Nazi Concentration Camps

The Holocaust was one of the world’s worst genocides; concentration camps were the worst place to be if you were a captive. Adolf Hitler, a Nazi, convinced many that certain groups of people needed to be exterminated. He started concentration camps to terrorize his enemies. The first concentration camps started in 1933, six years before World War Two began. There were several concentration camps. These concentration camps consisted of European Jews, P. O. W. ’s (Prisoners of War), political prisoners, criminals, homosexuals, and gypsies, the mentally ill and other groups.The first concentration camp was called Dachau, located in Munich, Germany. It was opened March 22, 1933. Within five years of Dachau opening, the number of concentration camps quadrupled. The Nazis created different types of camps, for example, labor camps, transit and collection camps, P. O. W. camps, hostage (or death camps), and extermination camps. Labor concentration camps were where inmates had t o do hard labor under inhumane conditions and cruel treatment. Transit and collection camps were where inmates were collected and transferred to main camps.Prisoner of war camps were where prisoners were held after being captured. These P. O. W. camps caused torture and liquidation of prisoners on a large scale. Death camps were where hostages were held and killed as reprisals. Extermination camps were a mixture of the other camps and were not useful people were sent to be killed. These concentration camps were all horrible but Auschwitz was the worst. Auschwitz was located in Poland and was opened in June 1940. Auschwitz was a total of 40 kilometers. Auschwitz was a labor and extermination camp. Auschwitz had three other sub camps Auschwitz 2 Birkenau and Auschwitz 3.Auschwitz had the highest death count compared to any other camp. It’s estimated that 4 million people were sent to Auschwitz and 1. 1 million died at Auschwitz. The prisoners died of starvation, exhaustion, dis eases, or killed inhumanely by being shot, burned, or gassed. For the most part, children and elders in the concentration camps were treated the worst. If a child was born in a concentration camp, they would be killed on the spot. Most children and elders were killed as soon as they got to the concentration camps if they looked too weak to be useful to work.Some were used for drug and surgery experiments. To save the amount of poison gas and ammunition used to kill people, some children would be thrown into ovens or put into open fire pits. These prisoners were also beaten, put in pressure chambers, or frozen to death. The Nazis were brutal and didn’t care who they killed. There were many escape attempts, though only 802 attempts on record. Only 144 made it out but most of them were caught and killed, or taken back to camp and starved to death. If someone successfully made it out of the camp, random people in their prisoner block would be starved.One of the most successful es capes was when a few prisoners dressed as guards, stole a car and drove out the front gate, they were never caught. The most successful escape was when Oscar Schindler got 300 women out of Auschwitz. Oscar pretended to be one of the people in charge of the camp. Before the freight car full of people got to the camp, he told them to send them back. When they got back, he took them to a safe house and looked after them. The concentration camps were all shut down on May 7, 1945 when World War Two ended.It was estimated that 7,991,460 people lost their lives in the concentration camps. When the Germans were defeated by the allies they were forced to close down all of the concentration camps. Most of the camps were destroyed. Some of the camps were used as prisons for the Nazis. Some of these concentration camps have been converted into museums and memorials for those who lost their lives. Bibliography 1. Nazi concentration camps Jan 14-17 2011 http://en. wikipedia. org/wiki/Nazi_concent ration_camps 2. Auschwitz, Nazi death camp Jan 14-17 2011 http://www. auschwitz. dk/auschwitz. htm

Existentialism and Humanistic Psychology Essay

Angst, in the very nature of its use in Existentialism, is a state of being that is not completely negative in itself as common people might think. In a more positive sense, I believe angst is the full recognition of one’s freedom. Angst is the result of one’s realization that he is free and that nothing will ever hold him back. It becomes negative because once a person gets a deeper understanding of how free he is, he tends to fear that he might not be able to do things right and since nothing is holding him back, there is nothing to blame in case he fails. In short, angst is â€Å"fear of the nothing† (Park, 1999). It is different from normal fear which comes from the environment and has an object and a possible solution. For example, I fear spiders so I stay away from dusty and old places. The object of the fear is ‘spiders’ and the solution is to ‘stay away from dusty and old places’. In angst, the fear comes from within and there is basically neither object nor solution. There is only angst. And that is what makes angst a terrible state. I think it is very difficult to feel this way because it is like asking questions with no answers. And if ever I get into this terrible state, I think will do one thing: convince myself to believe that there is nothing to fear and that I have my family who will accept me no matter what. Meanwhile, the whole concept of Humanistic Psychology (the American version of Existentialism, I’ve read) interests me in a special way. The different theories of Rogers, Maslow, Csikszentmihalyi, among others that I learned from Chapter 13 gave me a step by step understanding into the inquiry of my existence. I can’t conclude though that they all are right but certainly, they provide interesting thoughts worth pondering (especially Rogers’ 19 Propositions). The humanistic theories they present are different from the ones we learned in previous chapters because they focus on the experiences of the human person rather than on things that are inherent or already existing such as biology, genes, or hidden motives. This means that since the theories of Humanists such as Rogers and Maslow focus on continuing experience of the person, they give a more positive approach knowing that these experiences that shape a person can vary depending on how he reacts to events. In a simpler way, while Bem’s theories seem to say â€Å"Your mother has cancer so you will have cancer, too. It’s in the blood† humanists say â€Å"Your mother has cancer. With the right attitude and lifestyle, you can prevent having cancer yourself. † Humanists are a lot friendlier. I agree with these humanists, for the most part at least. I agree with the general thought of a person’s experience shaping his personality. However, there is one thing I personally disagree based on experience. Rogers said that â€Å"this outcome [fully functioning person] could only occur for individuals who had received unconditional positive regard from the important people in their lives† (Funder, 2007). I disagree with this because I know some people who, despite suffering from neglect from the people they love, still feel good about themselves and have great personalities. On the other hand, I give my nod to Maslow when he said â€Å"higher needs such as self-actualization could come to the fore only after more basic needs related to survival and security became satisfied† (Funder, 2007). I personally believe self-fulfillment is a hierarchy and a continuing process. Thoughts on Punishment and Efficacy Theory â€Å"Punishment is a useful technique of operant conditioning if it is applied correctly, which it almost never is† (Funder, 2007). I am especially caught by the last phrase of the quote: it almost never is. I think punishment is something that is very tricky. It is difficult to use in the appropriate way but if you get it right, bingo! It is very effective. What’s wrong with punishment is when one uses it in the wrong way. Self-Efficacy has always been my thing from the start, but I never realized it until I learned about it from our discussion. I have always been a positive thinker even amidst hard times. My working in Intel gives me new challenges every day and because of my belief that I can do all the demands of work, I accomplish them well. I live by the adage â€Å"Believe in yourself because if you don’t, nobody else will†. With this, I get more confidence to push on higher.

Bathroom Reading

In a culture that’s filled with an incessant call to action, it is paramount that we stop from time to time to think. This may sound like common sense, but in a fast-paced world it’s hard to find time to stop and consider things for more than a few minutes. Throughout my hectic high school career I have made a point of doing what many people fail to do on a daily basis: reflect and assess my life and decisions. I am a thinker. I analyze, postulate, and contemplate– sometimes too much– but always with the intention of learning something new about myself. You might be surprised to learn that I do my best thinking not, in the classroom, not in my bedroom, but in the bathroom. The bathroom has always been a place where I can sit and relax in peace, an oasis of calm and contemplation. The closest thing to an interruption is a polite knock on the door, and a soft quiet is continually maintained. Bathrooms are kept diligently clean, and ample mirrors provide for sufficient self inspection. In short, the bathroom is the ideal place for introspection and critical thought. My bathroom, which is situated a brief walk down the hall from my bedroom, is a wonderful, pristine chamber where I take solace in silence and retreat from the stresses of my life. After a long day of high school and homework, clubs and activities, I head to my bathroom to think and reflect about the day past and the days ahead. In fact, I do some of my best thinking in the bathroom. Everything from ideas for novels, screenplays, songs and movies, from what to eat for lunch are considered when I take refuge in the bathroom. Solutions to longstanding problems come to me in epiphanies while staring into the symmetrical, blue-tiled floor. I achieve new understandings of books that I have read while looking up at the ivory coated walls. I ruminate on my friends and family, and what they mean to me. I even realize the numerous mistakes and errors that I have recently made, and attempt to resolve my flaws. The thinking I do in the bathroom– whether it be asinine fantasies about my future as a rock star, or the sorry realization that my mother was in fact correct– is important to me. Taking the time to think and reflect has kept me grounded during my high school career, allowing me to make good decisions and stay focused on what is important to me. Instead of living my life blindly and complacently, I have made a choice to think deeply and keep things in perspective. To me, the bathroom is not a place to escape the challenges of reality, but rather a place to embrace and conquer those challenges through the power of human ingenuity. I know that when I leave home for college, and eventually leave college for the real world, critical thought will remain a constant in my life. No matter what I end up doing with my life–whether it be law, film, or literature–there will always be a clean, quiet bathroom down the hall. And for me, that bathroom will always provide the opportunity to better myself through critical thought.

