear period 2010-2015, which is expected to lead the market to a value of $156. million by the end of 2015. Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 8 MARKET OVERVIEW Market analysis The Philippines soap market grew at a steady rate during the period 2006-2010, as a result of steady sales growth in the liquid soap and bar soap categories. The overall market growth is expected to decelerate in the forthcoming five years. The Philippines soap market generated total revenues of $132. 2 million in 2010, representing a compound annual growth rate (CAGR) of 3. 9% for the period spanning 2006-2010. In comparison, the Malaysian and Thai markets grew with CAGRs of 3. 2% and 3. % respectively, over the same period, to reach respective values of $60. 7 million and $182 million in 2010. Market consumption volumes increased with a CAGR of 2. 7% between 2006 and 2010, to reach a total of 93. 7 million units in 2010. The market's volume is expected to rise to 103. 9 million units by the end of 2015, representing a CAGR of 2. 1% for the 2010-2015 period. Bar soap sales proved the most lucrative for the Philippines soap market in 2010, generating total revenues of $118. 5 million, equivalent to 89. 6% of the market's overall va lue. In comparison, sales of liquid soap generated revenues of $13. 8 million in 2010, equating to 10. % of the market's aggregate revenues. The performance of the market is forecast to decelerate, with an anticipated CAGR of 3. 5% for the fiveyear period 2010-2015, which is expected to lead the market to a value of $156. 8 million by the end of 2015. Comparatively, the Malaysian and Thai markets will grow with CAGRs of 2. 6% and 2. 1% respectively, over the same period, to reach respective values of $69 million and $201. 8 million in 2015. Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 9 MARKET VALUE MARKET VALUE The Philippine soap market grew by 3. 7% in 2010 to reach a value of $132. million. The compound annual growth rate of the market in the period 2006–10 was 3. 9%. Table 1: Year 2006 2007 2008 2009 2010(e) CAGR: 2006–10 Source: Datamonitor Philippines soap market value: $ million, 2006–10(e) $ million 113. 6 118. 3 122. 9 127. 5 132. 2 PHP million 5,137. 1 5,350. 2 5,557. 8 5,768. 8 5,982. 8 â‚ ¬ million 85. 5 89. 1 92. 6 96. 1 99. 6 % Growth 4. 1 3. 9 3. 8 3. 7 3. 9% DATAMONITOR Figure 1: Philippines soap market value: $ million, 2006–10(e) Source: Datamonitor DATAMONITOR Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 10 MARKET VOLUME MARKET VOLUMEThe Philippine soap market grew by 2. 4% in 2010 to reach a volume of 93. 7 million units. The compound annual growth rate of the market in the period 2006–10 was 2. 7%. Table 2: Year 2006 2007 2008 2009 2010(e) CAGR: 2006–10 Source: Datamonitor Philippines soap market volume: million units, 2006–10(e) million units 84. 2 86. 6 89. 1 91. 5 93. 7 % Growth 2. 9 2. 9 2. 7 2. 4 2. 7% DATAMONITOR Figure 2: Philippines soap market volume: million units, 2006–10 (e) Source: Datamonitor DATAMONITOR Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 11 MARKET SEGMENTATION I MARKET SEGMENTATION IBar soap is the largest segment of the soap market in Philippines, accounting for 89. 6% of the market's total value. The liquid soap segment accounts for the remaining 10. 4% of the market. Table 3: Category Bar soap Liquid soap Total Source: Datamonitor Philippines soap market segmentation I:% share, by value, 2010(e) % Share 89. 6% 10. 4% 100% DATAMONITOR Figure 3: Philippines soap market segmentation I:% share, by value, 2010(e) Source: Datamonitor DATAMONITOR Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 12 MARKET SEGMENTATION II MARKET SEGMENTATION II Philippines accounts for 2. 3% of the Asia-Pacific soap market value.Thailand accounts for a further 3. 1 % of the Asia-Pacific market. Table 4: Category Thailand Philippines Malaysia New Zealand Rest of Asia-Pacific Total Source: Datamonitor Philippines soap market segmentation II: % share, by value, 2010(e) % Share 3. 1% 2. 3% 1. 0% 0. 4% 93. 3% 100% DATAMONITOR Figure 4: Philippines soap market segmentation II: % share, by value, 2010(e) Source: Datamonitor DATAMONITOR Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 13 MARKET SHARE MARKET SHARE Procter & Gamble Company, The is the leading player in the Philippine soap market, generating a 64. % share of the market's value. Colgate-Palmolive Company accounts for a further 16% of the market. Table 5: Company Procter & Gamble Company, The Colgate-Palmolive Company Unilever Others Total Source: Datamonitor Philippines soap market share: % share, by value, 2010(e) % Share 64. 4% 16. 0% 1. 9% 17. 8% 100% DATAMONITOR Figure 5: Philippines soap market share: % share, by value, 2010(e) Source: Datamonitor DATAMONITOR Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 14 FIVE FORCES ANALYSIS FIVE FORCES ANALYSIS The soap market will be analyzed taking manufacturers of soaps as players.The key buyers will be taken as distributors of soaps such as retailers, and suppliers of lye, solid fats and further inputs (e. g. water, antibacterial agents and moisturizers) used in the production of soaps as the key suppliers. Summary Figure 6: Forces driving competition in the soap market in Philippines, 2010 Source: Datamonitor DATAMONITOR The Philippines soap market is highly concentrated with top three players accounting for 82. 2% of the total market value. The market has the presence of leading players like Procter & Gamble Company, Colgate-Palmolive and Unilever. Independent retailers are the main buyers in the Philippines soap market.Supp liers to the personal hygiene market are also weakened by the scale of market players. Suppliers of ingredients and packaging are smaller relative to manufacturers, which decreases supplier power in this market. However, suppliers provide for a diverse client base and correspondingly supplier power is assessed as moderate overall. Attempting to enter this market is precarious, with new entrants competing with numerous sophisticated companies with large scale economies. The market is well developed and many of the players sell similar products, leading to an intensely competitive environment, with players competing for the same share of the market.However, the diversity of products offered by the market players reduces rivalry to a certain degree. Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 15 FIVE FORCES ANALYSIS Buyer power Figure 7: Drivers of buyer power in the soap market in Phi lippines, 2010 Source: Datamonitor DATAMONITOR In Philippines, the main distribution channels for the soaps are independent retailers, which account for 52. 8% of the total sales value. Retailers often occupy a position of power in the supply chain which allows them to negotiate favorable contracts with manufacturers, this enhances buyer power.Furthermore, soaps are just one of a wide range of products sold by most retailers: this reduces the importance of this product to buyers, thus increasing buyer power further. However, branding is an important way of maintaining end-user loyalty, and as a result retailers are required to stock the more popular brands, which reduce their bargaining strength and buyer power. Overall buyer power is assessed as moderate. Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 16 FIVE FORCES ANALYSIS Supplier power Figure 8: Drivers of supplier power in the so ap market in Philippines, 2010 Source: Datamonitor DATAMONITORCommercial bar soaps contain sodium tallowate, sodium cocoate, sodium palmate and similar ingredients, all of which are the results of reacting solid fats (tallow, coconut oil, and palm kernel oil respectively) with lye. Therefore key suppliers to the soap market are suppliers of lye, solid fats and further inputs (e. g. water, antibacterial agents and moisturizers) used in the production of liquid soaps. Chemical suppliers often supply lye to manufacturers, and these companies are often relatively largescale and few in number, which increases supplier power. Overall, supplier power is assessed as moderate in the Philippines soap market. Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 115 – 0208 – 2010 Page 17 FIVE FORCES ANALYSIS New entrants Figure 9: Factors influencing the likelihood of new entrants in the soap market in Philippines, 2010 Source : Datamonitor DATAMONITOR There is limited product differentiation within the soap market, with the key segments consisting of bar and liquid soaps, and this coupled with weak market growth may act as a deterrent to potential new entrants. However, product variations can be achieved through the use of fragrances, and shape or design of soap bars etc. It may be possible for new entrants to achieve relative success stressing artisan production methods, e. g. handmade, natural aromatherapy soaps.Furthermore, it is important for new entrants to find a place for their products on the supermarket and drug store shelves; and as retail space is a finite resource, this means that new entrants must persuade the stores that it is worth displacing older brands to make way for a new product. Overall, the likelihood of new entrants is moderate. Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 18 FIVE FORCES ANALYSIS Substitutes Figure 10: Factors influencing the threat of substitutes in the soap market in Philippines, 2010 Source: Datamonitor DATAMONITOR Substitutes to manufactured soap bars, and liquid soaps can be achieved through homemade versions of soaps. This method would allow consumers to tailor their production method with ingredients to suit their preferences.However, it is likely to be more expensive to buy ingredients separately than manufactured soaps, and the method used to produce the soap is relatively time consuming. Furthermore, the end results may also be unpredictable and would not produce the desired results compares to branded soaps. These factors are likely to limit the threat of such substitutes. Overall, the threat of substitutes is assessed as weak. Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 19 FIVE FORCES ANALYSIS Rivalry Figure 11: Drivers of degree of rivalry in the soap market in Philippines, 2010 Source: Datamonitor DATAMONITOR The Philippines soap market is highly concentrated with top three players accounting for 82. 2% of the total market value.These companies are largely diversified, with product ranges covering markets beyond other personal care products, with leading player Colgate-Palmolive offering consumer products such as oral care, household surface, fabric care and pet nutrition products. This means that players aren't heavily reliant upon sales of soap products, which reduces the degree of rivalry to an extent. Overall, there is a moderate degree of rivalry in the Philippines soap market. Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 20 LEADING COMPANIES LEADING COMPANIES Procter & Gamble Company, TheTable 6: Head office: Telephone: Local office: Telephone: Website: Financial year-end: Ticker: Stock exchange: Sour ce: company website Procter & Gamble Company, The: key facts One Procter & Gamble Plaza, Cincinnati, Ohio 45201, USA 1 513 983 1100 Distributing Philippines Inc. , 6750 Ayala Office Tower, Makati 1226, PHI 63 2 894 39 55 www. pg. com June PG New York DATAMONITOR Procter & Gamble Company (P) is engaged in the manufacture and marketing of consumer products. The company markets more than 300 brands in over 180 countries spanning the Americas, Europe, the Middle East and Africa (EMEA), and Asian region. It is headquartered in Cincinnati, Ohio and employs about 127,000 people.P sells its products through mass merchandisers, grocery stores, membership club stores, drug stores and in high-frequency stores. P is organized into three global business units (GBUs) and a global operations group. The GBUs of the company comprise beauty and grooming, health and well-being, and household care business units. The GBUs identify common consumer needs, develop new products and build its brands. The bu siness units comprising the GBUs are aggregated into six reportable segments: beauty; grooming; health care; snacks and pet care; fabric care and home care; and baby care and family care. The beauty GBU comprises the beauty and the grooming businesses; the health and well-being GBU consists of the health care, and the snacks and pet care businesses.The household care GBU comprises the fabric care and home care as well as the baby care and family care businesses. The beauty segment includes cosmetics, deodorants, hair care, skin care, prestige fragrances and personal cleansing. The hair care sub-segment consists of conditioner, hair colorants, salon products, shampoo and styling agents. The key brands offered by the segment include Head & Shoulders, Olay, Pantene, Head and Shoulders, Aussie, Fekkai, Nioxin and Wella. The key brands offered in the Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 201 0 Page 21 LEADING COMPANIES deodorant category include Old Spice, Secret and Gillette.Personal cleansing products include brands such as Camay, Gillette, Ivory, Olay, Old spice, and Zest in the body wash category. In September 2008, the Procter & Gamble acquired NIOXIN Research Laboratories, a player in the scalp care professional haircare segment. NIOXIN offers a range of products that focus on the scalp and are distributed through salons and salon stores in more than 40 countries. In April 2009, P sold its ethnic hair care company Johnson Products to a group of investors. Johnson Products is a major player in the ethnic hair care market in Americas with a range of 30 products that includes the Gentle Treatment and Ultra Sheen brands.In the same year P sold of its global Infusium 23 hair care business to Helen of Troy, a designer, developer and worldwide marketer of personal care and household consumer products. The grooming segment comprises blades and razors, face and shave prepa ration products (such as shaving cream), electric hair removal devices and small household appliances. The key brands marketed by the grooming segment include Braun, Fusion, Gillette and Mach3. The electric hair removal devices and small home appliances are marketed under the Braun brand. The healthcare segment includes oral care, feminine care, pharmaceuticals and personal health care businesses.The oral care products are marketed worldwide under the brands Crest and Oral-B. In December 2008, Panasonic Electric Works entered into a supply agreement with P to supply its Palsonic electric toothbrush, which P introduced in the US and European markets during late 2009 under its own brand name. In pharmaceuticals and personal health, P serves the global bisphosphonates market for the treatment of osteoporosis under the Actonel brand. It leads the market in nonprescription heartburn medications and in respiratory treatments. The snacks and pet care segment markets its products under the brands lams and Pringles. In the snacks business, the company sells potato chips through its Pringles brand.The fabric care and home care segment offers a wide range of fabric care products including laundry cleaning products and fabric conditioners; and home care products, including dish care, surface cleaners and air fresheners; and batteries. The segment markets its products under Ariel, Dawn, Downy, Duracell, Gain and Tide brands. The dish care products are offered under Cascade, Dawn, Ivory, Ariel and Joy brands. The baby care and family care segment offers baby wipes, bath tissues, diapers, facial tissues and paper towels under the following brands: Bounty, Charmin and Pampers. The company’s family care business primarily operates in North America.The global operations group consists of the market development organization (MDO) and global business services (GBS). The MDO comprises retail customer, trade channel and country-specific teams. It is Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 22 LEADING COMPANIES organized along five geographic regions: North America, Western Europe, Central & Eastern Europe/Middle East/Africa (CEEMEA), Latin America and Asia (comprises Japan, Greater China and ASEAN/Australia/India/Korea (AAIK)). The GBS also provides technology, processes and standard data tools to support the operations of GBUs and the MDO.P also operates P Professional, a business-to-business division that serves food services, commercial cleaning, lodging and vending industries. The company's North American operation covers Canada, Puerto Rico and the US regions. P&G has a presence in every country in Western Europe. In Western Europe, the company operates about 35 manufacturing plants and markets over 100 brands. P&G's CEEMEA includes the Balkans, Central Europe North, Central Europe South, Eastern Europe, Middle East, Sub Sahara, Turkey/Caucasia and the Central Asian Republics. In Latin America, the company operates 19 manufacturing sites, 12 distribution centers and a service center in 14 countries.P's Asian operation covers China, Japan, Korea, Hong Kong, India, Australia, New Zealand, Indonesia, Philippines, Singapore, Taiwan, Vietnam, Thailand, Sri Lanka, Malaysia and Bangladesh. P&G operates across Western Europe. The region accounts for about a quarter of the company’s total business. P&G markets over 100 brands in Europe. Some major brands marketed by the company in Europe include Pampers, Oral-B, Ariel, Always, Pantene, Mach3, Herbal Essences, Pringles, Lenor, Iams, Duracell, Olay, Head & Shoulders, Wella, Gillette, and Braun. P&G launched Fairy autodishwashing in Western Europe in FY2008. The Asia-Pacific operations of P&G are divided into three sub-regions: Asean, Australia and India (AAI), Greater China (China and Taiwan) and North Asia (Japan and Korea).However, P&G is centralizing its Asia-Pacific opera tions into a single entity to increase its focus on emerging economies. The company is expected to merge GBUs for the three regional hubs into one to improve efficiency. In February 2010, P&G launched a plant-based hair care range under the brand Nature Fusion, comprising shampoo, conditioner and leave-in conditioner. The product range consists of ingredients derived from plants known for their traditional medicinal qualities. Key Metrics Procter & Gamble generated revenues of $78. 9 billion in the financial year (FY) ended June 2010, an increase of 2. 9% over 2009. The company's net income totaled $12. 7 billion in FY2010, a decrease of 5. 2% over 2009.The beauty and grooming GBU accounted for 34. 4% of the total revenues in FY2010. Revenues from beauty and grooming GBU reached $27. 1 billion in FY2010, an increase of 3% over FY2009. Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 23 L EADING COMPANIES Table 7: $ million Procter & Gamble Company, The: key financials ($) 2006 68,222. 0 8,684. 0 135,695. 0 72,787. 0 138,000 2007 74,832. 0 10,340. 0 138,014. 0 71,254. 0 138,000 2008 79,257. 0 12,075. 0 143,992. 0 74,498. 0 138,000 2009 76,694. 0 13,436. 0 134,833. 0 71,451. 0 135,000 2010 78,938. 0 12,736. 0 128,172. 0 66,733. 0 127,000Revenues Net income (loss) Total assets Total liabilities Employees Source: company filings DATAMONITOR Table 8: Ratio Procter & Gamble Company, The: key financial ratios 2006 12. 7% 20. 2% 120. 5% 69. 1% 53. 6% 8. 8% $494,362 $62,928 2007 13. 8% 9. 7% 1. 7% (2. 1%) 51. 6% 7. 6% $542,261 $74,928 2008 15. 2% 5. 9% 4. 3% 4. 6% 51. 7% 8. 6% $574,326 $87,500 2009 17. 5% (3. 2%) (6. 4%) (4. 1%) 53. 0% 9. 6% $568,104 $99,526 2010 16. 1% 2. 9% (4. 9%) (6. 6%) 52. 1% 9. 7% $621,559 $100,283 Profit margin Revenue growth Asset growth Liabilities growth Debt/asset ratio Return on assets Revenue per employee Profit per employee Source: company fil ings DATAMONITORPhilippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 24 LEADING COMPANIES Figure 12: Procter & Gamble Company, The: revenues & profitability Source: company filings DATAMONITOR Figure 13: Procter & Gamble Company, The: assets & liabilities Source: company filings DATAMONITOR Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 25 LEADING COMPANIES Colgate-Palmolive Company Table 9: Colgate-Palmolive Company: key facts 300 Park Avenue, New York City, New York 10022, USA 1 212 310 2000 1 212 310 3284 www. colgate. om December CL New York DATAMONITOR Head office: Telephone: Fax: Website: Financial year-end: Ticker: Stock exchange: Source: company website Colgate-Palmolive Company (Colgate) engages in the manufacture and marketing of a wide range of consumer products such as toothpastes, toothbrushes, detergents, shower gels, conditioners, shampoos, cleansers, bleaches and pet foods. The company markets its products in over 200 countries and territories throughout the world. It is headquartered in New York, the US and employs around 39,200 people. Colgate owns more than 80 brands across various product categories such as oral care, personal care, home care and pet nutrition.The principal global and regional trademarks owned by the company include Colgate, Palmolive, Mennen, Speed Stick, Lady Speed Stick, Softsoap, Irish Spring, Protex, Sorriso, Kolynos, Elmex, Tom’s of Maine, Ajax, Axion, Fabuloso, Soupline, Suavitel, Hill’s Science Diet and Hill’s Prescription Diet. The company operates in two product segments: oral, personal and home care; and pet nutrition. The oral, personal and home care segment operates through four geographic divisions: North America, Latin America, Europe/South Pacific and Greater Asia/Africa, which sell to a variety of retail and wholesale customers and distributors. The oral care business of Colgate includes products such as toothpaste, toothbrushes, oral rinses and dental floss, and pharmaceutical products for dentists and other oral health professionals.The company offers a wide variety of toothpaste, which includes