Close Reading free essay sample

An Analysis and Close perusing Nella Larsen’s Passing is a tale about the deplorability of an African American lady, Clare Kendry, who attempted to â€Å"pass† in the white American people group. In any case, while she goes as white, she continually looks for comfort from her companion Irene Redfield who is a portrayal of the African American people group. Slowly, Clare has become the twofold picture of Irene, because of the similitudes of their ethnicity and the differentiating lives they lead. Toward the finish of the story, Clare’s demise is an aftereffect of the outrageous weight on Irene’s shoulder because of the nearness of Clare in her life. The passing of Clare is especially Irene’s obligation dependent on her dubious demonstrations toward the finish of the story. The consummation of Passing, and of the life of Clare Kendry, starts on the 6th floor of a high rise at a gathering in the home of Felise and Dave Freeland. We will compose a custom article test on Close Reading or on the other hand any comparative theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page During the gathering, Irene says that, â€Å"It appears to be terrifyingly warm in here. Brain in the event that I open this window? † (Larsen 110) However, when Irene opens the window, â€Å"It had quit snowing about a few hours back† (Larsen 110). This implies the climate is still rather cold and in spite of the frigid temperature, Irene still sits adjacent to the window. Another motivation behind why Irene would need to open the window is on the grounds that she needs to smoke her stogie. She pleasantly utilizes the warm temperature in the room as her reason to open the window. Despite the fact that this activity may appear to be sensible today, during the 1930s, there was no social behavior that necessary opening a window to smoke. The way that Irene remains by the window after her smoke makes us question precisely what keeps her warm; maybe it is her resentment and anger towards Clare. Later when Irene completes her stogie, she tosses it out and â€Å"watch[es] the small flash drop gradually down to the white ground below† (Larsen 110). To Irene, the feeling of falling is either giving her a motivation for her activities against Clare or a training run before the genuine article. Also, the falling stogie sparkles are being portrayed in an exceptionally delightful way. â€Å"Tiny flash drop† gives us the feeling of something little light and sparkling which moves in a generally steady winter air mass. The little glossy bits of stogie likewise stands out from the sparkle stars free ky after the snow stops. The activity of â€Å"slowly down† is a romanticized adaptation of the falling chips. As Irene centers around the falling drops, she is likewise envisioning the falling of Clare in an exceptionally quiet and exquisite manner as though Clare’s destiny is supported and wonderful. The isolating pieces from the stogie likewise look like the sentiment of things self-destructing. As Irene watches the chips taking off, she sees Clare’s life being destroyed. In the following scene, Clare’s spouse, John Bellew storms into the gathering after he discovered that Clare is really dark and begins to blast out in rage. Amidst the showdown, Felise says, â€Å"Careful. You’re the main white man here† (Larsen 111). Felise is expressing that John is the main white individual in the room, and she doesn't recognize Clare as being white. Despite the fact that Clare has passed, they don't treat Clare as a white individual or an outcast and would not spare a moment to help her when she needs them. This shows the solid solidarity of African American people group and one can't genuinely be passed and isolated from the inception or foundation the person in question originates from. During the encounter, Irene has an idea in her psyche, â€Å"One thought had her. She couldn’t have Clare Kendry thrown away by Bellew. She couldn’t have her free† (Larsen 111). Irene is sicken by the idea of Bellew throwing Clare away in light of the fact that this would be an extraordinary affront to Irene’s life. Simultaneously, this might be the finish of Irene’s life as a â€Å"white† individual. She would need to come back to who she was previously: dark, poor and alone. What's more, this would likewise be an affront to the lives of individuals in the African American people group who are constantly mistreated and minimized by the position the whites. Additionally, Irene would not have any desire to liberate Clare from Bellew on the grounds that this would represent a greater danger to Irene’s life and family. In the story, there is a shared fascination among Clare and Irene’s spouse, Brian Redfield, and Irene suspects that Brian is having an affection illicit relationship with Clare. This inner clash may clarify the accompanying scene, which is likewise Irene’s answer for end the entirety of this †by completion Clare’s life. â€Å"What occurred straightaway, Irene Redfield never a while later permitted herself to remember† (Larsen 111). All the peruser is educated regarding is that â€Å"one second Clare had been there, an indispensable gleaming thing, similar to a fire of red and gold† and â€Å"the next she was gone† (Larsen 111). What is clarified in these depictions of Clare’s fall is that it is in some sense out of her own control; the occasion simply occurs with no unmistakable clarification. Be that as it may, again this gives a noteworthy equal the start of this work; as appeared in the start of the story, â€Å"a man toppled over and turned into a latent folded load on the singing cement† (12). By and by somebody breakdown onto an open road and their falling is covered up in vulnerability. While the reason for the man’s falling is obscure to Irene in light of the fact that she rapidly escapes the scene, the explanation behind Clare’s falling being unsure is on the grounds that Irene quickly curbs this memory. Here, one may contend that in both the start and the finish of this content the reason for falling is obscure to Irene in light of the fact that she resolutely choses to deny this information, either by surging endlessly or constraint. The association between the start and the end is additionally strengthened by a syntactic closeness. Also, in the start of this novel we find â€Å"what little breeze there was appeared as though a breath of a fire fanned by moderate bellows† (Larsen 12). These equivalent pictures are returned to in the end. At the hour of her fall, Clare is â€Å"a fire of red and gold (Larsen 111) with an incensed John Bellew reeling towards her. Not exclusively does her drawing closer husband’s name take after the word roar, yet in addition at the gathering he really cries to Clare â€Å"So you’re a condemned filthy nigger†( Larsen 111). In this way, in both the start and end of Passing, we discover a symbolism of roars moving towards a fire. In Passing, Clare and Irene are duplicates for one another in numerous angles. The essential association between them is that their underlying foundations are from the equivalent racial, social and sexual orientation gatherings. As perusers, we are anxious to discover why Irene attempts to keep away from Clare all through Passing and what is the dread Clare presents upon Irene. One purpose behind this is the consistent appearance of Clare in Irene’s life fills in as a steady update for Irene’s self. Since they are identical representations of one another, Irene sees herself in Clare in a spooky way. Through Irene’s viewpoint, Clare carries on with a real existence she can just picture yet never lock in. It turns into an alarming idea for Irene that somebody so like herself can change to convey an alternate personality on a superficial level. The steady correlation of Clare and Irene has constrained Irene to bring up issues about her own life. The repetitive uncan ny multiplying impact from Clare presents such a consistent weight on Irene that no one but demise can resolve this contention.

What Is Meant By The Term Business Sector Marketing Essay

What Is Meant By The Term Business Sector Marketing Essay A business area can be characterized as three unique things. These are people in general, private and deliberate division otherwise called the network segment (not for benefit). The three distinct segments have various purposes and I will experience what these are. The private part is an incredible inverse from the open segment. The private part is controlled by private people and not constrained by the administration. In the UK the private part utilizes most of the workforce and is answerable for dispensing the vast majority of the assets inside the economy. The fundamental job of private part organizations is to cause a benefit from the administrations and items they to accommodate their clients. A few instances of private part organizations incorporate retail deals, providing food, diversion and wellbeing and wellness. Virgin is a case of a gigantic private area organization that makes a significant commitment to the abundance of the United Kingdom. We can likewise separate this further as the private part contains organizations that are run contrastingly to other people. These incorporate a sole dealer, an organization, a private constrained organization, an open restricted organization and an establishment. I will currently expound on why every one of the organizations is distinctive which will show why albeit as yet falling under a similar class of the private area these organizations are marginally not quite the same as one another. Sole Trader A sole broker is an organization run by just a single individual in this way, should subsidize the business out of their own pocket. This kind of business is effectively set up and you work for yourself which additionally implies all the benefits that the business makes you can hush up about all. This all sounds great be that as it may, a sole broker additionally has a few disservices. Most importantly, the proprietor should manage any misfortune to the organization which is boundless obligation. It could likewise be very hard in getting the cash to set up a business as the banks have a cliché perspective on sole broker organizations leaving business in the principal year. You likewise may find that you need to work extended periods of time and get next to no occasion if any whatsoever. Sole dealers are typically very private companies, for example, a circuit repairman or a handyman. Association An organization run by between 2-20 individuals. It could be a lot simpler for an association to get the cash together to begin a business as banks approve of organizations as they will in general succeed more contrasted with for instance, a sole dealer. Once more, we have hindrances and favorable circumstances of an association. Any misfortune made inside the organization can be part between the proprietors however similarly any benefits will likewise must be partitioned between all proprietors. The dynamic procedure could be a burden as well. There could be part sees on a specific issue which could cause grinding between the proprietors. Private Limited Company An organization claimed by investors and run with restricted risk. A drawback to a private constrained organization would be that they can't offer organization offers to general society (drift its offers on the stock trade) this could confine access to fund particularly if the business wishes to expand. Since a private constrained organization has restricted risk they are just at risk to any obligations up to a limit of what they have contributed themselves. This obviously is something to be thankful for. You can just lose what you are set up to place in. A private constrained organization additionally has more tightly control on who it issues offers to so this is another beneficial thing. Open Limited Company Just two individuals are expected to run an open restricted organization be that as it may, there is no maximum cutoff. The general population including different organizations can purchase partakes in the organization which is acceptable as this implies an organization can extend by doing this. The majority of the offers are purchased and sold through the stock trade and for the publics advantage the offer costs are imprinted in the papers with the goal that people in general can know the costs. Additionally, similar to a private restricted organization, investors have constrained risk in this way, in the event that an organization were to fail, at that point the investors are just liable for the estimation of their offers. Establishment An establishment is an understanding between two gatherings to permit a business person to maintain a business for another person be that as it may, work under their name and to sell its merchandise or administrations. This understanding awards the rights to work a specific business at a solitary location. The rights in the understanding could take into consideration utilization of an organization trademark, structures and accounting and so on. There is a much decreased hazard in setting up an establishment instead of the above models as the name that you are utilizing to exchange under is as of now an entrenched business accordingly this diminishes the danger of setting up a business drastically. You pay for the picture the organization has just settled. Intentional Sector This area chips away at exceptionally constrained spending plans. This segment has associations running from national bodies to little nearby gatherings. These incorporate youth and local gatherings, visiting clubs, social clubs, sports club affiliations and workmanship affiliations. The willful area associations don't make a benefit and yet they should work in credit in the event that they are to not fail. Individuals who work for these associations don't get paid. The cash comes absolutely from gifts or raising money. 