The effects of tobacco advertising on youths Research Paper - 1

The effects of tobacco advertising on youths - Research Paper Example In addition, the images in various advertisements relate tobacco smoking with accomplishment, liberty and as a way of relaxing (Farrelly et. al., 2001). Youthful age is considered as an age whereby individuals engage in experimentation process with various things. Therefore, tobacco use is depicted as alluring through the process of advertising, which is appealing to most youths. Furthermore, the media through various forms of adverting plays a role in terms of exposing the youth to tobacco use. Most advertising companies engage in the use of celebrities to promote various tobacco brands. Hence, the youth who mostly associate with celebrities are lured into smoking through advertising with this kind of advertising. Various reports have indicated the fact that the youth are considered as being more approachable to various forms of tobacco advertisements as compared to adults. The forms of advertising that are use by various companies involve print and promotional form of advertising. In addition, newspapers, magazines, and posters have been used by the tobacco industry as a media of advertising (Reddy et.al., 2006). The youthful period is regarded as a very crucial period of an individuals life. The actions of individuals during this stage greatly affect their future in terms of development and their careers. The youthful mainly illustrated by various passionate acts that can either be positive or negative in nature. During this stage, an individual engages in the process of experimentation with everything within their proximity. Tobacco smoking among the youth is considered as a vice that has far-reaching implications in terms of both the health and economic aspects. The main driving force to youth tobacco smoking is the advertisement that is mainly utilized by the tobacco industry (Pollay et. al., 1996). Therefore, advertising is considered as a powerful tool that is highly persuasive, especially among the youth. The process of advertising through

Superstitions in Countries Essay Example for Free

Superstitions in Countries Essay A superstition is a belief in something that is irrational, non-physical and does not follow the rules of science. It is often one action that leads to another without something directly linking the two. Superstition is often associated with luck. Different superstitions often came from beliefs, religions and cultures had in the past and long have been proven wrong. It is a mystery why people dont pay attention to facts and still believe in superstitions. In Serbia Its a good idea to spill some water behind a person whos going to a job interview, headed out on a journey, or about to attempt any sort of endeavor at all. The movement of waters said to symbolize fluidity and motion; just dont spill it on their pants, as that probably wont have the same effect on the interview. In Spain Instead of kissing someone when the clock strikes 12 on New Years Eve, you should eat 12 grapes in rapid succession. Not only does this ensure the coming yearll be a lucky one, it also gives you delicious grape breath (in case you decide to kiss someone after all). In Russia Carrying an empty bucket, or even seeing someone carry one, is a bad omen. This is likely due to the fact that Tsar Alexander II was assassinated by a man with empty buckets for hands. True story. In Turkey Its a commonly held local belief that chewing gum at night is akin to chowing down on the flesh of a dead person. A minty-fresh dead person. In Japan Stabbing chopsticks straight up into your bowl of ricell cause the whole  dinner table to murmur in disapproval, as this is generally only done during funeral ceremonies. Passing food from chopstick to chopstick is a no-no for much the same reason: at funerals, family members pass the bones of the dead person with chopsticks. In South Korea Going to sleep with a fan on in an enclosed space can straight up kill you. This unfounded belief is so prevalent that electric fans are often sold with timers, to prevent accidental death due to suffocation, somehow? In India A solar eclipse pretty much means everybodys staying indoors for the duration. Just about everythings put in hibernation mode from road traffic to the stock market due to the widespread belief the suns rays are toxic during the celestial event. Some also believe that burying a sick child up to their neck during an eclipse can cure them of their ailment because science. In Afghanistan The number 39 is linked (inexplicably) to prostitution, and anyone whose phone number or license plate ends with 39 is a social pariah. People whore 39 years old often say theyre one less than 40 just to avoid the embarrassment.