plaque and gingivitis prevention toothpaste, long lasting fresh breath toothpaste, tartar control toothpaste, baking soda and peroxide toothpaste, cavity protection toothpaste, and sensitivity relief toothpaste under the Colgate brand. The company also provides two types of toothbrushes: conventional and electric toothbrushes. The conventional toothbrushes include whole mouth clean toothbrush, fresh breath toothbrush, flexible head toothbrush Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 26 LEADING COMPANIES nd deep cleaning toothbrush. The company markets toothpastes under Colgate To tal and Colgate Max Fresh brands; manual toothbrushes under the Colgate 360 ° brand name; and oral rinses under Colgate and Colgate Plax brand names. The personal care business in the US offers shower gels, bar soaps, deodorants, antiperspirants, men's toiletries and liquid hand soaps. Outside the US, the business also offers shampoos and conditioners under the brands Palmolive and Caprice. Colgate markets shower gels through Palmolive and Softsoap brands; bar soaps under Palmolive, Irish Spring and Protex brands; and deodorants and antiperspirants under Speed Stick and Lady Speed Stick brands.The deodorants offered by Colgate comprise gel, stick, fragrance, and antiperspirant/deodorants. The body wash product line includes advanced moisture body wash, nourishing body wash, and fragrance body wash products. The liquid hand soaps consist of antibacterial soap, foaming hand soap, kitchen soap, moisturizing soap, fragrance soap, and decor soap. The bar soap products offering include deodorant protection bar soap, antibacterial bar soap, invigorating bar soap, moisturizing bar soap, and exfoliating bar soap. The men's toiletries include shaving cream, lotion after shave, after shave, splash on after shave, and moisturizing after shave.The home care business manufactures and markets dishwashing liquids, fabric conditioners and household cleaners. Colgate offers a wide variety of dishwashing products under Palmolive, Axion and Ajax brands. The product offering includes hand dishwashing, sensitive skin, antibacterial, oxy cleaning agents, automatic dishwashers, original formula, fruit scent, and floral scent and natural scent dishwashing products. Colgate markets these products under Ajax, Splash, Spring Sensation, and Oxy Plus brands. The fabric conditioner products comprise liquid fabric conditioners, dryer sheets, dark colours formula, floral scent, natural scent, and baby powder scent.The household cleaners are marketed under Fabuloso and Ajax brands and includ e wood cleaner, floor cleaner, all purpose cleaner, powder cleanser, spray formula, pre moistened wipes, and fruit scented products. The pet nutrition segment operates through Hill's pet nutrition brand, which is sold principally through the veterinary professionals and specialty pet retailers. The company supplies specialty pet nutrition products for dogs and cats in over 95 countries. Hill's markets pet foods primarily under two trademarks: Science Diet and Prescription Diet. Science Diet products are sold by authorized pet supply retailers and veterinarians for everyday nutritional needs. The Prescription Diet includes therapeutic products sold by veterinarians which enable them to manage disease conditions in dogs and cats by improving nutrition value in food intake.In the US, Colgate has its manufacturing and warehousing facilities used by the oral, personal and home care segment business in Morristown, New Jersey; Morristown, Tennessee; and Cambridge, Ohio. The pet nutrition s egment has major facilities in Bowling Green, Kentucky; Topeka, Kansas; Commerce, California; and Richmond, Indiana. The primary research centre for oral, personal and home care Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 27 LEADING COMPANIES products is located in Piscataway, New Jersey and the primary research centre for pet nutrition products is located in Topeka, Kansas. Piscataway, New Jersey also serves as the company’s global data centre.Outside the US, Colgate operates manufacturing facilities for the oral, personal and home care segment in Australia, Brazil, China, Colombia, France, Italy, Mexico, Poland, South Africa, Thailand, Venezuela, Vietnam and elsewhere throughout the world. Colgate offers shampoos, bath and shower gels, hand soaps and liquid soaps, as well as shaving products in the personal care segment. The bath and shower gels are marketed under the brand s such as Palmolive Naturals, Palmolive Aroma, and Palmolive Thermal. Shampoos and liquid hand soaps are marketed under the Palmolive Naturals brand, and soaps under Palmolive Naturals and Palmolive Aroma brands.The company markets its hair care product under Palmolive Halo brand name. Key Metrics Colgate-Palmolive Company generated revenues of $15. 6 billion in the financial year (FY) ended December 2010, an increase of 1. 5% over FY2009. The company's net income totaled $2. 2 billion in FY2010, a decrease of 3. 8% over FY2009. The oral, personal and home care segment recorded revenues of $13. 5 billion in FY2010, an increase of 2. 2% over FY2009. Greater Asia/Africa accounted for 22. 2% of the total revenues of the oral, personal and home care segment in FY2010. Revenues from Greater Asia/Africa reached $3 billion in FY2010, an increase of 12. 9% over FY2009.Table 10: $ million Colgate-Palmolive Company: key financials ($) 2006 12,237. 7 1,353. 4 9,138. 0 7,727. 1 34,700 2007 13,7 89. 7 1,737. 4 10,112. 0 7,825. 8 36,000 2008 15,329. 9 1,957. 2 9,979. 3 7,935. 0 36,600 2009 15,327. 0 2,291. 0 11,134. 0 7,877. 0 38,100 2010 15,564. 0 2,203. 0 11,172. 0 8,355. 0 39,200 Revenues Net income (loss) Total assets Total liabilities Employees Source: company filings DATAMONITOR Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 28 LEADING COMPANIES Table 11: Ratio Colgate-Palmolive Company: key financial ratios 2006 11. 1% 7. 4% 7. 4% 8. 0% 84. 6% 15. % $352,671 $39,003 2007 12. 6% 12. 7% 10. 7% 1. 3% 77. 4% 18. 1% $383,047 $48,261 2008 12. 8% 11. 2% (1. 3%) 1. 4% 79. 5% 19. 5% $418,850 $53,475 2009 14. 9% N. M 11. 6% (0. 7%) 70. 7% 21. 7% $402,283 $60,131 2010 14. 2% 1. 5% 0. 3% 6. 1% 74. 8% 19. 8% $397,041 $56,199 Profit margin Revenue growth Asset growth Liabilities growth Debt/asset ratio Return on assets Revenue per employee Profit per employee Source: company filings D ATAMONITOR Figure 14: Colgate-Palmolive Company: revenues & profitability Source: company filings DATAMONITOR Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 29LEADING COMPANIES Figure 15: Colgate-Palmolive Company: assets & liabilities Source: company filings DATAMONITOR Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 30 LEADING COMPANIES Unilever Table 12: Unilever: key facts Unilever House, 100 Victoria Embankment, London EC4Y 0DY, GBR 44 20 7822 5252 44 20 7822 5951 www. unilever. com December UL New York DATAMONITOR Head office: Telephone: Fax: Website: Financial year-end: Ticker: Stock exchange: Source: company website Unilever is a global manufacturer and marketer of consumer goods in the food, personal and homecare segments.Unilever operates under a dual structure. The group has two parent companies: Unilever NV and Unilever plc. Unilever NV is a public limited company registered in the Netherlands, while Unilever plc is a public limited company registered in the UK and Wales. The two parent companies, Unilever NV and Unilever plc, along with the group companies, operate as a single economic entity: Unilever. It operates through subsidiaries in Germany, Switzerland, France, the UK, the US, and China and has operations in over 170 countries. The group's primary operating segments comprises three geographic regions: Asia, Africa, Central and Eastern Europe; the Americas; and Western Europe.Although Unilever's operations are managed on a geographical basis, the group manages its products under four categories: savoury, dressings and spreads; ice cream and beverages; personal care; and home care and other operations. These categories are Unilever’s principal product areas. The savoury, dressings and spreads product category includes products like soups, bou illons, sauces, snacks, mayonnaise, salad dressings, olive oil, margarines, spreads and cooking products such as liquid margarines, and frozen food products. Unilever's major brands in this segment includes: Knorr, Hellmann's, Becel/Flora (Healthy Heart), Rama/Blue Band (Family Goodness), Calve, Wish-Bone, Amora, Ragu and Bertolli.The company markets its frozen food products under Findus, Sagit, Cogesal and Iglo brand names among others. The ice cream and beverages product category includes sales of ice cream, tea-based beverages, weight management products, and nutritionally enhanced staples sold in developing markets. Unilever's major brands in ice cream are sold under the international Heart brand which includes Cornetto, Magnum, Carte Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 31 LEADING COMPANIES d’Or and Solero, Wall’s, Kibon, Algida and Ola. Its tea-based bever age brands include Lipton, Brooke Bond and PG Tips.In addition, Unilever has weight management products such as Slim Fast, and nutritionally enhanced products include Annapurna and AdeS brands. The personal care product category offers skin care, facial care and hair care products; deodorants and anti-perspirants; and oral care products. The company offers six global brands which are the core of company's business in the mass skin care, daily hair care and deodorants product areas that includes Dove, Lux, Rexona (including Sure and Degree), Sunsilk (including Seda/Sedal), Axe/Lynx and Pond’s. Other key brands include Suave, Clear, Lifebuoy and Vaseline, along with Signal and Close Up in the oral care category.In December 2010, the company acquired the personal care business of the Sara Lee Corporation, which was announced in September 2009. The Sara Lee brand includes Sanex, Radox and Duschdas. Home care and other operations include household products, such as laundry tablets , powders and liquids, soap bars and cleaning products. Unilever's global brands in home care products include Cif, Comfort, Domestos, Omo, Radiant, Surf and Sunlight brands. Other brands marketed by this segment include Omo Surf, Comfort, Radiant and Skip. During late 2008, Unilever further expanded its household and personal hygiene portfolio by acquiring Cosmivoire, a Cote d'Ivoire-based manufacturer and supplier of food, household, and personal hygiene products.Unilever also announced plans to expand its Asia Pacific operations within home care division. In line with this, Unilever Sri Lanka made an offer to acquire the trademark of Wonderlight Consumer Products Company, in February 2009. Wonderlight Consumer Products Company is a Sri Lankan-based manufacturer of laundry soaps, baby soap, herbal soap, toilet soap, washing powder, scouring powder, and dish powder. Key Metrics Unilever generated revenues of $58. 