2 + 3. Name three organizations from three distinctive Business Sectors and depict by composing a passage on every, what every business does. Open Sector NHS The NHS is openly financed and offers for the most part free types of assistance to any individual who lives in the UK be that as it may, there can be a few accuses related of eye tests, dental consideration and remedies. The business reason for the NHS is to offer a support to the open as opposed to making a benefit. It is the biggest freely supported wellbeing administration on the planet and is subsidized by the legislature. Around 60% of the financial plan allotted to the NHS is utilized to pay staff. Medications and different supplies take up 20%. The staying 20% is part between things, for example, preparing costs, clinical gear, cooking and cleaning. The following is a graph of how the NHS functions: NHS.gif Picture taken from: www.nhs.uk/England/AboutTheNhs/Default.cmsx Private Sector Carphone Warehouse Known as the Phone House outside of the UK the Carphone Warehouse has three unique fields of activity: Distribution, information administrations and telecom administrations. The Carphone stockroom sells cell phones, embellishments and even protection. They give deals of products where the client can buy anything they like inside a chose branch over the counter. They likewise have a site where clients can buy products and have them advantageously conveyed to their home setting aside time and cash. Likewise, in the same way as other effective organizations they have extended their business across the nation and even abroad which has demonstrated exceptionally fruitful. The fundamental focus on a private division business, for example, the Carphone Warehouse is to cause a benefit from the administrations they to give to their clients. A private division organization is probably not going to engage in the non benefit zone of business. Store numbers at 31st December 2009 european_map.jpg Picture taken from: www.cpwplc.com/phoenix.zhtml?c=123964p=irol-history Willful Sector Oxfam Oxfam was established in England in 1942. It is a non-political, autonomous association, with no strict affiliations. Oxfams point is a straightforward one: To work with others to discover enduring answers for neediness and languishing. This is given on their site www.oxfam.org.uk/coolplanet/kidsweb/oxfam/whatox.htm Oxfam have programs in more than 70 distinct nations. They work with nearby individuals to help improve their life. They may help train wellbeing laborers, set up a school and defend water supplies. Oxfam react to crises helping individuals who have been hit by a catastrophe like that of a typhoon or a flood. They additionally shout out for the benefit of individuals to guarantee that legislatures hear them out and follow up on better supporting individuals in a fiasco hit regions. A deliberate segment association, for example, Oxfam doesn't work like different divisions do. They don't exist to make a benefit and are not supported by the administration. They depend on gifts and raising support by regular ordinary individuals to assist them with continuing running. 4. Legitimize why every one of the 3 organizations is in its area Open Sector NHS The NHS is in the open segment which is paid for by the administration. It is in this division definitely thus. The administration pays the staff utilized by the NHS who are specialists, medical caretakers and birthing assistants and so forth. The NHS is unique in relation to a private area organization as it doesnt try to make benefits yet rather it offers a support to the individuals. They may charge for a couple of things like a remedy or an eye test however by and large the NHS is a free help supported by the administration which originates from citizens cash. Private Sector Carphone Warehouse The Carphone Warehouse is in the private division as its principle point is to make a benefit and to amplify its benefits. All private area organizations have a similar point. They all exist to make a benefit. They are not supported by the administration (open division) and they don't exist to offer a free assistance and depend on gifts to maintain the business (intentional area). This is the reason the Carphone Warehouse fits into the private division. Deliberate Sector Oxfam Oxfam is in the deliberate division as its neither supported by the administration nor set up to make a benefit. Oxfam is an enrolled association that intends to help individuals out of luck. The administrations they give are free. The cash to help keep the cause running must be raised from gathering pledges and gifts. 5. Depict the term Business Classification As indicated by www.rmcareers.com the term Business Classification implies: The efficient masterminding of business activities into gatherings or classes as per certain standards. Another approach to disclose this is to state that we have three distinctive Business divisions, Primary, Secondary and Tertiary. These three areas are part as indicated by the sort of s

White Privilege And Affirmative Action Essay Example For Students

White Privilege And Affirmative Action Essay White Privilege and Affirmative Action Privilege is characterized as â€Å"a exceptional bit of leeway or authority controlled by a specific individual or group† in the Cambridge Dictionary (â€Å"privilege†). All inclusive, white people are regularly allowed benefits than minority bunches don't get. While white benefit regularly goes unnoticed by white people, it causes numerous drawbacks for non-white individuals and influences how they see themselves. Besides, Affirmative Action endeavors to rise to the playing field for minorities yet is confronted with conflict by many white people. When got some information about white benefit, numerous whites accept that it is a legend while others prevent the presence from securing white benefit altogether. We will compose a custom paper on White Privilege And Affirmative Action explicitly for you for just $16.38 $13.9/page Request now Be that as it may, white benefit isn't a legend. White benefit is extremely predominant in the public arena and interestingly impacts various gatherings. Peggy McIntosh examines white benefit in her article â€Å"White Privilege: Unpacking the Invisible Knapsack.† McIntosh states, â€Å"I have come to see while benefit as an undetectable bundle of unmerited resources which I can depend on trading in for cold hard currency every day, except about which I was, intended to remain oblivious† (standard. 3). While white benefit benefits whites, it frequently adversy affects ethnic minorities. White benefit comes in numerous structures. One white benefit is that being white is viewed as typical. This is obvious when seeing item sold in â€Å"flesh color.† Bandages, hosiery, and underpants are regularly showcased as â€Å"flesh tone† yet are sold in tones that match white skin (McIntosh standard. 8; Holladay standard. 5). It is entirely expected to see noticeably white portrayal in toys, items, promotions, motion pictures, and TV (McIntosh standard. 8). In 2007, Rothenburg did an examination with respect to racial character in kids (McFeeters standard. 6). Ro. . n. Numerous people restrict Affirmative Action. There has been a few legal dispute yet courts regularly concur with Affirmative Action designs along as the arrangement observes rules set out by official requests and the Civil Rights Act. Those contradicted regularly state that Affirmative Action is â€Å"reverse racism.† Individuals against Affirmative Action feeling can be best portray with this statement â€Å"Equality can feel like abuse. Be that as it may, it’s not. What you’re feeling is only the uneasiness of losing a tad of your privilege† (Boeskool standard. 21). White benefit can be found in the public arena today. White individual significantly advantage from this benefit, intermittently without acknowledging or totally denying that they are accepting a benefit. Ethnic minorities are extremely mindful of these benefits that they are regularly denied. Non-white individuals and minorities experience the ill effects of white benefit.

Difference between Normal Fruits and Vegetables and GMOs - 275 Words

Difference between Normal Fruits and Vegetables and GMOs (Essay Sample) Content: Difference between Normal Fruits and Vegetables and GMOsNameUniversity AffiliationDifference between Normal Fruits and Vegetables and GMOsA vegetable is the edible part of a plant and necessarily does not play any role in the reproductive cycle of a plant (Rubin, 2009). On the other hand, a fruit is a seed plant mature ovary that is commonly obtained from a flower. In as much as most fruits and vegetables are simple to classify and distinguish, others still maintain being ambiguous as to whether they are fruits or vegetables. Genetically modified organism comprises both fruits and vegetables but differs with the mode of reproduction for both fruits and vegetables.Through genetic engineering, scientists can create plants by manipulating the genes in a manner that does not naturally occur. Through nature, these genetically modified organisms may spread and interbreed with natural organisms. The interbreeding may end up contaminating the environment of natural organisms (Parekh, 2004). Several critics have also argued that the masterminds behind GMOs are after financial gain and sometimes mislead consumers. It has also been proven that GMOs are behind certain diseases that directly affect human beings. Genetic engineering equips plant breeders with new methods of developing resistant ranges.In an attempt to fix public health interventions, the United Arab Emirates should follow other successful nations in dealing with the GMO menace. The government should adopt policies that ensure safe fruits and vegetables for consumption are supplied to the market. For instance, there are no GM vegetables and fruits present in the EU markets and none are intended for direct use. In order to address nutrition challenges, first of all the government should encourage farmers to use an organic mode of farming that is a substitute of GM. Secondly, relevant government agencies should continue educating the public on safe nutrition and the risks of GMOs (Sanderson, 200 7). The government should also ensure cheap farming equipment availed for farmers not to go for shortcuts in terms of adopting GMOs.Public health nutrition has been an advancing field of public health practice and theory for several years. Though, it has only moderately recently been perceived in the perspective of workforce structuring as a strategic approach to capacity building for significant action. The government should establish an organization that would be in charge of healthy public nutrition promotion. The goal of the organization would be to ensure that the public is sensitized about the importance of good nutrition practices.Technology has indeed taken the entire world by a huge storm. Social platforms have proved that the world can be connected minus physical meeting. Additionally, most people spend much time on social media platforms exchanging ideas and getting connecte...

