South African Breweries Essay Example for Free

South African Breweries Essay SAB has the leading position to produce and distribute both alcoholic and non-alcoholic beverages. it’s been registered in 1895 in London and since then with momentous profit and prevailing market position it has develop its business in home sectors as well. SAB was fully incorporated in 1970 after the shifting of its head office from London to Johannesburg. Government put high restriction on the expansion and international business of SAB. From 1955 to the following seven years beer production was the highest taxed beverage and SAB had to respond to competitors’ acquisition and production and distribution rationalisation. In 1960 it took over Stellenbosch Farmers’ Winery and obtained brewing license locally for Amstel and Carling, Black Label and Guinnes which played major turn of its expansion. Within 1979 SAB could capture about 99 percent South African market alongside major control over Lesotho, Swaziland and Rhodesia. SAB was the first organisation in the country which published a non-discriminatory employment code in 1978. The Lion Match Company merged with SAB in 1987. SAB concentrated on developing three mega breweries in the country in 1990 and the invention of joint venture in Zambia, Mozambique and Angola followed in the following years. The company got dominance over 98 percent of market and faced a little left expansion in local business and tried to expand globally in 2000. It made its way to central Europe in 1993 with the acquisition of the largest brewery of Hungary Dreher. In the following year it established operation in Czech Republic, Poland, Romania, Russia and Slovakia. SAB had spread small business with Rolling Black Beer one of the breweries in United States of America as well. Then 2001 it expanded its business into Central America. In 2001 SAB had production of 77m hectolitres of alcoholic and non- alcoholic beverages and dominated as the fifth largest brewer in the world covering 21 countries. In 1990 the head quarter moved back to London. In this report i would like to narrow down my focus on SABs expansion globally by acquiring the second largest brewery of America; the Miller Brewing Company and having new name as SABMiller in 2002 and it became the second largest volume in the world. Though it is facing some profit margin difficulties in North America because its competitors are lowering down the price of beer. To keep up with the market over there SABMiller has to compromise with the margin of profit. Challenge for the Company No arguments come when SAB admits that South African market is fully dominated by them. Though it had made some tactically poor judgment while expanding in Hungary and US market. Among the challenges SAB faced were: In 2001 it acquires 58 percent interest in breweries in Hunduras and El Salvador which cost them US$ 500million. Further it spent a sum of US$5. 6 bn when it acquired Miller from Altria. To expand its business in Western Europe SAB acquired a major company in Italy named Peroni and spent US$ 270 million. In Africa SAB had to encounter problems when for low income in Malawi the industry does not appear to be set up. Again in Ghana SAB has made its entrance where there is already good competition between Guinness and Heineken. In Nigeria governments has imposed restriction on importing brewing materials as barley. So quality and consumption dropped sharply there. After the acquisition of Miller in US; SABMiller faced problem within six months. SAB had to go on with the existing CEO as head of SABMiller and later on the sacked him. Altria holds 23 percent shares of SABMiller. According to some experts debates SAB has spent too much for acquiring Miller. Again SABMiller is also facing difficulties to keep up in the competition with the competitors in US market. In addition to this in America the Beer market is in downward trend as the Americans are continuously and increasingly turning to wine than beer. This has adverse impact on SABMiller’s profit margin. Another market dominant competitor Anheuser-Busch (AH) upgraded its profit margin to 17. 3% by raising its production where Millers and Coors has (9. 3%) and (8. 9%) respectively. Then to compete with AH SABMiller and Coors went as a joint venture which has very positive impact on their business. Policy/ Strategy The long term direction and scope of a company which are aimed to achieve advantage for the organisation using its configuration or resources in a challenging surrounding is described strategy. In other sense strategy is – -The place where the business aimed to reach in time span. -The market where the business will compete and activities of the competitive market -The process of doing better in this competition -Required ability or resources How to get up with the external and internal environmental factors -The values and expectation of the stakeholders According to Henry Mintzberg strategy comprises five Ps: Plan, Position, Pattern, Perspective and Poly. Andrew (1998) states the term strategy in form of decision in a company which helps identifying and disclosing the target, underlying objectives and company goals. Strategy helps to create m ajor policy and plan to achieve company objectives. The range of the business to follow for the company is also described by strategy. Micheal Porter narrates strategy is about being different or unique. According to him within strategy an organisation purposely sets up a unique package of activities to deliver a mix of value. Paradoxes and debates around strategy The theory of strategy is an academic field which is diversified by many experts as they expressed on the base of different understanding. Thus theories derived from different experts have contradiction as well. Some of the renowned experts as Whittington (2002), Mintzberg (1990, 1998), Schendel (1994) and Kuhn (1996, 1970) have described strategy with the help of several schools. In this study i will try to focus on Mintzberg and Whittington theories.

