Effect of Media and Mass Communication Essay - 1386 Words

The media is a powerful presence within the lives of others. It can be described as the main channel of mass communication. Media is often used to deliver a message to a large audience who are diverse. It can be written, broadcast or spoken. Media is a significant force within modern culture. Culture can be defined as the norms and values of a society. In our culture, the communications media hold an influential place in disseminating information, forming attitudes, and motivating behaviour. Technological advances are increasing the role of the media and its capacity to shape public opinion. Our society depends on the news media to provide information to help us form opinions and make voting decisions. It is clear the media has a huge†¦show more content†¦It was cheaper and made large scale distribution possible. These technology advances allowed the medium to enter popular culture and enhancing its influence within society [McLuhan, 1962]. By the nineteen twenties, mass med ia became known not only for print media, but radio and television also. Television provided both information and entertainment which became very popular. It was considered easier than actively reading. In recent times, mass media has taken on a different form; the internet. It is now the most popular form of mass media. Not only has the internet become a sensation but mobile phones, blogs and podcasts have all become the new forms of mass media within our modern culture. The media is easily accessed and waiting for us at the touch of a button. As a result, our culture is enormously influenced by the media. In this essay I will be discussing the media and deviance and the effects it has on our culture. One theory that was formed during this investigation was the cumulative effects model [Elisabeth Noelle-Neumann, 1974]. This complex theory looks at the potential affects media has on an individual with an active media consumption. This theory focuses on the agenda setting function in which the media acts upon. The media cannot force an individual to think a certain way. However it does have the power to control what the individual thinks about. If an issue is frequently in the media, theShow MoreRelatedThe Effects Of Mass Media And Communication On The Society1674 Words   |  7 PagesMedia Message Introduction Behavioral sciences play a central role in figuring out the likely effect of mass media and communication in the society. Different theories and approaches are used to figure this out. This study refers to the Uses and Gratifications, and Cultivation theories to consider the effect of the media article below on individuals. The uses and gratification theory argues that consumers of a given media uses this media to satisfy and fulfill specific desires and needs. 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Toothpaste Brand - a Study of Consumer Behavior in Dhaka City

We would like to thank our Professor, Mr. Prantosh Banerjee for providing us constantguidance during our project and providing us with an opportunity to apply the concepts learnt in the course â€Å"Marketing Research - I† to a practical and real life situation. We would also like to thank all the respondents who gave their valuable time for filling up thequestionnaires and for giving valuable inputs during the exploratory research. Their unbiasedand valuable input has helped us to administer a project in which we have taken outinferences about the consumer buying behavior for toothpastes Executive Summary Oral hygiene is sought to be one of the most necessary aspects to maintain good healthsince the pre-modern era where natural†¦show more content†¦Colgate Palmolive is the leader in Indian toothpaste market having a market share of 50% in 2009. HUL follows with 28%. HUL’s brand Close-Up has a market share of 17% and Pepsodent 11%, according to AC Nielsendata. Dabur is enjoying 10% market share.From past few years the toothpaste market is restructuring amp; market share of differentplayers are changing. Since 2007-08, analysts said HUL has lost 8-10% market share in oralcare.Market is likely to see a few key launches in the toothpaste segment this year.Procter amp; Gamble (Pamp;G) is set to throw another gauntlet at Colgate-Palmolive andHindustan Unilever (HUL). The company plans to launch its global toothpaste brand Crest atan aggressive price point this year.As and when Pamp;G introduces Crest in India, it will entail price competition as well as heavybrand investment