What is a merger - Free Essay Example

Sample details Pages: 26 Words: 7787 Downloads: 1 Date added: 2017/06/26 Category Business Essay Type Analytical essay Did you like this example? The project deals with the analysis of mergers and acquisitions in an FMCG sector. Products which have a quick turnover, and relatively low cost are known as Fast Moving Consumer Goods (FMCG). FMCG products are those that get replaced within a year. Don’t waste time! Our writers will create an original "What is a merger" essay for you Create order A merger is the combining of two or more companies, generally by offering the stockholders of one company securities in the acquiring company in exchange for the surrender of their stock. This project deals with the merger of Procter Gamble and Gillette, acquisition of Balsarashygiene and home product by Dabur and Acquisition of Nihar brand from HLL by Marico. The methodology deals with the various ways in which the data for this project was collected. Due to the limited scope of information and time constraints, secondary and not primary data sources has been used including journals, articles, reference sites, etc. The project guide proved very vital in the successful completion of my report. The next section deals with the individual introduction of both companies involved in the process of merger. It further includes the different terms of the merger and various synergies created through the merger. Furthermore the next section deals with scenario after the merger and analy sis of financial statements of acquiring company post merger. Building a brand from scratch in the FMCG space can be quite an expensive exercise. Mature categories such as personal care or household products are already dominated by one or two strong incumbents and wresting market share away from them is quite a challenge. With growth rates in markets such as skin care, hair care and household products suddenly moving into high gear, companies also cannot afford to lose time on the trial-and-error method that usually accompanies new launches. Given this scenario, domestic players seem to view brand acquisitions and mergers as the quickest way to step into new categories and acquire a well-rounded product basket, without squandering their surpluses on brand-building expenses. Market shares apart, many of the buyouts have been motivated by the need to acquire better distribution reach whether within India or overseas. Introduction I. MERGER A merger is the combining of two or more companies, generally by offering the stockholders of one company securities in the acquiring company in exchange for the surrender of their stock. A merger occurs when two or more companies combines and the resulting firm maintains the identity of one of the firms. One or more companies may merge with an existing company or they may merge to form a new company. Usually the assets and liabilities of the smaller firms are merged into those of larger firms. Merger may take two forms- Merger through absorption Merger through consolidation. Absorption: Absorption is a combination of two or more companies into an existing company. All companies except one lose their identity in a merger through absorption. Consolidation: A consolidation is a combination if two or more combines into a new company. In this form of merger all companies are legally dissolved and a new entity is created. In consolidation the acquired company transfers its assets, liabilities and share of the acquiring company for cash or exchange of assets. II. ACQUISITION A fundamental characteristic of merger is that the acquiring company takes over the ownership of other companies and combines their operations with its own operations. An acquisition may be defined as an act of acquiring effective control by one company over the assets or management of another company without any combination of companies. III. TAKEOVER A takeover may also be defined as obtaining control over management of a company by another company.Merger of Procter Gamble Company and Gillette CompanyAbout the merging companies: Procter Gamble Procter Gamble Company is asoap opera. PG was named 2008 Advertiser of the Year by Cannes International Advertising Festival. Effective July 1, 2007, the companys operations are categorized into three Global Business Units with each Global Business Unit divided into Business Segments according to the companys March 2009 earnings release. Beauty Care Beauty segment Grooming segment Household Care Baby Care and Family Care segment Fabric Care and Home Care segment Health and Well-Being Health Care segment Snacks, Coffee, and Pet Care segment PG has gone into an aggressive mode. It has launched two new variants on 2nd Dec 2009, one in the detergent segment, which is called Tide Naturals and also another one in skin care segment under the Olay brand. Gillette Company The Gillette Company is a globally focused consumer products marketer that seeks competitive advantage in quality, value-added personal care and personal use products. It is the world leader in the mens grooming product category as well as in certain womens grooming products. Although more than half of company profits are still derived from shaving equipmentthe area in which the company startedGillette has also attained the top spots worldwide in writing instruments (Paper Mate, Parker, and Waterman brands) and correction products (Liquid Paper), toothbrushes and other oral care products (Oral-B), and alkaline batteries (Duracell products, which generate almost one-fourth of company profits). Gillette maintains 64 manufacturing facilities in 27 countries, and its products are sold in more than 200 countries and territories, with more than 60 percent of sales occurring outside the United States. The Merger: On October 1, 2005, Procter Gamble finalized its purchase of The Gillette Company. As a result of this merger, the Gillette Company no longer exists. Its last day of market trading symbol G on theOral-B, among others, which have also been maintained by PG. The Terms of the Merger: Date of merger: The merger came into effect from July 1st, 2007. The new company formed : The Gillette Companys assets were initially incorporated into a PG unit known internally as Global Gillette. In July 2007, Global Gillette was dissolved and incorporated into Procter Gambles other two main divisions, Procter Gamble Beauty and Procter Gamble Household Care. Gillettes brands and products were divided between the two accordingly. The Share Swap Ratio : Under the deal announced, Procter Gamble will pay 0.975 share of its common stock for each share of Gillette common stock. On Wall Street, shares in Gillette closed up nearly 13%, while PG slid 2.1% after the announcement. The Management: Gillettes chief executive James Kilts is to join the board of the merged company, becoming PG vice chairman, while PG chief executive A.G. Lafley will remain chief executive of the merged company. Examining the merger: Type of merger: Procter Gamble being number one in consumer products went into acquiring and merging with other companies like, Germanys Wella AG hair care line in 2003 and it also acquired Clairol for its hair-care lines and Iams Co. for its pet foods. The merger in question; between Procter Gamble and Gillette is thus a merger where the acquiring company is expanding in size of operations and also product offerings. This is thus a horizontal merger. Operational Synergies of the merger: The merger of the two companies will create the worlds largest consumer products conglomerate. Both companies are strong, diversified companies, so one wonders what uncaptured synergies there could be here. PG is adept at taking innovations from one product and transferring it to another product, so there may be opportunities to improve existing Gillette products. In addition, the companies are stating that the merger will give them more negotiating power with the most powerful buyer of consumer products. The deal would give the company even more control over shelf space at the nations retailers and grocers, real estate that is at a premium. Executives at the companies said they believe theyll both be able to grow faster together than separately, with PG opening doors for Gillette in markets such as China and Japan while Gillette bringing PG some product segments that are growing faster than the companys overall current portfolio of products.The merger will make PG the worlds bigge st household goods maker, pushing Unilever into second place Financial Synergies: The merger would create a company with revenues of more than Rs.2700 billion that would have even greater clout against mass-market retailers like Wal-Mart Stores Inc., which have been pressuring consumer product suppliers to keep costs low. Because of expectations from the deal, PG raised the annual revenue growth outlook to 5 to 7 percent, rather than its earlier target of 4 to 6 percent. The companies said they expected cost savings and synergies of about Rs.630 billion to Rs.720 billion US over three years. PG and Gillettes combined market capitalization of about Rs 8325 billion US, would be by far the largest in the FMCG sector. HR Synergies: As part of the cost-cutting that would follow the deal, the merger would result in the elimination of about 6,000 jobs, or 4 percent of the combined work force of about 140,000. It said most of the cuts would come from eliminating management overlaps and consolidation of business support functions. Gillettes chief executive James Kilts is to join the board of the merged company, becoming PG vice chairman, while PG chief executive A.G. Lafley will remain chief executive of the merged company. Scenario Post Merger: Procter Gamble is the worlds largest producer of household and personal products by revenue, with its products reaching 4 billion people worldwide and its product line includes 23 brands across beauty, healthcare, and food including Tide detergent, Pampers diapers, and Gillette razors, that generate over $1 billion in revenue annually, with the companys total revenue at Rs.3555 billion in 2009.In 2005, PG expanded its portfolio to include razors and blades as well as batteries with its acquisition of the Gillette Company.The companys 2010 first quarter net income fell 1% to Rs.148.95 billion (Rs.46.35 per share) as higher prices offset lower sales volumes and foreign exchange effects, beating analyst expectations of Rs.43.65 per share. Revenue fell 6% to Rs.891.45 billion, though organic sales rose 2%. One of the key areas of growth for the company is in emerging markets worldwide. Sales in developing nations have increased steadily from 20% of total revenue in 2002 to 32% in 2 009.PG already owns large and growing market share in