Britannia International Hotel Industry: Analysis

Britannia International Hotel Industry: Analysis This is the strategic report on the Britannia International Hotel industry. It discusses the scheme of the strategic management in the business with the analysing of the tools of the strategy in the day to day operations of the business. Strategic report is focusing on the impact analysis of the business strategy of the hotel industry with the giving of the overall view on the strategic management scheme in the hotel industry. It is ideally giving of the recommendation for the improvement of the performance level of the hotel industry in the current market with the adoption of the suitable , feasible and acceptable techniques of the Hospitality Management to improve the level of the performance in the business. Introduction This is the strategic assignment focusing on the Britannia International Hotel Industry in London. The aim of the assignment is to discuss the strategic policy management of the Britannia International Hotel industry in London in the relation to their internal and external business environment. The Britannia International is one of the prominent hotel industry in the London situated at the heart of the city at Canary Wharf, London. They are having 35 hotels across United Kingdom using 7000 bedrooms, One of the hotel at the prime location of the city in London at the Canary Wharf is the key success factor nearer to the major airports and the seaside resorts surrounded by stunning country side (Lehman,2007) The strategic aim of the hotel industry is to provide the optimum money value at the desired level of the satisfaction facilitating to the easy opportunity of the decision-making to the guests who are coming ion the hotel industry (Buidcon,2009) As the London is an international cit y in the world many guests are used to come here from the different parts of the world in order to enjoy the city of London with its greenery, atmosphere, surroundings – due to which there is a wide scope of the development of the Hospitality industry in this area in order to hospitalise the visitors in this country. As a result many hotel industries are the wide popular in this city used to earn the good source of the potential income and sales turnover. The Britannia International at the Canary Wharf is offering the extremely competitive rates in the combination with the flourishes decoration with the facilities including restaurant, health club, night club, bars and free wireless internet access. (Gary,2010) The hotel is situated on the waters edge next to the Canary Wharf, at the Docklands of the London in the internationally developed renowned office development, the hotel industry is fully modernised in the traditional culture having up to date facilities (Simson,2009) Modern style hotel located on the waterside in Londons docklands closed to Canary Wharf where there are many international businesses as well as large shopping centre , various restaurants and Bars (Gilston,2010) Literature Review Business Strategy of the Britannia hotel industry is purely of the functional and authoritative nature, Hotel industry is rationally divided in to four parts of the line of the organisational set up in which there are the functional departments are diversified as per the core area of the business management, Strategic planning of the hotel industry is made on the basis of the grouping of functions in to four imperative divisions they are the Operations, Human Resource, Marketing and Finance, Information Management section is the co-coordinator of all the departments which is involved in the transfer of the information with in the different active departments as a core functional chain in the business (Tandon,2007) Strategic Management of the hotel industry is having a dynamic and imperative weight in the international cities as per the depending of the nature and scope of activities , many guests and visitors are used to come in the city of London which has created an enormous beauty and scope of the activities of the hospitalisation in the city of London, different services are provided as per the capability and intensity of the hotel industry at the reasonable rates in order to achieve an optimum level of the satisfaction from the customers, supplier power of the hotel industry is really is magnificent they are providing the restaurant, Bar, Kitchen, living and boarding facilities having 4 big halls for the conducting of events such as marriages, birth day parties, functions, meetings, ceremonies in which the area of the potentials of the hotel industry are based, recently they are planning to start the travel and tourism operations as their supportive area of activity to the core functional scheme which is the additional source of the revenue recognition (Rodrics,2010) Glance situation of the hotel industry at the magnified location is the measured strength of the hotel industry at the Canary Wharf , the increasing the number of the people with the large sco pe for the sale of the food items in the glorious location of the hotel industry are some of the ideal characteristics of the hotel industry giving the prominent scope of the development and hospitalisation (Small,2009) Intensity of the buyer towards the hotel industry is strategic and sound as they are willing to get the supreme level of the services with in the reasonable costs and achieving the enjoyment of the city of London, Docklands area near to sea shore is giving the glance opportunity of the business development to the Britannia international hotel industry at the higher rate of income with the global status and the exclusive customer support, they are having a stratified customer relationship management strategy in which functional scope of the CRM dimensions has been predicted through the norms of the customer identification , customer attraction, customer development and the customer retention (Philip,2008) The strategic Management of the Hospitality industry in London is the core activity of the management in which functional scope is administered as a tool of the resource management, Operational activities are coming under the day to day performances of the business and regular services to the guests who are coming in the hospitality industry in order to acquire services and potentialities for the earning of the higher revenue generation in the day to day operational management, Human resource strategy is the core activity of the functional management in which major concentration is given on the process of the recruitment and selection of the new candidates in the service so as to get completion of the business activities in the right strategic order and at the right time with in the reasonable resources, Marketing Activities are the activities which are relating to the development of the market through the making of the strategic relationships with the customers and attracting them in the shoes of the customer in order to develop and expand the business activities, Finance department is involved in the strategic financial operations including the accounting , internal audits, finance management, investments in the area of the business so as to maintain the liquidity and the cash management in the day to day business operations, Information Management department is the channelising information department in the business with the providing of the time to time information in the order to regulate the departmental activities in the business organisation (Shardul,2010) Discussion The strategic report is discussing on the management policy of the Britannia International Hotel industry. In the international city of London the wide scope is available for the hospitalisation sector as many visitors are used to come here from the different parts of the world in order to pursue their education, jobs, picnics and visits, living. In due course of the same there is a wide scope available for the development of the hospitality industry in this city to entertain the visitors . There is a wide scope of the strategic management in the hotel industry so as to administer the group of activities in the business management policy of the hospitalisation. Business strategy has been constructed as per the model guideline of the core hospitalisation. Hotel industry is using the effective and efficient Customer Relationship Management strategy in order to make the long lasting relations with the guests, visitors in the shoes of their customers . The strategy of the Customer Relati onship Management has been constructed in the view of the implementation of the efficient and effective CRM dimensions of the customer identification, attraction, retention and development to make the expansion of the business activities to capture the wider segment of the market. Market development strategies used to be formed with the using of the effective marketing communication techniques such as advertising and publicity , sales promotions, direct marketing , public relations and personal selling which will be helpful to develop the good communication system of the hotel with the creating of the Goodwill in the business. Business strategy of the Britannia international is constructed as per the ideal divisions of the functional activities in the four major departments specifying the executive strategy of the hospitality operations. Critical