in the category from all the players, in our view. It will put the market shareand margins of Colgate under pressure. Colgate will need to sustain its higher-than-industryad spends to protect its turf.The consumer products arm of Johnson amp; Johnson (Jamp;J) may launch toothpaste under theListerine umbrella, while GlaxoSmithKline (GSK) Consumer Healthcare may relaunch itsAquafresh brand, phased out a few years earlier. GSK had launched Sensodyne toothpastelast year. A mass-market toothpaste product is what is missing at the moment, which GSKwill plug with the relaunch of Aquafresh. Kishore Biyani s Future Group is also enteringShow MoreRelatedRetailing Characteristics of Fast Food Stores and Their Impact on Customer Sales and Satisfaction29639 Words   |  119 Pagessatisfaction† By:- Rajul Bhardwaj Lecturer, Faculty of Management Studies, Gurukul Kangri University, Haridwar(Uttarakhand), India Table Of Contents:- ï  ¶ Chap-1 Introduction 1.1 Global Retailing Industry..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1.2 The Far East Experience..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1.3 The Changing Food Retailing sector in Asia.. 1.4 Recognition of a Problem†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1.5 Objectives of the study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ ï  ¶ Chap-2 Literature Review 2.1 Passage to India†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Read MoreInvestment and Economic Moats46074 Words   |  185 Pageswith the potential for a moat. Why spend time, money, and energy only to watch competitors take away our customers? The business I envisioned would be hard for a competitor to replicate. I wanted Morningstar’s economic moat to include a trusted brand, large financial databases, proprietary analytics, a sizable and knowledgeable analyst staff, and a large and loyal customer base. With my background in investing, a growing market need, and a business model that had wide-moat potential, I embarked

Differences between the New England and Chesapeake Colonies free essay sample

By 1700, differences in religious convictions, wealth, and climate transformed the New England and Chesapeake Bay colonies into distinct societies with markedly contrasting cultures and values. Having fled England because of religious persecution, the Puritans placed a greater emphasis on religion. In contrast, the Chesapeake society, consisting mostly of men who were affected by the primogeniture laws, placed more importance on wealth and land. The climates of the two societies fostered distinct economies and new cultural practices, such as the tobacco wives in the Chesapeake region. Although the English made up the bulk of the Chesapeake Bay and New England societies, these influences shaped their ways of life and created two distinct cultures with values that continue today. The New England colonies had developed into a religion and family based society comprised of mostly middle class families. The economy was based on fishing, shipbuilding, and farming. The farming in New England was done on a much smaller scale. We will write a custom essay sample on Differences between the New England and Chesapeake Colonies or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Because the society was so family-orientated, they grew much of their own food and the farms were normally self-sufficient. It was nowhere near the size of the vast plantations in the Chesapeake. This was simply because New Englands focus was not on economic gain. Due to the home-based industry businesses, the New England settlers did not need to hire labor as their families were enough to provide the needed labor force for their work. As a result, it is worth noting that slavery never developed much in the northern part as compared to the southern.The Chesapeake region developed into a land of plantations and money-driven owners, with the elite wealthy, almost no middle class, and those in poverty creating the population. Chesapeake region was mainly swampy and not suitable for typical crop growing activities. However, 5 years after their arrival in the land saw the discovery of tobacco which actually did well. In this regard, it is important to note that due to the tobacco growing in the land, Chesapeake settler used and employed cheap labor in their fields. They developed an indentured servitude system in which individuals who desired free passage to America had offer their services in terms of labor for some years before being allowed to enter into America.