6 billion in the financial year (FY) ended December 2010, an increase of 11. 1% as compared to 2009. The company's net income reached $5. 6 billion in FY2010, an increase of 25. 9% over FY2009. Unilever’s personal care division recorded revenues of $18. billion in FY2010, an increase of 16. 2% over FY2009. Asia, Africa and Central & Eastern Europe, Unilever's largest geographical market, accounted for 40% of the total revenues in FY2010. Revenues from Asia, Africa and Central & Eastern Europe reached $23. 4 billion in FY2010, an increase of 18. 7% over FY2009. Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 32 LEADING COMPANIES Table 13: $ million Unilever: key financials ($) 2006 52,514. 3 6,285. 8 49,109. 8 33,647. 7 179,000 2007 53,236. 3 5,150. 5 49,414. 5 32,433. 0 174,000 2008 53,681. 4 6,659. 3 47,877. 8 34,137. 9 174,000 2009 52,754. 4,464. 3 49,035. 6 32,429. 0 163,000 2010 58,634. 5 5,622. 1 54,534. 5 34,560. 5 167,000 Revenues Net incom e (loss) Total assets Total liabilities Employees Source: company filings DATAMONITOR Table 14: â‚ ¬ million Unilever: key financials (â‚ ¬) 2006 39,642. 0 4,745. 0 37,072. 0 25,400. 0 2007 40,187. 0 3,888. 0 37,302. 0 24,483. 0 2008 40,523. 0 5,027. 0 36,142. 0 25,770. 0 2009 39,823. 0 3,370. 0 37,016. 0 24,480. 0 2010 44,262. 0 4,244. 0 41,167. 0 26,089. 0 Revenues Net income (loss) Total assets Total liabilities Source: company filings DATAMONITOR Table 15: Ratio Unilever: key financial ratios 2006 12. 0% 3. 2% (6. 1%) (17. 4%) 68. 5% 12. % $293,376 $35,116 2007 9. 7% 1. 4% 0. 6% (3. 6%) 65. 6% 10. 5% $305,956 $29,601 2008 12. 4% 0. 8% (3. 1%) 5. 3% 71. 3% 13. 7% $308,514 $38,272 2009 8. 5% (1. 7%) 2. 4% (5. 0%) 66. 1% 9. 2% $323,645 $27,388 2010 9. 6% 11. 1% 11. 2% 6. 6% 63. 4% 10. 9% $351,105 $33,665 Profit margin Revenue growth Asset growth Liabilities growth Debt/asset ratio Return on assets Revenue per employee Profit per employee Source: company filings DATAMONITOR Ph ilippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 33 LEADING COMPANIES Figure 16: Unilever: revenues & profitability Source: company filings DATAMONITORFigure 17: Unilever: assets & liabilities Source: company filings DATAMONITOR Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 34 DISTRIBUTION MARKET DISTRIBUTION Independent Retailers form the leading distribution channel in the Philippine soap market, accounting for a 52. 8% share of the total market's value. Specialist Retailers accounts for a further 14. 4% of the market. Table 16: Channel Independent Retailers Specialist Retailers Supermarkets / hypermarkets Others Total Source: Datamonitor Philippines soap market distribution: % share, by value, 2010(e) % Share 52. 8% 14. 4% 14. 4% 18. 5% 100% DATAMONITORFigure 18: Philippines soap market d istribution: % share, by value, 2010(e) Source: Datamonitor DATAMONITOR Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 35 MARKET FORECASTS MARKET FORECASTS Market value forecast In 2015, the Philippine soap market is forecast to have a value of $156. 8 million, an increase of 18. 6% since 2010. The compound annual growth rate of the market in the period 2010–15 is predicted to be 3. 5%. Table 17: Year 2010 2011 2012 2013 2014 2015 CAGR: 2010–15 Source: Datamonitor Philippines soap market value forecast: $ million, 2010–15 $ million 132. 2 137. 0 141. 9 146. 8 151. 7 156. PHP million 5,982. 8 6,199. 1 6,417. 5 6,639. 2 6,862. 1 7,092. 5 â‚ ¬ million 99. 6 103. 2 106. 9 110. 6 114. 3 118. 1 % Growth 3. 7% 3. 6% 3. 5% 3. 5% 3. 4% 3. 4% 3. 5% DATAMONITOR Figure 19: Philippines soap market value forecast: $ million, 2010–15 Source: Datamonitor DATAMONITOR Phil ippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 36 MARKET FORECASTS Market volume forecast In 2015, the Philippine soap market is forecast to have a volume of 103. 9 million units, an increase of 10. 9% since 2010. The compound annual growth rate of the market in the period 2010–15 is predicted to be 2. 1%.Table 18: Year 2010 2011 2012 2013 2014 2015 CAGR: 2010–15 Source: Datamonitor Philippines soap market volume forecast: million units, 2010–15 million units 93. 7 96. 0 98. 1 100. 1 102. 0 103. 9 % Growth 2. 4% 2. 5% 2. 2% 2. 0% 1. 9% 1. 9% 2. 1% DATAMONITOR Figure 20: Philippines soap market volume forecast: million units, 2010–15 Source: Datamonitor DATAMONITOR Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 37 MACROECONOMIC INDICATORS MACROECONOMIC INDICATORS Ta ble 19: Year 2006 2007 2008 2009 2010(e) Source: Datamonitor Philippines size of population (million), 2006–10 Population (million) 86. 0 87. 6 89. 3 91. 0 92. 7 % Growth 2. 0% 1. 9% 1. 9% 1. 9% 1. 9% DATAMONITOR Table 20: Year 2006 2007 2008 2009 2010(e)Philippines gdp (constant 2000 prices, $ billion), 2006–10 Constant 2000 Prices, $ billion 99. 2 106. 2 110. 2 111. 3 119. 2 % Growth 5. 4% 7. 1% 3. 7% 1. 1% 7. 1% DATAMONITOR Source: Datamonitor Table 21: Year 2006 2007 2008 2009 2010(e) Philippines gdp (current prices, $ billion), 2006–10 Current Prices, $ billion 117. 8 144. 3 170. 2 165. 2 183. 6 % Growth 20. 2% 22. 5% 18. 0% (3. 0%) 11. 2% DATAMONITOR Source: Datamonitor Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 38 MACROECONOMIC INDICATORS Table 22: Year 2006 2007 2008 2009 2010(e) Philippines inflation, 2006–10 Inflation Rate (%) 6. % 2. 8% 9. 3% 3. 2% 3. 8% DATAMONITOR Source: Datamonitor Table 23: Year 2006 2007 2008 2009 2010(e) Philippines consumer price index (absolute), 2006–10 Consumer Price Index (2000 = 100) 137. 9 141. 8 155. 0 159. 9 166. 0 DATAMONITOR Source: Datamonitor Table 24: Year 2006 2007 2008 2009 2010 Philippines exchange rate, 2006–10 Exchange rate ($/PHP) 51. 4087 46. 2140 44. 5728 47. 7318 45. 2396 Exchange rate (â‚ ¬/PHP) 64. 5003 63. 2358 65. 2211 66. 5482 60. 0503 DATAMONITOR Source: Datamonitor Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 39 APPENDIX APPENDIX MethodologyDatamonitor Industry Profiles draw on extensive primary and secondary research, all aggregated, analyzed, cross-checked and presented in a consistent and accessible style. Review of in-house databases – Created using 250,000+ industry interviews and consumer surveys and supported by analysis from industry exp erts using highly complex modeling & forecasting tools, Datamonitor’s in-house databases provide the foundation for all related industry profiles Preparatory research – We also maintain extensive in-house databases of news, analyst commentary, company profiles and macroeconomic & demographic information, which enable our researchers to build an accurate market overview Definitions – Market definitions are standardized to allow comparison from country to country.The parameters of each definition are carefully reviewed at the start of the research process to ensure they match the requirements of both the market and our clients Extensive secondary research activities ensure we are always fully up-to-date with the latest industry events and trends Datamonitor aggregates and analyzes a number of secondary information sources, including: National/Governmental statistics International data (official international sources) National and International trade associations B roker and analyst reports Company Annual Reports Business information libraries and databases Modeling & forecasting tools – Datamonitor has developed powerful tools that allow quantitative and qualitative data to be combined with related macroeconomic and demographic drivers to create market models and forecasts, which can then be refined according to specific competitive, regulatory and emand-related factors Continuous quality control ensures that our processes and profiles remain focused, accurate and up-to-date Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 40 APPENDIX Industry associations International Association for Soaps, Detergents and Maintenance Products Square Marie-Louise 49, B-1000 Brussels, Belgium Tel. : 32 2 230 8371 Fax: 32 2 230 8288 www. aise-net. org Related Datamonitor research Industry profiles Soap in Malaysia Soap in Thailand Philippines – Soap à ‚ © Datamonitor. This profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 41 APPENDIX DisclaimerAll Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher, Datamonitor plc. The facts of this report are believed to be correct at the time of publication but cannot be guaranteed. Please note that the findings, conclusions and recommendations that Datamonitor delivers will be based on information gathered in good faith from both primary and secondary sources, whose accuracy we are not always in a position to guarantee. As such Datamonitor can accept no liability hatever for actions taken based on any information that may subsequently prove to be incorrect. Philippines – Soap  © Datamonitor. This profile is a licensed product and is not to be photocop ied 0115 – 0208 – 2010 Page 42 ABOUT DATAMONITOR ABOUT DATAMONITOR The Datamonitor Group is a world-leading provider of premium global business information, delivering independent data, analysis and opinion across the Automotive, Consumer Markets, Energy & Utilities, Financial Services, Logistics & Express, Pharmaceutical & Healthcare, Retail, Technology and Telecoms industries. Combining our industry knowledge and experience, we assist over 6,000 of the world’s leading companies in making better strategic and operational decisions.Delivered online via our user-friendly web platforms, our market intelligence products and services ensure that you will achieve your desired commercial goals by giving you the insight you need to best respond to your competitive environment. Premium Reports Datamonitor's premium reports are based on primary research with industry panels and consumers. We gather information on market segmentation, market growth and pricing, competitor s and products. Our experts then interpret this data to produce detailed forecasts and actionable recommendations, helping you create new business opportunities and ideas. Summary Reports Our series of company, industry and country profiles complements our premium products, providing top-level information on 30,000 companies, 3,000 industries and 100 countries.While they do not contain the highly detailed breakdowns found in premium reports, profiles give you the most important qualitative and quantitative summary information you need – including predictions and forecasts. Datamonitor consulting We hope that the data and analysis in this profile will help you make informed and imaginative business decisions. If you have further requirements, Datamonitor’s consulting team may be able to help you. For more information about Datamonitor’s consulting capabilities, please contact us directly at [email  protected] com. Philippines – Soap  © Datamonitor. Thi s profile is a licensed product and is not to be photocopied 0115 – 0208 – 2010 Page 43