Job Study on the Australian Air Force :: essays research papers

JOB STUDY Training and Advancement 1.  Ã‚  Ã‚  Ã‚  Ã‚  Are there any educational or other qualifications your employer would expect for the job you are doing? Following appointment as an Officer in the Air Force, you'll undergo an Initial Officer Course (IOC) at the Officer Training School, RAAF Base Williams (Point Cook) 20 km south west of Melbourne, Victoria. This course aims to teach you the leadership skills needed to become an Air Force Officer. The course is a combination of theory and practical training. While leadership forms the core of your training, the major elements of the course are designed to introduce you to military life, Air Force values and attitudes, personal development, organisational management, communication skills, general and specific military skills, security, drill and Air Force operations studies. Not only will you be taught Air Force specific subjects, but you'll also take part in a wide variety of subjects such as ground defence training, where you'll be taught weapons handling, field craft, communications, defences, patrolling, various types of warfare and the Rules of Engagement. A reasonable level of fitness is required for entry, however any active person who spends some of their time exercising or playing competitive sport should not have difficulty meeting the standards. 2.  Ã‚  Ã‚  Ã‚  Ã‚  Would you have to do a special course of study? An Australian Defence Force Careers Adviser says that officer applicants must demonstrate excellent leadership, management, organisational and communication skills, and be highly disciplined and fit. Everyone who completes officer training is guaranteed a job in the RAAF. Due to the high level of training that is involved, a minimum service period of 6 to 12 years is required. During training, ADFA first year cadets earn about $16,000, which increases to $25,000 in the fourth year. Once fully qualified, salaries range from $40,270 up to $63,249. Airforce pilots and navigators are entitled to a flying allowance, which is based on years of qualified flying service and is added to the base salary. The starting salary for direct entry officer cadets (non degree qualified) is $23,692 and $25,185 for qualified officers. Options For Potential Officers There are two pathways you can take to become an officer in the RAAF. You can go into the Australian Defence Force Academy (ADFA) as a University level entrant, but you must have completed Year 12 and be between the age of 17 and 26. Not only are you paid to study at ADFA, but also you are immediately employed as an officer in the RAAF.