countries includingglobal economic downturn, PG has announced it will focus its growth strategy on emerging markets, opening almost all of its 20 new manufacturing facilities outside its established markets. Procter Gamble attempts to maintain its competitive edge by focusing on product innovation. To this end, PG spends almost twice as much on research and development spending Rs.90 billion in 2009 as its closest competitor, Unilever, spent about Rs.58.5 billion USD in 2008.Through itsConnect + Developinitiative, PG looks to bring in new product ideas from outside the company. Connect + Develop has led to the development of 42% of new PG products in recent years. In fiscal 2009, PGs Net sales fell 3% to Rs.3555 billion driven by a 3% decline in unit volume and a 4% decline in net sales from the rising US dollar. Organic sales, a closely watched figure which excludes the impact of acquisitions, divestitures, andforeign exc hange, increased 2%, which is below its target organic sales range of 4-6%.Earnings for fiscal 2009 increased 11% to Rs.603 billion. In July 2009, CEO A.G. Lafley stepped down from his post after 29 years with Proctor Gamble.He was succeeded by current COO Bob McDonald.The company expects sales to be up 0 to 3% in fiscal 2010,with sales back up in the fall of 2009, fed by price cuts, new products, and value-focused promotions. PG divides its business into three Global Business Units (GBUs) that develop and produce products and its corporate group which handles the operation and administration of the company. Beauty (33% of 2009 sales, 36% of 2009 net income): The Beauty GBU includes all hair and skin products, medications, razors, electric shavers, and batteries. This business unit includes several product lines acquired when the PG bought consumer products company Gillette in 2005. Proctor Gambles global market share in blades and razors is 70%, primarily centered on its Mach3, Fusion, Venus, and Gillette brands.In June 2009, PG further expanded its mens grooming business with the acquisition of the high-end shaving company The Art of Shaving and the mens skin care line Zirh. Health and Well-Being (21% of 2009 sales, 24% of 2009 net income): The Health and Well-Being GBU provide oral care, feminine health, pharmaceuticals, snacks, coffee, and pet care products. In oral care, the company has the number two market share position at 20% globally.In potato chips, the companys Pringles brand holds a market share of approximately 10%. Household Care (46.8% of 2009 sales, 43% of 2009 net income): The Household Care GBU manufactures a wide range of products from laundry detergent to diapers. The companys baby care market share in 2008 was 29%. Post mergersegment wise information of Procter Gamble Company Net Sales (Rs. M) % Total Sales Net Earnings (Rs. M) % Total Earnings Sales Growth from 2008 Billion-Dollar Brand(s) Beauty 845505 23.6% 113895 22% -3.72% Head Shoulders, Olay, Pantene, Wella Grooming 339435 9.5% 67140 13% -8.61% Gillette, MACH3, Braun, Fusion Health Care 613035 17.1% 109575 22% -6.55% Actonel, Always, Crest, Oral-B Snacks, Coffee, and Pet Care 140130 3.9% 10530 2% -35.82% Iams, Pringles Fabric and Home Care 1043370 29.1% 136440 27% -2.71% Ariel, Dawn, Downy, Tide, Duracell, Gain Baby and Family Care 634635 17.7% 79650 16% 1.48% Bounty, Charmin, Pampers Corporate -59805 -1.7% -9045 -2% -6.74% TOTAL 3588660 99.1% 508185 100% -4.50% 23 brands over $1B Business Growth and Divestitures Folgers Sale On June 4, 2008, PG sold its Folgers coffee unit toJ.M. Smucker Companyfor Rs.132.75 billion.As part of the deal, PG shareholders will receive a 53.5 percent stake in Smuckers and the company will assume Rs.15750 million of Folgers debt. Gillette Acquisition Procter Gamble acquired Gillette in 2005 for over Rs.2250 billion in its largest acquisition to date. In 2004, the last full year before the acquisition, Gillette generated over Rs.450 billion in sales, about Rs.270 billion of which came from razors and Duracell and Braun products and the remainder sourced from the Oral-B brand, which was moved into the Health Well-Being segment. A key piece of the acquisition beyond Gillettes product lines was its distribution network and supply chain. Gillettes distribution network and supply chain in emerging markets had been extremely successful for Gillette and, once acquired, has worked to complement PGs own distribution network. Sale of Pharmaceutical Unit In 2009 PG sold its pharmaceutical unit to Warner Chilcott Plc for Rs.139.5 billion in cash.The company expects to book a 43 cent per share earnings boost in Q2 of fiscal 2010 as a result of the sale.The deal allows PG to focus on its personal care, beauty, and household product divisions. In 2006, the company started winding down its discover-phase pharmaceutical products in favor of licensing late-stage compounds, and announced in 2008 it would exit the drug industry entirely. PG 2008 Net sales by Geographic Region(Post merger) PG has a well-established market presence in developed countries such as the United States and Western Europe and is looking to its presence in emerging markets. In fiscal 2009, 32% of total net sales came from developing nations,a figure that has increased steadily from 2002 when sales in developing nations accounted for only about 20% of total revenue (approximately Rs.360 billion). In China and Russia, PGs market share has been consistently increasing in the past five years as Procter Gamble has put an increased emphasis on establishing its products in those markets. In 2008, the companys distribution network reached 800 million people in China and 80% of the population in Russia. PG has created products designed specifically to target developing nations. The average Mexican spends about Rs.9000 a year on PG products, Chinese per-capita spending is only about Rs.135 and India per-capita spending Rs.45.Increasing sales in China and India to the levels in Mexico would add Rs.1 800 billion in sales to the companys overall revenue. Research Development focuses both inside and outside the company In 2009, PG spent approximately Rs.91.8 billion on Research Development, nearly Rs.45 billion more than its closest competitor, Unilever.The two most important factors in PGs innovation process are its practice of consumer demand research and its Connect and Develop RD structure. First, when entering new markets, PG sets up in-home visits with consumers in order to fully understand the needs and desires consumers have for household and personal products. This way, PG gets directly to its customers and is able to cater to their needs. PG also incorporates consumers input into the RD process through its Connect and Develop initiative. Through Connect and Develop PG has an online interface set up where people can submit product ideas and provide input on topics that PG places on the web-portal. PG staff then sorts through the ideas and work with the most promising ones. This process is not responsible for the entire RD that PG does, but approximately 42% of new products in the last s everal years were influenced by or originated from Connect and Develop. Tide Stain Release, a stain-removing detergent released in July 2009, has garnered 10% market share in the US as of November 2009.The Bounce Dryer Bar, an automatic laundry freshener released in August 2009, has captured 7% of the North American fabric sheet market as of November 2009. Commodity Prices A diversified consumer products manufacturer, PG depends heavily on a wide basket of global commodities for manufacturing its goods, the prices for which have risen nearly 50% since 2002. Nearly half of the companys cost of goods is directly related to commodity goods. The company has increased prices due to higher costs of oil and other raw materials. In its conference call, the company stated that it expected raw material costs to increase Rs.135 billion in 2009.The company has raised prices on Cascade dishwashing detergent, Iams pet food, and Gillette razors to counter the increasing cost of oil in the first half of 2008.PG instituted broad price adjustments in Q1 2010 to close widening price gaps in several businessesincluding North American laundry, tissue, andtowel, and several Eastern European markets. Competition Procter Gamble provides the broadest and biggest portfolio of products in the household and personal care industry with 24 billion-dollar brands. PG generates 43% more revenue than its closest competitor,LOreal, and Reckitt Benckiser. Procter Gamble Competitors(2006-2007) Revenue (Rs. M) Net income (Rs. M) Operating Margin RD Spending (Rs. M) RD as % of Total Revenue Revenue Growth from 2006/2007* Major Brands/Products Procter Gamble 3757635 543375 20.46% 100170 2.67% 9.00% Pantene, Crest, Tide, Downy, Bounty, Folgers, Gillette, Duracell Unilever NV (UN) 2632860 270990 13.05% 56880 2.16% 1.37% AXE, Lipton, Slim-Fast, Vaseline, Dove, Ben Jerrys Clorox Company (CLX) 237285 20745 13.14% 4995 2.11% 8.79% Clorox Laundry Bleach, Pine-Sol Cleaner, Glad Plastic Bags, Brita Water Filters Kimberly-Clark (KMB) 821970 81990 14.32% 12465 1.52% 9.07% Huggies Diapers, Kleenex Tissue, Scott Paper Towels Colgate-Palmolive Company (CL) 620550 78165 19.24% 11115 1.79% 12.68% Colgate Toothpaste, Colgate Toothbrushes, Irish Spring Soap, Palmolive Soap, SpeedStick Deodorant Loreal (LRLCY) 1117890 174150 20.21% 36675 3.28% 8.06% Garnier Fructis, LOreal Paris, Maybelline, Ralph Lauren Here are somekey factsabout the two firms. Cincinnati-based Procter Gamble was established in 1837 and made its name selling soap and candles to U.S. government soldiers during the civil war. Boston-based Gillette spends around Rs.2700 million annually on advertising. In May the razor-maker paid a reported 40 million pounds (Rs.3393 million) to sign international soccer star David Beckham to a three-year deal as its global face. Procter Gamble employs a workforce of 110,000 worldwide and has a market capitalization of Rs.6345 billion. Gillette employs 29,400 employees worldwide and has a market capitalization of Rs.2025 billion. Gillettes profit beat market expectations last October after Hurricane Ivan spurred the buying of Duracell batteries. Limitations: Due to lack of data the financial statements analysis of Procter Gamble was not carried out. Conclusion Thus the acquisition and integration of Gillette was the largest and most successful in the history of Procter Gamble. PG acquired Gillette, which is best known for its shaving products, in 2005 for Rs.2565 billion. The merger between Procter Gamble and Gillette is a horizontal merger where the acquiring company is expanding in size of operations and also product offerings. The merger created various synergies like financial, operation and human