Supporting Mental Health Essay Example | Topics and Well Written Essays - 500 words

Supporting Mental Health - Essay Example Understanding the biological make up, environmental factors and providing quality programs that promote the child’s healthy mind are all supportive of mental health. A biological factor which contributes to the child’s mental health involves the genetic influence. A number of genetic disorders had created mental retardation. A child is considered retarded if he has an extremely poor performance in any standardized intelligence tests. However, not all forms of retardation are inherited. One form could reside in the impairment of the brain and nervous system as a result of trauma or an imbalance in the body’s neurotransmitter chemicals in transmitting messages to and from the brain. Others could be caused by failure in the genetic code to produce necessary enzymes for important metabolism promoting mental health. A child who is free from all of these biological misfortunes may have a healthier mind. Although, there is strong hereditary evidence influencing the chil d’s mental health, the same applies to the effect of the environmental factors. Santhrock and Yussen (1984) in their book explain that environmental factors like home and education may likewise have an impact on the child’s mental health. Home environment which constitutes the family could enrich or damage the child’s mental health.

Is WTO a Necessasity for Global Trade Essay Example | Topics and Well Written Essays - 3250 words

Is WTO a Necessasity for Global Trade - Essay Example The article takes a deeper look at the WTO (World Trade Organisation) as the sole international organisation that deals with the global trade rules between countries. The main function of WTO is ensuring that global trade flows predictably, smoothly, as well as freely as possible. The organisation can be looked at in several ways. First, it is an organisation, which fosters opening of trade. Second, national governments negotiate agreements on trade through the forum. Thirdly, national governments settle diverse trade disputes through it and finally, it operates a trade rules’ system. Essentially, WTO is an effective place in which the member governments attempt sorting out various trade problems they encounter with each other. The WTO entails a set of rules: the core of the agreements of WTO, which were negotiated as well as signed by majority of the trading nations in the world, forms its basis of operations. The agreements provide the member governments with legal ground-ru les for smooth international commercial activities. The agreements are essentially contracts, which bind national governments to stick to their policies of trade within agreed limits and boundaries. Although the agreements have been negotiated as well as signed by national governments, the objective is helping goods and services’ producers, exporters, as well as the importers to carry out their business operations while permitting governments to meet the environmental and social objectives. (Aaronson 1996). The overriding purpose of WTO system is to aid trade to flow freely so long as it has no undesirable side effects since this is imperative for the overall well-being and economic development. That partly implies removal of obstacles. It also implies ensuring that individuals, governments, and companies know the existing trade rules across the globe as well as giving them confidence there won’t be sudden alterations of the policy. In simple terms, the rules must be p redictable and transparent (Jackson 1994). The WTO has many benefits but there are also some critics to its operations and this forms the basis of this paper. Thus, the paper shall examine the functions of the WTO and its achievements and gauge them against the criticism presented by those opposed to its operations to help in giving a comprehensive conclusion regarding whether the WTO is a necessity for global trade or not. Basic Information about the WTO The WTO is based in Geneva, Switzerland. It began its life on January 1 1995 though its system of trading is about fifty years older. The General Agreement on Tariffs and Trade (GATT) has since 1948 provided the system with effective rules. GATT was born by the General Agreement as an unofficial, de factor global organisation. This unofficial defector organisation evolved via a number of rounds of negotiations as members tried to compile an effective plan for their operations. The largest and last GATT round, which established the WTO, is the popular Uruguay Round that lasted between 1986 and 1994. While GATT had chiefly dealt with essential trade in goods, WTO and its accords currently, cover the trade in services, as well as in traded designs and creations and inventions (the intellectual property). By 10 February 2011, the body (WTO) had a membership of 153 nations while its budget for 2011 amounted to 196 million Swiss Francs. The head of WTO is Pascal Lamy (the director-general) who leads its 640 secretariat staff (WTO 2012). Functions of WTO The body is run and managed by its member state governments. All the major decisions of WTO are reached upon by its membership either by their delegates or by ambassadors (who meet frequently in Geneva) or ministers (who typically convene a meeting at least once for every two years). While the member states drive it, the WTO cannot function effectively without its Secretariat coordinating its activities (Aaronson 1996).

How important was citizen participation in Soviet decision-making Essay

How important was citizen participation in Soviet decision-making - Essay Example 46). Only in the beginning of 1990s, citizens of the former Soviet Union began to speak about the 74 years of Soviet regime as a "blank space" in the course of national history, a blunder, a roundabout way, as something that virtually better hadn't happened. "Now 1991 is referred to as the "collapse" or "falling-apart" (raspad), a word with almost purely negative connotations, even though people also tell opinion-pollers that they would not want to go back to the old order" (Sherman 1990 p. 15). Besides there is no doubt that knowledge in this area is highly disordered disorientation and blurred as for a very long time nearly until the beginning of "perestroika" the Soviet Union remained a skilfully isolated and closed political system (Segal, Batt, Buzan, Duncan, Goodman, Price, Margot, Williams & Womack 1992). In our work we'll investigate the Soviet era itself with its "backwardness". We will view the question through the prism of the course of comparatively recent history from 1917 to 1991. In short, our incentive is not to prove that twentieth century Russia and the whole USSR was backward but to demonstrate how decisive this backwardness was and even is for Russian and Soviet self-understanding (Fitzpatrick 2000, p. 378). Russia's "backwardness" as compared with the Wes... 104) "Russia as third Rome" were still general and common, but even the supporters of such concepts like Slavophiles often had prejudice and concerning the universal Russian intelligentsia's sense of inferiority about west countries that were considered to be more developed (Motyl 1990, p. 211). Marxist revolutionaries as a group of the radical intelligentsia which appeared in the beginning of the 20th century got the name the Bolsheviks. Socialism implies for them a lot, but what appeared to be the most essential, as became clearly understandable after they gain power in the October Revolution in 1917, was the process of "modernization" or "modification" the whole society. Their fundamental incentive was the surmounting of historic backwardness of the country (Drakulic 1987). The Bolsheviks considered that this so-called economic and cultural backwardness was the result of quantity of the non-Slavic peoples of the North and East and "dark" peasantry. "Since Russia's population in the early twentieth century was 80 per cent peasant, and non-Slavs constituted close to half of the population of the state that in 1923 became the Soviet Union that meant that "backwardness" was the prevailing condition" (Fitzpatrick 2000, p. 378). The Bolsheviks considered themselves a vanguard party. Strictly speaking, this implied that they represented the vanguard of the proletariat; and in broader meaning, it implied a vanguard of education with the main aim to steer the public masses out of backwardness. And after the winning of Revolution they declared their vanguard in the whole world (Sherman 1990 p. 14). These events were profoundly based on their Marxist perception of history, with its ideas and postulates