DETECTING MEDIA BIAS Essay Example | Topics and Well Written Essays - 500 words

DETECTING MEDIA BIAS - Essay Example There was even a story about a toddler who was found in a car seat but whose connection to the previous story remained unclear. Since there was very little information to go by at the time of the reporting, I firmly believe that this article lacked the depth and breadth of an accurate news report. It reported unconfirmed information and relied on hearsay rather than verified data from the police and mall authorities. It would appear that the facts as reported in the story were only based upon the little information that the reporter could either verify from the authorities or heard from some witnesses on the ground. Therefore, it is hard to say if the writer actually had an inclination to report the story in one particular way or if he had intentionally or unintentionally misreported facts in the story. There were certainly questionable assumptions made within the story as the reporter questioned a particular witness about what he thought he heard and saw prior to and during the suicide. I find it disturbing that he took the word of an untrained bystander when reporting about the kind of gun and bullet that was used in the successful suicide attempt. He took the witnesses word for it when he said that there was little to no blood on the scene. The man was simply having a meal at McDonalds when the event occurred. He was not identified as any sort of medical professional, coroner, or member of the police force who had the authority to make such pronouncements about the victims. The emphasis of the story was supposed to be on the double suicide that took place. The news reporting was so scattered that it was really difficult for readers to identify what story the beat reported was trying to tell. He ended up maximizing his word count without informing the readers about what really happened, who those people where, why they committed suicide, and if they were related to the abandoned child that was

Module 5 - Case Managing Workplace Safety and Health Assignment

Module 5 - Case Managing Workplace Safety and Health - Assignment Example The law gives permission to CMS for variety of actions like it may charge fines to the nursing home, even assign a temporary manager. If the nursing home fails to correct its misgivings, CMS has right to terminate certification agreement and thereafter it ceases to be a provider as the nursing home. Providing care, safety to nursing home residents is an uphill task. The residents often require assistance in performing daily activities including bathe and walk. The injury prevention efforts should focus on resident lifting and handling methods. A working group is to be formed to study above safety hazards and action plan to be prepared in consultation with the experts. That action plan is to be implemented in accordance with the OSHA regulations. Full-fledged records are to be maintained for future corrective action and monitoring of the each major type of incidents. There are several elements to Safety and Health program, which will be formulated, developed, and monitored to see that they are strictly followed. Outcome from each of the accident prone area so obtained will be compared with the previous month’s incidents so that progress made on each count can be notified and next corrective action is initiated. It will be a continuous process and may last for several months until desired levels of safeguards, quantitatively and qualitatively, achieved. Following are the areas, which will be studied intensively and form a part of the safety and health program. United States Department of Labor has devised guidelines to reduce the manual lifting of the residents. Ergonomic study is required to be done with respect to lifting and handling the residents for their many daily activities to increase safety of the staff and residents. Repetitive, forceful and prolonged actions of the hands with lifting, pushing, pulling of heavy objects and awkward postures could cause normal to serious injuries in the long

Multinational corporation have great postive effects on developing Essay

Multinational corporation have great postive effects on developing countries - Essay Example Their investment in developing nations have improved the material well being of the people in these nations through access to better goods or services and improved wages. Studies conducted by the OECD reveal that developing nations tend to receive higher wages from multinationals than their local counterparts. The OECD report found that a person working for a multinational is likely to earn 40% more wages than their counterparts in local firms. This is especially true for workers in Latin America and Asia. MNCs are motivated by the need to retain more workers in order to reduce turnover costs (OECD 44). Not all such organisations intend to pay workers more for similar work. Instead, they do so because the nature of industries they invest in is capital intensive. Additionally, a number of them have fairly large operations which may require committed employees. It is for this reason that they tend to pay better rewards to workers than their peers in firms within the same industry. Irrespective of their motivations, the end result is better earnings (Dunning and Sairanna 5). Analyses conducted in developing nations concerning how wages change over time after foreign direct investment show that wages may increase by close to 20%. Indonesia enjoyed a 19% increase in wage labour owing to foreign acquisitions of local firms. The increase emanated from the use of modern techniques of production. Parent companies in the first world already had the technical expertise needed to enhance production. Therefore, workers accumulated new skills that were eventually used as a precursor for better pay (Hijzen and Swaim 8). If a person moves from a locally-owned firm to a foreign-owned one in a country like Brazil, they are likely to enjoy a 21% increase in earnings. The OECD Employment outlook report also shows that those who make the same transition in a country like Portugal can enjoy increases of about 14%. It is for this reason that many third world countries seem to be so

Historical Events Paper Research Example | Topics and Well Written Essays - 750 words

Historical Events - Research Paper Example The development and expansion story of education has just remained to be one of the expanding accesses with various differences arising at every dawn of collegiate growth in each new era. Higher educational institutions were largely supported by the educational philanthropists whenever reflected back in the 12th century during the time of medieval universities development (Riesman, 2001). The higher education system is perceived to have mainly originated in the United States whereby its development has been influenced by a series of events. The federal government became directly linked to the higher education during the time of the civil war. During this period, the southern congressmen who had a tendency of opposing the legislature were missing in the action. Most of the proposals and objectives were created under the Morril Act of 1862 that was in pursuit of the educational motion gearing programs. Among the programs proved to subdue the higher educational programs included: mechanical, agricultural, and military sciences encompassing the liberal arts. The state decided to attach some new programs like agricultural and engineering to historic colleges. This was aimed at boosting the political strength and expansion of the university definition scope and the curricula between 1887 and 1914. This Act of Morril was termed as the land grant-act due to the collective su pport gain exert on colleges to enhance development. The second Morril Act of 1890 considered to be the latest stimulated the expansion power of the federal engagement in the education development. This led to the funding of projects that related to land-grant campuses (Razzell, 2006). Basing on the Morril Act with the federal legislation furry, African –Americans were faced with great attention through the receivership of mixed results due to differences experienced in treatment. This act provided the policy of strictly funding the African-American

The history of art Essay Example | Topics and Well Written Essays - 1500 words

The history of art - Essay Example Ancient Roman architecture consists of elements like paintings, mosaics and statues made up of concrete and cement. One chief feature of ancient Roman architecture was the construction of vault in the ceiling or roof. The vaults can be semicircular in shape (barrel vault) or elliptical (groin vault). The two most common perspectives used by the Roman artists in their works were the linear perspective and the atmospheric perspective. Another technique that was mastered by the Romans was chiaroscuro or the strong contrasts between light and dark. A very good execution of the same can be seen in the painting ‘Still Life with Peaches’. The use of a garden scape is yet another feature of Roman wall paintings. The Tomb of the Reliefs and The Tomb of the Leopards are two of the most well-known tombs of Tarquinia. Sarcophagus from Cerveteri is an Etruscan sculpture depicting a married couple together in the afterlife. The four styles of Roman painting are Masonry Style, Illusion istic Style, Ornate Style and Realistic Style. In sculpture, the equestrian statue, or the statue of a rider mounted on a horse, was very popular. An example is the Equestrian Statue of Marcus Aurelius. The Capitoline Wolf is a bronze figure of a female wolf feeding her two infants, inspired by the myth of the founding of Rome. Such female personification is another dominant trait of erstwhile Roman sculpture. Most of the famous historic buildings and archaeological sites in Italy can be found in Colosseum and Pantheon.

The history of surgery Essay Example | Topics and Well Written Essays - 750 words

The history of surgery - Essay Example In ancient Greece, surgery was also performed in different ways. The Greek developed various tools and equipment that they used during their surgery processes. This was owing to the fact that they had an easy access to materials such as Iron. The Greek performed various surgeries in order to cure patients from different health complications. For instance, the Greek would undertake different forms of amputations on people. They would also drain the lungs of people, in case these suffered from pneumonia. In addition, the Greek bleed their patients, as well as set the patients’ bones. These processes can be considered to crude today. However, the Greek only turned to surgery as the last resort in order to save the lives of their patients. In the middle ages, the Arabs the Arabs based on the medicinal practices of the Greek in order to develop their own medicine. Nonetheless, this helped the Arabs to become supreme physicians during this age. For this reason, Baghdad was rose to become leading medical and drug centre in the whole world. The Arabs contributed highly to the aspect of drug making. They also used various plants that were believed to have medicinal value. With regard to surgery, the Arabs utilized specific medicinal plants, which had the capability of acting as anaesthetics during the process of surgery. For all patients that were to undergo surgical processes, the Arabs ensured to make them drink anaesthetic mixtures using the anaesthetic sponges. There were diverse procedures in the surgery process in the Arab world. For instance, the Arabs administered sedatives on patients before having them operated. In addition, for those patients that were to undergo amputation, the Arabs offered them to drink diffe rent types of mixtures that acted as sleeping

Best Holiday Essay Example for Free

Best Holiday Essay This was the best holiday Ive ever had! I came here with my boyfriend for a 2 week stay and found the hotel brilliant. I was a little worried after booking it as some reviews on websites were quite negative but I am pleased to say that these worries did not come true. The rooms are basic but nice and clean, always had toilet paper and the maids were very contentious we were in our rooms one day when they came to clean as it was raining and they came back later many would have left it for that day! The beaches are stunning, unlike anything Ive seen, and when the waves washed up lots of seaweed onto the beach there was staff who removed it! There were always plenty of sun loungers free on the beach, although only a limited number which had sun parasols. The entertainment staff on the beach all day long were always very enthusiastic in getting everyone involved it was a good laugh! They also had a good range of activities, from water aerobics to cocktail making lessons to bingo on the beach! The only thing was that it took a little while to get served at the beach bar but it wasnt really an issue as it was good to get out of the sun for a bit!! There were also very kind waitresses who walked along the beach bringing you your free all inclusive drinks from the bar! The pools were lovely too, always kept clean, although the pool did turn my white bikini yellow!! However the thing I most enjoyed was the nightlife! The entertainment staff organised a different night out for each day of the week great because in our 2 week stay we could go to them all without having to go out every single night! You paid for you ticket, which was about $25 US and you got a wristband which would admit you to all the clubs free plus all you could drink in the pubs and clubs like the all inclusive deal in the resort! So no need to take much money out! Only we took some to tip the staff in the clubs as they were so attentive! You also got transported to the clubs by coach, but it was up to you to make you own way home! There was lots to do and reps in the hotel wee keen to help. We went to Xel Ha and XCaret, which are like caves and rivers, lots of fish, the chance to swim with dolphins, have you picture taken with parrots, scuba diving, snorkelling, jumping off a cliff into the sea, etc! There was so much to do that we couldnt manage it all!! And ran out of money too you need to take a fair bit for the trips etc, but we have just booked to go again this year!!!! Really looking forward to it!