resource synergies. After the merger Procter Gamble integrated systems in 26 countries, spanning five geographic regions, representing about 20% of sales. Gillette is a catalyst that makes PG a better brand-builder and a stronger innovation leader. There is no doubt that PG and Gillette are stronger together than alone, and both the companies together can deliver accelerated growth targets over the balance of the decade. Acquisition of Balsarashygiene and home product by Dabur About the merging companies: Dabur Company Dabur India Limitedis the fourth largest FMCG Company in India and Dabur had a turnover of approximately Rs.2,834 Crore Market Capitalisation of over Rs 10,000 Crore, with brands like Dabur Amla, Dabur Chyawanprash, Vatika, Hajmola and Real. The company has kept an eye on new generations of customers with a range of products that cater to a modern lifestyle, while managing not to alienate earlier generations of loyal customers. Dabur has global presence in 50 countries; products are available in the markets of Middle East, South-East Asia, Africa, the European Union andAmerica. Dabur is an investor friendly brand as its financial performance shows. The companys growth rate rose from 10% to 40%. The expected growth rate for two years was two-fold. Theres a great sense of responsibility for investors funds on view. This is a direct extension of Daburs philosophy of taking care of its constituents and it adds to the sense of trust for the brand overall. The company, through Dab ur Pharma Ltd. does toxicology tests and markets ayurvedic medicines in a scientific manner. They have researched new medicines which will find use in O.T. all over the country therein opening a new market. Dabur Foods, a subsidiary of Dabur India is expecting to grow at 25%. Its brands of juices, namely, Real and Active, together make it the market leader in the Fruit Juice Category. Dabur Ranked AmongIndias Most Trusted Brands of 2007 By Economic Times-Brand Equity. Products of Dabur Ø Under health care products it has brands like Hajmola, Pudin Hara, Dabur Chyawanprash, Glucose D, Dabur Lal tail,etc. Ø In home care range consist of product like Odinil,Odomos,odopic,etc. Ø Under personal care range it has product like Vatika,Gulabri,Dabur Red Toothpaste,etc. Ø In food range it has brands like Real Active ,HOMMADE-range of ready made pastes, soups, coconut milk tomato puree Ø Dabur has guar gum plant,a natural gum used in foods industrial applications. Ø Dabur also produces ayurvedic medicines. Balsara Company The Balsara Group manufactures and markets its products, in India and Internationally. The Group has a domestic annual sales turnover of Indian Rs. 2 billion, and a rapidly growing international sales turnover of Indian Rs. 350 million. The Group is professionally managed, with manufacturing, sales, distribution and administrative facilities located throughout India, in addition to its international operations. In the Indian market, 60% of the Balsara Groups sales turnover of Indian Rs. 2 billion comes from Personal Hygiene Products (Promise, Babool and Meswak oral care ranges) and 40% is derived from Household Products (Odomos insect repellents, Odonil Air Fresheners, Sani Fresh toilet cleaners and Odopic dish washing products). Balsara has a wide national sales and distribution system that makes products available in 10, 54,000 retail outlets. The system is supported by a distribution network of 4 Zonal Offices, 13 Branches, 24 Regional Warehouses, and 1700 Distributors in 150 0 towns. The mission of the Balsara Group of Companies is to be a leading provider of superior quality personal and household products, ingredients and packaging materials to consumers and customers on the Indian sub-continent and throughout the world. The Acquisition: On January 27, 2005 Dabur India today announced the acquisition of Balsara Hygeine and Home Care businesses for Rs. 143 crores and said it would look at more buyouts to capitalise on the consolidation in the sector. The company board of Dabur approved the acquisition of controlling stake in three Balsara group companies Balsara Hygiene Products, Balsara Home Products and Besta Cosmectics. With the acquisition of the Rs. 143-crore Balsara Group in an all cash deal, Dabur India will have oral care brands such as Promise, Babool, Meswak; mosquito repellents such as Odomos and household products such as Odonil and Odopic under its fold. Dabur India will acquire the entire promoters stake in the three companies 99.4 per cent in Balsara Hygiene, 100 per cent in Balsara Home Products and 97.9 per cent in Besta Cosmetics. The Terms of the Acquisition: Date of the acquisition: The merger came into effect from 1st April 2006. The new company formed : According to the deal Dabur will take full control of Balsaras entire brand portfolio which consists of oral care brands like Promise, Babool, Meswak; mosquito repellants like Odomos and household products like Odonil, Odopic. The deal also includes takeover of Balsaras operations consisting of three manufacturing facilities at Kanpur, Silvassa and Baddi and about 600 employees. Dabur India will also acquire the entire promoters stake in the three companies 99.4 per cent in Balsara Hygiene, 100 per cent in Balsara Home Products and 97.9 per cent in Besta Cosmetics. The Share Swap Ratio : Under the deal announced, Dabur India Ltd will acquire Balsaras hygiene and home product businesses in an Rs 143 crore all-cash deal. While Rs 120 crore will be funded through internal accruals, the balance Rs 23 crore will be raised through debt. Examining the Acquisition: Type of merger: The Rs 1,300-crore fast-moving consumer goods major Dabur India acquired Mumbai-based Balsara Hygiene and Home Products in an Rs 143 crore all-cash deal. The merger in question; between Dabur India and Balsara is thus a merger where the acquiring company is expanding in size of operations and also product offerings. This is thus a horizontal merger. Operational Synergies of the merger: Dabur claimed that the deal would help the combined business to leverage synergies in marketing, sales, distribution and procurement. It will further mark Daburs diversification in the homecare category currently dominated by multinationals like Reckitt Benckiser and Hindustan Lever Ltd. The proposed acquisition will also strengthen Daburs oral care segment in the mainstream white toothpaste market dominated by HLL and Colgate. The problems at Balsara were limited resources, inappropriately deployed; and no benefits of scale. There were several other problems. Wastage was costing Balsara close to Rs 3 crore (Rs 30 million) every year; there were no standard operating procedures for process or finished good checking; and quality control was lax. Even the factory layouts were sub-optimal: too many buildings, leading to waste of power and man and materials movement. After the merger changes were quickly introduced. Decisions about Balsaras three plants at Silvassa (Dadra Nagar Haveli ), Kanpur (Uttar Pradesh and Baddi (Himachal Pradesh) was taken by the management team of Dabur India.Kanpur was converted into a CF agency; Silvassa now manufactures mainly for Balsaras private label business and Dabur International, taking advantage of its proximity to ports. Even at Baddi some capital investments were put on hold while quality and sourcing were upgraded. The biggest overhaul was in the purchasing strategy previously, critical raw materials such as sorbitol and calcium carbonate were purchased through direct negotiations. Dabur introduced e-sourcing at Balsara, extending the Ariba system of reverse auction it uses to Balsara as well. The result has been that procurement costs have dropped by 6-7 per cent. In fact, the scale benefits from combining procurement and manufacturing processes have helped both outfits. The decision was taken to aggregate the smaller business into Daburs infrastructure, suitable modifications were also necessary. Daburs original distribut ion was along two verticals: Line 1 for health care and Line 2 for personal care. Now, with new product portfolios coming in, a third line was created that looked afterhome care and all oral care (including Daburs range) products. For instance, the Dabur combine now accounts for 11 per cent of the demand for toothpaste tubes, up from 4 per cent pre-acquisition. Financial Synergies: In 2003-04, Balsara had reported sales of Rs 200 crore (Rs 2 billion), with losses of over Rs 8 crore (Rs 80 million). By the following year, turnover had plunged to Rs 150 crore (Rs 1.50 billion), while losses had escalated to Rs 30 crore (Rs 300 million). Dabur wasnt looking for immediate returns on its investment; the blueprint called for breakeven after a year, aiming for sales of Rs 180 crore (Rs 1.80 billion). Balsara Home Products recorded a net profit of Rs 1.1 crore (Rs 11 million) in the first quarter of FY06. Compared to the first quarter of the last financial year, turnover increased almost 52 per cent, from Rs 28.5 crore (Rs 285 million) to Rs 43.3 crore (Rs 433 million). Balsaras oral care range grew 32 per cent compared to last year, while the home care division registered more than 120 per cent growth. The toothpaste portfolio grew at an impressive 33 per cent. Overall, the home care category continues to be one of the strong growth drivers for the company. After th e merger the international business grew 36 per cent, while domestic business grew 11 per cent. HR Synergies: The biggest issue after the acquisition was,of course, people. Dabur already had 2,300 people on its rolls, while Balsara had 600. Given that the new structure didnt have room for duplication something, obviously, had to give. Dabur didnt retrench anybody, but close to 300 people have quit since January. A number of people quit citing locational constraints Balsara is a Mumbai-based company, while Dabur is headquartered at Sahibabad, near Delhi. Still, some areas were integrated smoothly. Balsaras RD team was seamlessly absorbed into the larger organisation while Dabur had no experience in home care, making that divisions contribution invaluable, the oral care research division possessed skills that complemented Daburs own team. The manufacturing facilities didnt pose too many problems, either it helped that neither organisation is unionized. Decisions about Balsaras three plants at Silvassa (Dadra Nagar Haveli), Kanpur (Uttar Pradesh) and Baddi (Himachal Pradesh) were taken easil y. The Kanpur factory was a small scale factory, withJust 10 workers. So the decision to stop manufacturing there didnt cause too much disruption. And since at 100 workers, the Silvassa plant was clearly overstaffed, about 30 were shifted to Baddi a new factory, with just eight employees