Chemical composition of Ambrette Essential Oil

Chemical composition of Ambrette Essential Oil Chemical composition of the essential oil of ambrette (Abelmoschus moschatus Medik.) from subtropical region of north India Ram S. Verma*, Rajendra C. Padalia, Amit Chauhan ABSTRACT Abelmoschus moschatus (Family: Malvaceae), popularly known as ambrette or muskdana, is an important aromatic and medicinal plant of India. The plant is widely cultivated in tropical countries for their musk-scented seeds useful in perfumery and medicine. In this study, hydrodistilled ambrette seed essential oil produced in subtropical region of north India was investigated using gas chromatography-flame ionization detector (GC-FID) and GC-mass spectrometry (GC-MS). A total of 27 constituents, representing 90.4% of the total oil composition were identified. Major constituents of the oil were (2E,6E)-farnesyl acetate (58.0%), (Z)-oxacycloheptadec-8-en-2-one (12.1%), decyl acetate (4.8%), (2Z,6E)-farnesyl acetate (3.5%), (Z)-oxacyclopentadec-6-en-2-one (2.4%), dodecyl acetate (2.4%) and (2E,6Z)-farnesol (2.0%). Ambrettolide and its homologues, responsible for the characteristic musk-like odour, constitute 15.8% of oil composition. Keywords: Abelmoschus moschatus, Malvaceae, ambrette seed, essential oil, (2E,6E)-farnesyl acetate 1. Introduction Abelmoschus moschatus Medik. (syn. Hibiscus abelmoschus (L.), commonly known as ambrette, is native to India (1). It is cultivated in tropical regions of Asia, Africa and South America for their seeds. The seeds have been used as tonic, stimulant, carminative, diuretic, demulcent, and for stomachic property (2). The essential oil obtained by steam-distillation of ambrette seeds is a valuable material known for a rich, sweet, floral-musky, distinctly wine-like or brandy-like odor, which finds application in flavour and fragrance formulations (3). Moreover, the seed essential oil is used as anti-inflammatory, analgesic and antispasmodic drug. It is indicated against cramps and bowel disorders and also useful in the itching caused by insect bites. The leaves and the fruits of the plant are consumed in soups and the seeds are used as a spice (4). In addition to this, A. moschatus shows good antioxidant, antiproliferative and antimicrobial activities (5). The plant has been classified as â€Å"an herb of undefined safety† by the Food and Drug Administration (FDA), and the extracts are classified as generally recognized as safe (GRAS) for their use in baked foods, candies, and alcoholic beverages (6). The chemical composition of essential oil and extracts of ambrette seed have been reported from different countries (7-16). The ambrette seed oil has a much smoother odor than synthetic musk compounds, and the major compounds responsible for the characteristic musky odor include ambrettolide: (Z)-7-hexadecen-16-olide and (Z)-5-tetradecen-14-olide (17). Despite a long history of uses in traditional medicines and in perfumery, information on A. moschatus from subtropical region of India is meager. Therefore, in this study, volatile oil composition of the ambrette seed grown in north India (subtropical condition) has been investigated. 2. Experimental 2.1. Plant material and isolation of essential oil The ambrette seeds were collected from experimental field of CSIR-Central Institute of Medicinal and Aromatic Plants, Research Centre, Pantnagar (Uttarakhand) in the month of December (2009–2011). The experimental site is located between coordinates 29.02 °N, 79.31 °E and an altitude of 243 m in foothills of north India. Isolation of the essential oil from ambrette seeds was carried out by hydrodistillation in a Clevenger’s type apparatus for 5 hours. Isolated oil was dried over anhydrous Na2SO4 and stored at 4 °C until further analyses. 2.2. GC and GC-MS analyses GC analysis of the essential oil was carried out on a Nucon gas chromatograph model 5765 equipped with DB-5 capillary column (30 m Ãâ€" 0.25 mm internal diameter, film thickness 0.25  µm) and flame ionization detector (FID). The oven column temperature ranged from 60–230  °C, programmed at 3  °C/min, using H2 as carrier gas at 1.0 mL/min, a split ratio of 1:35, an injection size of 0.03  µL neat, and injector and detector temperatures were 220  °C and 230  °C, respectively for Nucon gas chromatograph model 5765. GC/MS analysis of the essential oil sample was carried out on a Clarus 680 GC interfaced with a Clarus SQ 8C mass spectrometer of PerkinElmer fitted with Elite-5 MS fused-silica capillary column (30 m Ãâ€" 0.25 mm i.d., film thickness 0.25  µm). The oven temperature program was from 60–240  °C, at 3  °C/min, and programmed to 270  °C at 5  °C /min; injector temperature was 250  °C; transfer line and source temperatures were 220  °C; i njection size 0.03  µL neat; split ratio 1:50; carrier gas He at 1.0 mL/min; ionization energy 70 eV; mass scan range 40-450 amu. Characterization was achieved on the basis of retention index (RI, determined using a homologous series of n-alkanes, C8-C30 hydrocarbons), mass spectra library search (NIST/EPA/NIH version 2.1 and Wiley registry of mass spectral data 7th edition) and by comparing the observed RI and mass spectral data with the literature (18,19). The relative amounts of individual components were calculated based on the relative % peak areas (FID response), without using a correction factor. 