South African Breweries Essay Example

South African Breweries Essay In 2001 South African Breweries (SAB) finds itself as the fifth largest brewer in the world. SAB has brewing operations in 21 different countries around the world with an annual output of 77 million hectolitres of beer. South African Breweries also holds a chain of 77 Southern Sun hotels throughout Southern Africa and also owns three casinos.( http://www.sabmiller.com/ ) South African Breweries (SAB) has grown on the basis of its strength in developing markets, first in Africa and then in other parts of the world. SAB has become one of the major beer and beverage companies in the world. It was registered in London by a syndicate of investors from the UK and South Africa in 1895. Castle Large was launched in Johannesburg in 1898 and in same year SAB was listed on the London stock exchange. In South Africa, SAB leads the beer market with Castl Larger. However, its wider portfolio included: We will write a custom essay sample on South African Breweries specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on South African Breweries specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on South African Breweries specifically for you FOR ONLY $16.38 $13.9/page Hire Writer * SAB: beer- south Africa and continental Africa with breweries for both larger and sorghum and brands such as Castle, Carling Black Lable, hansa Pilsner, Lion, Amstel, Heineken, Hoftbrau, Dakota Ice and 24 other brands. * SABI Asia: breweries in china and India; with 18 major beer brands in China and purified water and Soya milk. * SAB Europe: breweries in the Canary Island, Czech Republic, Hungary, Poland, Romania, Russia and Slovakia and brands including Pilsner Urquell, Gambrinus, Radegast, Keller, Ursus, Redds, lech and Tyskie. * Other beverage interests: butting plants in Africa of spring water, soft drinks, juices and sparkling water, including the Coca-Cola, Schweppes, and Appetiser range. * Southern Sun hotels (77 hotels throughout Southern Africa) and 3 casinos. ( Jonson, G Scholes, K, 2002 PG 898) The 1998 annual report of SAB explained the Groups strategy: SABs International focus has been on countries in which it believes it could use it expertise, which has been gained over 100 yeas in south Africa, to develop beer markets in emerging economies. SAB has invested significantly in its core business, and has commenced brewing operation in a future 5 African countries, 3 Chinese provinces, and 4 Eastern European countries since 1995. SAB intends to continue to protect and further develop its South Africa operation This start with upgrading quality and consistency to create a beer for which people are prepared to pay more and which can give us a healthy profit margin. Then comes improvement to marketing and distribution. Next we improve productivity and capacity South Africa was the original market for SAB and remains centrally important. However, here, the company had experienced mixed fortunes. In 2000 it had suffered a2 per cent decline in volume, but could report an increase in its margins as a result of continuing productivity initiatives. The main reason for the downturn was the domestic situation in South Africa, and in particular a switch in consumer spending. The proportion of disposable income which the average south African spends on beverage and tobacco has fallen steadily since 1992.the normalisation theory suggests that this shift in consumer expenditure will continue as a higher proportion of discretionary expenditure moves from immediate gratification to self-improvement. According to the SABs, in the meantime, we continue to work hard to increase our market share in the total south African liquor market by making beer the alcoholic drink of first choice for more people primarily through better channel segmentation, distribution and promotions. Our percentage share of the total liquor market is in the mid-50s, so there is scope for future increase. SABI operated in 13 other countries in Africa. In many African countries, SABs South African brands, particularly Castle Larger, are already known and are used by SABIA is currently pursuing a strategy to make Castel Larger the first pan-African beer. Castel larger is currently brewed in 10 African countries. SABIAs strategy is to invest in African countries with lo per capital beer consumption but where SAB believes there is growth potential. SABIA have pursued a policy of expansion into other African states by acquisition and by establishing Greenfield breweries China is second largest beer market in the world in terms of consumption and is currently growing at over 10 per cent per annum. SAB now sells over eight million hectolitres; last year we grew by 38 per cent. China is a fragmented market of around 200 million hectolitres a year, which vast potential for SAB the aim in china is to develop the quality end of the mainstream brand sector. This allow SAB to keep the cost of capital expenditure down and avoid the expensive marketing programmes characteristic of area such as Beijing and Shanghai, where competition is intense. SABIEs strategy has been to invest in countries whose markets are developing from state-run economies to market economies, which typically leads to increased consumer demand. Due in part to the previous state ownership of many breweries and associated business, there had been a lack of capital investment in plans and distribution system, and many of the working practices were inefficient and outdated. SABIE seeks to identify existing operations where, by upgrading brewery and distribution infrastructures and augmenting the operations with SABIE management skills, it can improve marketing, product quality, and productivity so as to increase market share and profitability. Operations in each country are run autonomously SAB completed