Boracay Famous White Beach Tourism Essay

Boracay Famous White Beach Tourism Essay According to Tourism Philippines, Boracay is famous for its long white sandy beaches, and is also a popular outlet for water sports activities such as scuba diving, snorkeling, sailing etc. Other than the sandy beaches, Boracay is well known for the nightlife and party scene. There are numerous bars and clubs along the whole stretch of beach, mostly located at station 2 of Boracay. Spas are also readily at most places; you can even find freelance masseurs patrolling the beaches! (Tourism Philippines, 2008, Retrieved From: http://tourism-philippines.com/boracay-travel-guide/) According to corporate.mozcom.com, The best part of the island is its 4 km. White Beach, also called long beach by the locals. It is situated at the west coast between the villages of Angol and Balabag, and some experienced travellers claim it to be the finest beach of all Asia. The water is shallow here and its sand brighter and finer than most beaches in the archipelago. There are about 350 beach resorts with 2000 rooms to suit virtually everyones taste. There is accommodation of all types and price categories. Restaurants range form the native fastfood stalls to establishments that would satisfy even a gourmet. You can find beer joints as well as discos with amazing light and sound equipment. (corporate.mozcom.com, n.d, Retrieved From: http://corporate.mozcom.com/dot/r6/borfacts.html) Nestor P. Burgos Jr. of the Philippine Daily Inquirer states that, DISCERNING travelers and tourists prefer destinations off the beaten track. But many of them still end up in the world-famous beach of Boracay Island in Aklan. This is because of its white beach and fine white sand and crystal clear waters, according to Edwin Trompeta, regional director for Western Visayas of the Department of Tourism. The beach and waters combined with the islands nightlife make Boracay irresistible, he says. Despite controversies on land ownership and unregulated development, Boracay has drawn more tourists every year because of its famous white beach, consistently included in the lists of the best beaches in the world. Furthermore, the global economic slump has failed to dampen tourist arrivals with new foreign markets and local tourists making up for the slack in visitors from countries hit hard by the world recession. As a matter of fact, tourist arrivals on the island have been on the upswing for a decade. They are up from 554,181 tourists in 2006, 596,707 in 2007, 634,263 in 2008 and 649,559 last year. For the first five months of this year, tourist arrivals have grown by 12 percent, according to data from the tourism office of Malay town in Aklan. Boracays peak season usually begins in October and lasts until May the following year From January to May 2010, tourist arrivals reached 378,694, higher than the 337,664 tourists who visited the island in the same period last year and the 320,994 tourists who came in 2008. The highest number was recorded in May with tourist arrivals reaching 101,349, higher than the 92,813 tourists in the same month in 2009 and 83,731 in 2008. More than 600,000 local and foreign tourists visited the white sand beaches and various parts of Boracay during the period, more than 40 percent higher than the 2009 figure of around 470,000. DOT 6 said they have recorded more than 230,000 foreign tourists in the island as of early October. . This is good news amid the various travel advisories issued by several countries against visiting in the Philippines, the DOT 6 said. The United States, Australia and United Kingdom had earlier issued advisories as precautions in traveling to the country in the wake of reported terror threats. The tourism of Boracay is continuing to grow in fact, The News Today states that, Boracays revenue, mainly due to tourism, has reached P 12.17 billion as of the third quarter, higher compared to last years figures. Income from tourism in Boracay from January to May reached P6,961,683.28. (Burgos, 2010, Retrieved From: http://newsinfo.inquirer.net/inquirerheadlines/regions/view/20100814-286677/Boracay-tourism-still-up-amid-woes) Tourist Attractions and Activities in Boracay According to travelnet.com, Boracay is famous for the following: Beaches / White Beach Boracay boasts of a sugary white sand beach and azure blue waters. The best part of the