2.3. Statistical analysis To compare of the examined essential oil composition of ambrette seed from subtropics with the reported compositions from other regions, seven samples (1: present study and 2-7: other regions) (8,9,11,13,14) were treated as operational taxonomic units. The percentage of nine major components, representing composition up to 82.8-89.0% of ambrette essential oil (decyl acetate, dodecyl acetate, (E)-ÃŽ ²-farnesene, (Z)-oxacyclopentadec-6-en-2-one, (2Z,6E)-farnesyl acetate, (2E,6E)-farnesyl acetate, (2E,6E)-farnesol, (Z)-oxacycloheptadec-8-en-2-one, and (E)-2,3-dihydrofarnesyl acetate) were used to determine the chemical relationship among the different essential oil samples by hierarchical cluster analysis using the average method (20). This software computes the hierarchical clustering of a multivariate dataset based on dissimilarities. The derived dendrogram depicts the grouping of chemical compositions as per their chemical constituents. 3. Results and discussion The essential oil yield and chemical composition of ambrette seeds observed in subtropics, north India is presented in Table 1. The seeds gave 0.12  ± 0.01% (v/w) of essential oil on hydrodistillation. However, essential oil yield was 0.15–0.20% in ambrette seeds under eastern Indian conditions (12). The resulting essential oil was analysed using GC-FID and GC-MS techniques. Altogether, 27 constituents, representing 90.4% of the total oil composition were identified. Major constituents of the oil were (2E,6E)-farnesyl acetate (58.0%), (Z)-oxacycloheptadec-8-en-2-one (12.1%), decyl acetate (4.8%), (2Z,6E)-farnesyl acetate (3.5%), (Z)-oxacyclopentadec-6-en-2-one (2.4%), dodecyl acetate (2.4%), (2E,6Z)-farnesol (2.0%), (Z)-oxacyclononadec-10-en-2-one (1.3%) and (E)-nerolidol (0.7%). The essential oil composition of ambrette seed has been investigated earlier from different countries and mainly five types of compositions are described. Garnero and Buil (1978) identified (2E,6E)-farnesol (39.0%) and (E,E)-farnesyl acetate (35.4%) as the major constituents of ambrette seed oil (13). Dung et al (1999) reported two different compositions, viz. (E)-2,3-dihydrofarnesyl acetate (67.3%) type, and (E,E)-farnesyl acetate (35.5%) and (E)-2,3-dihydrofarnesyl acetate (32.9%) type for ambrette seed oil from Vietnamese (14). However, ambrette seed oils from Ecuador and China are reported to have (E,E)-farnesyl acetate (59.1% and 64.22%) and (Z)-oxacycloheptadec-8-en-2-one (7.8% and 14.9%) as major constituents (8,9). According to an earlier study from Odisha (eastern India), the main constituents of ambrette seed oil were (E,E)-farnesyl acetate (47.6%), (E)-ÃŽ ²-farnesene (9.6%) and (Z)-oxacycloheptadec-8-en-2-one (9.0%) (11). Moreover, to compare the examined essential oil com position with earlier reported compositions, the contents (%) of nine major components of different oils were subjected to the hierarchical cluster analysis. The derived dendrogram clearly demonstrate dissimilarity based on the percentages of the constituents present among the different compositions (Figure 1). Thus, composition of the examined oil from subtropical northern India was closer to the oil composition reported from Ecuador (8). However, it was rather different from China (9) and eastern Indian (11) ambrette seed oils due to the content (%) of other constituents, viz. (E)-ÃŽ ²-farnesene and decyl acetate. 4. Conclusions In conclusions, the chemical composition of ambrette seed oil produced in subtropics was rich in (E,E)-farnesyl acetate (58.0%), and ambrettolide and its homologues (15.8%). The ambrette seed oil has a promising value for fragrance and fixative purposes. Based on the results of this study, it can be said that ambrette can also produced good quality essential oil in the subtropical conditions of north India. Acknowledgements Council of Scientific and Industrial Research (CSIR), New Delhi is thankfully acknowledged for the financial support to carrying out the work (Project: BSC0203). Authors are also thankful to the Director, CSIR-Central Institute of Medicinal and Aromatic Plants for encouragement and the Central Chemical Facility (CSIR-CIMAP) for providing facility for GC and GC/MS analyses. References Anonymous, The wealth of India: Raw materials; National Institute of Science Communication, Council of Scientific and Industrial Research: New Delhi, Vol. 5, pp 75-77 (1959). R. Sharma and A. Shahzad, Thidiazuran (TDZ) induced regeneration from cotyledonary node explant of Abelmoschus moschatus Medik. L. (A valuable medicinal plant). World J. Agric. Sci., 4(4), 449-452 (2008). S. Arctander, Perfume and flavor materials of natural origin; Arctander: Elizabeth, NJ, pp 58-60 (1960). De La Ripelle, H. F. (2006). Les hiscus, tradition et modernite. Phytotherapie, 3,136–144. M.Z. Gul, L.M. Bhakshu, F. Ahmad, A.K. Kondapi, I.A. Qureshi