Sixth Annual Message of George Washington Essay Example | Topics and Well Written Essays - 250 words

Sixth Annual Message of George Washington - Essay Example The laws of the US were opposed and were too powerful to be suppressed by general judicial proceedings or by the powers vested on the marshal of the district (Podell and Anzovin). Therefore, he sought to subdue and weigh the best option for the crisis. Washington urged the Congress to support his taxation laws so that the public debt would be reduced. Further, he urged the Congress not to procrastinate the issue since the fiscal measures had commenced (Podell and Anzovin). Washington was geared to foreseeing favorable international relations and therefore urged the Congress that the intercourse with foreign nations would be mandated to the Congress. Washington described the people who participated in the rebellion as enemies of order who were bound to start an insurrection. He also described them as an embittered and prejudice artifice of men whose passions promoted riots and violence (Burns and Dunn). In my opinion, it was not a fair assessment because democracy entails the will of the people. Therefore, he would have engaged the citizens in dialogue and explain to them reasons behind the new taxation measures to curb public

Prioritizing Ethical Issues of a Corporate Example Dilemma Described Essay

Prioritizing Ethical Issues of a Corporate Example Dilemma Described - Essay Example They need immediate help and Tru-Seal is able to provide that, so it should. Secondly, Tru-Seal is not capable of accommodating the deal with Ford currently unless it increases its workforce. If it does not increase its workforce, the deal with Ford will be jeopardized. This will be a lose-lose situation for both Tru-Seal and the residents of the Jones County. Thirdly, Tru-Seal should increase the workforce because the Indian firm seems positive on continuing with the deal with Ford after it acquires Tru-Seal. In order to continue the work smoothly, it is unlikely for the Indian firm to completely replace the existing workforce at that time with new and inexperienced workforce as it would affect the quality of work as well as productivity. Last but not the least, it is not established that the Indian firm will acquire Tru-Seal. Unless it actually acquires it, chances exist that Tru-Seal might not be acquired in which case, it would be an unwise decision to not increase the workforce now. Yes, it is better for Tru-Seal to keep the union informed about the pending sale of the company. In spite of all the differences of the company with the unions, and the history of the company’s tough relations with the unions, informing the unions will be safer and less inconvenient choice compared to not informing them. If Tru-Seal does not inform the union, the union might engage in legal proceedings against the company at the time of its sale to the Indian firm, thus incurring a lot of cost to the owners in fines and damages. On the other hand, even if the union is informed about the pending sale, it is more likely that the union will support the decision of increasing the workforce at the Jones County given the high unemployment rate at present. Having met all environmental regulatory actions to date and having fostered a good relationship and open dialogue with the Michigan Department of Environmental

Market Reaction Paper Essay Example | Topics and Well Written Essays - 250 words

Market Reaction Paper - Essay Example I could see that all kinds of vegetables and meat products were available at this market with fair pricing policies. I visited the market twice to observe how its vendors work and perform their duties. Once I went there in the morning. Citarella market usually remains open from 10am to 6pm. I went there at 10am, right at the time and I could see the vendors were decorating their baskets with vegetables, fruits and other products. On the corner side of the market, a mini-bakery shop was full of rush. I could not even believe that this market is going to be crowded with people so early but it was. The people were mostly buying breakfast items from the mini-bakery. I loved to spend most of my time among the vendors who were raising their voices to attract the people for the purpose of selling their items. Then I left the market at 12pm and again came here at 4pm. Only two hours were left before this market could shut down. I decided to spend the two hours wandering into the adjoining streets. The market is surrounded by residential area so I could easily find various restaurants, houses and business buildings around. It was a nice time to spend at Citarella market and I loved the way its vendors and sellers deal with buyers. Mostly the buyers were Asians, as the market is situated in the hub of the town where Asians

Review of the Literature Essay Example | Topics and Well Written Essays - 1750 words - 1

Review of the Literature - Essay Example Research Elements: To demonstrate the content of the research, the researcher used quantitative research methodology. The means of the patients undertaking the PD program that had completed 2 to 3 training lessons prior to placement on the catheter. Outcome(s): From the study, it was discovered that out of the 90 patients that were treated for three months, most of them benefited from continuous education (Barone et al., 2011). Significance to Nursing and Patient Care: This study is useful since it explains that in as much the training programs were varied, the outcomes of the patients undergoing PD improved since a good number learn the different aspects of how to change an individual’s treatment program Summary of Article: In this work, Bernardini (2010) explains that Peritoneal Dialysis (PD) was regarded as a common infection for patients in the era of continuous ambulatory PD. However, it was extremely challenging to get the best treatment for peritonitis as well as determine the risk factors for peritonitis and how to prevent the same. Research Elements: Qualitative research methodology was used. To establish the content of the research, author used literature review to assess the level of infection of the patients from the 1970s and 1980s once in 6-12 months in an effort to assess the possibility of infection among these patients (Bernardini, 2010). Through repetitive tasks such as use of the catheter led to the patients adhere to the different connection procedures. Outcome(s): It was found out that the PD nurses can easily train patients on the principles of adult education; thus, inculcate them with skills that allow for evidence based practice and ultimately minimizing the risks of peritonitis through redirecting behavior among the patients. Significance to Nursing and Patient Care: This study is

Community Health Nursing Essay Example | Topics and Well Written Essays - 500 words

Community Health Nursing - Essay Example In the past, those applying for health insurance had to have restrictions included in their medical insurance offering if they had additional medical conditions. In South Carolina, individuals who are eligible for HIPAA can choose to acquire individual medical insurance from the state’s High Risk Pool which is required to proffer individual medical insurance to all persons, including those with medical conditions. There are also organizations such as Medicaid to cover individuals who live on a limited income and have fulfilled the requirements of the South Carolina’s Medicaid eligibility panel. Mini-Med, or Guaranteed Health Insurance, is another option for individuals that are not able to meet the requirements for personal major medical insurance. These options are attainable for most people as those who have problems with income have the option of purchasing an insurance plan which has lower premiums and a high deductible that will cover them for accidents or even major illnesses. Such individuals could also opt for temporary health insurance in order to obtain stopgap coverage when unemployed. My definition of health is influenced by a combination of factors. My education stipulates that physical health is achieved when the body is not affected by illnesses and has elements from the major food groups to oversee its continuation. However, my culture also emphasizes on the importance of spiritual as well as mental health if a human being is to be completely healthy. I live in a multicultural society, and so my definition of health is also affected by the beliefs of different cultures in my community. For instance, there are people who feel that it is very important for family connections to remain close if all members of the family are to remain in optimum health. This is because this particular community beliefs that bad relationships in the family, or strained ties, interfere with the positive energy within families which is

Effects of Jejemon Essay Example for Free

Effects of Jejemon Essay Jejemons, are you one of them? Recently, someone tagged me in a weird photo in facebook showing Jejemon†¦I never knew that freakin word and didn’t care until I saw on the news what they are, what it means and why the hell it’s being aired everywhere. Well, at least in Phil. This hub is all about Jejemon. What is Jejemon? What is Jejemon really? It was derived from two words jeje (from â€Å"hehe† means laughter) and mon (a Japanese-influenced suffix in Pokemon)Jejemons are the people who laugh â€Å"Jejejeje† instead of â€Å"heheheh† in Pinoy SMS. Jejemons has multiplied through chatrooms, online games, social networks and widely in mobile texting. They became a popular subculture because they make their own rules of spelling, punctuation and grammar. They type words in the virtual world by alternating capital and small letters, adding H, Z etc. So weird that only their group could understand. dHeY tYpe wOrdz lYk diZs **To view their website visit Jejemon.com Jejemon became so controversial and often, it creates debates discussing the advantages anddisadvantages of Jejemon. Good Effects of Jejemon * Gives pleasure to a social group. Jejemons became a tribe, so if you are one of them, you tend to enjoy like them. I can’t object and I’m not against them but I know every gang or sorority brings pleasure to anyone in a way he feels he belongs†¦ * Secret codes. If you’re a Jejemon, you definitely know how to speak and how to communicate with them. Only you and your folks can understand each other pretty well. So maybe, in times of secrecy, you can converse using your special terms. * The feeling of freedom. If  you’re a proud Jejemon, it also means you don’t care about anti-Jejemon critics. It’s a sign that you are liberated from what others would think. Bad Effects of Jejemon * You forget your main language. Whatever it is, English or Filipino, if you’re a Jejemon, you always speak with it, so you get used to it. Your other dialects are set aside. Oftentimes, it will let you forget the right spelling or grammar in English or Filipino. * Jologs status. (Ok Jejemons don’t freak out) Jologs, just like Jejemon, is a term used to denote low class group who are majority from the province towns, often times termed as â€Å"tambay† Jologs is a label of no-care to the world of etiquette or whatever is prim and proper for that matter. * Outcast. Jejemons unfortunately are not widely accepted in the nation so if someone sort of suspects he’s talking to one, he won’t talk with him again or be a friend with him. A perfect example would be what I’ve read from a site that says, â€Å"OMG you’re a Jejemon! Bye!† Because of it, Jejemon has been a big social issue. * Difficult to read. All would agree it’s frea king hard to read Jejemon words. Sample Jejemon words and phrases eOw poHw! (hello po) xInU pOe xLa? (sino po sila) jejejeje (heheheh) Do Jejemons annoy you? - Top of Form * Yup so annoying! * No, they are cool. Bottom of Form See results without voting Do Jejemons annoy you? DepEd (Department of Education) discourage everyone using such grammar because of the obvious effects. A lot of groups have grown also to combat Jejemons, they areJejebusters, Anti-jeje, GOTTA KILL ‘EM ALL JEJEMON and many more. Surprisingly, the term â€Å"Jejemon† won the word of the year inSawikaan 2010 over nine other entries, by the University of the Philippines academic group in Diliman, Quezon City organized by the Filipinas Institute of Translation. I have no problem with Jejemons and they don’t annoy me at all because I don’t talk/text to anyone of their kind.