renovation and construction of its brewery at Kaluga, south west of Moscow, in just eight months and launched its own brand Golden Barrel. This brand has now provided such a great success that the Kaluga brewerys capacity is being expanded from 480,000 to 1.4 million hectolitres is planned. In addition to Golden Barrel brand our portfolio will include a number of foreign brands brewed under licence, such as Staropraman, Holsten Premium and Miller Genuine Draft. In 1999 SAB merged the two beer companies which it controlled jointly with Euro Agro Centrum to create a single company Kompania Piwowarska SAB, bewaring three Polish brand this merger enabled SAB to create a unified brand portfolio, increase productivity, and make saving on aspects of the business ranging from 24 hour operations to distribution synergies. In Hungary SAB had well-established brands, including Dreher, but the market was fiercely competitive and there had been a considerable switch away from alcoholic drink and a consequent decline in beer consumption. SAB had reduced its production capacity in 1999 by closing one of its two breweries and by 2000 was in the process of reducing its distribution centres from 18 to 9. Many commentators believed that for a brewery of its size SAB needed to have a major brand in developed markets. It had tired to do so. It had attempted to acquire bass brewers but this was taken by Interbrew of Belgium. Kronenbourg had been acquired by Scottish Newcastle. And it was known that ASB was on the lookout for such a major brand. In recent years SAB has committed significant resources both to international acquisitions and to the reconstruction of acquired business. SAB intended to continue to protect and further develop its SA operations, while investing for growth in its international beer business, where a profitable base, with critical mass in selected developing markets and regions, has now been achieved. Incremental growth, both organic and through acquisition, is being pursued aggressively. It also SAB gave an attentiona to the e-commerce marketing by creating a web site with Microsoft Company. The SAB acquisition of the US brand Miller may create an opportunity for marketing its established brands in the worlds largest market, but it has also been necessary to consolidate the position of the famous names in local markets. Hence the creation of the Castle lager Web site (www.castlelager.co.za). Flexibility was just one concern for SAB, says Warren. The Castle lager site is both interactive users can submit their own pictures for snap competitions, for example and transactional. A number of Castle-brand merchandise products can be ordered via the site. Another advantage for SAB is the depth of Microsoft skills among their own staff, as well as the obvious ease with which Content Management Server integrates with the companys existing Microsoft server products. The strategic position that SAB has chosen to follow is to continue to protect and further develop its South African operations, whilst investing for growth in its international beer business, where a profitable base, with critical mass in selected developing markets and regions has been achieved, incremental growth, both organic and through acquisitions is being pursued aggressively.( Johnson, G Scholes, K ,2002 PG 898) South African Breweries has chosen to follow an aggressive strategic business plan in its overseas ventures, based on market expansion. SAB takes a share in a brewery with a local partner and whilst retaining the brand, transforms the business by upgrading the quality and consistency of the beer, for which people are prepared to pay more, thus giving a healthy profit margin. Once SAB has acquired an initial local strong hold they then advance into regions beyond the brewerys original catchment area. They continue to build initial mass in the region and progress over time to a national basis. Many believe that for a Brewery the size of South African Breweries and with such international presence the company needs to have a major brand in the developed markets. Whilst in South Africa there is a strong presence of the Beer, Castle lager and of other such alcoholic fruit juices, there is little brand recognition in countries such as Europe or China. SAB has attempted in the past to acquire a leading brand but has failed. They had attempted to acquire Bass Brewers but this was taken by Interbrew of Belgium, Kronenbourg had been acquired by Scottish Newcastle. The directors of SAB believed that the listing of south African Breweries on the London Stock Exchange would put SAB in a strong position to pursue its strategy of growth by giving the group greater access to world capital markets and providing it with the financial resources and flexibility to pursue this strategy in an effective and competitive manner.( Jonson, G Scholes, K, 2002 PG 898) South African Breweries concentrates its targeting on the mainstream, rather than the premium beer market. There are concerns in parts of Africa that the castle brand is insufficiently differentiated and was caught in the middle. Premium brands such as Heineken or Amstel are not much more expensive then Castle larger, whilst Sorghum beer, often drunk in townships was a good deal cheaper and positioned Castle as a premium beer in relation to it. South African Breweries already has an established portfolio of businesses across the world (excluding new ventures with Miller and central America). There has been volume growth and improved margins in South Africa, Europe, Africa and Asia. South African Breweries must therefore, improve the promotional aspect of their company if they are to see increased profits. SAB is struggling to achieve a perfect correlation between price and quality as the cost of raw materials is becoming greater and they have encountered