thus solving two problems. Daburs consumer care frontline has 400 people, of whom 120-odd are from Balsara. Following Dabur policies at Balsara did mean some expense. Salaries were hiked to bring them in line with the Dabur structure; and external consultants were brought in to conduct detailed assessments of all employees and redeployments were made on the basis of their recommendations. Using the train the trainer module, about 55 managers conducted workshops for sales staff across the country. Everything worked out much better than what Dabur planned. Marketing Synergies: Dabur spent more than Rs 170 crore (Rs 1.70 billion) on advertising in 2004, it was able to negotiate far better rates for Balsara advertising. The budget amounted to Rs 40 crore (Rs 400 million) for Balsara. Given its limited resources, Balsara could really focus on only one brand in a year. Balsaras oral care brands stood a better chance of carving out market share for themselves while Meswak is a premium herbal toothpaste, Babool straddles the economy and herbal platforms. Daburs immediate focus was therefore, going to be on Meswak and Babool, and the high margin, high growth home care products.The first step has been to form a consolidated network that effectively covers the entire country while Daburs strengths are in the north and east, Balsara is popular in west and south India. While Balsara concentrated on larger towns with populations of between 100,000- 500,000, Dabur goes further into rural India, reaching towns with populations of even 5,000. Advertising has also been upped for Balsara products including Odonil and Sanifresh, which havent appeared on TV before. The Dabur logo has been included on the Balsara oral care products and consumer promotions are also being planned. Already, Meswaks price has been slashed by Rs 10 to help bring in volumes, while toothbrushes are being offered free with Babool. The home care range, though, will remain independent of Dabur, given the lack of synergy. The sales team will target queues outside theatres and stadiums and offer samples of Odomos, emphasizing the need for out-of-home protection from insects. Scenario Post Merger: The acquisition of Balsara by Dabur came into effect from 1st April 2006. Balsara got fully consolidated within Dabur India, as on September 28, 2006 The Balsara consolidated entity grew by around 30% post acquisition. So Balsara continued its strong growth curve. Dabur Consolidated, which includes financials of Dabur India and its subsidiaries Dabur Foods, Dabur International (and its step down subsidiaries), Dabur Nepal and Balsara recorded a growth of 46.5 per cent in net profit, up from Rs 112.09 crore to Rs 164.22 crore, during the nine-month period ended December 31, 2005. The sales, during the same period surged by 24.3 per cent, up from Rs 1142 crore to Rs 1419.64 crore. During the quarter, the consolidated business posted a growth of 37.6 per cent in its net profit, up from Rs 47.22 crore to Rs 64.94 crore, on a turnover that increased by 26 per cent from Rs 426.6 crore to Rs 537.40 crore. International business, Foods, and Balsara turnaround recorded significan t gains on a consolidated basis. Food business, led by Real franchise, recorded a growth of 48.4 per cent while the International business (including Balsara exports), consolidated under Dabur International, recorded a growth of 40 per cent. Balsara turnaround also played a key role in driving profitability on a consolidated basis. Dabur India results Dabur India which includes the Consumer Care Business and Consumer Health business posted a growth of 30 per cent in its net profit, up from Rs 106.79 crore to Rs 138.86 crore, during the nine month period. The turnover, during the same period, registered a growth of 8.5 per cent, up from Rs 955.95 crore to Rs 1036.99 crore. During the third quarter, the company recorded a growth of 34.4 per cent in its net profit, up from Rs 43.13 crore to Rs 57.97 crore, on a turnover that increased by 10.3 per cent, up from Rs 367.13 crore to Rs 404.84 crore. Health Supplement, Digestives and Hair care businesses recorded good growth despite competitive pressures. The Consumer health business, comprising traditional Ayurvedic medicines business, posted a growth of 31.3 per cent during the nine-month period. FMCG major Dabur India, after the acquisition of Balsara, is looking at growing its share in the Rs 1,900 crore oral care market to 15 per cent in two to three years, besides tapping the US and western European markets in the private label business the acquisition of Balsara has also provided the company with the capacity to go in for private label business for toothpastes. Oral care is the third-largest revenue earner after hair care and healthcare supplements, and accounted for about 20 per cent of overall turnover last fiscal Balsara did extremely well; it grew at around 20% for the home care and the oral care businesses. Comparison of Pre -merger and Post- merger Financial Statements of Dabur India Comparative Analysis Dabur India (Profit Loss A/C) (Rs. in crore) Mar 05 Mar 06 Absolute change Percentage change Income Operating income 1,231.10 1,345.50 114.40 9.29 Expenses Material consumed 546.73 582.43 35.70 6.53 Manufacturing expenses 22.45 27.1 4.65 20.71 Personnel expenses 82.09 98.31 16.22 19.76 Selling expenses 322.3 316.46 (5.84) (1.81) Administrative expenses 76.22 80.24 4.02 5.27 Expenses capitalized Cost of sales 1,049.78 1,104.55 54.77 5.22 Operating profit 181.31 240.95 59.64 32.89 Other recurring income 2.93 1.05 (1.88) (64.16) Adjusted PBDIT 184.24 242.01 57.77 31.36 Financial expenses 4.66 5.73 1.07 22.96 Depreciation 17.1 19.05 1.95 11.40 Other write offs 1.49 4.26 2.77 185.91 Adjusted PBT 160.99 212.97 51.98 32.29 Tax charges 17 25.78 8.78 51.65 Adjusted PAT 143.99 187.19 43.20 30.00 Non recurring items 4.03 1.9 (2.13) (52.85) Other non cash adjustments -0.05 0.21 0.26 (520.00) Reported net profit 147.97 189.29 41.32 27.92 Earnings before appropriation 229.09 314.52 85.43 37.29 Equity dividend 71.59 100.32 28.73 40.13 Preference dividend Dividend tax 9.77 14.07 4.30 44.01 Retained earnings 147.73 200.13 52.40 35.47 Comparative Analysis Dabur India (Balance Sheet) (Rs. in crore) Mar 05 Mar 06 Absolute change Percentage change Sources of funds Owners fund Equity share capital 28.64 57.33 28.69 100.17 Share application money Preference share capital Reserves surplus 309.43 390.54 81.11 26.21 Loan funds Secured loans 15.7 19.23 3.53 22.48 Unsecured loans 32.77 1.25 (31.52) (96.19) Total 386.54 468.35 81.81 21.16 Uses of funds Fixed assets Gross block 317.46 328.23 10.77 3.39 Less : revaluation reserve Less : accumulated depreciation 135.12 142.46 7.34 5.43 Net block 182.35 185.77 3.42 1.88 Capital work-in-progress 9.26 13.07 3.81 41.14 Investments 270.94 275.08 4.14 1.53 Net current assets Current assets, loans advances 253.35 285.68 32.33 12.76 Less : current liabilities provisions 335.16 324.12 (11.04) (3.29) Total net current assets -81.81 -38.44 43.37 (53.01) Miscellaneous expenses not written 5.81 32.87 27.06 465.75 Total 386.54 468.35 81.81 21.16 Notes: 0.00 Book value of unquoted investments 227.12 234.43 7.31 3.22 Market value of quoted investments 46.18 43.43 (2.75) (5.95) Contingent liabilities 175.62 190.02 14.40 8.20 Number of equity shares outstanding (Lacs) 2864.2 5733.03 2868.83 100.16 Common Size Statement Dabur India (Profit Loss A/C) (Rs. in crore) Mar 05 % of sales Mar 06 % of sales Income Operating income 1,231.10 100.00 1,345.50 100.00 Expenses Material consumed 546.73 44.41 582.43 43.29 Manufacturing expenses 22.45 1.82 27.1 2.01 Personnel expenses 82.09 6.67 98.31 7.31 Selling expenses 322.3 26.18 316.46 23.52 Administrative expenses 76.22 6.19 80.24 5.96 Expenses capitalized Cost of sales 1,049.78 85.27 1,104.55 82.09 Operating profit 181.31 14.73 240.95 17.91 Other recurring income 2.93 0.24 1.05 0.08 Adjusted PBDIT 184.24 14.97 242.01 17.99 Financial expenses 4.66 0.38 5.73 0.43 Depreciation 17.1 1.39 19.05 1.42 Other write offs 1.49 0.12 4.26 0.32 Adjusted PBT 160.99 13.08 212.97 15.83 Tax charges 17 1.38 25.78 1.92 Adjusted PAT 143.99 11.70 187.19 13.91 Nonrecurring items 4.03 0.33 1.9 0.14 Other non cash adjustments -0.05 (0.00) 0.21 0.02 Reported net profit 147.97 12.02 189.29 14.07 Earnings before appropriation 229.09 18.61 314.52 23.38 Equity dividend 71.59 5.82 100.32 7.46 Preference dividend Dividend tax 9.77 0.79 14.07 1.05 Retained earnings 147.73 12.00 200.13 14.87 Common Size Statement Dabur India (Balance Sheet) (Rs. in crore) Mar 05 % of total Mar 06 % of total Sources of funds Owners fund Equity share capital 28.64 7.41 57.33 12.24 Share application money Preference share capital Reserves surplus 309.43 80.05 390.54 83.39 Loan funds Secured loans 15.7 4.06 19.23 4.11 Unsecured loans 32.77 8.48 1.25 0.27 Total 386.54 100.00 468.35 100.00 Uses of funds Fixed assets Gross block 317.46 82.13 328.23 70.08 Less : revaluation reserve Less : accumulated depreciation 135.12 34.96 142.46 30.42 Net block 182.35 47.17 185.77 39.66 Capital work-in-progress 9.26 2.40 13.07 2.79 Investments 270.94 70.09 275.08 58.73 Net current assets Current assets, loans advances 253.35 65.54 285.68 61.00 Less : current liabilities provisions 335.16 86.71 324.12 69.20 Total net current assets -81.81 (21.16) -38.44 (8.21) Miscellaneous expenses not written 5.81 1.50 32.87 7.02 Total 386.54 100.00 468.35 100.00 Acquisition of Nihar brand from HLL by Marico About the merging companies: Marico Company Marico is a leading Gazipur. The organization holds a number of brands: Brands held by the organization include: HairCode. Maricos brands and their extensions occupy leadership positions with significant market shares in a number of health and beauty areas. As well as being a producer of consumer products the organization also operates UAE). Hindustan Unilever Limited Company Hindustan Unilever Limited formerly Hindustan Lever Limited, is Indias largest consumer products company and has an annual turnover of over Rs 13,000 crores (calendar year 2007). It was formed in 1933 as Lever Brothers India Limited and came into being in 1956 as Hindustan Lever Limited through a merger of Lever Brothers, Hindustan Vanaspati Mfg. Co. Ltd. and United Traders Ltd. It is headquartered in India. The company was renamed in late June 2007 to â€Å"Hindustan Unilever Limited†. In 2007, Hindustan Unilever was rated as the most respected company in India for the past 25 years by Business World, one of Indias leading business magazines. The rating was based on a compilation of the magazines annual survey of Indias Most Reputed Companies over the past 25 years. HUL is the market leader in Indian consumer products with presence in over 20 consumer categories