The Damage Of A Disorganised Organisation Business Essay

The Damage Of A Disorganised Organisation Business Essay The assignment focuses on the outcomes of the study of the module-Organizational Behaviour which deals with the importance of the organizational principles in any company linked to its success in long run. I have focussed myself to study the Case of Oticon Ltd. in reference to change of organisation structure bringing in success. Though the objective of the study is to analyse the organisation in the context of dynamics of change affecting its very functioning with respect of organizational issues, the limitation of the study is inability to take up all issues considering organisation behaviour. Oticon, is a Danish firm, which was founded in 1904 by William Demant, is a leader in manufacturing hearing aids in Europe and the rest of the world. During the 1980s, a small American company, which designed a new and innovative model of hearing aids, entered aggressively in the market, and caused decreased sales for Oticon. The reaction of Oticon was immediate, as they decided to reconstruct the whole structure of the company, so as to boost their efficiency and profitability. The process lasted for almost three years, and resulted to major changes, which helped Oticon to regain profits, and become again a leader in their sector. Oticon is a good example of what D. T. Hall (1996) called The career is dead, long live the career and the boundary career construct (Arthur Rousseau, 1966). Key features of traditional career management like earmarking of management potential, formalized development programs, the use of promotions and organizational symbolism (e.g., privileges) etc. were simply not applicable in the spaghetti organization with no hierarchical structure, no traditional management positions, no high-flier program and not even an HR function. The nickname spaghetti organization reflects the complex, informal and almost anarchistic characteristics of the project organization, as it was initially implemented at Oticon. The path which Oticon choose to regain its ground and the initiatives taken in terms of Organizational Behaviour has been assessed in this assignment. For the purpose of analyzing the focus was laid down on 3 key aspects of organization behavior which are organizational structure, management of change and organizational culture and climate which can be correlated to the case. 2. Organizational Structure According to Sheldon: Organization is the process of combining the work, which individuals and groups have to perform with the facilities necessary for its execution, that the duties so performed provide the best channels for the efficient, systematic, positive and coordinated application of the available efforts. Koontz and Donnel have defined organizational structure as the establishment of authority relationships with provision for coordination between them, both vertically and horizontally in the enterprise structure. A good organizational structure has the following features: The structure should lay down a formal reporting hierarchy from lowest level to higher level of management. Identical activities should be grouped for each department so that equipment, processes and expertise can be developed at one place under the guidance of a departmental head. Coordination of various activities is laid down and specification of the coordinating authority be placed. Individual, group and departmental goals should be laid down with specific time frame. Monitoring of goals is essential to achieve the objectives. 2.1 Forms of Organization Structure Mechanistic form Organic form Comparative evaluation of mechanistic and organic form of organizational structures can be summarized as under: 2.1Centralization and Decentralization Apart from the forms of organizational structure discussed above the decision makers of the organization could be categorized into centralization and decentralization based on the form of organizational structure the board of directors or the higher management decide for the benefit of the organization, but in certain cases of management decisions this may or may not prove beneficially in long run and change is expected if it needs to change its horizons and expand its business. The concept of centralization refers to reservation of authority for decision making at top level of management i.e. the decision lies in the hands of Board of Directors/MD. Lower levels are responsible for implementing the decisions or one can say to abide by the decision ordered by the higher level. They are basically operators or implementers. In general, the authority is not delegated to the lower levels. The subordinates carry out work towards accomplishing their destined task. If at all there is a hurdle or operation is halted due to some reason, then the matter is referred to an appropriate authority that has the power to take appropriate decision to resolve the problem. Centralization can be viewed or implemented where the organization structures do not have many layers and it is relatively flat. It is majorly noticed where the subordinates are rightly not trained to handle key specific/ higher jobs, where there is a lack of trust in subordinates and the intricacy or the magnitude of work that demands centralized control. Decentralization on the other hand refers to authority being delegated to various levels of organization for making appropriate decisions for making the process quicker and efficient. In decentralized organizations, the individuals at lower levels are allowed to make decisions pertaining to their jobs which give them autonomy. Authority in this case does not flow with the same rate to each of the levels of the organization structure. It is important to note that each level should have appropriate authority for decision making when need arises and that one does not have to wait for upper level to take decisions at each level. An organization which has flat organizational structure is ideal to have a decentralized command and control especially in the current environment where specialization, information technology, competencies, work teams, group culture and systems prevail. It develops a sense of responsibility among employees, efficient time management, improves productivity, team sprit, motivation and brings the feeling of oneness among work groups. Greater decentralization offers employees higher level of job satisfaction as they have autonomy at work in decision making process. They can respond to a particular situation quickly. Charlisle suggested the following guidelines to determine whether there should be centralization or decentralization. (a) Mission, goals and objectives of the organization: Those organizations where democracy exists prefer decentralized structure in decision making process in turn, small organizations have a centralized structure. (b) Size of the organization and complexity of the work. Large organizations with diverse production lines and conglomerates with companies involved in different fields should be decentralized. (c) Geographical location of customers: Organizations which cater for customers which are geographically located far apart should have decentralized organizational structure. (d) Competency: If the top management is highly skilled, knowledgeable and experienced and has the capacity to handle more activities at one time, then the centralization is recommended. (e) Communication: If the communication between the management and employees is efficient, then the decentralization is recommended. This will enable problem solving and accord a sense of autonomy amongst workers. 2.2 Organizational structure and Oticon Oticon was initially following the Mechanistic Form of organization structure with centralized decision makers until it faced a stiff competition in terms of market leadership until Kolind the new CEO of the company had converted the same mechanistic form of organization structure into decentralized organic system of organizational structure which yielded fruitful results to the success of company in long run. Though the top management is highly skilled, knowledgeable and experienced and has the capacity to handle more activities at one time, then the centralization is recommended but the situation demanded Spaghetti organization. The introduction of Spaghetti form of organization structure was a tough task indeed as it needed everyones (board of directors, stakeholders, etc.) consent for implementation and the situation for Oticon demanded immediate decision to change its structure for its very survival which also links with the management of change which is discussed in relation to organization structure in the following paragraphs. 3.0 Management of Change It is known fact that change is inevitable. Nothing is permanent except the change but it is the duty of the management or organization to manage change properly and orderly. Organizations must incorporate suitable changes if the situation so demands or when the need arises. Change is a continuous phenomenon. It is to be noted even in most stable organizations change is necessary just to keep the level of stability. The major environmental forces, which make the change necessary, are Technology, Market forces and Socio-economic factors. Showing resistance to change can prove fatal for the very existence of the organization. According to Barney and Griffin, the primary reason cited for organizational problems is the failure by managers to properly anticipate or respond to forces for change. 3.1 Change Process Kurt Lewin proposed Three Stage Model of the change process for moving the organization from present position to the changed position. This is as under: Stage 1: Unfreezing: Creating motivation and readiness to change through (a) Disconfirmation or lack of confirmation. (b) Creation of guilt or anxiety. (c) Ensure subordinates of psychological safety. Stage 2: Changing through cognitive restructuring: Helping the client to see things, judge things, and feel things differently based on new point of view obtained through. (a) Identifying with a new role model, mentor, etc. (b) Scanning the environment for new relevant information. Stage 3: Refreezing: Helping the client to integrate the new point of view into (a) The total personality and self concept. (b) Significant relationship. 1. Unfreezing: Process of unfreezing makes individuals ready for change. Lewin believes that employees must be informed in advance of impending change and that they should not be surprised. Unfreezing entails unfreezing the old behaviour or situation. Edgar Schein took this excellent idea propagated by Lewin and improved by specifying psychological mechanism involved in each stage of the model. Unfreezing involves creating motivation and readiness to change by creating an environment of disconfirmation of existing psychological safety in the changed pattern of behaviour. This can be achieved by making announcements, meetings and promoting the idea throughout the organization through bulletin, boards, personal contacts and group conferences. The unfreezing process basically cleans the slate so that fresh behavioural patterns, customs, traditions can be imprinted which can then become a new way of doing things. 2. Moving: Once unfreezing process is completed, moving takes place. Moving is incorporating change. Persons undergo cognitive restructuring. The process is carried out by the following three methods as proposed by Kelman: à ¢Ã¢â€š ¬Ã‚ ¢ Compliance: Compliance is achieved by introducing rewards and punishments. It has been established that individual accepts change if he is rewarded or punished. This is a behaviour modification tool. à ¢Ã¢â€š ¬Ã‚ ¢ Identification: Members are psychologically impressed upon to select their role model and modify behaviour. If a leader can act as a role model the change is easier. à ¢Ã¢â€š ¬Ã‚ ¢ Internalization: It involves internal changing of individuals thought processes in order to adjust to a new environment. Members are advised to carry out soul searching and adopt a new behaviour. 3. Refreezing: It is related to integrate the new behaviours into the persons personality and attitude. It is referred to stabilization. The change behaviour must necessarily fit into the social surroundings. Refreezing takes place when the new behaviour is adopted in a normal way of life. New behaviour must replace the old on a permanent basis. New behaviours must be re-enforced continuously so that it does not diminish. Change process is not a one time process but it is continuous hence unfreezing, change and refreezing must also be continuous. 