Analysis Strategic Management policy of the Britannia hotel industry is a constructive idea of the operational profile in which there is a wide scope available for the coverage of the functional area of activities. The strategic idea of the functional approach of the management policy is depending on the availability of the strategic factors which are in the support of the management and get inverse with the management. Following are the SWOT analysis are focusing on the internal and external factors of the hotel industry – a) Strengths Glance location of the hotel industry in the midlands nearer of the dockland airport is facilitating the visitors to take stay in the hotel. Availability of the feasible facilities including the air conditioned rooms, lodging and boarding, Restaurants, Bar,Kithen are all giving the strengths of the business. Staff operations are commensurate to the strategic development of activities , with the expertises of the staff and availability of the potential capacity of the labour services. Availability of the tourism operations is creating an additional constructive strength of the business . The scope of the information management department is to handle the ideal activities of the marketing function through the implementation of the different strategic marketing techniques. Availability of full fledged well furnished rooms , with the big halls for the events, ideal structure of the hotel set up is an added advantage. b) Weaknesses – No scope for the parking facility of the vehicles in the surrounding area of the hotel industry. Increasing the rate of the labour turnover in the business with the improper workforce management activities. There is a serious increases in the budgeted expenditures of the hotel industry in due course of the increasing the labour turnover of the business. Reduction in the profitability of the business over the period of time is affecting on the performance level of the hotel industry. Increasing in the costs expenditures will commensurate to the revenue recognition from the day to day operational control of the business. c) Opportunities – There is a greater scope available for the hospitalisation in the area of Canary Wharf. As London is one of the international city in the world many visitors are used to come here for the visits , picnic, education,travel,living,jobs. So that there is a wide scope of the opportunities for the development of the business is available towards the international visitors. Performance level of the hospitality industry is at the optimum rank , further there is a wide scope of the development to increase the level of the performance of the business with the employment of the skilled, efficient labour in the day to day business operations. Level of the business management can be used as a basis of the chanelising the information management function in order to acquire the objectives of the business. d) Threats – As the London is an international city in the world, many spectators are used to come here from the different parts of the world. It is therefore there is a wide scope for the development of the Hospitality industry in this area. The scope of the Hospitalisation is quite more in this city of London. Due to which many hotel industries are used to operate in this city to entertain the globalise visitors, guests. It is leading to the emergence of the different hotel industries. Hotel Hilton Metropolitan, Hotel Syon Park, Hotel Chariot Mirror are some of the leading hotel industries in the city competing the Britannia International. SWOT analysis is pertaining to the focus on the internal and external business environment which shows an exact picture of the hotel industry in a strategic manner. In depth focus further can be made in the business activities through the applications of the tool of the Porters five forces – Supplier Power – It is the creative idea of the different facilities offered by the Britannia hotel industry in the hospitalisation. They are having Bar , Restaurant, Kitchen services , lodging and boarding facilities , full well furnished air conditioned rooms which are attracting the visitors in the hotel. At one time more than 100 of people can have stay in the hotel in the well furnished rooms. There is an optimum level of the food facility available for the guests and visitors. Bar services are more timely and co-efficient. Operational strategic management has been done based on the implementing the ideal strategy of the hospitality management and its core area of the knowledge. The Hotel industry is having the strategic supply power which can attract the large number of customers in order to increase the capacity sales. Buyer Power – This is the power of the buyer intensity in which study of the buyer behaviour has been conducted. Buyer power is created with the availability of the financial position of the buyer leading to increase in the level of consumption. Understanding of the buyer behaviour in the business is a strategic task of the assessing of the demand position in the current market. On the basis of which the supplier power can be built up in the day to day business operations. In every business intensity of the buyer capacity is playing a strategic role. As the Uk is in the recovery stage of the credit crunch situation in the market, it is leading to the increase in the level of the economy along with the employment opportunities in the business. With the help of that the earning potential capacity of the buyer is now upgrading leading to the increase in the level of consumption. Market Competition – There is a strategic competition in the market. As the London is an international city there is a major scope for the development of the Hospitality sector because people who are coming from the different parts of the world are need to have facility for their hospitalisation and care. In due course of which many hotel industries are used to operate in this city creating a challenging business environment for the hospitality industry. With the availability of the international Hotels such as Hilton Metropolitan, Syon Park, Mirror Chariot there is an ultimate reduction is felt in the business of the Britannia international. Threat of New Entrants – There is a serious threat of the new entrants who are coming in the market. As this city has a wider scope of the hospitalisation business in due course of the international visitors, the scope of the hotel industries has been increased in this area. For the entertaining of the guests, visitors there is a need of the new resraurants,hotels which ultimately had given rise to the commencing of the new hotel industry businesses , which can create a challenging threats for the Britannia International as the same quality food may be available at the more cheaper rates in the new hotels for the sake of the capturing of the market. Barriers to New Entrants There are the certain barriers are available in this country for the new hotel industries. Govt. Licensing is a challenging task which requires the many compliances of the documents and still no assurance of the sanctioning of the license. Another problem is of the capital funding as London is one of the costly city in the world , there are the many requisites are raised for the mobilisation of the capital and still there are the issues which are arising in the starting of the business. These are the serious challenging barriers to the new entrants. Findings It has been found on the basis of the strategic analysis that there are the different strategies and customs are applied in the business. The normative strategic planning of the business is based on the Porters generic scheme. a) Cost Leadership – There is a cost efficiency and effectiveness is maintained in the business which is leading to the maximisation of the profits. Quarterly budgets are prepared indicating the schedule of the expenditures and the actual performance is used to compare with that schedule in order to improve the strategic performance of the business. Executive cost control is maintained in the business as a strategic tool of the business. b) Focused – The ideal focus of the activities is based on the restaurant and lodging and boarding activities. In the restaurant the strategic activities which are focused are the kitchen services, Bar services, Operating services. In the lodging and boarding activities the ideal services are the well furnished rooms along with all the facilities of the toilets, bathrooms. c) Differentiation – With the continuing of the focused core area of activity of the business hotel industry is planning to develop the new activity of the Travelling and Tourism operations which will facilitate the additional source of income of the business as the supportive level of activity to grow the business in the Hospitality sector. Conclusion and Recommendation The Britannia international is one of the reputed hotel industry in London having its strategic significance all over the world. Wide scope of the business with the glance opportunity is available for the expansion and development for the hotel industries. The Britannia hotel is having the imperative strength of the good supplier power , ideal resource management scheme which will be commensurate for the strategic management policy of the business. Good location of the hotel industry , facilities available are of the restaurant, bar , kitchen services , lodging and boarding services which are giving the scope for the business expansion and development. However, as the London is an international city in the world many spectators are used to come here for the travels, visits, education there is a wide scope of the development of the hospitality sector in order to catch the wide area of the business development. This is giving scope for the development of the many hospitality industries creating the market competition . Hotel Hilton, Hotel Syon Park, Hotel Passage to India are the hotels creating a challenging environment for the business. It is recommended to the hotel industry to give scope on the marketing communication techniques of the sales promotions and direct marketing in order to grow and expand the business. In the sales promotions focus can be on the giving of the different attractive discounting offers which can catch the customers. In the direct marketing hotel industry can use the strategic technique of the e-mail communications system to contact directly with the customers.