island is the four-kilometer White Beach known to be the finest beach in the world. The surrounding water is shallow and the sand is finer and brighter than most beaches in the archipelago. White Beach is so, soooo fine, it feels like treading on miles of baby powder! Aquasports The island paradise of Boracay is a perfect place for watersports. Here, you can partake in a smorgasbord of exhilirating aqua action from swimming and snorkeling to scuba diving, windsurfing, sailboating, kayaking, boardsailing, and boating. Nature Tripping / Eco-Adventure World-renowned Boracay is an adventure island ideal for island hopping, hiking, trekking, caving, mountain climbing, biking, and horseback riding. Trekking and mountain biking can bring even the intrepid to the islands quaint interior villages and to the edges scenic rocky cliffs, discovering along the way many hidden coves with isolated beaches far from the tourist crowd. Boardsailing at Bulabog Beach On the eastern side of Boracay Island is Bulabog Beach. It is a boardsailors mecca that draws enthusiasts from all over the world, especially during the peak season from November to March. In January, it is the site of an International Funboard Cup. Paraw Regatta Sailboating and kayaking are popular sporting activities, with Boracay playing host to the annual Paraw Regatta, an international sailboat race that makes use of the native outrigger. Diving Dive sites surround the island and are learning venues to both novice and professional divers, guided by competent instructors of the many dive shops that operate in the area. For trueblue scuba diving enthusiasts, Yapak in Boracay is a great deep dive. Recreational Sports Laid-back Boracay is the perfect venue for golf, tennis, bowling, even beach volleyball. Top-of-class amenities for these activities are available in the island. For golf bugs, Fairways and Bluewater Resort Golf and Countryclub has an 18-hole championship course. Partyhopping The code in Boracay is strictly informal. Walking barefoot than shod is the rule rather than the exception. Swinging discos have the beach for a floor, giving dance a new twist. From dusk to dawn, the island turns into one big party place where everyone is welcome to join in. Mambo Number 5 For the adventure-driven, Mambo Number 5 is a little bit of boating and wind surfing, a little bit of scuba diving, a little bit of trekking, a little bit of mountain biking, and a little bit of golf. Shopping Bargain shopping is a joy of a diversion while in Boracay. Souvenir pieces provide endless possibilities, from trinkets and native accessories made of shells and semi-precious stones to exotic or contemporary beach wear and fashion artworks. Dining The taste of the 6th Region, to which Boracay belongs, is quite simple. Charbroiled chicken is common fare. Another favorite dish is raw fish marinated in spicy vinegar. Dining is no problem in Boracay, with most resorts having their own restaurants that serve both Filipino and international cuisines. Small snack bars line the island. Relaxation Diversions are not a problem in Boracay, with leisure activities calendared throughout the year and amenities offered by some 350 tourist establishments. The island is ideal for beachbumming, relaxing, and simply lazing around. At the end of the day, unwind with a relaxing massage. The island never runs out skilled masseurs offering massage services by the beach. For a more luxurious treat, visit the new Mandala Spa. Boracay Boardsailing The picture-perfect tropical island of Boracay offers flat-water speed sailing, wave jumping, and longboard cruising. White Beach, shielded from the amihan, or northeast monsoon, is for beginners. Bulabog Beach, on the other side of the island, has ideal conditions for speed, slalom, and high-wind shortboard sailing. It is also the site of the annual Boracay International Funboard Cup. Tabon Strait has superb high-performance sailing, but there is a real risk of being swept away, so this site is for skilled sailors only. Tibiao Whitewater River Rising near the peak of Mt. Madja-as, the Tibiao River descends almost 2000m on its short but tumultuous journey to the sea. The lower section of the river, known as the Chicken Run, is grade 3; the more difficult upper section reaches grade 4. The Tibiao has all the classic features of a tropical whitewater river, with rich vegetation