3.1 Steps In Managing Change Organizations must plan to implement change in a systematic manner. It must identify the field in which the change is required whether it is strategic, structural, process oriented or cultural change. Changes can also be affected in all the areas concurrently, but it must be managed appropriately so that there is no bottleneck effect. Once the need for change is identified and the area in which it is to be implemented, the following steps have been suggested by Greiner. Develop new goals and objectives: Objectives and goals are derived out of mission statements, objects may need revision due to change in external or internal forces. Select an agent for change: It is the responsibility of the management to entrust execution of change to appropriate authority. A manager may be given this responsibility. Diagnose the problem: Diagnosis is the first step to implement change. If an organization has a large number of employee turnover then the data must be collected and made available to the consultant so that the reasons for turnover can be identified and appropriate corrective measures taken. The process of identification of problem is not simple as it appears and requires research. Select Methodology: It is comparatively easy to implement material change as a part of change of a system. What is important is to protect the emotions they must be made party to select methods so that it is easier to implement at a later stage. Develop Plan: If the organization wants to reduce employee turn over, it may like to carry out comparative study of other organizations in respect of job content, reward system, employee performance, appraisal system, promotion criteria, training development and the strategy adopted by the organization for its growth. Strategy for implementation: Timings of implementation of change is very crucial. If the change is related to internal employees, it must be communicated at an appropriate time so that there is no resistance to planned change. Implementation of Plan: Once the decision to implement the plan and communication through which the plan is to be implemented is decided, it is the responsibility of the various departments to implement the same. This may need notification, briefing sessions or in-house seminars so as to ensure acceptance of all the members of the organizations specially those who are likely to get affected. Employee reactions in attitudes, aspirations, emotions and behaviour must be canalized in positive directions due to change. Evaluation Feedback: The result of the change must be evaluated and suitable feed back obtained. If modification to training development causes decrease in employee turnover, the objective of change would deemed to have been achieved. If the results are contrary to the expectation, then a new change may be required to diagnose cause. 3.2 The Change Process in relation to Oticon: Think the Unthinkable The change process in Oticon was initiated with the recruitment of a new CEO, Lars Kolind in 1988, who was given the full responsibility for implementing changes, and who bought the change which was unthinkable. After a two-year period of rationalization and cost-cutting, which has achieved savings in sales and administration costs of 20 percent, Lars Kolind announced in early 1990 a unique package of innovative and radical initiatives in terms of organizational structure, job design, information technology, and physical layout of the company. Oticon was rebuilt as a networking organization and became the worlds technologically leading audio logical company; and within five years was listed on the Danish stock exchange. The recommendations for the change process was described in a 10-page memo called Think the unthinkable, which was written by the new CEO and distributed to all staff in March 1990. The proposed changes are described: 1. To Increase the competitiveness by utilizing human and technological resources in a more efficient way, reducing the overhead costs, which at that point of time exceeded the actual production costs; 2. The objective is to replace the hierarchical job structure where in each employee is involved in number of projects at the same time considering each project as a business unit with its own criteria. 3. To reduce the written paper communication by establishing electronic scanning of all incoming mail and introducing comprehensive information technology systems, networks, etc.; 4. To disown traditional managerial jobs and transferring managerial authority to the project groups or the individual employee; 5. An open space office to be created where physical mobility persists where in each person has a cart or trolley, a cabinet on wheels containing the computer, the phone, and a limited space for files that can be moved around in the office. 4.0 Organizational Culture and Climate Edgar Schein defined culture as A pattern of basic assumptions invented, discovered or developed by given group as it learns to cope with its problems of external adoption and internal integration worked well enough to be considered valuable and therefore, to be taught to new members as a correct way to perceive, think and feel, in relation to those problems. Wagner III and Hollenbeck have defined organizational culture as the shared attitude and perceptions in an organization that are based on a set of fundamental norms and values and help members understand the organization. Organizational culture is not inherit form of an organization, it has to be invented and later developed over a period of time. It enables employees to perform within the framework of the organizations culture. Environment plays a dominant role in developing the culture and so does demographic factors. Once the culture is developed, it virtually becomes a peoples organization from a functional point of view that promotes risk-taking among managerial cadre and generates novel ideas. It promotes communication that improves productivity and job satisfaction. 4.1 Organizational Climate According to Bowditch and Buono Organizational culture is with the nature of belief and expectations about organizational life, while climate is an indicator of whether those beliefs and expectations are being fulfilled. Employees in the organization keep studying the management philosophy and various actions they take to deal with organizational factors that are of a routine nature. These include the following: (a) Selection Process of the employees. (b) Leadership style and approach to solve problems of the employees. (c) Wage administration. (d) Attitude to implement change and incorporate latest technology. (e) Job description. (f) Organizational structure and frequency to modify the same based on need. (g) Performance evaluation. (h) Promotion policy and its implementation. (i) Efforts involved in promoting creativity and innovations. (j) Availability of resources for research and development. Overt factors can be measured and fair assessment can therefore be made about the intentions of the management and efforts they are putting in to build an appropriate organizational climate. While on the other hand covert factors can not be quantified being of subjective nature. Likert has carried out studies on organizational climate by isolating six different variables namely decision making, leadership style, motivation, goal setting, communication and control. Each variable was then evaluated on four dimensions. Each of the dimensions can then be studied on the five-point scale enumerated above. Based on the inputs so received on the specific study of a particular variable an appropriate conclusion of the prevailing organizational climate can be drawn. Suitable remedial measures then can be initiated to modify the climate to desired level. According to Edgar Schein Culture is the most difficult organizational attribute to change. He specified three cognitive levels of organizational culture: What can be seen and known, Organizational mission and value, Tacit assumptions which is the deepest level and the most difficult to explicate. In the years before the change Oticon management had bureaucratic nature of the organization and corporate culture. It was more off hierarchical organization with importance given to people rather than position. Oticon after year 1991 became more task culture, it developed into customer focus organization and started to be project orientated, where departments disappeared, individuals were expected to contribute to the organization and got recognized influence in the group. In short it was made more important what you do and not who you are. 5. Conclusion Various companies have tried and tested teamwork organization unsuccessfully but what were the key elements that were responsible for the success of teamwork in Oticon? A lot of companies want to implement teamwork in their processes, as working into teams has several advantages such as creativity, innovation, speed, and better productivity. Moreover, teams with more freedom in their ideas and way of working, seem to be more productive and creative than others with stricter rules. In the case of Oticon, there are several key elements which were responsible for the successful implementation of teamwork. Firstly, the employees were fully informed about the changes and the new working situation. In addition to this, some of them participated to the process of restructuring the company. Even in the meetings there was the employees presence so as to be closer to the new decisions. It is important to be mentioned that it was necessary for the employees to practice in PC use, so they were encouraged to take a PC home so as to practice in their free time too. Another aspect of this change was that because of the Spaghetti organization, all the departments were abolished, and the companys structure was based on the projects. By this, employees were motivated, as they were encouraged to come up with new ideas for new projects, and become leaders of these project teams. So, the company promoted creativity and innovative ideas among their workers and gained in productivity, as the employees felt satisfied and ready to contribute more, because they were active members in the development of the organization. The organization of the company became more elastic, that gave freedom to employees duties; as they could co-operate and even more, work in the same offices, by moving their desks. Oticon also gave the freedom to project leaders to select on their own the team members, according to their specifications, in a more informal way, the selected team members had the right to refuse to take part in the project. This means that the people, who are in the team, are by their will, so they are more dedicated in the goal, and loafing effects are avoided. Furthermore, it is important to be mentioned that team meetings were frequently arranged, and the way the meetings were conducted, were organized by the team itself, in the frame of given freedom. So, teams decided in which way they could be more productive, and, be frequent meetings and good communication, the success was inevitable. On the contrary, meetings between senior management, and project groups had taken place only once every three months in order to present their results and take feedback. A three year preparation period before the completion of the new structure was enough time for the idea to mature, and the organizations members to adapt to the new working conditions. Finally, the fully autonomous groups were one of the most important factors of success, as strong connections were built between the team members, which ameliorated the collaboration. Moreover, team members had the opportunity to work in several projects simultaneously, which allowed them to exchange and share ideas and information between connected projects. All in all, the not formalized structure encouraged all employees to contribute in the development, be having the right to give to their employers, new ideas and projects, without the fear of criticism. Evaluation of the Outcomes, and the Present Today, over two decade after the changes were inaugurated, overall management ideology and practice have largely remained the same, but a number of specific changes have occurred. The organization has been professionalized by defined projects in the sense that fewer people are now assigned as project team leaders, with a proper  career path, and that a training program in project management has been launched thus making it more selective and exclusive to become a project manager. The role of functional experts has been maintained, but has developed into more traditional business units or staff functions. The CEOs thought of creating a paperless organization has proved to be too idealistic. Lars Kolind, the man behind the change of thought process in 1990-91, retired in 1998 and was replaced by Niels Jacobsen, who had been with the company from 1988 and co-managed the company with Lars Kolind until his retirement.