Sealed Air Company Hbs Case

For the exclusive use of M. HUSSAIN Harvard Business School 9-582-103 Rev. September 24, 1985 Sealed Air Corporation The president and chief executive officer of Sealed Air Corporation, T. J. Dermot Dunphy, explained the firm’s 25% average annual growth in net sales and net earnings from 1971 to 1980: The company’s history has been characterized by technical accomplishment and market leadership. During the last 10 years we built on our development of the first closed-cell, lightweight cushioning material, introduced the first foam-in-place packaging system, and engineered the first complete solar heating system for swimming pools.We intend to follow the same management guidelines in the 1980s. We intend to seek market leadership because market leadership optimizes profit, and foster technological leadership because it is the only long-term guarantee of market leadership. In July 1981 Barrett Hauser, product manager of Sealed Air’s Air Cellular Products, was refle cting on Dunphy’s management philosophy as he considered how Sealed Air should respond to some unanticipated competition in the protective packaging market.As product manager, Hauser was responsible for the closed-cell, light-weight cushioning material that Dunphy had mentioned. Sealed Air’s registered trademark name for this product was AirCap. 1 AirCap cushioning materials had always faced a variety of competitors in the protective packaging market. More recently, however, several small regional producers had invented around Sealed Air’s manufacturing process patents and begun to market cheap imitations of AirCap in the United States. AirCap Cushioning and Its CompetitorsAirCap cushioning was a clear, laminated plastic sheet containing air bubbles of uniform size (see Exhibit 1). The feature that differentiated AirCap cushioning from all other bubble products was its â€Å"barrier-coating†: each AirCap bubble was coated on the inside with saran. This gr eatly increased air retention, meaning less compression of the material during shipment and, consequently, better protection. Barrier-coating and its customer benefits had been the central theme of Sealed Air’s AirCap cushioning selling effort for 10 years. Sealed Air, AirCap, and Instapak are registered  ® trademarks of Sealed Air Corporation. Solar Pool Blanket is a TM trademark of the same corporation. Robert J. Dolan, associate professor, prepared this case as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Certain nonpublic data have been disguised. Copyright  © 1982 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685 or write Harvard Business School Publishing, Boston, MA 02163.No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. 1 This document is authorized for use only by Md. Saquib Hussain in marketing ? nal taught by Suresh Ramanathan from October 2012 to October 2012. For the exclusive use of M. HUSSAIN 582-103 Sealed Air Corporation Between 1971 and 1980 Sealed Air and Astro Packaging of Hawthorne, New Jersey, were the only air bubble packaging material producers in the United States.Sealed Air licensed Astro to use Sealed Air’s patented technology. Astro produced two types of bubbles: a barrier bubble similar to AirCap,2 and an uncoated bubble. Its sales were split about evenly between the two. In 1980 Astro’s total U. S. sales were approximately $10. 5 million, compared with $25. 35 million in U. S. sales for AirCap cushioning. Sealed Air’s market education had made customers aware of the advantages of coated bubbles; consequently, uncoated bu bbles had never achieved greater than a 15% dollar share of the U.S. market before 1980. In July 1981 uncoated bubble operations were being set up in Ohio, California, and New York. GAFCEL, which served the metropolitan New York market, was the only competitor yet to achieve significant sales volume. Two GAFCEL salespeople—one full time, the other about half time—had reached a $1 million annual sales rate. Several of AirCap’s distributors had taken on the GAFCEL line. Hauser was preparing to recommend Sealed Air’s reaction to these somewhat unanticipated competitors.The firm could produce an uncoated bubble as cheaply as GAFCEL within a month with no major capital investment; it could run on machines used for another Sealed Air product. If Hauser were to recommend that the historic champion of barrier-coating offer an uncoated bubble, he would have to specify timing, the marketing program for the new product, and any adjustments in policies for AirCap cus hioning and Sealed Air’s other products. As Hauser thought about his options, he again flipped through the training manual recently distributed to Sealed Air’s sales force: â€Å"How to Sell against Uncoated Bubbles. †The Protective Packaging Market The three major use segments of the protective packaging market were: 1. Positioning, blocking, and bracing: These protective materials had to secure large, heavy, usually semirugged items in a container. Typical applications included shipment of motors and computer peripherals. 2. Flexible wraps: These materials came under less pressure per square foot. Applications included glassware, small spare parts, and light medical instruments. 3. Void fill: These materials were added to prevent movement during shipping when an item and its protective wrap (if any) did not fill its carton.The positioning, blocking, and bracing market was unique because of the heavier weights of items shipped. Flexible wrap and void fill were sometimes hard to separate because it was convenient to use the same product for both functions. The key distinction was that loose fills (for instance, polystyrene beads) dominated the void fill market but provided no cushioning protection and, hence, did not qualify as flexible wrap. Until 1970 most materials used for protective packaging were produced primarily for other purposes. Heavy, paper-based products had dominated the market. Sealed Air was one of the first Astro’s barrier bubble and the AirCap bubble differed in both manufacturing process and coating material. Astro used nylon rather than saran. The basic idea of reinforcing the polyethylene bubbles to improve air retention was, however, the same. 2 This document is authorized for use only by Md. Saquib Hussain in marketing ? nal taught by Suresh Ramanathan from October 2012 to October 2012. For the exclusive use of M. HUSSAIN Sealed Air Corporation 582-103 companies to approach the market with a customer orientat ion, i. e. , it began product development with an assessment of packagers’ needs.Since then a variety of products specifically designed for protective packaging had appeared. Sealed Air served these markets with two products: 1. Instapak ® foam-in-place systems (1980 worldwide sales of $38. 8 million) could accommodate any application, though their most advantageous use was for heavy items. In this process two liquid chemicals were pumped into a shipping container. The chemicals rapidly expanded to form a foam cushion around the product. Instapak’s comparative advantage resulted in a majority of applications in positioning, blocking, and bracing. . AirCap bubbles (1980 worldwide sales of $34. 3 million) primarily served the flexible wrap and void fill markets. In addition to coated and uncoated polyethylene air bubbles, there were two major competitors in these markets: paper-based products (cellulose wadding, single-face corrugated, and indented kraft), and foams (p olyurethane, polypropylene, and polyethylene). An excerpt from an AirCap promotional brochure in Exhibit 2 shows how Sealed Air positioned AirCap as a cost-effective substitute for these competitive products and loose fills.The brochure first pointed out the cost savings from AirCap cushioning, then presented results of â€Å"fatigue† and â€Å"original thickness retention† tests to demonstrate AirCap’s protective superiority. Exhibit 3 compares products competitive with AirCap cushioning and Exhibit 4 gives their U. S. Iist prices, which represent relative costs for any order size from an end user. Quantity discounts were offered on all materials. Buying Influences The proliferation of packaging products and the lack of easily demonstrable universal superiority caused confusion among end users.For example, products such as pewter mugs were shipped around the United States in AirCap cushioning, Astro coated bubbles, or even old newspapers. Users were a varied lo t. Some bought on a scientific price/performance basis. They understood â€Å"cushioning curves† such as those in Exhibit 5. Sealed Air could provide independently measured cushioning curves for competitive products as well as its own. Regardless, many firms did their own testing. At the other end of the spectrum were firms with â€Å"a purchasing-department mentality,† as some packaging materials suppliers put it.Price per square foot was their first consideration, delivery their second. As one Sealed Air executive commented, â€Å"To these people, cushioning curves are like accounting numbers. They think you can make them say anything you want. † There were no systematically collected data on the buying process or the extent to which price dominated performance in the purchase decision. Based on his experience as a district sales manager and now product manager, Hauser guessed that a packaging engineer influenced about 40% of the material purchase decisions. 