Msc Reflective Essay Life Long Learning

Promoting Lifelong Learning By Anderson Pustam Promoting Lifelong Learning Introduction Promoting lifelong learning is a very professional term. It really promotes the real meaning of the learning and it also inculcates one most important thing in a learner’s mind that learning is not restricted to the classroom or college. We can learn any time through any means. It can be our professional experience or within voluntary service as well. In my case I have learnt different things during my work within my community team. One of the most important things that I learnt from there was learning through the professional environment and the development of the staff and students. Every social and health care organization continue to rely on various forms of effective management and leadership techniques—such as continuous learning, staff development, task forces, autonomous work groups, quality circles, and multifunctional leadership—to perform critical functions, lifelong learning is increasingly being referred to as the cornerstone of modern health organisation. In my personal opinion the critical role that learning plays in organizations, more attention has been directed toward staff performance effectiveness (Binnie & Titchen 1995, P: 327-334). Personal learning experience Learning from the professional environment is far different from the class room and educational experience. In the case of professional learning we learn skills through direct practical approaches. We can also face real life examples to answer all the complexities and difficulties (Atkins & Murphy 1993, P: 1188-1192). My work within specialist mental health learning disability team really added new edge in my personality it guided me how to work with people, manage their difficulties and how to resolve conflicts. Learning is a never ending process, professional learning provides open platform to keep our mind sharp and help us to make the most out of the service resources. It also improved my competency as a nurse, gave me enough confidence to face challenging situations. It is really a bonanza of earning and it also provided me with feelings of accomplishment (BUSH, & MIDDLEWOOD, 2006, P: 396-398). Real learning Health study is a topic that thinks the huge variety of human experience of physical condition, well-being and illness. What I learnt is healthcare work/ research does so from an extensive diversity of interdisciplinary and multidisciplinary viewpoints. It significantly examines health and illness dialogue and seeks to examine proof about health, well-being and illness in a broad variety of contexts and perspectives (College of Occupational Therapists 1997). It thinks neighbourhood, nationwide, European and worldwide issues and may evaluate the knowledge of individuals, groups, neighbourhoods, civilizations and nations. It looks for to put in to this proof through investigation action of many dissimilar kinds. Because of this potentially wide range of the topic, person centred programmes will be different in their exacting concerns and stress (COLEMAN, 2002). Difficulties faced within the Practice Within the community setting we continuously faced the complexities of understanding the varieties of team criteria and referral processes. The lack of operational policies, and rooted ways of working within disciplines across services made it difficult for positive change to occur (Boud D, et al. 1985). As a result the effectiveness of the service collaboration and shared learning was stifled. (DAVIES, & ELLISON, 1997, P: 123-125). At times there were signs of fragmentation between the local authority and health services. The lack of understanding of service ethos would highlight deficits particularly around communication. Recommendations Making a Commitment to Partnership Working Success depends not on the sophistication of our collaborative relationships, buildings and services but on the health of the people we serve. At our service, we have rapidly adopted this viewpoint, transforming our entire relationship with the Primary Care Services and Local Authority. Money alone cannot sustain most community-based services. Outcomes also depend on volunteerism. Programs will survive in the long term if they are sustained by the goodness of the human heart and the willingness of people to contribute not only their skills but their time (DUIGMAN, & MACPHERSON, 1992, P: 259-259). The implementation of team managers attending services meeting within the CTPLD services as well as the mental health service to aide communication was acknowledged. It was recommended that all new staff should have a thorough induction and spend time with the individual teams within the wider service to have a in-depth understanding of what each service provides across the service tiers. Evaluation Programs We convened an Operational Management Group that met regularly over the last year. Although we intended to adopt a collaborative leadership style, the task force, my staff and I were all veterans with LD services and we did not easily embrace the experience of collaboration with the other services within learning disability primary care services. The process was new to all and lacked clear aims and objectives. My own lack of patience stands out in my memory (DYER, 1995, P: 189-195). Conclusion After my over all practise and learning the results pinpointed some serious concerns. Social service professionals in particular told us that the less fortunate see the healthcare system as unresponsive, impersonal, and out of reach. Rather than placing importance on the technical quality and breadth of our services, as we might have thought, they expressed an urgent need for specialist services. The community doesn't need any new services, they said; what it needs is access to what already exists. This assessment was troubling but useful; propelling us to shift our process to what the community needs and wants. References Atkins S and Murphy K (1993): Reflection: a review of the literature. Journal of Advanced Nursing 18, 1188-1192. Binnie A and Titchen A (1995): The art of clinical supervision. British Journal of Nursing 4, 327-334. Boud D, Keogh R and Walker D (1985): Reflection: turning experience into learning. Kogan Page, London. Burns S and Bulman C (2000): Reflective practice in nursing. Blackwell Science, Oxford. BUSH, T & MIDDLEWOOD, D. (2006) Leading and Managing People in Education. Sage Publications. P: 396-398 COLEMAN, M. 2002) Researching Educational Leadership and Management. London: Paul Chapman Publishing. College of Occupational Therapists (1997): Statement on supervision in occupational therapy. London: COT. DAVIES, B and ELLISON, L. (1997) School Leadership for the 21st Century. Routledge P: 123-125 DUIGMAN, P. A and MACPHERSON, R. J. S. (EDS) (1992) Educative Leadership: Practicl Theory for Educational Administrators and Managers. Falmer Press. P: 259-259 DYER, W. G. (1 995) Team building: current issues and new alternatives. London: Addison-Wesley. P: 189-195M

Factors Influencing The International Students - 1338 Words

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Specifically, the quality of education and research opportunities are the two major factors that students consider before choosing the United States as their study destination. Keywords : university students, study destination, higher education International students and American education Introduction Ever since the first universities were established several centuries ago, they have attracted many students from different countries. 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