Coca Cola Drinks In A Time Of Economic Difficulty Business Essay

Coca Cola Drinks In A Time Of Economic Difficulty Business Essay Always Coca-Cola! This slogan was used in 2003 by the Coca-Cola Company, but years later it still resounds. Despite, the continuous changing of consumers needs, wants and lifestyles, economic down-turns and increasing competition in the marketplace, Coca-Cola has managed to always take first place as the worlds most valuable brand, since 2001. (Interbrand Best Global Brand Surveys, 2001-2010) This report is intended to explain and analyse why the sales of Trademark Coca-Cola drinks, namely Coca-Cola, Coca-Cola Zero and Coca-Cola Light/Diet Coke were all immune to the economic recession. The analysis will be within a consumer behaviour scope. Inevitably, the relationship of consumer behaviour to other disciplines will be seen. First, there will be a brief history on Coca-Cola and a review of its performance over the last 4 years. Subsequently, the Consumers Buying Decision Making Process in relation to Coca-Cola drinks will be discussed. Then, there will be an examination of how input factors from the Buying Decision-Making Process Model such as, the companys marketing mix and individual factors such as attitudes might have influenced consumers behaviour in the buying process and enabled Coca-Cola to be successful throughout the years, even during the recession. Additionally, the influence of reference groups would be discussed as it is purported to be another attribute to the brands success during the recession. It is worthy to note that, according to the National Bureau of Economics Research the recession started in December 2007 in the US. However, countries could have experienced a recession at different times (imf.org). Therefore, the study is based on 2007-2010 time period. 2.1 Coca-Colas History and Performance Review When carbonated water is added to a syrup made from Coca leaf extracts, Cola nut, sugar and citric acid, the refreshing Coca-Cola drink is produced. Its name was derived by combining its two main ingredients Coca and Cola. The Coca-Cola formula was concocted by a passionate physician and chemist named Dr. John Stith Pemberton in 1886. Dr. Pembertons goal was to invent the ultimate medicine and tasty drink all into one. (Business Heroes, 1998) Therefore, Coca-Cola was initially marketed as a valuable brain tonic and a cure for all nervous affections such as headaches, neuralgia, hysteria as well as a delicious, refreshing and invigorating beverage(curezone.com). Although, some ingredients have been added or removed to enhance the drink but not to change the taste too much, up to this day it is not certain if the Coca-Cola Company still includes Coca leaf extracts. The Coca-Cola drink was sold for 5 cents a glass and only an average of 9 glasses of Coca-Cola were sold daily in the 1880s. Many years later, the Coca-Cola Company produces gallons of syrup daily and nearly 1.6 billion times a day, people around the world enjoy one of our beverages (Coca-Cola Annual report, 2008). The concentrates and syrups that are manufactured are then sold to licensed Coca-Cola bottlers in more than 200 countries. Coca-Cola has become a multi-million dollar profit-making company and has been able to continue that trend even during challenging economic times. Although according, Brian Morgan, Beverages Industry Analyst, global value sales had declined in the soft-drinks market (Euromonitor blog, 2010). Coca-Cola was affected insignificantly by the global decline and this was reflected in its financial reports. The Coca-Cola Companys consolidated Net Operating Income before Interest and Taxes (NIBIT) had increased from $7,252m in 2007 to $8, 446m in 2008. However, there was a 2.5% decline in (NIBIT) from 2008-2009. The impact of the decline was insignificant because of the companys well balanced portfolio, well-known brand and innovative strategies. Another indicator that the company was doing well during the recession was the steady increase in cash dividends payments. The cash dividend payments to shareholders in 2007, 2008, and 2009 were $1.36, $1.52, $1.64 respectively (Coca-Cola Annual Review, 2009). The sales of Trademark Coca-Cola, which includes Coca-Cola, Coca-Cola Zero and Diet Coke/ Coca-Cola light, are what fuel our business (Coca-Cola Annual report 2009, p.16). Trademark Coca-Cola has seen volume unit growth in 2009 for many of its markets around the world including Vietnam (27%), India (25%), Pakistan (18%) and Nigeria (11%) to name a few (Coca-Cola Annual report, 2009). Solid performance has been reported for Coca-Cola in its 2010 third quarter and year-to-date company report. As at the ending of October, Operating Net Revenues had increased by 5%. Moreover, the worldwide unit case volume had increased 5%. This volume growth was led by the brand Coca-Cola (Coca-Cola Year-to-Date report, 2010). Please see Appendix 1 2 for more indicators of the Coca-Cola Companys resilience to the 2007-2010 economic down-turn. 3.0 Discussion and Analysis 3.1 Routinised Response Behaviour Researchers have identified three main levels of consumer decision making. They are extensive problem solving, limited problem solving and routinised response behaviour levels (Schiffman et al 2007, p.526).Consumers would have engaged in a routinised response behaviour level with regards to Coca-Cola drinks. This is because the trademark brand has been in the beverage market for years and so consumers would have had experience with it and other brands. Also, consumers would have established a set of criteria well enough to evaluate the Coca-Cola brand against other brands (Schiffman et al, 2007). Additionally, due to the low-involvement of consumers in purchasing Coca-Cola drinks, consumers are able to make quick decisions and they would have then relied heavily on heuristics, its prices, packaging and their familiarity with the brand. This would then have led to people purchasing Coca-Cola out of habit and in some cases automatic purchases. Therefore, it can be argued that because of the difficulty in breaking their habitual purchases and the little thought that goes into buying Coca-Cola drinks, consumers continued to buy Coca-Cola during the recession which made Coca-Cola immune. 3.2 Effective Marketing Mix Another reason why Coca-Cola was resilient to the recession could have been because of the companys effective marketing mix. The Coca-Cola Company has been able to build its brand throughout the years by using the right blend of marketing mix for the Trademark Cola-Cola drinks. Coca-Colas marketing mix efforts will now be discussed. Product Some people argue that the taste of Coca-Cola makes it very popular and gives it a competitive advantage. Moreover, people have demonstrated their love for the taste in different ways. One well-known incident was when consumers rejected the new formula of Coca-Cola, the New Coke. The company was compelled to bring back the original taste of Coca-Cola (Fortune, 1985). Coca-Colas trademark is its product name Coca-Cola in a unique white script against a bright red background. This assists customers to easily identify the brand in groceries, shops and advertisements. The Coca-Cola drink is packaged in aluminium cans, glass and plastic bottles in a range of sizes; 2L, 1.25L, 500ml and 330ml. Although variations have been made to the shape of the glass and plastic bottles, The contour bottle remains the signature shape of Coca-Cola today and was chosen for its attractive appearance and original design (Coca-Cola Heritage Timeline, 1905-1918). Price Coca-Cola is priced slightly higher to the prices of non-popular cola brands such as store brands but the same to main competitor, Pepsi. For instance, in England the price for a 2L bottle of Coca-Cola and Pepsi is  £1.66 while a 2L ASDA store brand cola is  £0.47 (asda.com). During 2007-2010 the price of Coca-Cola was increased for some regions like North-America due to increase commodity costs for the bottlers and to other recessionary pressures. (Coca-Cola Company Annual Report, 2008 p.47) Promotions Advertising Coca-Cola makes large investments in promotions and advertising. Advertising costs for 2006, 2007 and 2008 has been $2.6b, $2.8b and $3.0b respectively (Coca-Cola annual report, 2008). In 2007 there were promotions in Europe for Rugby World-cup and for the Christmas holidays (Coca-Cola Annual Review, 2007). There were many point-of-sale promotions world-wide in 2008. Loyalty programs that enable customers to receive free rewards and prizes by collecting points became very popular in 2009. For instance, the North-American market has the my coke rewards and the European market has the coke zone websites particularly set up for these promotional programmes (Coca-Cola Annual Review, 2009). Coca-Colas creative, colourful, animated and high imagery advertisements become many peoples favourite. Indeed, some of Coca-Cola advertisements have won several awards such as the Golden Award of Montreux, 2007 (Gold Medal) and CLIO Awards, 2007 (Gold) Animation (adforum.com). Place/ Distribution Channels Coca-Cola uses an intensive distribution strategy. Customers can easily access Coca-Cola drinks at their convenience through groceries, shops, malls, vendor machines, universities, work offices, bars and restaurants. Coca-Cola works closely with all constituents of the supply chain to ensure that the distribution process is efficient and effective (coca-cola.com). Additionally, Coca-Cola has even been endorsed by many restaurants including Mc Donalds and other businesses, where a formal agreement is made between the two parties to only sell Coca-Cola drinks. With the Consumer Decision Making Model that was produced by Schiffman et al (2007) in mind, consider this example. When consumers who drink Coca-Cola became thirsty or were out of stock of Coca-Cola at home, a need was recognised which is the first stage of the Process component of the model. The consumers would have then entered the information search stage and would have first drawn on past experiences they had with Coca-Cola drinks before using external sources of information from the Input component of the model, such as the companys marketing communications and socio-cultural influences. Because of Coca-Colas effective marketing mix efforts in the past, the customer would have most likely had good memories and experiences with the drinks. Also, Coca-Colas marketing efforts during the time of the consumers decision making would have played a big role in influencing consumers decisions. As a result, when consumers entered the Output stage, their decision was to re-purchase Coca-C ola. Coca-Cola marketing mix was effective because of its strong impact on the consumers decision making process. Another reason why Coca-Colas marketing mix was effective because it catered for the individual factors of consumers and this made the marketing mix more influential on individual decision making processes of consumers. For instance, Coca-Colas loyalty reward promotions would have appealed to those customers who like to be rewarded for their commitment or the sales promotions for those who were always seeking bargains. The changing of shapes of the bottles and the creative and high imagery advertisements, especially the one ones with the polar bears drinking Coca-Cola, would have appealed to those emotional and impulsive consumers. Also, by getting many businesses to only sell Coca-Cola drinks would have trapped those consumers who do not normally purchase Coca-Cola. The fact that most people would have had less disposable income might have made these marketing tactics more influential on their actual Decision Making Process because peoples need for rewards and stimulation to buy Coc a-Cola and not switch to a cheaper brand would have been greater. 3.3 Commitment to Attitudes It is believed that peoples high level of commitment to their favourable Attitudes towards Coca-Cola drinks was another reason that caused people to continue to purchase Coca-Cola drinks during the recession. Attitude is a persons learned predisposition, tendency to respond to an object in a consistently favourable or unfavourable way (Allport 1935, cited in Professor Jiang 2010 Lecture 5 slides). In relation to Coca-Cola drinks this means that, people were not born with the attitudes that they have towards Coca-Cola. Instead they learned about Coca-Cola from their direct experiences with the drinks, from other peoples opinions and from the companys marketing mix. They used these factors to develop an overall evaluation of Coca-Cola and in so doing formed favourable attitudes towards the drinks. Consequently, people were then motivated by their attitudes to purchase Coca-Cola drinks (Schiffman et al 2007, p.238). The psychologist, Daniel Katz, purported that attitudes exist because they serve a function for the person (Solomon et al 2010, p.275). The function could be a Utilitarian, Value-expressive, Ego-defensive or Knowledge function. For instance, people who like the taste of the Coca-Cola drinks and who derives pleasure from it would have an attitude that serves the Utilitarian function. Value-expressive attitudes would be seen in those people who drink Diet Coke because it may convey that they are dieting and watching their figure to others (social identity) or because they personally believe its the healthier choice of drink (personal values). Coca-Colas efforts to provide more factual and meaningful nutritional information on their packaging would form attitudes that serve the knowledge function in those people who need such information in selecting products. Attitudes change when it no longer gives satisfaction to its related need state (Katz, 1960 p.177). Coca-Colas marketing mix efforts has been consistently satisfying the needs of consumers and so consumers became committed to their attitudes towards Coca-Cola. For example, Coca-Colas total quality management systems ensure that every bottle on the production line tastes the same so that peoples Utilitarian function would always be satisfied. There have been misperceptions and rumours of Coca-Cola drinks including soft-drinks cause Kidney stones or Coca-Cola can be used as household cleaners. In order to provide clarity and consistency for individuals with knowledge function needs, Coca-Cola posted responses on its website to these rumours. Moreover, the company had spent $9m to promote active healthy lifestyle programs in 2008 (coca-cola.com). This also illustrates Coca-Cola satisfying the needs of consumers which would then lead to consumers becoming highly committed to their attitudes. According to Katz (1960) attitudes consist of affective or feelings and cognitive or belief components. Attitudes can be related to behaviour which makes it a third component. Another consequence of Coca-Colas efforts consistently satisfying consumers needs was that it strengthened the affective component of consumers attitudes and reinforced the beliefs they had towards Coca-Cola. The result was people holding onto to their favourable attitudes towards Coca-Cola which was then the driving force of their purchase behaviour. It is worthy to note that the results of many studies have shown a very low correlation between a persons reported attitude towards something and their actual behaviour towards it (Solomon et al 2010, p.290). Researchers found that events, circumstances or social pressure can interfere with a persons planned or expected behaviour. For instance, people may like Coca-Cola but do not buy it because of persuasive campaigns from health organisations that say soft-drinks are unhealthy (social pressure). Therefore, it can then be debated that although people may have had favourable attitudes towards Coca-Cola this may not have caused them to purchase Coca-Cola drinks during the recession or any time. It is believed that this happened because people were not strongly committed to their attitudes. It can then be argued that Coca-Colas marketing strategies have been encouraging people to remain highly committed to their attitudes towards Coca-Cola. Once consumers are very committed to their at titudes, it would become very difficult for external influences to change their beliefs or feelings for the product and by extension change their behaviour. 3.4 Reinforcement of loyalty through Reference Groups Coca-Cola has used the internet to create a virtual community where its fans from all over the world can meet other fans, chat about various topics and reminisce about Coca-Cola memories. Although Coca-Cola has an official website (coca-colaconverstaions.com) to facilitate this community, the website provides links to Twitter and Facebook so that fans can use those forums if they desired. Additionally, there is a Coca-Colas Collectors Club for people who are very nostalgic and who enjoy collecting Coca-Cola merchandise. The club has more than 5000 members from all over the world. Several conventions and meetings are held annually and monthly newsletters are published. There are also swap meets and other social events that enable members to share their interests with others (coca-cola.com). Researchers find that people within brand communities feel more positive about the product (Solomon et al, 2010 p.392) when they interact with other people who share similar interests in the same product and when they participate in social events held for them. Their brand loyalty is enhanced and the chance of them switching to competing brands that are as good or even better is very low. Moreover, these community members do not only become emotionally involved with the product, but genuinely concerned with the welfare of the company as well (Solomon et al, 2010, p.392). Coca-Cola has been the main sponsor of big events for many years such as NASCAR racing, Youth Olympics Games, FIFA World cup and Special Olympics (coca-cola.com). These different events bring together people who share common interests and these people make up sub-cultural groups within society. Attitudes, beliefs and certain behaviours would be adopted faster by these groups because of their cohesiveness and group members desire to share one identity. By Coca-Cola sponsoring the events for these groups often, Coca-Cola would have become accepted and liked by these groups. Coca-Cola would have relied on the social power of these groups to remind and reinforce the brand. As a result, members within these groups would have been motivated to purchase Coca-Cola as long as they were active members of these groups in order to fit in. Therefore, the presence of Coca-Colas brand communities both virtual and those that meet face-to-face had strengthened peoples brand loyalty and this enabled Coca-Cola to maintain a high retention of consumers during the recession. Also, the influence of sub-cultural groups could have contributed to Coca-Colas continued success during the recession. Conclusion/Recommendations Coca-Colas has maintained a strong brand image and financial performance for many years, even during the recession. The reasons for this success could have been because of consumers habitual purchase behaviour, successful execution of marketing strategies by the company, consumers commitment to their favourable attitudes towards Coca-Cola drinks and the presence of reference groups. These factors simultaneously impacted consumers actual decision making process which then caused them to continue to purchase Coca-Cola. It is becoming more difficult to predict consumer behaviour because sociological factors, circumstances and events interfere with consumers intended behaviour (Schiffman et al, 2007). Coca-Cola has built a secret research facility at its headquarters and this shows that the company is aware of the importance of understanding consumer behaviour. Were spending a lot of time trying to understand shopping and shopping psychology, says Joe Tripodi, Coca-Colas chief Marketing Officer (CNBC 2009). It is apparent that Coca-Cola has been able to build an extremely strong brand loyalty for its drinks. Therefore, the company should continue with its innovative strategies and continue its research into why and when people purchase their products. The company should also continue using their websites and peoples blogs to get feedback from consumers about beliefs and feelings towards the companys products and strategies. One caveat for the company is that it should never become arrogant and think that consumers will always have that strong brand loyalty for Coca-Cola. Appendix I SELECTED FINANCIAL DATA Year Ended December 31, (in millions except per share data) 2009 2008 2007 2006 SUMMARY OF OPERATIONS Net operating revenues $30,990 $31,944 $28,857 $24,088 Net income attributable to shareowners of The Coca-Cola Company $6,824 $5,807 $5,981 $5,080 PER SHARE DATA Basic net income $2.95 $2.51 $2.59 $2.16 Diluted net income $2.93 $2.49 $2.57 $2.16 Cash dividends $1.64 $1.52 $1.36 $1.24 BALANCE SHEET DATA Total assets $48,671 $40,519 $43,269 $29,963 Long-term debt $5,059 $2,781 $3,277 $1,314 Appendix II PERFORMANCE AT A GLANCE 2007 2008 2009 22.7 23.7 24.4 UNIT CASE VOLUME (in billions) 2007 2008 2009 $7,252 $8,446 $8,231 OPERATING INCOME BEFORE INTEREST TAXES (in millions) 2007 2008 2009 $7,150 $7,571 $8,186 OPERATING CASH FLOW (in millions)