3 This document is authorized for use only by Md.Saquib Hussain in marketing ? nal taught by Suresh Ramanathan from October 2012 to October 2012. For the exclusive use of M. HUSSAIN 582-103 Sealed Air Corporation The U. S. Market In 1980, dollar sales by segment in the U. S. protective packaging market were: †¢ †¢ †¢ Positioning, blocking, and bracing: $585 million Flexible wrap: $126 million Void fill: $15. 6 million Exhibit 6 breaks down total sales for the flexible wrap market by product type for 1975, 1978, and 1980. AirCap cushioning annual sales in the United States since 1972 were: Year 1972 1973 1974 1975 1976 Gross Sales (in millions) $7. 10. 0 13. 0 12. 8 14. 6 Year 1977 1978 1979 1980 Gross Sales (in millions) $16. 4 18. 4 21. 2 25. 3 Despite the high cost of coated bubbles relative to the uncoated product, Sealed Air had kept most of the U. S. air bubble market. Key factors were Sealed Air’s patent protection and licensing of only one competitor, ext ensive market education, and the packaging mentality in the United States. Packaging engineers enjoyed a status in U. S. organizations not accorded them elsewhere. Packaging supplies were viewed as a productive, cost-saving resource.In contrast, recent research by Sealed Air indicated that many European firms viewed packaging supplies as â€Å"expendable commodities. † The European Market Sealed Air had manufacturing operations in England and France and a sales organization in Germany. 3 It was the only company selling a coated product in these countries. Sales figures for 1980 were: Country England France Germany Total Bubble Sales $3,649,000 4,480,000 7,688,000 AirCap Sales $2,488,500 592,200 404,600 3 The firm also had a manufacturing facility in Canada and a sales organization in Japan.Sealed Air licensees operated manufacturing facilities in Australia, Mexico, South Africa, and Spain. 4 This document is authorized for use only by Md. Saquib Hussain in marketing ? nal tau ght by Suresh Ramanathan from October 2012 to October 2012. For the exclusive use of M. HUSSAIN Sealed Air Corporation 582-103 Table A Differing Grades of AirCap Cushioning Bubble Heights SB: SC: ST: SD: 1 8 / in. high, used for surface protection when cushioning requirements were minimal. 3/16 in. high, used primarily for wrapping small, intricate items, possibly for larger items if not very fragile. 5 16 / in. igh, used in same kinds of applications as SC grade, except with slightly greater cushioning requirements. Also used as a void fill. / in. high, used for large, heavy, or fragile items or as a void fill. 1 2 Plastic Film Thicknesses Light duty (110): each layer of film was 1 mil (1/1,000 of an inch) thick; used for light loads. Regular duty (120): one layer of 1 mil and one layer of 2 mils; for loads up to 50 lbs. per sq. ft. Heavy duty (240): one layer of 2 mils and one of 4 mils; for loads up to 100 lbs. per sq. ft. Super duty (480): one layer of 4 mils and one of 8; for l oads over 100 lbs. er sq. ft. England. Sealed Air had developed the protective packaging market here and had good distribution. Later on, Sansetsu, a Japanese firm, began marketing a high-quality uncoated product made in Germany. Prices for the uncoated bubble were 50% less than the cost of comparably sized AirCap cushioning. Sansetsu and other uncoated bubble manufacturers had chipped away at Sealed Air’s one-time 90% market share. The most pessimistic Sealed Air distributors estimated that the firm would lose 50% of its current market share to uncoated bubbles within three years. France.Here, Sealed Air owned an uncoated bubble manufacturer SIBCO, with sales of $750,000 in 1980. In 1972 SIBCO was the only marketer of uncoated bubbles in France. Two major competitors, one with superior production facilities, had entered the market. Uncoated bubbles were priced about 40% lower than AirCap, and price was the key buying determinant. The major French distributor of AirCap cushio ning had a 50-50 mix of coated and uncoated sales in 1978. In 1980 the mix had changed to 70-30 (uncoated over coated), with 90% of new bubble applications being uncoated. Germany.AirCap cushioning was a late entrant (1973) to the German market and never held commanding share. Moreover, from 1978 to 1980, it had lost share at a rate of 20% to 30% per year. Sansetsu had an efficient manufacturing facility in Germany and sold approximately $6 million of uncoated product in 1980. (The price for uncoated was about 35% less than for coated. ) AirCap Cushioning Grades and Sales AirCap cushioning grades differed in bubble height and thickness of the plastic films. Bubble heights were designated by a letter code, and the plastic films came in four thicknesses (see Table A).Sealed Air produced eight different height/thickness combinations (see Table B). Some of the known end uses for each grade are shown in Exhibit 7. 5 This document is authorized for use only by Md. Saquib Hussain in market ing ? nal taught by Suresh Ramanathan from October 2012 to October 2012. For the exclusive use of M. HUSSAIN 582-103 Sealed Air Corporation Table B Eight Different Height/Thicknesses by Sealed Air Thickness Height (inches) SB-1 8 110 X 120 X X X 240 X X X 480 / SC-3/16 ST-5 16 SD-1 2 / / X Table C AirCap Sales by Grade Sales in 1,000 Square Feet Grade 1/8 in.SB-110 3/16 in. SC-120 SC-240 5/16 in. ST-120 ST-240 1/2 in. SD-120 SD-240 SD-480 Total sales July–December 1979 59,128 76,349 5,036 31,912 4,369 44,252 25,202 3,138 249,386 January–June1980 48,513 81,014 4,426 42,234 3,914 43,624 21,799 1,358 246,882 Note: In addition, because SB-110 could not compete in price against foams for many surface protection applications, Sealed Air introduced an A-100 grade in January 1980. The A-100 bubble was 3/32 in. high—the shortest coated bubble Sealed Air could make with available technology. January to June 1980 sales of A-100 were 17,802,000 sq. ft.Sales by grade for the last six months of 1979 and the first six months of 1980 are shown in Table C. Pricing All AirCap cushioning was sold through distributors. Prices reflected Sealed Air’s costs and the prices of competitive products. Variable costs and prices to the distributor are shown in Table D. Sealed Air’s suggested resale price list is shown in Exhibit 8. Largely because of its selective distribution policy, distributors generally followed this list. The price schedule entailed quantity discounts for end users. Thus, distributor margins varied with the size of the customer’s individual order. Quantity price was determined by the total square footage of a single order, combining all grades, ordered for shipment at one time to a single destination. ) In some major metropolitan areas, up to 50% of AirCap business was truckload/railcar orders by end users. In this event Sealed Air shipped the material from its plant directly to the end user; the distributor received a 10% mar gin and handled user credit and technical service. In some markets the percentage of direct shipments was as low as 10%. 6 This document is authorized for use only by Md. Saquib Hussain in marketing ? al taught by Suresh Ramanathan from October 2012 to October 2012. For the exclusive use of M. HUSSAIN Sealed Air Corporation 582-103 Selling Effort Sealed Air’s U. S. operation consisted of 7 regional manufacturing operations, 62 salespeople (each selling AirCap cushioning, Instapak, and other Sealed Air products), and 370 distributors. To control the shipping cost of its bulky product, Sealed Air had regional manufacturing operations in three eastern states, Ohio, Illinois, Texas, and California. The regional presence, however, had proven to be an effective sales promotion device as well.Table D AirCap Variable Costs and Distributor Prices (in dollars per 1,000 sq. ft. ) (1) Total Variable Cost $13. 78 16. 01 20. 56 32. 47 30. 65 38. 12 36. 31 44. 45 70. 81 (2) Price to Distrib utor for Truckload Deliverya $20. 60 30. 25 43. 50 56. 30 51. 40 65. 35 65. 35 78. 60 140. 90 (2) – (1) Sealed Air Dollar Margin $6. 82 14. 24 22. 94 23. 83 20. 75 27. 23 29. 04 34. 15 70. 09 Grade A-100 (3/32 in. ) SB-110 (1/8 in. ) SC-120 (3/16 in. ) SC-240 (3/16 in. ) ST-120 (5/16 in. ) ST-240 (5/16 in. ) SD-120 (1/2 in. ) SD-240 (1/2 in. ) SD-480 (1/2 in. ) Manufacturing $12. 46 14. 02 17. 92 29. 83 25. 36 32. 83 28. 38 36. 52 62. 88Freight $1. 32 1. 