such as Soaps, Tea, Detergents and Shampoos amongst others with over 700 million Indian consumers using its produ cts. It has over 35 brands. Sixteen of HULs brands featured in the AC Nielsen-Brand Equity list of 100 Most Trusted Brands Annual Survey (2008). According to Brand Equity, HUL has the largest number of brands in the Most Trusted Brands List. Its a company that has consistently had the largest number of brands in the Top 50 and in the Top 10 (with 4 brands). Some of its brands include Vim dishwash, Ala bleach and Domex disinfectant.Rexona,Modern Bread and Axe deosprays. Unilevers mission is to add Vitality to life. We meet everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life. The Acquisition: On January 28, 2006, Indias largest consumer goods company, Hindustan Lever has sold its 13 year old hair oil business Nihar to Marico for Rs 240crore. With the hair oil market growing at an average of about 10% it is hoped that Marico will give Nihar a new lease of life. HLL had initiated the divestment as a part of its brand rationalization programme. The process involved competitive bidding amongst select FMCG companies. With this sale, HLL has been able to profitably dispose of its non core business and Marico which otherwise had a market share of 52% in the coconut oil segment will now boast of a 60% market share. The Terms of the Acquisition: Date of acquisition: The merger came into effect from January 28, 2006. The new company formed : According to the deal HLL will envisage a transfer of the IPR and other rights associated with the Nihar brand in India and other parts of the world to Marico. HLL will continue to operate brands other than Nihar in the value added hair oil segment. With this acquisition, Maricos share of coconut oil would go up to 60 per cent from the current 52 per cent and in perfumed hair oil to 60 per cent from 30 per cent. The Share Swap Ratio : Under the deal announced, Indias largest consumer goods company, Hindustan Lever has sold its 13 year old hair oil business Nihar to Marico for Rs 240crore cash deal. Examining theAcquisition: Type of merger: Coconut oil major Marico Ltd has acquired brand Nihar from Hindustan Lever Ltd (HLL) for a consideration of about Rs 240 crore deals. The deal marks HLLs exit from the hair oil category The acquisition in question; between Marico and HLL is thus a merger where the acquiring company is expanding in size of operations and also product offerings This is thus a horizontal merger. Operational Synergies of the merger: The acquisition of Nihar brand by Marico would not only give it a strong position geographically but also a larger product range. As coconut oil and perfumed oils are high margin products, the company would be making a substantial leap in terms of top line and bottom line. Nihars strengths in the East especially its distribution reach, in Bihar and Jharkhand will provide Marico a platform for its other brands. In perfumed coconut oils, Nihar Naturals (Jasmine and Rose) is the national market leader, with significant presence in the East. In coconut oil, Nihars regional strengths will complement Maricos presence in this Rs 800-crore category. Maricos efficient supply chain, larger scale of operations and high focus on coconut oils and hair oils will also enable Marico to drive cost advantages. The acquisition of Nihar will no doubt give it increased penetration into the rural markets. Financial Synergies: Hindustan Lever sold its 13 year old hair oil business Nihar to Marico for Rs 240crore cash deal. After the news of the acquisition shares of Marico moved up by Rs35.65 or 8.85 per cent to Rs.438.3 on the BSE while shares of HLL remained almost unchanged at Rs195.05. With the hair oil market growing at an average of about 10% it is hoped that Marico will give Nihar a new lease of life. Being a profitable brand, Nihars valuation is said to be a multiple of 1.5-2. The total annual turnover of Nihar is Rs 120 crore. Nihar, through its brand Nihar Naturals (Jasmine and Rose), spread over two segments coconut oil and perfumed hair oils has a market share of around 8-9 per cent in the coconut hair oil segment. The brand will add a little over 10 per cent to Maricos current turnover, which stood at Rs857 crore for the nine months ended December 31, 2005. The company posted a net profit of Rs62.9 crore for the first nine months of the current financial year. With this acquisition, Marico s share of coconut oil went up to 60 per cent from the current 52 per cent and in perfumed hair oil to 60 per cent from 30 per cent. The acquisition will help Marico top up its healthy organic growth, as it moves towards target of reaching an Rs 2,000 crore turnover over the next three years. It is learnt that Marico has attached a larger premium to the perfumed hair oil portfolio of Nihar. The acquisition gives Marico a clear leadership in the perfumed hair oil market. Nihar complements Maricos strengths in both coconut oil and perfumed hair oils. Scenario Post Merger: After the acquisition of Nihar brand, Marico Group has crossed the milestone of Rs.1500 crore in turnover and Rs.100 crore in profits. During 2006-07 Marico achieved a turnover of Rs.1557 crore (a growth of 36%) and a profit after tax (PAT) of Rs. 113crore (a growth of 30%). Part of the growth resulted from acquisition; organic growth from the existing business was a healthy 22%. Comparison of Pre -merger and Post- merger Financial Statements of Marico Ltd Comparative Analysis Marico Ltd. (Profit Loss A/C) (Rs. in crore) Mar 06 Mar 07 Absolute change Percentage change Income Operating income 1,045.16 1,373.27 328.11 31.39 Expenses Material consumed 574.06 749.58 175.52 30.58 Manufacturing expenses 45.84 61.08 15.24 33.25 Personnel expenses 62.16 66.83 4.67 7.51 Selling expenses 180.23 251.59 71.36 39.59 Administrative expenses 48.02 55.03 7.01 14.60 Expenses capitalized Cost of sales 910.31 1,184.11 273.80 30.08 Operating profit 134.85 189.16 54.31 40.27 Other recurring income 5.94 9.93 3.99 67.17 Adjusted PBDIT 140.79 199.09 58.30 41.41 Financial expenses 5.02 20.01 14.99 298.61 Depreciation 33.23 35.19 1.96 5.90 Other write offs Adjusted PBT 102.54 143.89 41.35 40.33 Tax charges 7.83 28.43 20.60 263.09 Adjusted PAT 94.71 115.46 20.75 21.91 Nonrecurring items 1.93 -7.14 (9.07) (469.95) Other non cash adjustments 2.22 7.84 5.62 253.15 Reported net profit 98.86 116.16 17.30 17.50 Earnings before appropriation 242.25 307.52 65.27 26.94 Equity dividend 35.96 39.06 3.10 8.62 Preference dividend 1.65 Dividend tax 5.04 5.71 0.67 13.29 Retained earnings 201.25 261.1 59.85 29.74 Comparative Analysis Marico Ltd. (Balance Sheet) (Rs. in crore) Mar 06 Mar 07 Absolute change Percentage change Sources of funds Owners fund Equity share capital 58 60.9 2.90 5.00 Share application money Preference share capital Reserves surplus 219.36 122.59 (96.77) (44.11) Loan funds Secured loans 203.25 50.48 (152.77) (75.16) Unsecured loans 20.26 116.77 96.51 476.36 Total 500.87 350.74 (150.13) (29.97) Uses of funds Fixed assets Gross block 402.11 213.87 (188.24) (46.81) Less : revaluation reserve Less : accumulated depreciation 112.56 118.81 6.25 5.55 Net block 289.55 95.06 (194.49) (67.17) Capital work-in-progress 18.97 8.97 (10.00) (52.71) Investments 36.39 80.91 44.52 122.34 Net current assets Current assets, loans advances 329.35 494.18 164.83 50.05 Less : current liabilities provisions 173.39 328.38 154.99 89.39 Total net current assets 155.96 165.8 9.84 6.31 Miscellaneous expenses not written Total 500.87 350.74 (150.13) (29.97) Notes: Book value of unquoted investments 36.39 80.91 44.52 122.34 Market value of quoted investments Contingent liabilities 16.78 16.18 (0.60) (3.58) Number of equity shares outstanding (Lacs) 580 6090 5510.00 950.00 Common Size Statement Marico Ltd. (Profit Loss A/C) (Rs. in crore) Mar 06 % of sales Mar 07 % of sales Income Operating income 1,045.16 100.00 1,373.27 100.00 Expenses Material consumed 574.06 54.93 749.58 54.58 Manufacturing expenses 45.84 4.39 61.08 4.45 Personnel expenses 62.16 5.95 66.83 4.87 Selling expenses 180.23 17.24 251.59 18.32 Administrative expenses 48.02 4.59 55.03 4.01 Expenses capitalized Cost of sales 910.31 87.10 1,184.11 86.23 Operating profit 134.85 12.90 189.16 13.77 Other recurring income 5.94 0.57 9.93 0.72 Adjusted PBDIT 140.79 13.47 199.09 14.50 Financial expenses 5.02 0.48 20.01 1.46 Depreciation 33.23 3.18 35.19 2.56 Other write offs Adjusted PBT 102.54 9.81 143.89 10.48 Tax charges 7.83 0.75 28.43 2.07 Adjusted PAT 94.71 9.06 115.46 8.41 Nonrecurring items 1.93 0.18 -7.14 (0.52) Other non cash adjustments 2.22 0.21 7.84 0.57 Reported net profit 98.86 9.46 116.16 8.46 Earnings before appropriation 242.25 23.18 307.52 22.39 Equity dividend 35.96 3.44 39.06 2.84 Preference dividend 1.65 0.12 Dividend tax 5.04 0.48 5.71 0.42 Retained earnings 201.25 19.26 261.1 19.01 Common Size Statement Marico Ltd. (Balance Sheet) (Rs. in crore) Mar 06 % of total Mar 07 % of total Sources of funds Owners fund Equity share capital 58 11.58 60.9 17.36 Share application money Preference share capital Reserves surplus 219.36 43.80 122.59 34.95 Loan funds 0.00 0.00 Secured loans 203.25 40.58 50.48 14.39 Unsecured loans 20.26 4.04 116.77 33.29 Total 500.87 100.00 350.74 100.00 Uses of funds Fixed assets Gross block 402.11 80.28 213.87 60.98 Less : revaluation reserve Less : accumulated depreciation 112.56 22.47 118.81 33.87 Net block 289.55 57.81 95.06 27.10 Capital work-in-progress 18.97 3.79 8.97 2.56 Investments 36.39 7.27 80.91 23.07 Net current assets 0.00 0.00 Current assets, loans advances 329.35 65.76 494.18 140.90 Less : current liabilities provisions 173.39 34.62 328.38 93.62 Total net current assets 155.96 31.14 165.8 47.27 Miscellaneous expenses not written Total 500.87 100.00 350.74 100.00 Conclusion From the analysis of above mentioned mergers and acquisition it can be concluded that building a brand from scratch in the FMCG space can be quite an expensive exercise. Mature categories such as personal care or household products are already dominated by one or two strong incumbents and wresting market share away from them is quite a challenge. With growth rates in markets such as skin care, hair care and household products suddenly moving into high gear, companies also cannot afford to lose time on the trial-and-error method that usually accompanies new launches. Given this scenario, domestic players seem to view brand acquisitions and mergers as the quickest way to step into new categories and acquire a well-rounded product basket, without squandering their surpluses on brand-building expenses. Market shares apart, many of the buyouts have been motivated by the need to acquire better distribution reach whether within India or overseas.