hemming the banks, views of rice terraces, spectacular falls and clear water. The river is close to Boracay and easily accessible. Natural Formations Beaches / White Beach Boracay boasts of a sugary white sand beach and azure blue waters. The best part of the island is the four-kilometer White Beach known to be the finest beach in the world. The surrounding water is shallow and the sand is finer and brighter than most beaches in the archipelago. White Beach is so, soooo fine, it feels like treading on miles of baby powder! Festivals Ati-Atihan (second weekend of January) January is the time to hang loose in Kalibo, the Land of the Atis and the gateway to Boracay. For all of three days, it celebrates the Ati-Atihan Festival where frenzied streetdancing is performed by costumed and black-sooted tribes as they wend through the main streets from dawn until the witching hours. Ati-Atihan commemorates the 13th-century land deal between ten migrating Bornean chieftains and the aboriginal Ati King Marikudo. It also honors the town patron, the infant Santo Nià ±o. To the accompaniment of hundreds of lyres and drums, merrymakers throw all inhibitions to the wind as they join the tribes in a mad jig punctuated by rhythmic shouts of: Hala bira! Puera pasma! Hala bira! Viva Santo Nià ±o! (Loosely translated: Let go! Dont get sick! Let go! Hail the Holy Child!) Paraw Regatta Yearly, Boracay Island plays host to the Paraw Regatta, an international sailboat race that makes use of the native outrigger. International Funboard Cup A music and dance festivity depicting the history, folklore, and traditions of the Lobocanons. Bolibong Kingking is a term applied to the drums and gongs and their rhythm used to accompany the supplication dance ritual in front of the Image of Our Lady of Guadalupe, the 2nd Patron of Loboc. Pana-ad sa Loboc (Holy Thursday Good Friday) Bulabog Beach, situated on the eastern side of Boracay Island, is a boardsailors mecca that draws enthusiasts from all over the world. Every January, it is the site of an International Funboard Cup. Marketing Boracay A study was undertaken for the International Finance Corp. (IFC) by a team of Filipino and German consultants  to improve and develop Boracay to make it a world-class tourist destination. According to this study, the plan is achievable and through this, the island of Boracay can compete with other world-renowned beaches like those in Phuket, Thailand and Bali, Indonesia. The plan is to redesign the marketing strategy to make the island more visible and accessible to tourists from around the world, declared IFC Country Manager Vipul Bhagat. Boracay is presented as a haven of good investment opportunities, paying attention to strategic tourism marketing and promotion so as to invite and persuade more tourists into visiting the island. http://www.mb.com.ph/node/61659 The study emphasizes the major changes which are intended to be done and implemented to develop, sustain and make Boracay a major destination for big-ticket tourism. These changes include the transfer of solid waste management facility from Boracay to Caticlan; the construction of low-cost mainland housing to ease migration and congestion in Boracay; improved transport facility between Boracay and Caticlan; development of Caticlans airport and marina; a Caticlan-based full service hospital to respond to emergencies, and; an agro-industrial center in Caticlan with ice and cold storage facilities and a public market. Issues like migration, zoning, lack of health facilities and medical personnel, visual and noise pollution, solid waste and water management, energy supply and intra- and inter-island transport are also addressed. In addition, the building of educational facilities offering tourism-related services, environmental management and eco-tourism in Caticlan was also recommended to raise the awareness of the locals to continue preserving, sustaining and developing the island that is considered as one of the Philippines most treasured and precious natural resources. .   To start with the marketing and strategic management development, the IFC conducted a web marketing seminar for local officials and businessmen to improve and hone their skills and utilize the use the Internet to market Boracay and improve and build-up its image. A separate forum for potential investors was also held in Manila.