99 2. 64 2. 64 5. 29 5. 29 7. 93 7. 93 7. 93 a Less than truckload shipments were priced 15% to 20% higher. Consequently, distributors almost always ordered in truckload quantities. They were allowed to mix grades within an order. Depending on the grade ordered, a truckload could contain 70,000 sq. ft. (all SD-480) to 420,000 sq. ft. (all A-100). Before Instapak was acquired in 1976, 28 salespeople devoted 90% of their time to AirCap cushioning products. In 1981 the 62-person force was expected to allocate time as follows: 60 % to Instapak systems, 35% to AirCap cushioning, and 5% to other Sealed Air products. Exhibit 9 shows Sealed Air sales by product line and other financial data. ) Part of Sealed Air’s market share leadership philosophy was a consultative selling approach. Salespeople spent about half their time making cost studies at end-user locations. With the help of Sealed Air’s packaging labs, salespeople attempted to show how their products could save on material and labor cost and reduce damage in the end user’s particular situation. Distributors’ salespeople took orders on AirCap cushioning but did little to demonstrate AirCap use and application to customers.If a distributor’s salesperson identified a potential AirCap account, he or she would inform the Sealed Air salesperson and a joint call would be arranged. In this way the potential account learned about the product and ordering procedures simultaneously. Distributors sometimes complained to Sealed Air about the level of AirCap selling effort. Since distributor’s margins on AirCap cushioning were generally higher than the 10% to 12% for Instapak sales, distributors were not happy with Sealed Air’s greater allocation of salesperson time to Instapak.Some distributors said they would be content if the salesperson in their area really allocated 35% to AirCap; some claimed the actual AirCap selling effort amounted to only 20%. Instapak’s sales growth had been impressive, but some Sealed Air executives felt this had cost them some distributor satisfaction. Both distributors and end users regarded Sealed Air’s salespeople as among the best trained and most knowledgeable in the packaging industry. Sales force salaries were above average. They were composed of a base salary plus commissions of 2% on net AirCap sales and 1% on net sales of all other products, including Instapak. As an added incentive Sealed Air gave salespeople $75 for each Instapak dispenser pl aced. It took back $75 for each one removed. ) In a typical week a salesperson called on 20 end users and checked in with two or three distributors. 7 This document is authorized for use only by Md. Saquib Hussain in marketing ? nal taught by Suresh Ramanathan from October 2012 to October 2012. For the exclusive use of M. HUSSAIN 582-103 Sealed Air Corporation U. S. Distributors During the 1970s Sealed Air invested heavily in developing a selected distributor network. The firm had 370 distributors by 1980.Sealed Air considered 135 of these their â€Å"first-line distributors† because they collectively handled over 80% of its business. The 20 largest AirCap distributors handled about 35% of the business. Larger distributors typically carried both Instapak foam-in-place and AirCap cushioning. The largest distributor of Sealed Air products had 1980 Sealed Air sales of approximately $2 million, just about half of which were AirCap. Distributors traditionally tried to be full-line houses—capable of meeting each customer’s complete packaging needs—so they carried a broad range of products.A survey of Sealed Air’s firstline distributors showed that 83% carried loose fills, 65% carried polyethylene foam, and 29% carried Du Pont’s polypropylene foam. Although most carried competitive products, distributors had displayed loyalty to Sealed Air and AirCap cushioning. Sealed Air, in turn, had kept to its selective distribution policy. Competing Uncoated Bubble Cushioning Sealed Air considered both types of bubbles made by Astro as inferior products. GAFCEL, the new regional producer, made a â€Å"decent product† in Hauser’s estimation; he felt that its success to date came largely at Astro’s expense.The New York metropolitan market was ideal for the new producer. It was not customer- or distributor-loyal, and price was a key variable. Sealed Air’s estimate of GAFCEL sales rates was $750,000 per year for the 1/2-in. -high uncoated bubble and $250,000 per year for the 3/16-in. bubble. Both had two layers of film 2 mils each. GAFCEL’s distributor prices for truckload shipments and suggested resale prices to end users for the metropolitan New York market are shown in Table E. (Astro’s uncoated bubble prices are in Exhibit 4. ) Sealed Air had not yet extensively tested the GAFCEL uncoated bubble.Although it was better than Astro’s uncoated, its performance would not be dramatically different from that found in previous uncoated testing (see Exhibit 2). In terms of cushioning curves, the l/2 in. GAFCEL bubble was comparable to Sealed Air’s ST-120 or SD-120 for very light loads, not greater than 0. 15 lbs. /sq. in. pressure. At greater loads, however, the acceleration curve would increase rapidly, moving above even the SB-110 by pressures of 0. 25 lbs. /sq. in. (see Exhibit 5). 8 This document is authorized for use only by Md. Saquib Hussain in marketing ? nal taught by Suresh Ramanathan from October 2012 to October 2012.For the exclusive use of M. HUSSAIN Sealed Air Corporation 582-103 Table E GAFCEL’s Distributor Prices per 1,000 Sq. Ft. SO-22 (3/16 in. ) LO-22 (1/2 in. ) $36. 03 Distributor truckload Suggested resale by order size: 1,000 sq. ft 20,000 sq. ft 40,000 sq. ft 100,000 sq. ft Truckload $31. 63 $56. 54 47. 12 42. 84 39. 40 34. 79 $75. 24 62. 70 57. 07 44. 68 39. 63 Sealed Air Decisions Sealed Air had conducted a good deal of research on manufacturing uncoated bubble products. It knew the best production process would be similar to that currently used for its Solar Pool Blanketsâ„ ¢.Thus, the firm could begin manufacture of an uncoated product quickly in its New Jersey plant. Likely distributor response to a Sealed Air uncoated product was difficult to predict. Some distributors had requested it, but others regularly complained that there were already too many coated grades. Preliminary estimates of the variable cost s for producing Sealed Air uncoated bubbles were $19 per 1,000 sq. ft. for 3/16 in. height, $20 per 1,000 sq. ft. for 5/16 in. , and $21 per 1,000 sq. ft. for 1/2 in. Freight cost depended on bubble height and distance shipped.Although GAFCEL’s production process was completely different, its production costs were believed to be comparable. Hauser now had to decide whether to recommend that Sealed Air enter the uncoated bubble market (with an about-face on its previous exclusive emphasis on coated bubbles), or whether to suggest some other reaction to its new competitors. 9 This document is authorized for use only by Md. Saquib Hussain in marketing ? nal taught by Suresh Ramanathan from October 2012 to October 2012. For the exclusive use of M. HUSSAIN 582-103 Sealed Air Corporation Exhibit 1 AirCap ® Products and UsesCushioning AirCap ® air bubble cushioning protects products against shock and vibration during handling and shipping by literally floating them on a cushion of air. This material offers consistent performance because our unique barrier-coating guarantees air retention. AirCap withstands repeated impact since it will not fatigue or take a compression set. Cushioning applications include a range of products from lightweight retail items to delicate power supplies weighing several hundred pounds. Choose the grade that best fits your cushioning application! Protective Wrap/InterleavingAirCap is an excellent â€Å"protective wrap† material and ideal for â€Å"interleaving† between similarly shaped items. It is clean, non-abrasive, easy to use and provides superior surface protection. Lay your product on AirCap sheeting, fold it over and your product is fully protected! Typical protective wrap/interleaving applications include china, glassware, printed circuit boards, and spare parts. Void Fill When a void in a package is not completely filled, the cushioned product may migrate within the shipping container. This movement is a m ajor cause of damage in transit.Since large regular-duty AirCap bubbles do not compress, they fill voids effectively and eliminate product movement. Simply stuff AirCap sheeting into the carton, (left) or use an economical rolled â€Å"log. † It’s easy, clean, lightweight, and cost efficient! 10 This document is authorized for use only by Md. Saquib Hussain in marketing ? nal taught by Suresh Ramanathan from October 2012 to October 2012. 582-103 -11- Exhibit 2 Sealed Air Presents AirCap as Cost-Effective Substitute Typical Cost-Savings Comparisons 60 Cellulose Wadding Rubberized Hair Type IV Resists Fatigue 50 40 0 Uncoated Bubbles Urethane Foam Polypropolene Foam AirCap % Increase in Shock 20 In the transportation environment packages are subjected to many jolts, bumps, and shocks that can potentially cause damage. To function effectively a cushioning material must retain its ability to protect over a series of repeated impacts. The loss of protective ability during r epeated impact is termed ‘material fatigue. ’ This graph (left) indicates the increased shock an average procut (0. 