and I.A. Ghazi, Evaluation of Abelmoschus moschatus extracts for antioxidant, free radical scavenging, antimicrobial and antiproliferative activities using in vitro assays. BMC Complement. Altern. Med., 11(64), 1-12 (2011). J.A. Duke, Handbook of Medicinal Herbs. CRC Press, Boca Raton Florida (1985). J.P. Buil, R. Laurent, J.P. Fournol, D. Joulain and P.Y. Hardy, Composition chimique de lhuile essentielle de graine dambrette. Parfums Cosmetiques Aromes, 10, 95-96 (1989). L. Cravo, F. Perineau, A. Gaset and J.M. Bessiere, Study of the chemical composition of the essential oil, oleoresin and its volatile product obtained from Ambrette (A. moschatus Moench) Seeds. Flav. Fragr. J., 7, 65-67 (1992). Y.J. Tang, T.S. Zhou, J.K. Ding and H.D. Sun, The chemical constituents of the essential oil from Ambrette seeds. Acta Bot. Yunnan, 12(1), 113-114 (1990). D.K. Mishra and S.N. Naik, Cultivation and processing of Abelmoschus moschatus. J. Med. Arom. Plant Sci., 22, 624-628 (2000). P.K. Rout, Y.R. Rao, K.S. Jena, D. Sahoo and B.C. Mishra, Extraction and composition of essential oil of ambrette (Abelmoschus moschatus) seeds. J. Essent. Oil Res., 16, 35-37 (2004). P. K. Rout, K. C. Barik, K. S. Jena, D.Sahoo, and Y. R. Rao. 2002. A novel process for the extraction of fragrance components from ambrette (Hibiscus abelmoschus L.) seeds. Organic Process Research Development 2002, 6, 401-404. J. Garnero and P. Buil, Contribution a letude de la composition cbimique de lbuile essentielle concrete de graines d ambrette. Rivista Ital. EPPOS, 60, 606-612 (1978). N.X. Dung, P.V. Khien, D.D. Nhuan, T.M. Hoi, N.K. Ban, P.A. Leclercq, A. Muselli, A. Bighelli and J. Casanova, Composition of the seed oil of Hibiscus abelmoschus L. (Malvaceae) growing in Vietnam. J. Essent. Oil Res., 11(4), 447-452 (1999). T. Bernard, F. Perineau, R. Bravo, M. Delmas and A. Gaset, Extraction des builes essentielles Etude de faisabilite conduite sur l’ambrette. Parfums. Cosmet. Aromes, 84, 77-84 (1988). Molfetta I, Ceccarini L, Macchia M, Flamini G, Cioni PL. 2013. Abelmoschus esculentus (L.) Moench. and Abelmoschus moschatus Medik: Seeds production and analysis of the volatile compounds. Food Chemistry 141, 34–40. B. Maurer and A. Grieder, (Z)-5-tetradecen-14-olide, a new macrocyclic lactone, and two unsaturated straight chain acetates from ambrette seed absolute. Helv. Chim. Acta, 60, 1155-1160 (1977). R.P. Adams, Identification of essential oil components by gas chromatography /mass spectrometry. Allured Publishing Corp., Carol Stream, Illinois, USA (2007). http://www.pherobase.com/database/kovats/kovats-detail-Z5-12Ac.php Wessa, P. (2013). Hierarchical clustering (v1.0.3) in free statistics software (v1.1.23-r7), office for research development and education. URL: http://www.wessa.net/ Table 1: Chemical composition of ambrette (Abelmoschus moschatus Medik.) seed essential oil from north India S. no. Compounda RIb RIc Content (%)d S. no. Compounda RIb RIc Content (%)d 1 ÃŽ ±-Pinene 933 932 0.1  ± 0.09 15 Decyl propanoate 1502 1501 0.2  ± 0.06 2 ÃŽ ²-Pinene 972 974 t 16 (E)-Nerolidol 1560 1562 0.7  ± 0.06 3 6-Methyl-5-hepten-2-one 978 981 0.1  ± 0.04 17 (Z)-5-Dodecenyl acetate 1588 1592* 0.5  ± 0.06 4 ÃŽ ±-Terpinene 1014 1014 t 18 Dodecyl acetate 1609 1607 2.4  ± 0.25 5 p-Cymene 1022 1020 0.2  ± 0.25 19 (2Z,6Z)-Farnesol 1696 1698 0.1  ± 0.00 6 Limonene 1026 1024 0.2  ± 0.16 20 (2E,6Z)-Farnesol 1713 1714 2.0  ± 0.93 7 1,8-Cineole 1028 1026 0.2  ± 0.21 21 (Z)-Oxacyclopentadec-6-en-2-one†  1719 2.4  ± 2.43 8 Linalool 1100 1095 0.4  ± 0.46 22 (2Z,6E)-Farnesyl acetate 1822 1821 3.5  ± 1.15 9 Camphor 1146 1141 t 23 (2E,6E)-Farnesyl acetate 1850 1845 58.0  ± 3.13 10 n-Decanol 1270 1266 0.3  ± 0.35 24 (2E,6E)-Farnesyl propanoate 1919 0.4  ± 0.17 11 Undecanal 1304 1305 t 25 (Z)-Oxacycloheptadec-8-en-2-one † Ã¢â‚¬   1928 1929 12.1  ± 4.88 12 Decyl acetate 1407 1407 4.8  ± 0.90 26 (Z)-Oxacyclononadec-10-en-2-one 2128 1.3  ± 0.79 13 (E)-ÃŽ ²-Farnesene 1458 1454 0.2  ± 0.33 27 Linoleic acid 2129 2132 t 14 10-Undecenol acetate 1499 1498 0.1  ± 0.10 Total identified (%) 90.4  ± 6.25 aMode of identification: retention index (RI), mass spectral data (GC–MS); RIb: Experimental Retention Index (relative to n-alkane); RIc: Retention Index from literature (18); dMean ( ± standard deviation) of three samples; † also known as (Z)-5-tetradecen-14-olide; † Ã¢â‚¬  also known as (Z)-7-hexadecen-16-olide (= musk ambrette); *KI: Kovat Index (19). Figure 1: Hierarchical cluster analysis of the essential oil compositions of ambrette (Abelmoschus moschatus Medik.) seed. 1: present study [(2E,6E)-farnesyl acetate (58.0%), (Z)-oxacycloheptadec-8-en-2-one (12.1%)]; 2: [(2E,6E)-farnesol (39.0%), (2E,6E)-farnesyl acetate (35.4%)] (Garnero and Buil, 1978); 3: China [(2E,6E)-farnesyl acetate (64.22%), (Z)-oxacycloheptadec-8-en-2-one (14.96%)] (Tang et al., 1990); 4: Ecuador [(2E,6E)-farnesyl acetate (59.1%), (Z)-oxacycloheptadec-8-en-2-one (7.8%)] (Cravo et al., 1992); 5: Vietnam [(E)-2,3-dihydrofarnesyl acetate (67.3%), (2E,6E)-farnesyl acetate (14.9%)] (Dung et al., 1999); 6: Vietnam [(2E,6E)-farnesyl acetate (35.5%), (E)-2,3-dihydrofarnesyl acetate (32.9%)] (Dung et al., 1999); 7: Eastern India [(2E,6E)-farnesyl acetate (47.6%), (E)-ÃŽ ²-farnesene (9.6%)] (Rout et al., 2004). 1