Colgate-Palmolive International Business Strategy Essay

1. Introduction What a â€Å"Colgate Smile† is a phrase commonly used as a compliment about one’s smile. It has been popularized throughout the whole world, due to Colgate’s good reputation as a successful business. Colgate, today being one of America’s most successful Fortune 500 companies, has a long history of evolution and complex adoption of various business strategies, which led to its current solid powerful position. As representatives of the Colgate-Palmolive Company, we are pleased to tell you more about the success story of our company through this report. In the first part, we will show how CP slowly internationalized and expanded globally by adapting various strategies to become one of the most powerful MNC’s, to then in the second part, give you details from an academic point of view with regards to the Bartlett and Ghoshal’s transnational strategy framework which the firm ended up adopting in order to most efficiently survive in and take over t he very competitive market. 2. Internationalization Strategy of Colgate-Palmolive 2.1 The assesment of the internationalisation of the company In 1806, William Colgate started a starch, soap and candles company in New York City and, after 207 years, Colgate-Palmolive stands as one of the oldest and truly  global consumer product company. Colgate-Palmolive owns 75 wholly owned subsidiaries in 75 different countries, and operates in more than 200 (Colgate.com, 2013). Colgate had a slow start – after founding the company in 1806 they remained in the American market for more than 100 years. During that time, they were expanding their operations and developing their strategies for the local market, and then in 1914, Colgate opened their first international subsidiary in Canada, a neighboring country, with both geographical proximity and cultural similarities. The company’s international growth was slow during the 1800’s but with all the technological developments that took place during the 1900’s and with the need to enlarge their global market share, Colgate went on its internationalization process. To mention briefly; in 1920 Colgate established operations in Europe, Australia, Asia and Latin America, eight years later, Colgate merged with Palmolive-Peet, and became Colgate-Palmolive-Peet, thus joining forces with another company aspiring for global dominance. In 1985, Colgate-Palmolive entered into a joint venture with Hawley & Hazel in Hong Kong, and ten years later, in 1995, after the end of the communist regime, Colgate entered Central Europe and Russia, thus expanding its operations into the fast growing countries of the region (Colgate.com, 2013). Figure 1. The expansion and internationalization timeline of Colgate-Palmolive As we can see from Figure 1., Colgate internationalized slowly at the beginning, but picked up a faster pace in the following years. Penetrating geographically close regions or markets that have similar culture and then expanding within that region identifies the company’s pattern for internationalization. First, they entered into Canada. Canada is the closet country to the USA, which is very similar culture wise. In addition, after the Canadian market, Colgate went to Europe and Australia. Europe presented a challenge since each country there had a completely different cultural preference. Thus, Colgate went on with the strategy of â€Å"think global, act local†. This gave the company an added advantage, thus enabling Colgate to understand the market needs, and therefore develop suitable products, different logistics/distribution chains, and different production systems than what originally they founded in their home country. Moreover, Colgate was acquiring different companies that presented a competitive advantage, or had products that Colgate thought were innovative and had a selling potential in different global markets. In addition to mergers and acquisitions, Colgate went for joint ventures, especially in the countries to Far East; these countries are China, Hong Kong, Taiwan, and India. Therefore, Colgate-Palmolive has slowly progressed in its internationalization process, starting from neighboring countries, moving to farther geographical locations that had similar cultural preferences, and expanded accordingly. 2.2 The assessment of geographical characteristics of internationalisation Colgate-Palmolive’s geographic segmentation is formed mainly on the basis of each region’s economic, cultural and climatic conditions. Approximately 75% of Colgate-Palmolive’s sales derive from international operations; therefore succeeding in markets outside of the United States is of great importance. The first country outside the US borders, where CP decided to launch their operations and sales was the closest, both geographically and culturally, Canada. The next step in their internationalization process was to reach more distant countries, yet still of cultural and economic similarity – Australia and Western European countries, such as France, Germany and the United Kingdom (Colgate.com, 2013). After acquiring a strong market position in these markets Colgate recognized that the competition between the three main business actors in the field, which are Unilever, Procter & Gamble, and Colgate (Hauser Furstace, Inc., 1994), is becoming