25 psi) will receive during a ten drop sequence from 24 inches. Test results show barrier-coated AirCap ® outperforms all materials tested. 0 0 1 Number of Impacts 2 3 4 5 6 7 8 9 10 BARRIER-COATING Each individual AirCap bubble is barriercoated to retain the air. AirCap Vs. Corrugated Inserts A distributing firm found that it needed an excessive amount of flowable to prevent product migration. A new AirCap package (left) using a simple criss-cross technique resulted in reduced material, shipping, labor and carton costs. Item Carton Inner packaging Labor Freight Total Cost Savings w/ AirCap IMMEDIATE THICKNESS LOSS AirCap retains its original thickness upon the immediate application of a load (See Below).Loose Fill Package $ . 73 . 75 . 42 3. 02 $4. 92 AirCap Vs. Loose Fills Material Tested A manufacturer using corrugated inserts, cellulose wadding and p olyethylene bags eliminated the need to inventory many packaging components (right) and reduced labor 84% by switching to AirCap (left). Total Thickness Loss Retains Original Thickness Item Carton Inner Packaging Labor Freight Total Cost Savings w/ AirCap Corrugated Package $ . 55 . 80 . 83 2. 60 $4. 78 AirCap Package $ . 55 1. 05 . 13 2. 40 $4. 13 $ . 65 AirCap Package $ . 47 . 54 . 25 2. 72 $3. 98 $ . 94AirCap SD 240 14% Polypropylene Foam 30% Polyethylene Foam 40% Cellulose Wadding 38% Rubberized Hair IV 51% Uncoated Bubbles 64% (Large) Urethane Foam (1. 25 53% * * pct) Embossed 54% * * Polyethylene (Hex) *30 day evaluation not conducted due to excessive initial thickness loss. Initial Thickness Loss Upon 04 psi Load 7% 19% 16% 26% 24% 14% Gradual Thickness Loss After 30 Days 7% 11% 24% 12% 27% 50% When a load is placed on a cushioning material two things occur that may contribute to a deterioration in its performance. First, is the immediate compression of the material.Second, i s the additional, more gradual loss of thickness termed ‘creep. ’ Generally excessive thickness loss of a material results in increased material usage in cushioning and dunnage applications. Creep may contribute to product damage as the loss of thickness creates a void in a package, allowing the product to move, shift, or migrate. This chart (left) demonstrates how barrier-coated AirCap retains its original thickness better than all materials tested and provides product protection throughout the entire packaging, shipping, handling, and storage cycle.GRADUAL THICKNESS LOSS (CREEP) AirCap’s unique barrier-coating retains the air more effectively than uncoated bubbles, eliminating creep. AirCap Vs. Thin-Grade Foams AirCap Vs. Cellulose Wadding A metering firm discovered it needed only half as much AirCap to achieve the same performance that cellulose wadding provided (right). In addition to lowering material costs, AirCap (left) is clean, lint free, non-abrasive, a nd lightweight. Item AirCap Package An electronic service center employing the use of a thin-grade foam (right) required many layers of wrapping to protect against shock and vibration.Large AirCap bubbles (left) provided superior performance and lower packaging costs. This document is authorized for use only by Md. Saquib Hussain in marketing ?nal taught by Suresh Ramanathan from October 2012 to October 2012. Carton Inner Packaging Labor Freight Total Cost Savings w/ AirCap Cellulose Wadding Package $ . 30 . 22 . 25 1. 35 $2. 12 $ . 22 . 12 . 08 1. 20 $1. 62 $ . 50 CONVENTIONAL CELLULOSE MATERIAL UNCOATED BUBBLES Item Foam Package For the exclusive use of M. HUSSAIN Carton Inner Packaging Labor Freight Total Cost Savings w/ AirCap $ . 46 1. 33 . 66 4. 09 $6. 4 AirCap Package $ . 38 . 87 . 33 3. 94 $5. 52 $1. 02 For the exclusive use of M. HUSSAIN 582-103 Sealed Air Corporation Exhibit 3 1. Competitive Product Information Cellulose wadding (a paper-based product which tries to trap a ir between piles of sheeting) †¢ Major suppliers: Jiffy Packaging, Hillside, N. J. CelluProducts Co. , Patterson, N. C. †¢ Sizes available: Thickness of 0. 17 in. , 0. 25 in. , 0. 37 in. , 0. 50 in. †¢ Advantages/disadvantages: Much cheaper than AirCap in thin grades; will not mark item wrapped; heavier than AirCap (3–4 Ibs. per cu. ft. vs. less than 1 lb. or AirCap) meaning higher shipping cost; excessive compression under heavy loads (see test results, Exhibit 2). Corrugated products (sheets of ribbed cardboard, often cut and perforated to specific sizes) †¢ Major suppliers: About 800 firms manufacturing in 47 states, including larger paper companies. †¢ Advantages/disadvantages: Single face (cardboard with ribs on one side) appreciably cheaper than AirCap on square-foot basis; labor cost of using corrugated usually very high; poor cushioning. Polyethylene foam (thin, smooth, rigid sheets of low-density foam) †¢ Major suppliers: Sentinel Foam P roducts, Hyannis, Mass.CelluProducts Co. , Patterson, N. C. Jiffy Packaging, Hillside, N. J. †¢ Sizes available: 48 or 68 in. wide rolls of thickness 1/16, 3/32, 3/16, 1/4 in. †¢ Advantages/disadvantages: Appreciably cheaper than AirCap in thin grades on square-foot basis; does not mark item wrapped; rigid product means hard to work with; tendency to tear; cushioning inferior to AirCap; more expensive than AirCap in thicker grades. Polypropylene foam (thin, coarse, rigid sheets of low-density foam) †¢ Major supplier: Du Pont Microfoam †¢ Sizes available: Standard 72 in. wide rolls of thickness 1/16, 3/32, 3/16, 1/4 in. Advantages/disadvantages: Basically the same as for polyethylene foam. Loose fills (expanded polystyrene beads, peanuts, etc. ) †¢ Major suppliers: Many small firms †¢ Advantages/disadvantages: 50% cheaper than AirCap on cubic foot basis; messy; poor cushioning. Uncoated bubbles (sheets of small air bubbles made of polyethylene film) â₠¬ ¢ Major producer: Astro, Hawthorne, N. J. (Sealed Air licensee) †¢ Sizes available: 48 in. wide roll standard, bubble heights 3/16, 1/4, 1/2 in. Bubbles also varied in the thickness of the films used. Generally, thicknesses were 1, 2, 3, or 4 mils with increasing film thickness giving greater strength. Advantages/disadvantages: Cheaper than comparable height coated bubble; excessive air loss over time (about 65% height loss under 50 Ibs. per sq. ft. pressure over 30 days vs. 15% for AirCap). Competitive coated bubble (essentially the same as uncoated bubble except nylon film coating added) †¢ Major supplier: Astro, Hawthorne, N. J. (Sealed Air licensee) †¢ Sizes available: 48 in. wide roll standard, bubble heights 1/8, 3/16, 1/4, 1/2, 1 in. †¢ Advantages/disadvantages: Under heavy loading, nylon barrier holds up better than Sealed Air’s saran barrier; poor quality control (bubble heights generally 13% less than specified). . 3. 4. 5. 6. 7. 12 This docume nt is authorized for use only by Md. Saquib Hussain in marketing ? nal taught by Suresh Ramanathan from October 2012 to October 2012. For the exclusive use of M. HUSSAIN Sealed Air Corporation 582-103 Exhibit 4 Suggested End User Prices (in dollars) for Major Competitive Products 1. Paper-Based Cellulose Wadding (Jiffy Packaging) Thickness (in. ) 0. 17 0. 25 0. 37 0. 50 2. Foams Thickness (in. ) 1 16 Price $27. 70 37. 40 50. 60 65. 00 Single-Face Corrugated $22. 75 Jiffy Packaging (polyethylene) $20. 30 25. 90 34. 15 53. 35 na Sentinel Products (polyethylene) $18. 20 24. 00 32. 70 49. 40 naDu Pont Microfoam (polypropylene) $17. 20 25. 17 34. 90 53. 86 109. 72 / / 1/8 3/16 3/8 3 32 3. Competitive Bubbles (Astro) Coated Nylon Bubble Height (in. ) 1 8 3 16 Uncoated—Polyethylene a Film Thickness (mils) 1 and 1 1 and 2 1 and 2 1 and 2 2 and 4 1 and 2 2 and 4 Price $35. 25 49. 50 57. 00 71. 75 87. 75 90. 00 110. 00 Bubble Height (in. ) 3 16 Film Thicknessa (mils) 2 and 3 2 and 3 2 and 4 Price $47. 00 54. 50 65. 75 / / 1/4 1/2 1/2 1 1 / / 1/2 1 4 Note: Prices are per 1,000 sq. ft. based on a 50,000 sq. ft. order. a. Each bubble is made of two layers of film. Thicknesses shown are for individual layers in mils.Thicker film produces a stronger product. 13 This document is authorized for use only by Md. Saquib Hussain in marketing ? nal taught by Suresh Ramanathan from October 2012 to October 2012. For the exclusive use of M. HUSSAIN 582-103 Sealed Air Corporation Exhibit 5 Comparative Cushioning Performance by Grade Engineered To Provide Superior Cushioning The test data on the graph below was developed by the Lansmont Corporation, an independent testing laboratory. The test method used closely simulates actual shipping conditions, and employs the use of an enclosed test block and shock machine.Five bottom drops were executed from 24 inches at each static stress. The last four drops were averaged to arrive at data points used to develop each cushioning effective ness curve. This data illustrates AirCap’s superior performance over a wide range of loadings, and may be used for comparison and to specify the best AirCap grade and thickness for your cushioning requirements. (SD-240 curves taken from data provided in Military Handbook 304-A). 300 SB-110 SC-120 250 SC-120 (2 layers) Peak Acceleration (G’s) 200 SCT-120 150 SD-120 100 ST-120 (2 layers) SD-120 (2 layers) SD-120 (3 layers) SD-240 (4 layers) 50 SD-240 (6 layers) . 05 . 1 . 15 . 2 . 25 . 3 . 35 . 4 Static Stress (psi) Source: AirCap brochure. Note: To be read: For a product exerting 0. 