Myths About Embryonic Stem Cell Research :: Argumentative Persuasive Topics

Myths About Embryonic Stem Cell Research Myth: "Human life begins in the womb, not the Petri dish" Reality: Actually, it usually begins in the fallopian tube, but it can also begin in a Petri dish. The testimony of modern science is clear on this point: "At the moment the sperm cell of the human male meets the ovum of the female and the union results in a fertilized ovum (zygote), a new life has begun." Considine, Douglas (ed.). Van Nostrand's Scientific Encyclopedia. 5th edition. New York: Van Nostrand Reinhold Company, 1976, p. 943. See Moore, Keith L. Essentials of Human Embryology. Toronto: B.C. Decker Inc, 1988, p.2; Dox, Ida G. et al. The Harper Collins Illustrated Medical Dictionary. New York: Harper Perennial, 1993, p. 146; Sadler, T.W. Langman's Medical Embryology. 7th edition. Baltimore: Williams & Wilkins 1995, p. 3; Carlson, Bruce M. Patten's Foundations of Embryology. 6th edition. New York: McGraw_Hill, 1996, p. 3. The issue is not whether human life is present, but how society ought to treat it. Even President Clinton's bioethics advisors said: "We believe most would agree that human embryos deserve respect as a form of human life..." - National Bioethics Advisory Commission on stem cell research, September 1999 (emphasis added) "Stem cell research" refers to research using stem cells that come from embryos or other sources, such as adult tissue, placentas, or umbilical cord blood. The only way to obtain embryonic stem cells, however, is to kill the living human embryo. The embryos killed for their stems cells are about a week old and have grown to about 200 cells. Embryonic stem cells have not helped a single human patient, while adult stem cells and similar ethically acceptable alternatives have helped hundreds of thousands. Myth: "Excess embryos are going to be discarded anyway" Reality: Not necessarily. Today, parents can preserve "excess" embryos for future pregnancies as well as donate them to other couples. Under proposed NIH guidelines, parents will be asked to consider having them destroyed for federally-funded research instead. In a recent study, 59% of parents who initially planned to discard their embryos after three years later changed their minds, choosing another pregnancy or donation to infertile couples. New England Journal of Medicine, July 5, 2001. With the NIH guidelines, these embryos might have already been destroyed. Myths About Embryonic Stem Cell Research :: Argumentative Persuasive Topics Myths About Embryonic Stem Cell Research Myth: "Human life begins in the womb, not the Petri dish" Reality: Actually, it usually begins in the fallopian tube, but it can also begin in a Petri dish. The testimony of modern science is clear on this point: "At the moment the sperm cell of the human male meets the ovum of the female and the union results in a fertilized ovum (zygote), a new life has begun." Considine, Douglas (ed.). Van Nostrand's Scientific Encyclopedia. 5th edition. New York: Van Nostrand Reinhold Company, 1976, p. 943. See Moore, Keith L. Essentials of Human Embryology. Toronto: B.C. Decker Inc, 1988, p.2; Dox, Ida G. et al. The Harper Collins Illustrated Medical Dictionary. New York: Harper Perennial, 1993, p. 146; Sadler, T.W. Langman's Medical Embryology. 7th edition. Baltimore: Williams & Wilkins 1995, p. 3; Carlson, Bruce M. Patten's Foundations of Embryology. 6th edition. New York: McGraw_Hill, 1996, p. 3. The issue is not whether human life is present, but how society ought to treat it. Even President Clinton's bioethics advisors said: "We believe most would agree that human embryos deserve respect as a form of human life..." - National Bioethics Advisory Commission on stem cell research, September 1999 (emphasis added) "Stem cell research" refers to research using stem cells that come from embryos or other sources, such as adult tissue, placentas, or umbilical cord blood. The only way to obtain embryonic stem cells, however, is to kill the living human embryo. The embryos killed for their stems cells are about a week old and have grown to about 200 cells. Embryonic stem cells have not helped a single human patient, while adult stem cells and similar ethically acceptable alternatives have helped hundreds of thousands. Myth: "Excess embryos are going to be discarded anyway" Reality: Not necessarily. Today, parents can preserve "excess" embryos for future pregnancies as well as donate them to other couples. Under proposed NIH guidelines, parents will be asked to consider having them destroyed for federally-funded research instead. In a recent study, 59% of parents who initially planned to discard their embryos after three years later changed their minds, choosing another pregnancy or donation to infertile couples. New England Journal of Medicine, July 5, 2001. With the NIH guidelines, these embryos might have already been destroyed.