extremely fierce, that is why CP decided to shift the focus of their competitive advantage and target the, internally so called, ‘high growth markets’ (CP Annual Report, 1996). High growth markets, according to CP’s understanding, are the developing countries that possess a potentially high customer base. Colgate-Palmolive decided to enter Latin America (Mexico, as the geographically closest high growth market), expanding then to Asia (India in 1937, after the country’s independence from the colonization by the UK in 1930s, and Philippines – currently the 5th biggest Colgate market in Asia), Africa and Central and Eastern Europe (Poland, Baltic States). Colgate was one of the pioneers in recognizing that following the multi-domestic or international strategy of internationalization is not enough to maintain  their competitive advantage and that the company has to allow a certain degree of adaptation in order to comply with each country’s customer needs. Colgate-Palmolive is extremely dedicated to their worldwide brand, and does broad research in order to introduce the most accurate products into the right countries. For instance, in the 90s Polish CP product developers came up with the idea of the Colgate Herbal toothpaste and the Palmolive Naturals series after finding out that Polish customers prefer more natural cosmetics – after a successful introduction to the Polish market, CP decided to expand these lines of products further internationally (Broniewicz, 1997). Currently CP sells sixteen different kinds of toothpaste in the US, while in the UK they are selling twenty-two distinctive varieties (Colgate.com, 2012 ). 2.3 The outline of the main foreign market entry modes employed by the company As mentioned in previous paragraphs, after developing the business into a successful one in the US, Colgate decided it is time to become a MNC and conquer the market internationally. The first international cooperation was made in 1914 (Economictimes.indiatimes.com, 2013), over a hundred years after the company was first established, with a neighbor country, Canada. The choice was a safe one given the fact both countries are very similar culturally, politically, and are known to have the largest trade relationship in the world, hence there wasn’t much risk in this move (Kafchinski, 2013). Next, after the company’s first successful installation in a foreign (although similar) country, they got hungry for the success and wanted to continue the expansion. However this time, given the present strong competition in the industry in North America, CP decided to target other, mostly less developed countries in Europe, Asia, Latin America and Africa in order to take advantage of the â€Å"new entrant’s† position (New York Times, 2013). The 20’s were the years of considerable expansion into other continents. The first country was France, oldest ally of the US to its role in the American Revolutionary War, plus presenting an attractive and economically similar market. Perhaps the Canadian experience with Quebec, which is a French speaking/cultural province, enticed Colgate to move to France, where the firm’s second subsidiary was opened in 1920. Further that year, now having  the courage to enter further (for the moment westernized) markets, CP expanded to Australia, the United Kingdom, Germany, and Mexico (Answers.com, 2013). We can observe that Colgate opted in expanding in culturally or economically similar countries in the first place (which reflects the Uppsala Model) to then have the strength and courage to enter further countries lik e Mexico. After the successful moves, they finished the year by expanding to more distant (physically/economically/culturally) countries: the Philippines, Argentina, Brazil, South Africa, and waited till 1937 to move to India. It is clear to see that location, culture and economy, were essential criteria in deciding which countries CP would enter. In addition, Politics have also played its role as one of the main determinants of entry choices. For instance, Poland and other eastern European countries have been entered in the late 80’s, due to political reason that strongly affected the market’s availability in previous years. In 1995, CP entered Russia and other central European/fast growing markets (Colgate.com, 2013). Taking the example of Poland, Jerzy Starak, an energetic entrepreneur played a key role in developing the business in that new part of the world. He agreed to set a Joint Venture with CP (Starak initially owned 49% of shares, whereas CP owned 51%) as he thought th e business had a huge potential. Colgate-Palmolive chose to set a JV in Poland as it didn’t have much knowledge and social ties in the eastern European market, rather than going for a WOS, which would have been risky due to the lack of familiarity with the market, lack of information about the cultural and business practices, and very different turbulent, still communistic political and economic system. This strategic move allowed CP to gradually attain the necessary skillset to further penetrate the CEE countries – when CP decided to enter the Baltic states (Estonia, Latvia, Lithuania), the company was able to establish a wholly owned subsidiary in Riga, Latvia and then export CP products to Estonia and Lithuania through local distributors – all this could be possible due to the learning process of operating in the eastern European region (Ludzie.wprost.pl, 2013). 