Foreshadowing in Kate Chopins The Storm Essay - 1065 Words

Foreshadowing in The Stormnbsp;nbsp;nbsp;nbsp; Effectively using foreshadowing in a piece of literature enhances the readers curiosity. One clear example of such usage is seen in Kate Chopins writing. Her use of foreshadowing in the short storynbsp; The Storm adds an element of intrigue, holding the readers interest throughout. In this story a father and son, Bobinocirc;t and Bibi, are forced to remain in the store where they were shopping, waiting for an approaching storm to pass. Meanwhile, the wife and mother, Calixta, remaining at home, receives an unexpected visit from a former lover of hers, Alceacute;e. The two lovers ultimately consummate their relationship. Alceacute;e then departs once the storm subsides, at†¦show more content†¦This calmness, however, contrasts with the distant storm that has sinister intention accompanied by a sullen, threatening roar (665). Using such strong, serious expressions to describe the approaching storm, Chopin develops a tone that evokes a sense of excitement and even concern from the reader. Also, because of its threatening roar (655), one can infer that the storm will most likely be dangerous. Such an implication causes the reader to have heightened interest in what the storm will bring. nbsp; nbsp;nbsp;nbsp; Also, because it is introduced early on in the plot, it becomes clear that the main storys plot will develop and escalate from that point, possibly focusing on the actual Storm Exactly what effects the storm will have on the characters remain to be known, coaxing the reader to continue the story. A second foreshadow can be seen when Chopin emphasizes that Calixta and Alceacute;e have never been alone together since she got married. By mentioning that [s]he had not seen him very often since her marriage, and never alone facts are revealed and several questions raised. The reader learns that Calixta has probably not been married to Bobinocirc;t for a long time. nbsp; nbsp;nbsp;nbsp; Also, Calixtas relationship with Alceacute;e appears to have lessened once she did marry. Additionally, the reader learns that Calixta is entering an unfamiliar situation, because she has not been alone with Alceacute;e for someShow MoreRelatedThe Storm By Kate Chopin869 Words   |  4 Pagesespecially true in Kate Chopin’s short story, â€Å"The Storm.† Calixta went outside of her marriage for a sexual affair with Alcà ©e when he unexpectedly showed up and a storm came through. The three most prominent literary elements that were addressed in â€Å"The Storm† were foreshadowing, symbolism, and setting. First, there is foreshadowing in the story. Bae and Young agree that foreshadowing is when a story implies that something will happen in the future without saying it (1). In â€Å"The Storm,† an example ofRead MoreThe, Open Window, And The Husband, By Kate Chopin1615 Words   |  7 Pagesexpression of time. Kate Chopin was born in the late 1800’s, where she lived in both, St. Louis and Louisiana. She wrote about women, race, and the class system of the time period. Through her writing Chopin became a master at using contrast, natural imagery and cyclical stories to provoke deep observation into the issues into the human psyche, which was a time where women were not considered equal to that of men. Although contrast and natural imagery are uniquely placed in Chopin’s original work forRead MoreAnalysis Of The Story Of An Hour By Kate Chopin895 Words   |  4 PagesIrony and Foreshadowing in Story of an Hour In the short story, Story of an Hour, Kate Chopin chronicles the short journey of a woman who has recently learned of the death of her husband from a railroad accident. Kate Chopin is known for her stories which revolve around women and the world from their perspective, and Story of an Hour is no exception. As a writer, Chopin utilizes and employs many rhetorical devices to add emotion and depth to her world. Though Story of an Hour is riddled with rhetoricalRead MoreThe Use of Symbolism to Foreshadow the Future in Kate Chopins The Story of an Hour and Toni Cade Bambaras The Lesson1673 Words   |  7 PagesThe Use of Symbolism to Foreshadow the Future in Kate Chopins The Story of an Hour and Toni Cade Bambaras The Lesson Often authors use signs to foreshadow events that will happen in the future in their stories. For example an author might write As he was walking down the dark eerie path dark skies began to form . Here the writer uses a usually negative sign to foreshadow a negative future. This is the most common way for authors to foreshadow in a story, but it isnt the only way. In someRead MoreKate Chopin s The Storm1706 Words   |  7 Pagesunimportant and inappropriate, Kate Chopin writes a story portraying a married woman in the 1890’s who involves herself in an adulterous relationship with her former lover, Alcee. In â€Å"The Storm,† Chopin refrains from condemning Calixta’s sexual immorality by drawing parallels between the storm and her passion while ultimately allowing Calixta to move from the traditional housewife to a more liberating feminist role. Chopin uses the symbol of the storm to portray the brewing storm, its peak, and end with

Women in Hip Hop free essay sample

Woman in Hip-Hop Although hip-hop generally contains male emcees, there has been a plethora of female emcees In the earlier hip-hop days that have made a positive Impact on the hip-hop community and the culture Itself. Hip-Hop started In 1970 by DC Cool Here, but It wasnt until 1979 that the first female emcee emerged. Her name was Wendy Clark A. K. A Lady B. She began spinning hip-hop records on WHAT 1340 AM in Philadelphia. She expanded hip-hop outside of New York to Philadelphia. Later that year, she also became one of hip-hops first female artists when she released the Eng titled, To the Beat Wall.In 1984, Lady B moved to Philadelphia Power 99 FM and started the legendary program, The Street Beat, the program ran until 1989. She is now broadcasting for Sirius Satellite Radio in New York City, and WARN 100. 3 in Philadelphia. She is known to host the best parties in Philadelphia. We will write a custom essay sample on Women in Hip Hop or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page (Williams, Stereo) In 1984, U. T. F. O. ; who were the backup dancers for Withhold, released Roseanne, Roseanne. It went on to become one of the most popular rap songs of all-time and created more than two dozen response songs, most notably, Reasons Revenge by 3-year-old Roseanne Shanty.Shanty began her career at the age of 14 via her rap hit, Roseanne, Roseanne. Her version Reasons Revenge was a massive hit, which sold over a quarter of a million copies in the New York area alone, and had a lot of response records. U. T. F. O. Sued her for using their B-side as the rhythm track. Shanty was still only 14 years old, and forced to stay away from school because of all the attention she had been receiving. Her singles Have a Nice Day and Go on Girl, produced by Marble Marl, with lyrics written by Big Daddy Kane, earned her respect wrought the hip-hop community. Roseanne Shanty Biography) Cheryl Salt James and Sandy Peep Denton were working at a Sears store in Queens, New York, when their co-worker, and Salts boyfriend, Hurry Azores asked them to rap on a song he was producing for his audio production. The trio wrote a response to Doug E. Fresh and Slick Ricks The Show, calling It The Show Stopper. The song was released as a single under the name Super Nature in 1985, and it became an underground hit, peaking at number 46 on the national RB charts. Based on its success, the duo signed with the Indies label Next Plateau. Williams, Stereo) In 1 986, Salt-n-Peep released their debut album Hot, Cool and Vicious. By the late ass, hip-hop was on its way to becoming a male-dominated art form, which is what made the rise of Salt- n-Peep so significant. They were the first all-female rap crew of importance, the group opened up many doors for women in hip-hop. They were also one of the first rap artists to cross over Into the pop mainstream. Salt-n-Peep songs were mostly party and love anthems, driven by big beats and with pro-feminist lyrics. While songs Like Push It and Shake Your Than made the group appear to be a one-hit wonder group during the late ass, Salt-n-Peep defied expectations and became one of the few hip-hop artists to develop a long-term career. They hit the height of their popularity in 1994, when Shop and What Man drove their third album titled Women in Hip Hop By mahatmas female emcees in the earlier hip-hop days that have made a positive impact on the hip-hop community and the culture itself. Hip-Hop started in 1970 by DC Cool Here, UT it wasnt until 1979 that the first female emcee emerged.Her name was Wendy song titled, To the Beat Hall. In 1984, Lady B moved to Philadelphia Power 99 over a quarter off million copies In the New York area alone, and had a lot of the attention she had been receiving. Her singles Have a Nice Day and Go on Girl, and Sandy Peep Denton were working at a Sears store In Queens, New York, when single under the name Super Nature In 1985, and It became an underground hit, peakin g at number 46 on the national RB charts. Based on Its success, the duo signed with the Indies label Next Plateau. Williams, Stereo) In 1986, Salt-n-Peep released their debut album Hot, Cool and Villous. By the late ass, hip-hop was on Its way to becoming a male-dominated art form, which Is what made the rise of Salt- n-Peep so significant. They were the first all-female rap crew of Importance, the group opened up many doors for women In hip-hop. They were also one of the first party and love anthems, driven by big beats and with pro-feminist lyrics. While popularity In 1994, when Shop and What Man drove their third album titled