The American Dream Today :: Essays on the American Dream

What is the American Dream, and who are the people most likely to pursue its often elusive fulfillment? Indeed, the American Dream has come to represent the attainment of myriad of goals that are specific to each individual. While one person might consider a purchased home with a white picket fence her version of the American Dream, another might regard it as the financial ability to operate his own business. Clearly, there is no cut and dried definition of the American Dream as long as any two people hold a different meaning. What it does universally represent, however, it the opportunity for people to seek out their individual and collective desires under a political umbrella of democracy. In the fifties, the 'age of suburbia', the American Dream was epitomized by the ability to own a home, live in safety and in a community of like minded souls. The great exodus from the cities to the suburbs defined the American idea of the good life'. The American Dream was and always will be something that makes America great. It allows those with aspirations to make them come true. In America alone needs is a dream and the motivation to carry out that dream. Ambition is the driving force behind the American Dream. It allows any one that has an aspiration, a desire, a yearning, to carry out the individual dream. It knows no bounds of race, creed, gender or religion. It stands for something great, something that every one can strive towards. A dream can be a desire for something great. In America, the American Dream allows dreams to become realities. According to Webster's New World Dictionary, the American Dream is defined as "An American social ideal that' stresses egalitarianism and especially material prosperity". To live this dream is to succeed. It allows anyone, rich or poor to have the opportunity to succeed. It is the ability to come from nothing and become so me thing. To succeed at any thing you do, you must have patien ce and persistence. It requires hard work, persistence and a desire for something better. To have these qualities and the desire and ambition to carry the moutis part of the American Dream. The Joy Luck Club is a prime source for everything that is represented in this dream.

Factors influencing participation in sport Essay

Some people have very different views on training and the factors that affect them to participate in sport. They have very different attitudes to training. I’m doing climate affecting participation. Some people may want to go out in the rain and train as they may find this enjoyable, but a lot of other people may dislike the cold and wet weather and stay indoors to participate in sport or just sit about. Also the majority of people would rather be outside, but in the warmth, with the sun shining. The country’s climate is a big factor that affects the participation and type of sport that they do, this also affects their attitudes towards training, for example, people in Australia will play more outdoor sports such as windsurfing and skateboarding as their climate is ideal for this type of exercise. Kenya has produced a lot of world class athletes, this is due to their climate, hot and dry all year. This encourages people to train a lot more and also outdoors. Kenya are world class at long distance running as are morocco, this is mostly due to when they train, and what type of weather they train in. If the weather is hot all the time, athletes will train on a regular basis, but if the weather is cold and wet, the athletes will not be motivated enough to go out and train, they will either train indoors or simply just sit around and watch tv or play boardgames. This is the scene in Northern Ireland, and Sweden etc as these countries have unpredictable weather and climates so no one knows what type of day it is going to be. When the weather changes this can change most athletes’ attitude to training. The heat outside motivates athletes to train outdoors. Fumes from traffic and factories, over a long period of time will start to affect the community in which people live in, this will, in actual fact, bring you bad health. The fumes will bring harm to your lungs and make breathing difficult. This means your fitness level will suffer. The environment also affects your performance in a sport event; for example, on a hot day you can overheat which makes you weak and dizzy. And think what a windy day can do to a tennis match, all these factors affect the performance and attitudes towards the training and participation in sport. At high altitudes air is thinner than at sea level, so you must breath harder in order to get the right amount of oxygen to your lungs. To perform well in a sport at high altitude you must first need time to adapt to the climate and the type of environment you are playing the sport in. All types of weather affect the way in which we think about sport. Hot, cold, dry, wet.