2.4 The overview of the enterprise structures and controls used by the company Colgate-Palmolive has a hierarchical organizational structure. In the top of this organizational structure is the chief executive officer, Mr.  Ian Cook, who has a bird eye view of the organization in all parts of the world. Five continental senior executives follow the CEO. These executive officers are in charge of different continental block Market, which are European, North American, African, Asian, and South American. Below the continental managers are the country managers who are in charge of respective countries in which Colgate-Palmolive has a presence. The company’s organization structure has also the human resource managers and the information technology executives. The justification that Colgate-Palmolive has a hierarchical organization structure is that all decisions are made by the strategic managers at the top of the organizational structure. The graphical analysis of CP’s organizational structure is presented below. Figure 2. Colgate-Palmolive’s Organizational Structure Colgate-Palmolive has a divisional organizational design. The international divisions of Colgate-Palmolive face diverse legal and cultural constraints in different continents of the world. Grouping international divisions develops specialized skills and abilities for dealing with international questions that do not arise in domestic operations. This divisional organizational design helps Colgate-Palmolive respond and adapt to differences in product types, product marketing and cultural differences of its various international locations. Divisional organizational design emphasizes people’s decision-making autonomy throughout the organization. An individual at various levels can become more involved in organization’s basic activities. Organization by following this structure puts more demands on individuals to deliver the highest level of business performance. On the other hand, the divisional organizational design has its shortcomings – it very often leads to repetition of services like local marketing and international marketing, local finance and international finance. This puts more financial pressure on the organization as it leads to greater operational costs and higher complexity of the entire system within the company. Based on the internal materials from CP’s employee workshop on the company’s strategy it can be stated that Colgate-Palmolive has harnessed a control analogy in five main areas, which can be further divided into two parts namely Strategic Thrust and their Management Process. The depiction of CP’s control structure is presented in Figure 3. below. Figure 3. Control Structure of Colgate-Palmolive 3. Evaluation of academic strategy frameworks for Colgate-Palmolive 3.1. Overview of the Bartlett and Ghoshal’s generic strategies framework In order to facilitate the understanding of the internationalization strategy of Colgate, it is essential to get oneself familiar with the Bartlett and Ghoshal’s generic strategies framework. According to the theory, in order to survive firms must do all that they can to respond to cost pressures affected by global integration and to the diverse customers needs which affect the demand for a greater degree of the local responsiveness. Bartlett and Ghoshal emphasize that the core competencies and skills of a company do not necessarily have to reside within the company’s home country; instead, multinational enterprises should develop their strategies from any of the worldwide operations (Hill, 2011). The two scholars developed four distinct strategies of entering a foreign market, which are: multidomestic, international, global, and transnational. Multidomestic strategy focuses on high level of local responsiveness and low level of global integration, whereas the global st rategy has an opposite approach of focusing on maintaining high level of global integration without taking into account the local responsiveness aspect. The international strategy does not require a great need for neither global integration nor local responsiveness. International strategy can bee seen mainly in the paper, textiles and machinery industries (Hill, 2011). Figure 4. Bartlett and Ghoshal’s generic strategies framework (Hill, 2011) Part of Bartlett and Ghoshal’s theory on multinational enterprises strategies, which we would like to focus on is the transnational strategy model. This model is an organized approach to internationalize into global markets while the firm works very hard to be responsive to local demand  while holding necessary central control over the global operations to ensure efficiency and learning within subsidiaries (Hill, 2011). 