The History of Computers :: Computers Technology Essays

The History of Computers Computers have been around for quite some time and were developed over many years with contributions from philosophers, inventors, engineers, mathematicians, physicists, technicians, visionaries, and scholars. The first computers were calculating machines and over time evolved into the digital computers as we know them today. It has taken over 180 years for the computer to develop from an idea in Charles Babbage head into an actual computer developed today by many different companies. Therefore, it was a long and tedious path in order to make the computer into what we now use today. Before computers, people had to do calculations using such tools as a Chinese abacus or a slide rule to work out problems by hand. One day in 1821, Charles Babbage decided that he didn feel like working out tedious mathematics problems anymore and wanted to compute numbers using what he called a machine with steam(Palfreman and Swade 16). For the next ten or so years Babbage worked on designing the Difference Engine, however it was never built as it would have weighed several tons and taken entirely too many parts to put together. A few years later, Babbage came up with the Analytical Engine, which he designed to do arithmetic operations. This machine was programmable and the information was stored on punch cards (Palfreman and Swade 20). Charles Babbage never did get to build one of his machines, however, his son Henry Babbage built a machine, which was based on his father ideas. The next step in the development of computers was commercial machines. In the early 1820, Thomas de Colmar came up with the first successful commercial calculator, called the arithmometer, and it was able to perform the four basic arithmetic functions (Palfreman and Swade 22). The next progression of computers came in 1896, when the U.S. Census Bureau could not keep up with the reading and organizing of their surveys. Herman Hollerith invented the electric tabulating system, which could read the data in coded punched cards (Palfreman and Swade 24). During, the 1930, there were two main sub-divisions in the computer world, the calculator industry and the office machine industry.

Masque Of The Red Death :: essays research papers

In "The Masque of the Red Death", Poe leads one event into another often. He uses much symbolism, and in the paragraphs below, I will show you it. In the first couple of paragraphs however, I will summarize the plot and state the theme. In this plot, Poe begins by talking about the Red Death, basically setting the stage for later events in the story. Then, he talks about Prince Prospero, which tells the reader that Prospero and the Red Death will have a conflict later in the story. Next, Poe gives a short summary of the setting, and also mentions that the "Red Death" was not there. After this, Poe gives a description of the rooms. The first room had blue ornaments and windows. Poe then makes each room darker until he gets to the seventh, which is black. This shows that death is coming to Prospero. Also, in the seventh room, the windows are blood red, which also shows that the "Red Death" is coming. Also, the ebony clock keeps on ticking, which is slowly setting up the conflict, Prince Prospero vs. "The Red Death." Also, the color of the wood is also symbolic. Ebony is black, so again death is symbolized. At the end, or conclusion, the clock strikes 12, and "The Red Death" makes its appearance, and kills Prospero. In the plot, I believe that the talking about the Red Death and Prospero is the introduction, because it introduced the two big influences in the story. I also think that the descriptions of the rooms is the rising action, because it gives the setting for the conflict. The conflict is Prospero trying to avoid the Red Death, which is man vs. nature. The falling action in the story is when Prospero is caught by the Red Death, and the conclusion is that he is dead. The theme of the story is that you cannot escape death no matter how hard