Marketing Planning, Orientations and Concepts The WritePass Journal

Marketing Planning, Orientations and Concepts INTRODUCTION Marketing Planning, Orientations and Concepts INTRODUCTIONMARKETING MARKETING PLANTHE MARKETING ORIENTATIONS OR CONCEPTSThe   Production ConceptThe Product Concept  The Selling ConceptThe Marketing ConceptThe Customer ConceptThe Societal Marketing ConceptMARKETING PLANNING PROCESSDEVELOPMENT OF MARKETING MIXTHE MARKETING AND SALES PLANNING PROCESSTARGET MARKETINGMARKETING PLANNING AIMS AND OBJECTIVESMARKETING PROGRAMSREFERENCES: Related INTRODUCTION Far – reaching changes have been taking place in the Indian economy during the recent past, consequents to the opening up of our economy through globalization and liberalization policies. The flood gates have been through thrown open to allow international competition for manufactured goods and as well as services, making it a question of survival of the fittest in any industry. In the present highly competitive economy, which can be called as Buyer’s market, it is the customer who wields full power. He can make or wreck a company. No wonder that the collective battle cry from sales and marketing people, retailers, wholesalers and advertising wizards alike is now ‘Serve the customer’, or ‘Delight the customer’. The customer who was considered the ’King’ is now treated almost like ‘God’, emulating the highly successful marketing people of Japan. When consumer expectations become higher and higher, superior market driven strategies or customer driven strategies and their execution in the market are important. Companies have to be fully customer oriented to succeed in the present competitive scenario, and should â€Å"Think Customer†, â€Å"Live for Customer†, â€Å"Smell Customer†, and â€Å"Build Customer Relations†. MARKETING   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   â€Å"Marketing is defined as a social and managerial process by which individuals and groups obtain what they need and want through creating and exchanging products and values with others†. – (PHILIP KOTLER 2007) THE AMERICAN MARKETING ASSOCIATION defines marketing as â€Å"Marketing is a performance of Business activities that directs the flow of goods and services from producer to customer or user†. These traditional definitions have undergone some changes and the new version is given as â€Å"Marketing is a societal process by which individuals and groups obtain what they need and want through creating, offering, and freely exchanging products and services of values with others†. Thus marketing is a communication channel through which the industry and consumers are communicated. MARKETING PLAN A marketing plan is a formal statement of a set of business goals, the reason why they are believed attainable, and the plan for reaching goals and the way of reaching to the customer about to their product. Business plans may target changes in perception and branding by the customer, client, tax- payer, or larger community.   When managing a business, a business plan, or B-plan, is often confused with the term Marketing Plan.   Marketing plans are decision-making tools.   There is no fixed content for a marketing plan.   Rather the content and format of the marketing plan is determined by the goals and audience. (Deboreh 2010) A marketing plan represents all aspects of business planning process; declaring vision and strategy alongside sub-plans to cover marketing, finance, operations, human resources as well as a legal plan, when required. For example, a business plan for a non-profit might discuss the fit between the business plan and the organization’s mission.   Banks are quite concerned about defaults, so a business plan for a bank loan will build a convincing case for the organization’s ability to repay the loan.   Venture capitalists are primarily concerned about initial investment, feasibility, and exit valuation.   A business plan for a project required equity financing will need to explain why current resources, upcoming growth opportunities, and sustainable competitive advantage will lead to a high exit valuation. Preparing a Marketing plan draws on a wide range of knowledge from many different business disciplines: finance, human resource management, intellectual property management, supply chain management, operations management, and marketing among others. â€Å"A good Marketing plan can help to make a good business credible, understandable, and attractive to someone who is unfamiliar with the business.   Writing a good Marketing plan can’t guarantee success, but it can go long way toward reducing the odds of failure†. THE MARKETING ORIENTATIONS OR CONCEPTS The marketing function or activities are conducted by various companies based on six alternative or orientations. They are: The   Production Concept The Product Concept   The Selling Concept   The Marketing Concept The Customer Concept The Societal Marketing Concept The   Production Concept   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The production Concept believes that consumers will favor products that are readily available at reasonable prices. Improvement in production and distribution efficiency will be the focus for managements under this concept. When the demand for a product exceeds the supply, manufacturers have too increase production. When the product’s cost is too high, the management has to bring it down to affordable levels. Production concept, though useful in some situations, could result in ‘Marketing Myopia’, according to Theodore Levitt. Companies following this concept focus too narrowly on their own activities and lose sight of the real objective of customer’s need satisfaction. The Product Concept   The product concept believes that the consumers will favor products that offer the most in quality, performance innovative features. Continuous improvements in product and quality are essential for companies that follow the product concept. So, this concept may also lead to Marketing Myopia. The Selling Concept This concept believes that the consumers will not buy enough of the company’s products unless it undertakes pressure selling tactics and heavy promotion efforts. Buyers are believed to have a buying inertia. This concept is especially used for unsought goods which buyers do not think of buying, like cemetery plots, life insurance, etc. The Marketing Concept This concept believes that achieving the company’s objectives depends on understanding the needs wants of target markets and delivering the desired satisfaction in a better way than what the competitors are doing. The Customer Concept Many companies are today moving beyond the marketing concept to the customer concept. These companies shape separate offers, services and messages to individual customers, based on their individual preferences. They hope to achieve profitable growth through capturing a larger share of each customer’s expenditures by building high customer’s loyalty and focusing on customer’s life time value. EXAMPLE: Barbie Dolls, Levi Strauss jeans, Dell Computers. The Societal Marketing Concept This concept believes that organizations should determine the needs, wants and interests of target markets. It should then deliver superior value to the customers in a way that maintains or improves the consumer’s and the society’s well being. Society (Human welfare, environment) Consumers (Needs, wants and  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Company (Sales volume, profits   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Satisfaction)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   and growth)    MARKETING PLANNING PROCESS The marketing Planning process consists of the following activities: Analysing market opportunities Selecting target markets Developing the marketing mix Managing the marketing efforts. At the center of the process stand the consumers. The objective is to build a strong and profitable customer relationship. The first step is market segmentation, targeting and positioning, to customers the company should serve and how. This process identifies the total market, and then divides it into smaller segments. The next step is to design a marketing mix consisting of factors under its control like : I. Product II. Place III. Price IV. Promotion For identifying best marketing mix combination and to put into action, the company engages in the activities like: I. Marketing analysis II. Planning III. Implementation IV. Control activities With the help of these, the company watches adopt to the actors and forces in the marketing environment around it. Fig.   