3.2 Evaluation of the Bartlett and Ghoshal’s framework on the company’s example After a thorough analysis of the internationalization process of CP, it has been found that the company followed in overall three out of four generic strategies, namely international, multidomestic, and transnational. At first, CP operated within the international strategy. CP entered markets which were of geographic or cultural proximity (Canada, France, Australia, etc.) in order to reduce the cost pressures, benefit from adapting and leveraging parent company competencies and have greater control over the foreign subsidies. The level of local responsiveness was relatively low, since the foreign customer base had similar taste and preferences, as well as the economic, legal and political structure of the host countries did not differ significantly from the ones in United States. As the competition in the industry was growing, CP realized that in order to maintain their strong position on the market they had to tap the market of high growth countries instead of focusing only on the developed ones, thus the shift of strategy towards greater localization and adaptation of offerings became inevitable. At that point CP focused on developing a more multidomestic approach to sense and exploit the local opportunities by building flexibility through resourceful and adjustable national operations. At the same time, Colgate-Palmolive never resigned from their international approach and headed slowly towards being a truly transnational business entity. After Colgate’s initial development in foreign markets through the international and multidomestic strategy, they eventually followed the transnational strategy where the company tried to achieve low costs through location economies, economies of scale, and learning effects, thus differentiating their products within different geographic markets and supporting the flow of information and skills between subsidiaries within the firm’s global network (Hill, 2011). CP recognized that entering the high growth markets is more challenging and simply replicating the company’s  products will not suffice, but a huge MNC like Colgate-Palmolive could not allow a complete shift from international to multidomestic strategy, that is why in order to develop global efficiency Colgate-Palmolive had to adapt the transnational model. We can observe that strategy in the degree of flexibility given to country managers and the fact that the company is always encouraging employees to share their ideas. A good example of that are the Colgate Herbal toothpaste and the Palmolive Naturals series introduced by Polish specialists on the Polish market and then introduced further worldwide. Figure 5. Bartlett and Ghoshal’s strategy framework of Colgate-Palmolive To conclude this part, in Bartlett and Ghoshal’s model the transition of expansion theory is basically from multidomestic to transnational OR international to transnational or global. In Colgate-Palmolive’s case the situation presents itself differently. The transition of CP’s internationalization strategy started from the shift from international strategy to the multidomestic one and then transformed naturally to the transnational strategy. Even though the company did not follow exactly the same scheme as presented in the Bartlett and Ghoshal’s framework, we can still assume the validity of the theory and present Colgate-Palmolive as one of the best examples of how to pursue the idea of ‘thinking globally, acting locally’ through the implementation of the transnational strategy. 4. Conclusion Colgate-Palmolive can’t be seen as a simple business, but more as a symbol of a successful MNC, where generations have struggled throughout history with changes in the market, politics, and different economies, in order to adopt the most suited strategy that permitted the company to get where it is now. We saw that Colgate didn’t just apply one model and succeeded straight away, but started by developing a solid base for the company in the US, and then slowly expanded internationally to similar countries where they could replicate their initial western products, to then expand further into other countries and continents by adopting a more locally aware strategy. After the second expansion phase, the company couldn’t just replicate it’s  products internationally as the cultures, and political systems of the other nations were too different; CP had to sense and exploit local opportunities. The production and management demanded more local awareness, hence the shift towards a multinational strategy. After over almost 200 years of developing the business and taking over the market internationally, CP seems to have found the â€Å"golden strategy†; Transnational. The national units contribute to the world wide integrated operations, and knowledge is developed by all actors, and shared amongst them. Global efficiency has been slowly but safely reached by Colgate thanks to its flexibility and reflex in capturing the market’s demands and opportunities, while staying cautious about cultural and political risks throughout history. 5. List of Figures Figure 1. The expansion and internationalization timeline of Colgate-Palmolive (page 4) Figure 2. Colgate-Palmolive’s Organizational Structure (page 7) Figure 3. Control Structure of Colgate-Palmolive (page 8) Figure 4. Bartlett and Ghoshal’s generic strategies framework (Hill, 2011) (page 9) Figure 5. Bartlett and Ghoshal’s strategy framework of Colgate-Palmolive (page 10) 6. Bibliography 1.Answers.com. 2013. Colgate-Palmolive. [online] Available at: http://www.answers.com/topic/colgate-palmolive-company#ixzz2l6GNWWiX [Accessed: 19 Nov 2013]. 2.Broniewicz, M. 1997. Nowe Szampony Palmolive Naturals. 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It Might Have Been Otherwise Analysis Of Otherwise by...