Annual Report

A N N U A L R E PO RT 2 01 1 2011 was the year in which Carlsberg Malaysia moved boldly forward. With the successful execution of the new global positioning and bold new packaging, we reinforced the leading position of our ? agship brand, Carlsberg Green Label, and strengthened our extensive premium beer range to emerge as a stronger multi-brand portfolio company. Through enhancing operational ef? ciencies and advancing people empowerment efforts, we made great strides forward on the operational front and delivered pro? table, sustainable growth. moving boldly†¦ orward We strive to become the preferred partner of our customers and the preferred choice of our consumers by offering a dynamic portfolio of beverage brands Annual Report 2011 1 What’s Inside 2 3 4 12 18 20 22 24 52 58 61 68 Carlsberg Malaysia Group of Companies 2011 Achievements Chairman’s Address Review of Operations by Managing Director Review of Carlsberg Singapore’s Operations Management Team Management Team Pro? le Brand Portfolio Financial Summary Directors’ Pro? le Statement of Corporate Governance Statement of Internal Control and Corporate Risk Management 1 Audit Committee Report 76 Responsibility Statement 77 136 137 138 140 141 142 Financial Statements by the Board of Directors Carlsberg Malaysia’s Sales Of? ces Particulars of Group Properties Analysis of Shareholdings Material Contracts List of Recurrent Related Party Transactions Notice of 42nd Annual General Meeting Form of Proxy 151 Corporate Information 2 Carlsberg Brewery Malaysia Berhad (9210-K) Carlsberg Malaysia Group* Manufacturing of beer, stout and other malt related beverages: Sales and distribution of beer, stout, wines, spirits and other beverage products are done via the following subsidiaries:Singapore Carlsberg Singapore Pte Ltd Shareholding: 100% KEY BRANDS: Carlsberg Green Label, CARLSBERG BREWERY MALAYSIA BERHAD KEY BRANDS MANUFACTURED (INCLUDING LICENSED PRODUCTS): Carlsberg Gre en Label, Carlsberg Gold, Carlsberg Special Brew, Danish Royal Stout, SKOL, SKOL Super, Connor’s Stout, Asahi Super Dry, Jolly Shandy, Nutrimalt. Malaysia †¢ Carlsberg Marketing Sdn Bhd Shareholding: 100% KEY BRANDS: Carlsberg Green Label, Carlsberg Gold, Danish Royal Stout, Kronenbourg 1664, Kronenbourg Blanc, SKOL, Corona Extra. Presence in Sri Lanka market via the following associated company:Carlsberg Gold, Carlsberg Special Brew, Danish Royal Stout, SKOL, SKOL Super, Connor’s Stout, Kronenbourg 1664, Kronenbourg Blanc, Corona Extra, Asahi Super Dry, Jolly Shandy, Nutrimalt. Sri Lanka Lion Brewery (Ceylon) PLC Shareholding: 24. 6% KEY BRANDS MANUFACTURED, SOLD AND DISTRIBUTED: Carlsberg Green †¢ Luen Heng F & B Sdn Bhd Shareholding: 70% KEY BRANDS: Hoegaarden, Stella Artois, Budweiser, Foster’s, Erdinger, Leffe, Beck’s, Savanna, and numerous other wine and spirit brands. Label, Lion Lager, Lion Stout, Carlsberg Special Brew, Lion Strong Beer . * Carlsberg Malaysia† or â€Å"The Group† Annual Report 2011 3 2011 Achievements First ever Carlsberg Group Cash Race Prize for Asia For the very ? rst time for an Asian market, Carlsberg Malaysia won the Carlsberg Group’s Cash Race Prize. The prize was a result of the signi? cant improvements delivered by Carlsberg Malaysia following a renewed focus on capital management in the Asian region. Carlsberg Group Award for Community Engagement Carlsberg Malaysia was named winner of the Carlsberg Group’s ‘We are Engaged with Society’ Award at the CEO Conference in Kiev, Ukraine in June 2011.Carlsberg Malaysia won this award for impacting hundreds of schools, institutions and communities through its education fundraising platforms. Asia Responsible Entrepreneurship Awards (AREA) 2011 Counted among the top three exemplary companies in Asia, Carlsberg Malaysia received the Asia Responsible Entrepreneurship Awards (AREA) 2011 in the category of Social Empowerment. Second Gold at the Putra Brand Awards 2011 Carlsberg for the second consecutive year won Gold at the Putra Brand Awards – Alcoholic Beverage category.Organised in association with the Malaysia’s Most Valuable Brands, the Putra Brand Awards is a brand valuation exercise that recognises brands that are near and dear to the hearts of Malaysians. Thirteenth Gold Award at the Reader’s Digest Trusted Brand Awards 2011 The Carlsberg brand was voted the Gold winner at the Reader’s Digest Trusted Brand Awards for the 13th consecutive year. Recognised as one of the most representative and objective branding surveys in the region, the Reader’s Digest survey was carried out in eight markets across South East Asia. Carlsberg came up as the preferred brew. 4Carlsberg Brewery Malaysia Berhad (9210-K) Annual Report 2011 5 Chairman’s Address The Group turned in a pro? t after tax of RM167. 4 million, a 24. 8% growth in comparison to pro? t afte r tax of RM134. 1 million in 2010. Dear Shareholders, Carlsberg Malaysia delivered another year of strong growth on the back of commendable ? nancial and operational performance in 2011. In line with our annual report theme â€Å"Moving Boldly Forward†, the entire organisation worked diligently to reinforce the leading position of our jewel in the crown, Carlsberg Green Label, whilst strengthening our extensive premium beer range.Today, having emerged as a multi-brand portfolio company focused on delivering sustainable revenue and earnings growth, Carlsberg Malaysia is a much stronger contender in the Malt Liquor Market. On behalf of the Board of Directors, it is my pleasure and privilege to present the Annual Report and Audited Financial Statements of Carlsberg Brewery Malaysia Berhad for the ? nancial year ended 31 December 2011. A Weaker Operating Environment The year 2011 saw the global economy registering a relatively weaker performance as compared to the preceding year. The slower growth was attributable to unprecedented political turmoil in the Middle East and North Africa, a series of massive natural disasters around the globe, and the crises that hit the advanced economies. On the Malaysian front, domestic demand remained resilient in 2011, with private consumption remaining robust, underpinned by a healthy labour market and ? rm commodity prices. The Government’s ? scal and monetary policies remained accommodative and supported growth during the year. Malaysia registered lower GDP growth of 5. 1% in 2011 as compared to GDP growth of 7. 2% registered the year before. Robust Financial PerformanceAgainst this backdrop, the Carlsberg Malaysia Group continued to grow in line with the market to take a healthy market share in the premium segment. In 2011, Carlsberg Malaysia generated revenue amounting to RM1. 5 billion, an 8. 9% increase over the preceding year’s RM1. 4 billion. The Group turned in a pro? t after tax of RM167. 4 million, a 24. 8% growth in comparison to pro? t after tax of RM134. 1 million in 2010. Our strong performance came on the back of the successful roll out of 2011’s global Carlsberg brand packaging revamp and innovative consumer promotions under a new global brand tagline, â€Å"That Calls for a Carlsberg†. Carlsberg Brewery Malaysia Berhad (9210-K) Chairman’s Address Our subsidiary Carlsberg Singapore Pte Ltd (CSPL) and associate company, Lion Brewery Ceylon PLC, too delivered double digit growth in revenue and earnings for 2011. The Group also made strong inroads into the premium beer segment by leveraging the strengths of subsidiary Luen Heng F & B Sdn Bhd (LHFB) and its impressive super premium beer range. Additionally, cost ef? ciencies were optimised with strong operational synergies between our Malaysian and Singaporean businesses. Raising the Bar on Performance During 2011, we took many initiatives to improve performance.On the consumer and customer fronts, our teams worked hard to reinforce and promote the Carlsberg brand via exclusive and engaging brand experiences. Carlsberg’s position as Malaysia’s leading beer brand was reaf? rmed when it was selected for the coveted Gold Award at the 2011 Putra Awards. We were also accorded the Most Trusted Brand by Reader’s Digest readers in Malaysia and Asia for the 13th consecutive year, the only brand in the beer category to receive this. To reaf? rm our position at the forefront of product innovation, we focused our efforts on driving our beer brands.We brought new drinking experiences to our consumers and pursued beverage opportunities that reinforced our core competencies and infrastructure. We continued to tap LHFB’s impressive super premium beer portfolio comprising the No. 1 imported beer, Hoegaarden, as well as the fast growing Asahi, Erdinger and Budweiser brands. We also went on to invest in the Carlsberg Group-owned premium brands Kronenbourg 1664 and Kronenb ourg Blanc, while acquiring the rights to locally manufacture, sell and distribute Asahi Super Dry, the No. 1 beer from Japan.The growth of all these brands did much to bolster our position in the super premium beer segment. We also revitalised the SKOL Brand and re-energised the Danish Royal Stout brand so as to cater for different consumer segments and needs. Shareholder Value Creation In line with our commitment to delivering value to our shareholders and after considering the Group’s funding requirements, the Board of Directors is pleased to propose the distribution of 100% of the Group’s 2011 pro? ts. The Board of Directors is recommending a ? nal and special dividend of 65. 5 sen per ordinary share of RM0. 0 less Malaysian income tax and a special tax exempt dividend of 2. 0 sen per ordinary share of RM0. 50. Together with the interim gross dividend of 5. 0 sen per ordinary share of RM0. 50, the total gross dividend for the ? nancial year 2011 is 72. 5 sen per or dinary share of RM0. 50 (2010: total gross dividend of 58. 0 sen per ordinary share of RM0. 50). The ? nal and special dividends and tax exempt dividend will be tabled for shareholders’ approval at the coming annual general meeting on 26 April 2012. The Group continues to prioritise ef? ciency improvements and people development efforts.In 2011, we continued to optimise our cost structure and asset base by leveraging both global and local initiatives as well as the strong operational synergies between our Malaysian and Singapore businesses. The establishment of a Continuous Improvement (CI)-LEAN Programme empowered shop ? oor employees to improve the way things were done and deliver respectable ef? ciency improvements and cost savings. On the people front, we set out to inculcate a performance culture and leadership culture based on trust, ownership and diversity. All these efforts led to renewed employee con? ence in Carlsberg Malaysia as a company. Responsible Corporate Pra ctices Carlsberg Malaysia remains committed to growing pro? tably in a responsible manner. To this end we have integrated responsible corporate practices into our total business operations and value chain to drive pro? table, sustainable growth. I am pleased to announce that Carlsberg Malaysia has developed a new format Corporate Social Responsibility (CSR) Report which provides insights into the tangible outcomes we are delivering in the areas of the Marketplace, Community, Workplace and Environment.Our stand alone CSR Report underscores Carlsberg Malaysia’s commitment to good CSR practices as well as re? ects how deeply ingrained these elements are within our people and businesses. Annual Report 2011 7 Our strong performance came on the back of the successful roll out of 2011’s global Carlsberg brand packaging revamp and innovative consumer promotions under a new global brand tagline, â€Å"That Calls for a Carlsberg†. We are committed to elevating the wellbei ng of communities under our guiding principle â€Å"Sharing with the Community Unconditionally. 