The Marketing Planning Process 1, 2, 3,4   DENOTES: 1    Marketing Intermediaries  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   3 Market planning  Ã‚   2   Marketing Control  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  4 Competitors DEVELOPMENT OF MARKETING MIX   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The marketing manager is a mixer of ingredients, according to JAMES CULLITON, a noted Marketing expert, who coined the expression,† Marketing Mix† â€Å"The marketing mix is the set of controllable, tactical, marketing tools that the firm blends to produce the response it wants in the target market† – (PHILIP KOTLER 2007) The marketing mix consists of the variables such as: Product Price Place Promotion These are well known as the Four P’s of Marketing as classified by McCarthy and this figure below gives clear description about the variables of marketing mix and its various tools.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚      Place stands for the goods and services offered by a company to the target market, to satisfy needs and wants. Price refers to money value that the consumers have to pay to buy for the product or services. Promotion refers to the activities of Advertising, personal selling, sales promotion, public relations and communicating products benefits and attributes to target customers to persuade them to purchase. Place stands for physical distribution activities through which the products moves from the industry to the customers. To be successful, the marketing programmes have to blend the 4 variables into an ideal integrated action plan aimed at achieving the corporate objective. While the 4 P’s concepts relates to the sellers perspective of the market. The other P’s which are included as 7 P’s of marketing are: Packaging Positioning People Packaging is the fifth element of the marketing mix, which refers to the outer physical coverage of the product or the way in which your product is appearing outside. Positioning refers to the present position of our product among the consumers. â€Å"How they think about our company? What position does the concern have in the market? What is the customer’s perception towards our product in the market?† these questions should be answered in the case of positioning of a product in the market. People refers to both inside and outside people, the former refers to the employees of the industry and the later refers to the customers of our products and services, where they are considered as the important resources of marketing our goods and services. The 7 P’s are a useful framework for deciding how the company’s resources will be manipulated (strategically) to achieve the objectives.   However, they are not the only framework, and may divert attention from the real issues.   The focus of the strategies must be the objectives to be achieved – not process of planning itself.   Only if it fits the needs of these objectives should you choose, as we have done, to use the framework of the 7 P’s. (Jackie 2010) The strategy statement can take the form of a purely verbal description of the strategic options which have been chosen. Thus these are the various tools and variables described under the marketing mix. THE MARKETING AND SALES PLANNING PROCESS Marketing process can be realized by the marketing mix in step 4.   The last step in the process is the marketing controlling.   In most organizations, â€Å"strategic planning† is an annual process, typically covering just the year ahead.   Occasionally, a few organizations may look at a practical plan which stretches three or more years ahead. To be most effective, the plan has to be formalized, usually in written form, as a formal â€Å"marketing plan†. The essence of the process is that it moves from the general to the specific, from the vision to the mission to the goals to the corporate objectives of the organization, then down to the individual action plans for each part of the marketing program.   It is also an interactive process, so that the draft output of each stage is cheeked to see what impact it has on the earlier stages, and is amended. TARGET MARKETING To define a target market for your business plan, you should research the potential buying audience for your product.   This could range from millions of people if you are starting an online business, to a few thousand individuals if you are opening a retail store in a small town. If you are catering to the consumer market, narrow your potential customer base to a defined demographic group.   By doing so, your business will not only be more attractive to investors, but you will have a much easier time compiling sales and marketing plan. Study your product or service and determine the most likely consumer.   Define the age range, gender, marital status, and income level of the individual most likely to be your customer.   Explain the motivations for purchasing your product or service.   Is it a necessity or luxury? What value does this product bring? It’s best not to assume or guess.   Use surveys, questionnaires, or secondary research to gather your demographic data. Once you have defined the target market: Explain the purchase habits of this demographic group. Show how your company will impact those purchase habits. Explain the motivation behind this demographic group and how you will help them meet their needs. Project future changes in this market. Indicate how you will meet their changing needs. Base your future projections on research and details from your findings.   Make projection based on past buying habits, the average purchase amount, and other factors, such as your ability to make the products or services available.   The more you know about this target market, the more confidence you will have in your sales projections. The same need to identify your target audience (business-to-consumer market) will also hold true if you are serving a business market (business-to-business market).   You need to determine which companies will benefit from your products or services.   Will you meet the needs of a specific industry or several industries? Large or small businesses? Public or privately owned businesses? Define exactly the types of businesses that will buy our product or services and target them through your marketing efforts.   Determine how you will reach your target market, i.e. online, by referral, by cold-calling.   For more about learning about the customer you intend to pursue, read Use Demographics to Understand Your Target Market. Another way to look at target market is to consider how you are positioning your company and your products.   Read â€Å"What’s Your Position in the Market?