25 Ibs. per sq. in. of pressure on the packaging material while at rest, the peak acceleration (a measure of shock to the product) when dropped from 2 ft. is 118 g. if SD-120 is used, 260 g. if SB-110 is used. 14 This document is authorized for use only by Md. Saquib Hussain in marketing ? nal taught by Suresh Ramanathan from October 2012 to October 2012. For the exclusive use of M. HUSSAIN Sealed Air Corporation 582-103 Exhibit 6 U. S.Market—Flexible Wraps by Product Type (in millions of manufacturers’ dollars) 1975 1978 23 25 1 49 11 5 6 22 22 93 1980 23 27 1 51 12 7 25 44 31 126 Paper-based Cellulose wadding Single-face corrugated Indented kraft Foamsa Polyurethane Polypropylene Polyethylene Polyethylene air bubbles Coated and uncoated (combined) Total Source: Company records. b 20 20 1 41 10 4 1 15 15 71 a. Sales figures exclude nonpackaging uses, such as construction and furniture industries. b. Figures are for flexible wrap market only and are therefore less than AirCap’s and Astro’s total U. S. sales. Exhibit 7 Grade SB-110AirCap Applications by Grade Package Contents Furnace thermostats Shorthand machines Taco shells Tempered glass sheets Clocks Wooden picture frames Light fixtures Overhead projector lenses Computer components Telephone bell ringers Amplifiers Saucepans Two-way radios Exit alarms Mixers Fryers Carbonless paper rolls Oven burners Pharmaceutical bottles Candleholders Recorders Carburetors Lamps Gallon jugs Computer terminals Printed circuit boards Foil wallpaper Blood coagulation timers Leaded glass windows Custom motorcycle seats Motor controls Shredded paper Packaging Material Displaced (if known) 16-in. Corrugated / polypropylene foam SC-120 SC-240 ST-120 Shredded paper Corrugated Corrugated Corrugated / polyethylene foam Corrugated Urethane foam pads 3 32-in. ST-240 SD-120 Polypropylene foam SD-240 Corrugated Foam pads and corrugated Corrugated Astro uncoated bubble LP-24 SD-480 15 This document is authorized for use only by Md. Saquib Hussain in marketing ? nal taught by Suresh Ramanathan from October 2012 to October 2012. For the exclusive use of M. HUSSAIN 582-103 Sealed Air CorporationExhibit 8 Suggested U. S. Resale Price List, Effective March 1980 Sq. Ft. per Order per Single Destination 1,000 or more 5,000 † † 10,000 † † 30,000 † † 50,000 † â⠂¬  Truckload/railcar 1,000 or more 5,000 † † 10,000 † † 30,000 † † 50,000 † † Truckload/railcar 1,000 or more 5,000 † † 10,000 † † 30,000 † † 50,000 † † Truckload/railcar 1,000 or more 5,000 † † 10,000 † † 30,000 † † 50,000 † † Truckload/railcar 1,000 or more 5,000 † † 10,000 † † 30,000 † † 50,000 † † Truckload/railcar Same price per 1,000 sq. t. as SD-120 1,000 or more 5,000 † † 10,000 † † 30,000 † † 50,000 † † Truckload/railcar 1,000 or more 5,000 † † 10,000 † † 30,000 † † 50,000 † † Truckload/railcar 1,000 or more 5,000 † † 10,000 † † 30,000 † † 50,000 † † Truckload/railcar $107. 85 97. 70 87. 55 81. 40 79. 35 72. 40 130. 75 118. 30 105. 95 98. 55 95. 70 87. 25 232. 75 210. 55 188. 35 175. 55 171. 25 $155. 60 Price per 1,000 Sq. Ft. $34. 30 30. 85 27. 45 25. 70 24. 75 22. 80 50. 00 45. 40 40. 90 38. 10 37. 05 33. 50 71. 0 64. 55 57. 40 53. 75 52. 60 47. 65 93. 40 84. 40 74. 95 70. 20 68. 60 62. 25 85. 30 77. 10 68. 50 64. 25 62. 75 $57. 25 Item (thickness in inches) A-100 (3/32) SB-110 (1/8) SC-120 (3/16) SC-240 (3/16 ) ST-120 (5/16) ST-240 (5/16) SD-120 (1/2) SD-240 (1/2) SD-480 (1/2) 16 This document is authorized for use only by Md. Saquib Hussain in marketing ? nal taught by Suresh Ramanathan from October 2012 to October 2012. For the exclusive use of M. HUSSAIN Sealed Air Corporation 582-103Exhibit 9 Selected Financial Data ($ thousands) 1976 1977 $21,422 15,489 3,595 2,682 $43,188 35,765 $24,270 12,093 (816) 6,009 1978 $25,028 21,133 3,453 4,644 $54,258 43,410 $31,111 14,527 (738) 7,882 1979 $29,996 29,056 3,432 7,951 $70,435 54,325 $43,199 16,855 (278) 10,103 1980 $34,330 38,802 3,688 11,777 $88,597 67,344 $54,125 21,4 85 (119) 12,868 Net sales by class of product Air cellular packaging Foam-in-place packaging Other packaging Recreational and energy prod.Total worldwide United States Costs and expenses Cost of sales Marketing, administration, development Other income (expense) Earnings before income tax $18,872 3,049 4,553 $26,474 – $16,451 6,696 32 3,359 Source: Sealed Air Annual Reports 1979, 1980. 17 This document is authorized for use only by Md. Saquib Hussain in marketing ? nal taught by Suresh Ramanathan from October 2012 to October 2012.

Scientific Inventions

ASSEMBLY LINE: Primitive assembly line production was first used in 1901 by Ran some Eli Olds (1864-1950), an early car-maker (he manufactured the Oldsmobile, the first commercially successful American car). Henry Ford (1863-1947) used the first conveyor belt-based assembly-line in his car factory in 1913-14 in Ford's Highland Park, Michigan plant. This type of production greatly reduced the amount of time taken to put each car together (93 minutes for a Model T) from its parts, reducing production costs. Assembly lines are now used in most manufacturing processes. BAEKELAND, L. H. : Leo Hendrik Baekeland (November 14, 1863 – February 23, 1944) was a Belgian-born American chemist who invented Velox photographic paper (1893) and Bakelite (1907), an inexpensive, nonflammable, versatile, and very popular plastic. BAKELITE: Bakelite (also called catalin) is a plastic, a dense synthetic polymer (a phenolic resin) that was used to make jewelry, game pieces, engine parts, radio boxes, switches, and many, many other objects. Bakelite was the first industrial thermoset plastic (a material that does not change its shape after being mixed and heated). Bakelite plastic is made from carbolic acid (phenol) and formaldehyde, which are mixed, heated, and then either molded or extruded into the desired shape. Bakelite was patented in 1907 by the Belgian-born American chemist Leo Hendrik Baekeland (November 14, 1863 – February 23, 1944). The Nobel Prize winning German chemist Adolf von Baeyer had experimented with this material in 1872, but did not complete its development or see its potential. Baekeland operated the General Bakelite Company from 1911 to 1939 (in Perth Amboy, N. J. , USA), and produced up to about 200,000 tons of Bakelite annually. Bakelite replaced the very flammable celluloid plastic that had been so popular. The bracelet above is made of â€Å"butterscotch† Bakelite. BAROMETER: A barometer is a device that measures air (barometric) pressure. It measures the weight of the column of air that extends from the instrument to the top of the atmosphere. There are two types of barometers commonly used today, mercury and aneroid (meaning â€Å"fluid less†). Earlier water barometers (also known as â€Å"storm glasses†) date from the 17th century. The mercury barometer was invented by the Italian physicist Evangelista Torricelli (1608 – 1647), a pupil of Galileo, in 1643. Torricelli inverted a glass tube filled with mercury into another container of mercury; the mercury in the tube â€Å"weighs† the air in the atmosphere above the tube. The aneroid barometer (using a spring balance instead of a liquid) was invented by the French scientist Lucien Vidie in 1843. BATTERY: A battery is a device that converts chemical energy into electrical energy. Each battery has two electrodes, an anode (the positive end) and a cathode (the negative end). An electrical circuit runs between these two electrodes, going through a chemical called an electrolyte (which can be either liquid or solid). This unit consisting of two electrodes is called a cell (often called a voltaic cell or pile). Batteries are used to power many devices and make the spark that starts a gasoline engine. Alessandro Volta was an Italian physicist invented the first chemical battery in 1800. Storage batteries : are lead-based batteries that can be recharged. In 1859, the French physicist Gaston Plante (1834-1889) invented a battery made from two lead plates joined by a wire and immersed in a sulfuric acid electrolyte; this was the first storage battery. BUNSEN BURNER: The laboratory Bunsen burner was invented by Robert Wilhelm Bunsen in 1855. Bunsen (1811-1899) was a German chemist and teacher. He invented the Bunsen burner for his research in isolating chemical substances – it has a high-intensity, non-luminous flame that does not interfere with the colored flame emitted by chemicals being tested. CASSEGRAIN TELESCOPE: A Cassegrain telescope is a wide-angle reflecting telescope with a concave mirror that receives light and focuses an image. A second mirror reflects the light through a gap in the primary mirror, allowing the eyepiece or camera to be mounted at the back end of the tube. The Cassegrain reflecting telescope was developed in 1672 by the French sculptor Sieur Guillaume Cassegrain. A correcting plate (a lens) was added in 1930 by the Estonian astronomer and lens-maker Bernard Schmidt (1879-1935), creating the Schmidt-Cassegrain telescope which minimized the spherical aberration of the Cassegrain telescope. CELLOPHANE: Cellophane is a thin, transparent, waterproof, protective film that is used in many types of packaging. It was invented in 1908 by Jacques Edwin Brandenberger, a Swiss chemist. He had originally intended cellophane to be bonded onto fabric to make a waterproof textile, but the new cloth was brittle and not useful. Cellophane proved very useful all alone as a packaging material. Chemists at the Dupont Company (who later bought the rights to cellophane) made cellophane waterproof in 1927. CELSIUS, ANDERS: Anders