2011 saw us continuing to roll out our ? agship charity campaign â€Å"Top Ten† which entered its 25th year in 2011. One of the most established and transparent fund raising platforms for Chinese education, Top Ten successfully raised RM20 million in 2011. All in all, this popular initiative has raised more than RM369 million for 588 Chinese schools and institutions nationwide to date. In 2011, we also set out to strengthen our ties to Tamil education by introducing the English Essentials and Back to School projects for students from Tamil schools in Peninsular and East Malaysia.For our efforts, Carlsberg Malaysia won an award in the Social Empowerment category of the Asia Responsible Entrepreneurship Awards (AREA) 2011. We were also accorded the Carlsberg Group’s â€Å"We are Engaged with Society† Winning Behaviours Award 2010. Going forward, we remain committed to supporting the Government’s Economic Transformation Programme (ETP) and Malaysia’s ambition of becoming a developed and high income nation by 2020. We will align our objectives to support the ETP and other economic priorities particularly through focusing our efforts in the tourism, distributive trade and expatriate sectors.We are already indirectly supporting the Government’s tourism efforts through our support of major sports, food and fashion events. As we move boldly but cautiously forward into yet another challenging year, the Board of Carlsberg Malaysia remains committed to delivering pro? table, sustainable growth. Pro? tability will be driven by Malaysia’s leading beer brand, Carlsberg Green Label, and supported by a strong premium brand portfolio. We have set our sights on becoming the country’s most vibrant portfolio company in the near future and will undertake aggressive but prudent strategies to get us there quickly.Operationally, we w ill continue to optimise cost ef? ciencies and capacity utilisation in the brewery as well as leverage continuous improvement initiatives to deliver robust operational performance. On the people front, we will continue to invest in this key asset by inculcating a strong performance culture. All these, among other measures, will ensure that Carlsberg Malaysia continues to make strong progress. In Appreciation On behalf of Carlsberg Malaysia’s Board of Directors, I wish to express my utmost gratitude to our management team and staff for their unyielding loyalty, hard work and commitment to excellence.The successes of 2011 came on the back of their relentless focus and efforts. Our heartfelt appreciation goes to all our other stakeholders, including our distributors, suppliers, customers and consumers. Thank you for your unwavering support of the Group all these years. It is with great sadness that I take this opportunity to record the tremendous contribution to the Group over m any years by our late Deputy Managing Director, Dato’ Chin Voon Loong who passed away on 16 March 2012.I would also like to express my sincere appreciation to my colleagues on the Board for their wise counsel and guidance. Last but not least, my deep gratitude to our shareholders for your continued support and steadfast con? dence in Carlsberg Malaysia. We look forward to pursuing new heights of excellence and creating strong shareholder value as we stride con? dently forward into 2012. Thank you. Moving Boldly Forward The economic environment is expected to remain challenging in 2012 and this is expected to affect Malaysia particularly in terms of exports.However, the country is expected to be supported by resilient domestic demand, supported primarily by the continued expansion of private sector activity. Public sector expenditure too is expected to lend strong support to Malaysia’s overall growth performance. Given this outlook, the Carlsberg Malaysia Group welcomes the Malaysian Government’s prudent stand to not further increase excise duties for beer and stout in 2012 as Malaysia’s duties are already the second highest in the world. Dato’ Lim Say Chong Chairman Shah Alam 4 April 2012 Carlsberg Brewery Malaysia Berhad (9210-K) Ucapan Pengerusi Para pemegang saham yang dihormati, Carlsberg Malaysia telah menyampaikan satu lagi tahun pertumbuhan yang kukuh berlandaskan prestasi kewangan dan operasi yang baik dalam 2011. Selaras dengan tema laporan tahunan kami â€Å"Melangkah ke Hadapan dengan Penuh Keyakinan† (â€Å"Moving Boldly Forward†), seluruh organisasi telah bejerka dengan gigih bagi mengukuhkan kedudukan jenama terulung kami, Carlsberg Green Label, sementara memperkukuhkan rangkaian bir premium meluas kami.Hari ini, setelah muncul sebagai sebuah syarikat portfolio pelbagai jenama yang menumpu pada penyampaian pertumbuhan pendapatan dan perolehan yang mampan, Carlsberg Malaysia kini adalah pencabar yan g lebih mantap dalam Pasaran Arak Malt. Bagi Pihak Lembaga Pengarah, saya berbesar hati dan dengan hormatnya membentangkan Laporan Tahunan dan Penyata Kewangan Beraudit Carlsberg Brewery Malaysia Berhad untuk tahun kewangan berakhir 31 Disember 2011. Prestasi Kewangan yang Teguh Dengan latar belakang ini, Kumpulan Carlsberg Malaysia terus berkembang selaras dengan pasaran untuk meraih agihan pasaran yang agak baik dalam segmen premium.Pada 2011, Carlsberg Malaysia telah mencatat pendapatan berjumlah RM1. 5 bilion, satu peningkatan sebanyak 8. 9% berbanding RM1. 4 bilion pada tahun sebelumnya. Kumpulan telah merekodkan keuntungan selepas cukai berjumlah RM167. 4 juta, satu peningkatan sebanyak 24. 8% berbanding keuntungan selepas cukai sebanyak RM134. 1 juta dalam 2010. Prestasi mantap kami dicapai melalui pelaksanaan yang berjaya pengubahsuaian pembungkusan jenama Carlsberg global pada tahun 2011 serta promosi pengguna yang inovatif di bawah slogan jenama global baru, â€Å"That Ca lls for a Carlsberg. Syarikat subsidiari kami Carlsberg Singapore Pte Ltd (CSPL) dan syarikat bersekutu, Lion Brewery Ceylon PLC, juga menyampaikan pertumbuhan angka berganda dalam pendapatan dan perolehan untuk 2011. Kumpulan juga telah mengorak langkah yang mantap ke dalam segmen bir premium dengan memanfaatkan keteguhan subsidiari Luen Heng F & B Sdn Bhd (LHFB) dan rangkaian bir premiumnya yang amat mengagumkan. Tambahan lagi, keberkesanan kos telah dioptimumkan melalui sinergi operasi yang kukuh di antara perniagaan kami di Malaysia dan Singapura. Meningkatkan Tahap PrestasiKami telah mengambil pelbagai inisiatif untuk meningkatkan prestasi dalam tahun 2011. Dari segi pengguna dan pelanggan, pasukan kami telah berusaha dengan gigih untuk memperkukuh dan mempromosikan jenama Carlsberg melalui pengalaman jenama yang eksklusif dan menawan. Kedudukan Carlsberg sebagai peneraju jenama bir di Malaysia telah disahkan semula apabila ia dipilih untuk menerima Anugerah Emas terkemuka di A nugerah Putera 2011. Kami juga telah menerima anugerah Jenama Paling Dipercayai oleh para pembaca Reader’s Digest di Malaysia dan Asia untuk 13 tahun berturut-turut, satusatunya jenama dalam kategori bir untuk mendapat penganugerahan ini.Bagi mengesahkan lagi kedudukan kami sebagai peneraju dalam inovasi produk, kami menumpukan usaha kami terhadap pemacuan jenama bir kami. Kami memperkenalkan pengalaman meminum yang baru kepada pengguna kami dan mengejar peluang minuman yang memperkukuhkan kecekapan teras dan infrastruktur kami. Kami juga terus mempergunakan portfolio bir amat premium LHFB yang mengagumkan yang termasuk bir diimport Nombor 1, Hoegaarden, serta jenama-jenama yang pesat tumbuh seperti Asahi, Erdinger dan Budweiser.Kami juga melabur dalam jenama premium yang dimiliki Kumpulan Carlsberg, iaitu Kronenbourg 1664 dan Kronenbourg Blanc, sementara memperoleh hak mengeluarkan secara tempatan, menjual dan mengedar bir Nombor 1 dari Negara Jepun, Asahi Super Dry. Pertumb uhan kesemua jenama ini telah menyumbang dengan ketaranya dalam meningkatkan kedudukan kami dalam segmen bir amat premium. Kami juga telah mengaktifkan semula Jenama SKOL dan menggiatkan lagi jenama Danish Royal Stout bagi memenuhi segmen dan keperluan pengguna yang berlainan.Kumpulan terus mengutamakan usahausaha peningkatan kecekapan dan pembangunan tenaga insan. Pada 2011, kami terus mengoptimumkan struktur kos dan dasar aset kami dengan mengumpil dari kedua-dua inisiatif global dan tempatan serta sinergi operasi yang kukuh di antara perniagaan kami di Malaysia dan Singapura. Penubuhan Program Peningkatan Berterusan (CI)-LEAN (Continuous Improvement (CI)-LEAN Programme) memberi kuasa kepada pekerja di kilang untuk menambahbaikkan cara bekerja dan menyampaikan peningkatan kecekapan serta penjimatan kos yangPersekitaran Operasi yang Lebih Lembap Ekonomi global telah mencatatkan prestasi yang lebih lembap pada tahun 2011 berbanding dengan tahun sebelumnya. Pertumbuhan yang lebih lem bap berpunca daripada kekacauan politik di Timur Tengah dan Afrika Utara yang belum pernah berlaku sebelum ini, pelbagai bencana alam besar-besaran di seluruh dunia dan krisis yang melanda beberapa ekonomi maju. Di Malaysia, permintaan domestik kekal bertahan dalam 2011, dengan penggunaan swasta yang tetap teguh, disandari oleh pasaran tenaga kerja yang mantap dan harga komoditi yang kukuh.Polisi ? skal dan kewangan Kerajaan kekal melengkapi dan menyokong pertumbuhan sepanjang tahun. Malaysia mencatat pertumbuhan Keluaran Dalam Negara Kasar (KDNK) yang lebih rendah sebanyak 5. 1% pada 2011 berbanding dengan pertumbuhan KDNK sebanyak 7. 2% yang dicatat pada tahun sebelumnya. Perwujudan Nilai untuk Pemegang Saham Selaras dengan komitmen kami untuk memberi nilai kepada para pemegang saham kami dan selepas mempertimbangkan keperluan pendanaan Kumpulan, Lembaga Pengarah dengan sukacita ingin mencadangkan pengagihan 100% keuntungan 2011 Kumpulan.Lembaga Pengarah mengesyorkan dividen akhir dan khas bernilai 65. 5 sen setiap saham biasa berharga RM0. 50 ditolak cukai pendapatan Malaysia dan dividen pengecualian cukai khas bernilai 2. 0 sen setiap saham biasa berharga RM0. 50. Bersama dengan dividen kasar interim bernilai 5. 0 sen setiap saham biasa berharga RM0. 50, jumlah dividen kasar untuk tahun kewangan 2011 ialah 72. 5 sen setiap saham biasa berharga RM0. 50 (2010: jumlah dividen kasar bernilai 58. 0 sen setiap saham biasa berharga RM0. 50 sesaham).Dividen akhir dan khas dan dividen pengecualian cukai akan dibentangkan untuk kelulusan pemegang saham di mesyuarat agung tahunan akan datang pada 26 April 2012. Annual Report 2011 9 berkesan. Dari segi tenaga insan, kami telah memperkenalkan satu budaya prestasi dan budaya kepimpinan berdasarkan kepercayaan, pemilikan dan kepelbagaian. Kesemua usaha ini telah membawa kepada penambahan keyakinan kakitangan dalam Carlsberg Malaysia sebagai sebuah syarikat. Melangkah ke Hadapan dengan Penuh Keyakinan Persekitaran ekonomi dijangka akan kekal mencabar pada 2012 dan ini dijangka akan memberi kesan kepada Malaysia terutamanya dari segi eksport.Walau bagaimanapun, negara dijangka akan disokong oleh permintaan domestik yang bertahan, disokong terutamanya oleh aktiviti sektor swasta yang terus berkembang. Perbelanjaan sektor awam dijangka juga akan memberi sokongan kukuh terhadap pertumbuhan prestasi Malaysia secara keseluruhan. Memandangkan tinjauan ini, Kumpulan Carlsberg Malaysia mengalu-alukan langkah hemat Kerajaan Malaysia untuk tidak menaikkan lagi duti eksais bir dan stout pada 2012 memandangkan duti Malaysia kini adalah yang kedua tertinggi di seluruh dunia.Memandang ke hadapan, kami kekal komited untuk menyokong Program Transformasi Ekonomi (Economic Transformation Programme atau ETP) Kerajaan serta cita-cita Malaysia untuk menjadi sebuah negara maju dan berpendapatan tinggi menjelang 2020. Kami akan menjajarkan objektif kami untuk menyokong ETP dan keutamaan ekonomi lain terutamanya dengan menu mpukan usaha kami dalam sektor-sektor pelancongan, perdagangan pengagihan dan ekspatriat. Kami secara tidak langsung telah menyokong usaha Kerajaan dalam sektor pelancongan melalui sokongan kami dalam acara-acara sukan, makanan dan fesyen utama.Dalam usaha kami untuk mengambil langkah yang yakin tetapi berhati-hati ke dalam satu lagi tahun yang mencabar, Lembaga Carlsberg Malaysia kekal komited untuk menyampaikan pertumbuhan yang menguntungkan dan bertahan. Keberuntungan akan didorong oleh jenama peneraju bir utama Malaysia, Carlsberg Green Label, dan disokong oleh satu portfolio jenama premium yang teguh. Kami berhasrat untuk menjadi syarikat portfolio paling cergas di Malaysia pada masa hadapan terdekat dan akan melaksanakan strategi yang agresif tetapi berhemat untuk mencapai matlamat ini dalam masa yang singkat. Amalan Korporat yang BerprihatinCarlsberg Malaysia kekal komited untuk meningkatkan keuntungan dengan cara yang bertanggungjawab. Untuk mencapai matlamat ini, kami telah menyepadukan amalan korporat yang berprihatin ke dalam keseluruhan operasi perniagaan dan rangkaian nilai kami untuk mendorong pertumbuhan keuntungan yang bertahan. Saya sukacita untuk memaklumkan bahawa Carlsberg Malaysia telah membangunkan satu format baru untuk Laporan Tanggungjawab Sosial Korporat (Corporate Social Responsibility atau CSR) yang memberi gambaran ke dalam hasil ketara yang kami akan sampaikan dalam bidang Pasaran, Komuniti, Tempat Kerja dan Alam Sekitar.Laporan CSR lengkap kami menekankan komitmen Carlsberg Malaysia terhadap amalan CSR yang baik serta mencerminkan betapa tertanam dengan kukuhnya elemen-elemen ini di kalangan tenaga kerja dan perniagaan kami. Kami komited untuk mempertingkatkan kesejahteraan komuniti di bawah panduan prinsip kami iaitu â€Å"Berkongsi dengan Komuniti Tanpa Bersyarat. † 2011 menyaksikan penganjuran berterusan kempen amal utama kami iaitu â€Å"Top Ten† yang memasuki tahun ke-25 pada tahun 2011. Salah satu dari platfor m kutipan dana paling mantap dan telus untuk pendidikan Cina, Top Ten telah berjaya mengumpul RM20 juta dalam 2011.Pada keseluruhannya, inisiatif popular ini telah mengumpul lebih RM369 juta untuk 588 buah sekolah dan institusi Cina di seluruh negara sehingga kini. Pada 2011, kami juga telah mengukuhkan pertalian kami untuk pendidikan Tamil dengan memperkenalkan projek Keperluan Penting Bahasa Inggeris dan Kembali ke Sekolah untuk pelajar dari sekolah Tamil di Semenanjung Malaysia serta Sabah dan Sarawak. Untuk usaha kami, Carlsberg Malaysia telah meraih anugerah dalam kategori Pemberian Kuasa Sosial di Anugerah Keusahawanan Bertanggungjawab Asia (Asia Responsible Entrepreneurship Award atau AREA) 2011.Kami juga telah menerima Anugerah Kelakuan Kemenangan â€Å"Kami Terlibat dengan Masyarakat† 2010 Kumpulan Carlsberg. Dari segi operasi, kami akan terus mengoptimumkan kecekapan kos dan penggunaan kapasiti di kilang bir