† to get the basics of this important but tricky concept. MARKETING PLANNING AIMS AND OBJECTIVES Behind the corporate objective, which in themselves offer the main context for the marketing plan, will lay the â€Å"corporate mission†, which in turn provides the context for these corporate objectives.   In a sales-oriented organization, the marketing planning function designs incentive pay plans to not only motivate and reward frontline staff fairly but also to align marketing activities with corporate mission. This â€Å"corporate mission† can be thought of as a definition of what the organization is, of what it does: â€Å"our business is † This definition should not be too narrow, or it will constrict the development of the organization; a too rigorous concentration on the view that â€Å"we are in the business of making meat-scales,† as IBM was during the early 1900s, might have limited its subsequent development into other areas.   On the other hand, it should not be too wide or it will become meaningless: â€Å"we want to make a profit† is not too helpful in developing specific plans. Abell suggested that the definition should cover three dimensions: â€Å"customer groups† to be served, â€Å"customer needs† to be served, and â€Å"technologies† to be utilized.   Thus, the definition of IBM’s â€Å"corporate mission† in the 1940s might well have been: â€Å"We are in the business of handling accounting information [customer need] for the larger US organizations [customer group] by means of punched cards [technology]†. (Karunakaran 2010) Perhaps the most important factor in successful marketing is the â€Å"corporate vision.†Ã‚   Surprisingly, it is largely neglected by marketing textbooks, although not by the popular exponents of corporate strategy-indeed, it was perhaps the main theme of the book by peters and waterman, in the form of their â€Å"Super ordinate Goals†.   â€Å"in search of Excellence† said: â€Å"Nothing drives progress like the imagination. The idea precedes the deed.† if the organization in general, and its chief executive in particular, has a strong vision of where its future lies, then there is an good chance that the organization will achieve a strong position in its markets (and attain that future).   This will be not least because its strategies will be consistent and will be supported by its staff at all levels. In this context, all of IBM’s marketing activities were underpinned by its philosophy of â€Å"customer service,† a vision originally promoted by the charismatic Watson dynasty.   The emphasis at this stage is on obtaining a complete and accurate picture. A â€Å"traditional† – albeit product-based-format for a â€Å"brand reference book† (or, indeed, a â€Å"marketing facts book†) was suggested by Godley more than three decades ago: Financial data-facts for this section will come from management accounting, costing and finance sections. Product data-form production, research and development. Sales and distribution data-sales, packaging, distribution sections. Advertising, sales promotion, merchandising data-information from these departments. Market data and miscellany-form market research, who would in most cases act as a source for this information.   His sources of data, however, assume the resources of a very large organization.   In most organizations they would be obtained from a much smaller set of people (and not a few of them would be generated by the marketing manager alone). It is apparent that a marketing audit can be a complex process, but the aim is simple: â€Å"it is only to identify those existing (external and internal) factors which will have a significant impact on the future plans of the company.† It is clear that the basic material to be input to the marketing audit should be comprehensive. Accordingly, the best approach is to accumulate this material continuously, as and when it becomes available; since this avoids the otherwise heavy workload involved in collecting it as part of the regular, typically annual, planning process itself-when time is usually at a premium. Even so, the first task of this annual process should be to check that the material held in the current facts book or facts files actually is comprehensive and accurate, and can form a sound basis for the marketing audit itself. MARKETING PROGRAMS Marketing programs are the most important, practical outcome of the whole planning process.   These plans must therefore be: Clear – They should be an unambiguous statement of ‘exactly’ what is to be done. Quantified – The predicted outcome of each activity should be, as far as possible, quantified, so that its performance can be monitored. Focused – The temptation to proliferate activities beyond the numbers which can be realistically controlled should be avoided.   The 80:20 Rule applies in this context too. Realistic – They should be achievable. Agreed – Those who are to implement them should be committed to them, and agree that they are achievable.   The resulting plans should become a working document which will guide the campaigns taking place throughout the organization over the period of the plan.   If the marketing plan is to work, every exception to it (throughout the year) must be questioned; and the lessons learnt, to be incorporated in the next year’s planning. A marketing plan for a small business typically includes Small Business Administration Description of competitors, including the level of demand for the product or service and the strengths and weaknesses of competitors. Description of the product or service, including special features. Marketing budget, including the advertising and promotional plan Description of the business location,   including advantages and disadvantages for marketing Pricing strategy Market segmentation Operational plan Operational plans are an important element of writing a business plan and they notify business assessors for how business owners are going to release product/services into the market.   That’s why operational plans are also a very important part of writing a marketing plan. In simple words, operational plans help to understand ways for business reviewers, by which products are set to pass the production phase heading toward the targeted customers and these plans must be in the business plan outline.   Operational plans are a usual phenomenon in a how to write a business plan, but they outline crucial answers basic questions as such: What are the daily activities of a business? What is the raw material sources used? How will the company or business use vendors and suppliers? What are the labours requirements? Who is the product supplier? Operational plans need to ascertain the activities and finances for almost every section of the firm or business for the next 1 or 3 years.   Operational plans also connect with intended plans and the activities that the business may deliver to its customer base. Good operational plans ought to include: Apparent target areas Preferred results A procedure to supervise growth execution schedules Employment and resource requirements Quality levels Finally, activities which a firm or business may deliver to its targeted customers. REFERENCES: Deboreh (2010) International journal of Market research, â€Å" Agenda Development for marketing research† vol 52, pp 339 – 362. Luan (june 2010) journal of marketing research, â€Å"Forecasting marketing mix responsiveness for new product† vol 47, pp 444 – 457. Karunakaran (2010) â€Å"Marketing Management† The Himalaya publishing house 1st edition pp256 philip kotler  (2007) â€Å"Marketing Management† Analysis, planning, implementation and control 9th edition prentice hall, New jersey Baker, M., J.,Hart, S. (2007) the Marketing Book, (5TH edn.), Butterworth- Heinemann,UK.