It Might Have Been Otherwise: Analysis of â€Å"Otherwise† by Jane Kenyon Jane Kenyon, the author of â€Å"Otherwise†, once said, â€Å"The poets job is to put into words those feelings we all have that are so deep, so important, and yet so difficult to name, to tell the truth in such a beautiful way, that people cannot live without it.† Jane died a few years later after writing this poem, and it was published after her death. â€Å"Otherwise† is a meaningful poem that describes the tender truth about death in a definite but beautiful way; it also emphasizes the pleasant normalcy in life, and how everything will change. This poem is basically about being thankful for having the simple cherished things in life, and how it could be different. It is in two†¦show more content†¦These lines are used to show how grateful she is to be with her mate, and eat with specific, silver candles: At noon I lay down with my mate. It might have been otherwise. We ate dinner together at a table with silver candlesticks. (13-18) She uses the line â€Å"It might/ have been otherwise† (14-15) again after each of those lines to indicate how those simple, ordinary things should not be taken for granted. Jane makes this line seem like a dream come true: â€Å"I slept in a bed/in a room with paintings/on the walls†¦Ã¢â‚¬  (20-22).To most people, the sentence seems simple, but to Jane, the paintings are symbolic of life, of being alive. The last lines imply that one day the speaker will not wake up, eat a flawless peach, walk her dog, have dinner with candlesticks, or sleep in a room with paintings because she knows one day everything will change: â€Å"But one day, I know/ it will be otherwise† (25-26) . Some other literary devices used in the poem are: repetition, imagery, and alliteration. For repetition the line: â€Å"It might have been otherwise† is used throughout the poem repeatedly to exaggerate the fact that anything could have happened. That line gives the poem a solemn, but still pleasant mood. Imagery is used in these lines: â€Å"I ate/ cereal, sweet/milk, ripe, flawless/peach† (4-7). Jane uses those lines to describe everyday foods as if they were something special. Alliteration is used in this line: â€Å"†¦my mate. It/ might...† (14). The â€Å"m†Show MoreRelatedStructuralism and Interpretation Ernest Hemingways Cat in Ther Ain9284 Words   |  38 PagesPorter Institute for Poetics and Semiotics Analysis and Interpretation of the Realist Text: A Pluralistic Approach to Ernest Hemingways Cat in the Rain Author(s): David Lodge Source: Poetics Today, Vol. 1, No. 4, Narratology II: The Fictional Text and the Reader (Summer, 1980), pp. 5-22 Published by: Duke University Press Stable URL: http://www.jstor.org/stable/1771885 . Accessed: 14/03/2011 05:14 Your use of the JSTOR archive indicates your acceptance of JSTORs Terms and Conditions of Use,Read MoreCase Study148348 Words   |  594 PagesWorld Wide Web at: www.pearsoned.co.uk ---------------------------------This edition published 2011  © Pearson Education Limited 2011 The rights of Gerry Johnson, Richard Whittington and Kevan Scholes to be identified as the authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988. Pearson Education is not responsible for the content of third party internet sites. ISBN: 978-0-273-73557-1 (printed) ISBN: 978-0-273-73552-6 (web) All rights reservedRead MoreExploring Corporate Strategy - Case164366 Words   |  658 Pages CASE STUDIES ECS8C_C01.qxd 22/10/2007 11:54 Page 598 ECS8C_C01.qxd 22/10/2007 11:54 Page 599 Guide to using the case studies The main text of this book includes 87 short illustrations and 15 case examples which have been chosen to enlarge speciï ¬ c issues in the text and/or provide practical examples of how business and public sector organisations are managing strategic issues. The case studies which follow allow the reader to extend this linking of theory and practiceRead MoreProject Mgmt296381 Words   |  1186 PagesLeadership Chapter 2 Organization Strategy and Project Selection 1.4 Projects and programs (.2) 1.4.1 Managing the portfolio 1.4.3 Strategy and projects 2.3 Stakeholders and review boards 12.1 RFP’s and vendor selection (.3.4.5) 11.2.2.6 SWAT analysis 6.5.2.7 Schedule compression 9.4.2.5 Leadership skills G.1 Project leadership 10.1 Stakeholder management Chapter 11 Teams Chapter 3 Organization: Structure and Culture 2.4.1 Organization cultures [G.7] 2.4.2 Organization structure

English-Only America - Pro and Con Essay - 1190 Words

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He first explains about an insufficient environment for immigrants to learn English, giving a specific ex ample of a lack of ESL classes. As seen in the following sentence, â€Å"San Francisco Community College Centers had about 3,000 names on waiting lists for English as a Second Language (ESL) classes in Asian and Hispanic areas last year,†(Avila 345) his sentence is very particular and contain concrete numbers. He makes his article unquestionable by using those facts. Then he claims that the bilingual support is necessary and not a waste of money. Although he rarely expresses his personal opinion in this article, his own arguments are well understood from the facts he gave. He wants to say that governments and society are to blame for immigrants not to learn English because they have fault in not providing sufficient environment to learn English. 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