Celsius (1701-1744) was a Swedish professor of astronomy who devised the Celsius thermometer. He also ventured to the far north of Sweden with an expedition in order to measure the length of a degree along a meridian, close to the pole, later comparing it with similar measurements made in the Southern Hemisphere. This confirmed that that the shape of the earth is an ellipsoid which is flattened at the poles. He also cataloged 300 stars. With his assistant Olof Hiorter, Celsius discovered the magnetic basis for auroras. COMPOUND MICROSCOPE: Zacharias Janssen was a Dutch lens-maker who invented the first compound microscope in 1595 (a compound microscope is one which has more than one lens). His microscope consisted of two tudes that slid within one another, and had a lens at each end. The microscope was focused by sliding the tubes. The lens in the eyepiece was bi-convex (bulging outwards on both sides), and the lens of the far end (the objective lens) was Plano-convex (flat on one side and bulging outwards on the other side). This advanced microscope had a 3 to 9 times power of magnification. Zacharias Janssen's father Hans may have helped him build the microscope. DA VINCI, LEONARDO: Leonardo da Vinci (1452-1519) was an Italian inventor, artist, architect, and scientist. Da Vinci had an interest in engineering and made detailed sketches of the airplane, the helicopter (and other flying machines), the parachute, the submarine, the armored car, the ballista (a giant crossbow), rapid-fire guns, the centrifugal pump (designed to drain wet areas, like marshes), ball bearings, the worm gear (a set of gears in which many teeth make contact at once, reducing the strain on the teeth, allowing more pressure to be put on the mechanism), and many other incredible ideas that were centuries ahead of da Vinci's time. DAVY, HUMPHRY: Sir Humphry Davy (1778-1829) was an English scientist who invented the first electric light in 1800. He experimented with electricity and invented an electric battery. When he connected wires from his battery to two pieces of carbon, electricity arced between the carbon pieces, producing an intense, hot, and short-lived light. This is called an electric arc. Davy also invented a miner's safety helmet and a process to desalinate sea water. Davy discovered the elements boron, sodium, aluminum (whose name he later changed to aluminum), and potassium. EDISON, THOMAS ALVA: Thomas Alva Edison (1847-1931) was an American inventor (also known as the Wizard of Menlo Park) whose many inventions revolutionized the world. His work includes improving the incandescent electric light bulb and inventing the phonograph, the phonograph record, the carbon telephone transmitter, and the motion-picture projector. Edison’s first job was as a telegraph operator, and in the course of his duties, he redesigned the stock-ticker machine. The Edison Universal Stock Printer gave him the capital ($40,000) to set up a laboratory in Menlo Park, New Jersey, to invent full-time (with many employees). Edison experimented with thousands of different light bulb filaments to find just the right materials to glow well, be long-lasting, and be inexpensive. In 1879, Edison discovered that a carbon filament in an oxygen-free bulb glowed but did not burn up for quite a while. This incandescent bulb revolutionized the world. ELION, GERTRUDE: Gertrude Belle Elion (January 23, 1918 – February 21, 1999) was a Nobel Prize winning biochemist who invented many life-saving drugs, including 6-mercaptopurine (Purinethol) and 6-thioguanine (which fight leukemia), Imuran, Zovirax, and many others. Elion worked at Burroughs- Glaxo Wellcome for decades (beginning in 1944) with George Hitchings and Sir James Black, with whom she shared the Nobel Prize. She is named on 45 patents for drugs and her work has saved the lives of thousands of people. ENIAC: ENIAC stands for â€Å"Electronic Numerical Integrator and Computer. † It was one of the first all-purpose, all-electronic digital computers. This room-sized computer was built by the physicist John William Mauchly (Aug. 30, 1907 – Jan. 8, 1980) and the electrical engineer John Presper Eckert, Jr. (April 9, 1919 – June 3, 1995) at the University of Pennsylvania. They completed the machine in November, 1945. FARNSWORTH, PHILO T. : Philo Taylor Farnsworth (1906-1971) was an American inventor. Farnsworth invented many major major components of the television, including power, focusing systems, synchronizing the signal, contrast, controls, and scanning. He also invented the radar systems, cold cathode ray tube, the first baby incubator and the first electronic microscope. Farnsworth held over 300 patents. FOUCAULT, JEAN: Jean Bernard Leon Foucault (1819-1868) was a French physicist who invented the gyroscope (1852) and the Foucault pendulum (1851). A gyroscope is essentially a spinning wheel set in a movable frame. When the wheel spins, it retains its spatial orientation, and it resists external forces applied to it. Gyroscopes are used in navigation instruments (for ships, planes, and rockets). Foucault was the first person to demonstrate how a pendulum could track the rotation of the Earth (the Foucault pendulum) in 1851. He also showed that light travels more slowly in water than in air (1850) and improved the mirrors of reflecting telescopes (1858). FRANKLIN, BENJAMIN: Benjamin Franklin (January 17, 1706-April 17, 1790) was an American statesman, writer, printer, and inventor. Franklin experimented extensively with electricity. In 1752, his experiments with a kite in a thunderstorm (never do this, many people have died trying it! ) led to the development of the lightning rod. Franklin started the first circulating library in the colonies in 1731. He also invented bifocal glasses and the Franklin stove. The idea of daylight savings time was first proposed by Benjamin Franklin in 1784. GALILEI, GALILEO: Galileo Galilei (1564-1642) was an Italian mathematician, astronomer, and physicist. Galileo found that the speed at which bodies fall does not depend on their weight and did extensive experimentation with pendulums. In 1593 Galileo invented the thermometer. In 1609, Galileo was the first person to use a telescope to observe the skies (after hearing about Hans Lippershey's newly-invented telescope). Galileo discovered the rings of Saturn (1610), was the first person to see the four major moons of Jupiter (1610), observed the phases of Venus, studied sunspots, and discovered many other important phenomena.

Emily Dickinsons Most Well Known Poem - Free Essay Example

Sample details Pages: 1 Words: 412 Downloads: 7 Date added: 2019/08/07 Category People Essay Level High school Tags: Emily Dickinson Essay Did you like this example? Because I Could Not Stop For Death is the silent yet loud individual; Emily Dickinsons, most well known poem.(Tate 37).It was written in the 60s of the 19th century during the end of romanticism and beginning of the realism literary movement. (Napierkowski 31). Romanticism [emphasized] strong emotion as a source of aesthetic experience, placing emphasis on such emotions as sadness, horror, and the awe experienced in confronting the sublimity of nature.(Pennys Poetry Pages Wiki). Don’t waste time! Our writers will create an original "Emily Dickinsons Most Well Known Poem" essay for you Create order Although Dickinson has received her ideas from the romantic era, [she] is more a realistic writer.(Poetry Foundation). Realism was an artistic movement that began after the revolution of 1848 in France in the 1850s. (Art Movement). They had rejected Romanticism, [dominating] French literature and art since the end of the 18th century. (Raven).It had revolted against the exotic subject matter and the exaggerated emotionalism and drama of the Romantic [movement]. (Raven). The reoccurrence of death had an impact on Dickinson poetry; It had led her to write by her fears, anxiety, and frustration(Dickinson). She did not adhere to any specific poetry format, such as imperfect iambic meter, and controversial subject.(Upinvermont).Furthermore, dashes and random capitalization were used quite commonly in Dickinson time period. Peak states that function, hyphens, em dashes and en dashes are essential marks in workplace writing(Peak). Other writers of the realism movement include Mark Twain; George Eliot; Henry James(The Literature Network); and much more. The psychological effects of events that took place in Emily Dickensons life and how they influenced the theme of her writings. Her poems seem very dark to the predominance of her poetry. It had happened that her poems trace back to death, and it is quite impossible to ignore the morbidity in Emilys poems. (Biography Online).There are quite a few people out in the world that believe her relationship with Reverend Charles Wadsworth had a great effect upon the darkness in her poetry, especially throughout the poem I had a funeral in my brain. Emily is portrayed as being isolated and lonely.(Healt). [She] stands among the greatest poets produced by America and perhaps the English-speaking world. Her voice and verbal artistry are unique, and her themes are both ageless and universal.(Cornelius). Focusing on I had a funeral in my brain is clearly as it sounds; contributing to death. Dickinson wrote not only to note the pervasiveness of death as ending, but also to explore the very nature of death itself.(Robert).