increased energy and selling costs. http://www.sabmiller.com/results/annual2003/index.asp SAB could continue to operate as separate business units across the world with different brands, different niche markets and different marketing plans or they could integrate the business into a single organisation with a well-differentiated brand. They would then have to create divisions around the target markets (e.g. geographically) or centred on consumer groups (e.g. by age group). Whatever the strategy South African Breweries chooses to adopt they need to identify the bases of competitive advantage, which will arise from an understanding of both markets and customers. South African Breweries needs to understand what a particular customer requires from their product and how they differ between segments. For example, the Castle Larger was poorly differentiated in parts of Africa. The beer didnt hold the prestige that some of the more quality beers did such as Heineken or Amstel and was much more expensive then the cheaper beer Sorghum that was drunk in many townships. South African Breweries needs to be able to predict possible scenarios in the emerging market for at least 5-10 years time, sharing and debating these scenarios improves organisational learning by making managers more perceptive about the forces in the business environment and what is really important.( Jonson, G Scholes, K, 2002 PG 107). There is no point in just waiting for a future event to happen and then implementing a strategy South African Breweries needs to be aware that the average beer drinker is becoming more fashion conscious. According to a report by Audience selection by Mintel Reports in the UK, this millennium 55% of the 18-24 year olds expected to be drinking more than usual. Research has shown that the 18-34 year old age groups share of purchasing beer has grown from 71% in 1997 to 85% in 1999, which again emphasises how critical the brewers advertising and imagery must be in this sector. Todays generations are growing up in a larger-orientated environment which means the shift to larger should continue in the long term.( Mintel International Group LTD, 2003). South African Breweries should adopt they must develop a strong business plan comprising of five key stages. Which are; Segmentation of the market, develop a strong marketing mix concentrating on the 4ps, product, price, promotion and place. PESTEL Analysis of the macro-environment, political, economic, sociological, technological, ecological and legal, recognise the strengths, weaknesses, threats and opportunities (SWOT) of the company, predict Future scenarios and market trends Beer drinkers purchase frequently and quickly becomes brand loyal switching only when there is a more competitively priced product or promotion. SAB needs to step up the brand image especially in continental Europe and the United Kingdom where the company is still relatively unknown. SAB needs to think carefully about where they are going to sell their product, supermarkets, off-licences, the Internet, Wholesalers. They have to be aware that selling in supermarkets is extremely competitive and from time to time they will have to run promotions. SAB must understand that here in the UK a rule of thumb is that at least à ¯Ã‚ ¿Ã‚ ½1million per year is required to achieve impact in a national advertising campaign.( Jobber D, 2001, PG 19) South African Breweries should choose to follow the hybrid strategy. The success of this strategy will be evident when the company is able to deliver enhanced value in terms of customer needs, whilst also having a cost base that permits low prices and is sufficient for reinvestment to maintain and develop bases of differentiation. SAB is already a worldwide organisation with a growing presence. This strategy would work well for the company if they are able to achieve much greater volumes then the competition, the low selling prices will be offset. The hybrid strategy also works very well with entry into new markets. As SAB has a strong history of foreign acquisitions this will help them ultimately take share, divert the attention of the competitor, and establish a foothold from which they could move forward. (Jonson, G Scholes, K, 2002, PG 328) SAB is not yet developed in the majority developed countries or created international brands, SAB Miller needs to create an international brand after the several mergers and acquisitions it has done. The African heritage could be considered as a weakness for SAB Miller SAB has been following the acquisition strategy for many of years, to be able to expand geographically and also diversify its operations in different sectors. Although, we are assuming that SAB has been able to generate a high rate of retained earnings and/or access to debt agreements with financial institutions, the ability to improve the marketing and distribution channels of its acquired businesses, underline the financial power of SAB. Since the mission of the group is to be a world class manufacturer and deliver high quality beer, the strategy used by SAB is appropriate. SAB has been able to gain a significant market share and improve its quality by not only acquiring different companies around the globe, but by having a decentralized marketing and sales group within each country. This strategy has also helped it to increase the economies of scale by effectively utilizing its capacity and productive methods. SAB, has been using its resources and capabilities as effectively as possible in order to follow and attain its strategies SAB has achieved to establish a global business network. By doing so, the company increases its turnover and its profits, which without doubt satisfies stakeholders expectations. Thats why they should support the pursue of the strategy even if they feel insecure about certain acquisitions.