serta mengumpil inisiatif peningkatan berterusan bagi meny ampaikan prestasi operasi yang teguh. Dari segi tenaga insan, kami akan terus melabur dalam aset penting ini dengan memupuk satu budaya prestasi yang kukuh. Kesemua ini, antara langkahlangkah lain, akan memastikan bahawa Carlsberg Malaysia akan terus berkembang dengan mantap.Penghargaan Bagi pihak Lembaga Pengarah Carlsberg Malaysia, saya ingin mengucapkan setinggi-tinggi penghargaan kepada pasukan pengurusan dan kakitangan di atas kesetiaan, kegigihan dan komitmen mereka terhadap kecemerlangan. Kejayaan kami dalam tahun 2011 adalah disebabkan oleh tumpuan dan usaha gigih mereka. Penghargaan tulus ikhlas kami juga adalah untuk semua pemegang kepentingan kami, termasuk pengedar, pembekal, pelanggan dan pengguna kami. Terima kasih di atas sokongan setia anda kepada Kumpulan sepanjang semua tahun-tahun ini.Dengan kesedihan yang amat mendalam, saya ingin mengambil kesempatan ini untuk merakamkan sumbangan yang besar yang telah diberikan kepada Kumpulan selama bertahun-tahun oleh Timbala n Pengarah Urusan kami, Allayarham Dato’ Chin Voon Loong, yang meninggal dunia pada 16 Mac 2012. Saya juga ingin merakamkan penghargaan ikhlas kepada rakan-rakan saya dalam Lembaga Pengarah atas nasihat dan bimbingan meraka. Akhir sekali, saya amat berterima kasih kepada pemegang saham kami atas sokongan berterusan dan keyakinan teguh mereka terhadap Carlsberg Malaysia.Kami berhasrat untuk mencapai tahap kecemerlangan yang lebih tinggi serta mewujudkan nilai pemegang saham yang lebih kukuh ketika kami melangkah dengan penuh keyakinan untuk menghadapi tahun 2012. Terima kasih. Dato’ Lim Say Chong Pengerusi Shah Alam 4 April 2012 10 Carlsberg Brewery Malaysia Berhad (9210-K) Annual Report 2011 11 Annual Report 2011 13 Review of Operations by Managing Director We bolstered the leading position of our ? agship brand, Carlsberg Green Label, and strengthened our extensive premium beer range to emerge a stronger multi-brand portfolio company.The Year of Moving Boldly Forward 2011 was a year in which Carlsberg Malaysia moved boldly forward on all fronts. We turned in commendable ? nancial performance and delivered pro? table, sustainable growth. We bolstered the leading position of our ? agship brand, Carlsberg Green Label, and strengthened our extensive premium beer range to emerge a stronger multibrand portfolio company. We continued to make strong strides forward on the operational front, enhancing operational ef? ciencies and advancing people empowerment efforts.On top of all these, we continued to integrate impactful corporate responsibility initiatives throughout the value chain with the aim of growing the Group in a responsible manner. I am pleased to say all these measures reinforced our position and taking us to greater heights in Malaysia’s Malt Liquor market. promotions under the new global brand tagline â€Å"That Calls for a Carlsberg† that is now aligned in over 140 countries. To drive pro? table, sustainable growth, we set ou r sights on channels with higher growth potential and supported these efforts with the right brand mix in each channel.These measures, together with productivity improvements in the supply chain, as well as enhanced sales and marketing cost ef? ciencies, boosted our margins. Luen Heng F & B Sdn Bhd (LHFB) once again experienced strong growth momentum on the back of a double digit growth in beer volumes to register an increase of 45. 5% in pro? t after taxes. Delivering Profitable, Sustainable Growth The year in review saw Group pro? t after tax grew by 24. 8% on the back of an 8. 9% increase in revenue in comparison to 2010.This strong performance was attributable to the successful roll out of 2011’s global Carlsberg brand packaging revamp and innovative consumer 14 Carlsberg Brewery Malaysia Berhad (9210-K) Review of Operations by Managing Director Aside from the strong performance of our Malaysian operations, our fully owned subsidiary, Carlsberg Singapore Pte Ltd (CSPL) an d associate company, Lion Brewery Ceylon PLC, also delivered impressive results with double digit growth in revenue and earnings for 2011. CSPL turned in its third consecutive year of on-target growth delivering an 11. % increase in revenue and 47. 2% rise in pro? t after tax as compared to the preceding year’s results. This performance was mainly attributable to continued robust volume growth in line with the buoyant beer market in Singapore as well as revenue growth driven by a strengthened premium brand portfolio. Products and Innovation Lever: Tap Two Key Drivers to emerge a Stronger Multi-Brand Portfolio Company Perfecting the Jewel in Our Crown To bring about strong portfolio development in 2011, we leveraged our ? rst key driver which called for us to strengthen the Carlsberg Green Label brand.Deciding that it was time to go bolder and bigger and to take greater risks than before, we leveraged on the global revamp of the Carlsberg Green Label brand and undertook our ow n major makeover in Malaysia. As a result of our efforts, Carlsberg Green Label strengthened its leading position as the most preferred brand among all drinkers in Malaysia. One out of every two drinkers voted Carlsberg as their preferred brand based on consumer research undertaken by independent international research agency, Millward Brown. Carlsberg Green Label’s position as Malaysia’s leading beer brand was further reaf? med when it was awarded the coveted Gold recognition at the 2011 Putra Awards as well as the â€Å"Most Trusted Brand† by Reader’s Digest readers in Malaysia and Asia for the 13th consecutive year. Continuing to Walk Our Talk In 2011, we began to see a de? nite mindset change within the organisation from a focus on short-term volume to a focus on pro? ts, as well as a shift from a focus on one brand to a focus on a diverse portfolio of brands. We successfully leveraged on this mind-set change, together with our Stand, â€Å"Thirst fo r Great,† and the ? ve key strategic levers to raise the bar on performance and deliver as promised in 2011.Capturing New Ground in the Premium Segment We also decided that we had to be bold enough to say that we needed to ? ank the Carlsberg Green Label brand with the fast growing premium segment. As such, our second key driver saw us continuing to tap into LHFB’s impressive super premium beer portfolio which successfully bolstered our position in the premium beer segment. We also went on to invest in the newly launched Carlsberg Group-owned premium brands – Kronenbourg 1664 and the Kronenbourg Blanc wheat beer variant, both of which have shown great potential in the super premium segment.In December 2011, we were awarded the rights to locally manufacture, sell and distribute one of Asia’s fastest growing premium beers – Asahi Super Dry. These brands optimise our product mix and complement our existing premium beer portfolio. Consumers and Customer s Lever: Engage Audiences and Build Brand Equity Actively Engaging with Our Business Partners In 2011, we rolled out the pilot New Generation Distributor Model (NGDM) which aims to ensure the seamless integration of our sales employees and valued business partners so that consumers are served in the best manner possible.Via the NGDM initiative, we aim to transform our traditional distributors to become our trusted strategic partners. Two distributors were selected for the initial programme which showed very encouraging results and we will be replicating these efforts with other distributors. Annual Report 2011 15 To foster closer engagement with our trade partners, we invested in a new nationwide trade programme known as the ‘A’ Class Experience (ACE) Programme, which comprises a series of educational and practical training sessions aimed at assisting F&B operators to raise the bar in meeting the increasingly sophisticated needs of today’s customers.We commission ed Taylor’s University’s Centre for Continuing Professional Education to design the ACE training modules. Through providing solid training followed up by visits to trade outlets to measure their performance, we continue to build goodwill and a strong af? nity with our trade partners. Building Brand Equity among Consumers Nationwide promotions and big-scale consumer activation initiatives further strengthened the brand equity of Carlsberg Green Label and made good inroads among target consumers.With the Malaysian operations producing the volume for Singapore today, we are utilising our cost base a lot more ef? ciently and are reaping the bene? ts with a much higher production volume. The Malaysian operations have in essence managed to assimilate the Singapore business with no additional operational costs. Implementing CI-LEAN Effectively We continued to focus on CI-LEAN Programme in 2011 and empowered our people to make tangible improvements on the shop ? oor, all of wh ich helped to optimise cost and production ef? ciencies.The LEAN philosophy revolves around identifying and eliminating nonvalue-adding activities in production, supply chain management and customer interactions. 2011’s CI-LEAN achievements included maintaining our cost per Hectolitre despite increase in raw material prices; a record increase in production volume without signi? cant capital expenditure on machinery and equipment; a substantial savings of RM6. 0 million from cost optimisation activities; a lower dependency on treated water and natural gas from external sources; a savings of RM3. million from our 3R (reduce, reuse and recycle) measures; as well as ef? ciency improvements from better back-end operations especially in the area of logistics. In 2011, we began to see a de? nite mind-set change within the organisation from a focus on short-term volume to a focus on pro? ts, as well as a shift from a focus on one brand to a focus on a diverse portfolio of brands. Eff iciency Lever: Drive Strong Operational Synergies and Optimise Cost Efficiencies Tapping the Bene? s of Integration In 2011, we continued to make the most of the good operational synergies between our Malaysian and Singaporean operations to further optimise cost ef? ciencies. Following the full integration of the Singapore operations into the Malaysia operations, we continue to realise signi? cant operational enhancements across all functions. 16 Carlsberg Brewery Malaysia Berhad (9210-K) Review of Operations by Managing Director 2012 will also be another exciting year for our consumers and they can expect a host of programmes and campaigns to come their way.A key campaign would involve Carlsberg Green Label being the of? cial beer for the Euro 2012. People Lever: Nurture Great People and Build Our Capabilities Initiatives to Nurture Our Workforce 2011’s initiatives focused on raising the leadership capability of our people through leadership coaching training workshops, one- on-one coaching sessions and a mentoring system. We also launched the Carlsberg Sales Academy (CSA) to help create more structured training and development opportunities as well as a career map for new Sales hires.As part of the our Company’s succession planning strategy, our â€Å"high-potentials† (HiPos) continued under the Carlsberg Accelerated Leader Development Programme (ALDP) which will see them moving into international leadership positions within the Group over time. Introducing the Thirst for Great Hour and Moments As part of our efforts to build Great People, Great Brands and Great Performance as well as to strengthen employee pride in being part of the Carlsberg Family, we introduced the Thirst for Great Carlsberg Hour in 2011.This platform, which aims to get all employees to participate in Great Moments that will help inculcate Carlsberg’s core values and culture among them, as well as unite and motivate them. Gauging Employee Satisfaction The Thirs t for Great initiatives and the communication around it had certainly helped boost employees’ con? dence as re? ected in the latest MyVoice employee attitude survey. 2011’s survey garnered a 100% response rate and re? ected a dramatic improvement in employee con? dence (from two years ago) about being part of the Carlsberg Group, the Group’s direction, and the effectiveness of our senior management.We achieved an Employee Engagement score of 80%, a four percentage point improvement from 2009 results. These encouraging results are testament that our efforts to embed our shared values in our work culture are bearing fruit. Structure and Society Lever: Give Back to Society Unconditionally Making Strong Inroads with Top Ten and English Essentials We continued our strong focus on Carlsberg Malaysia’s ? agship charity campaign, Top Ten, which entered its 25th year in 2011, and in the same year, approximately RM20 million was successfully raised for the developm ent of Chinese education.For our efforts, Carlsberg Malaysia won an award in the Social Empowerment category of the Asia Responsible Entrepreneurship Awards (AREA) 2011. At the 2011 Carlsberg CEO conference in Kiev, Ukraine, we were also accorded the â€Å"We are Engaged with Society† Winning Behaviours Award 2010. Annual Report 2011 17 August 2011 saw the maiden launch of Carlsberg Malaysia’s English Essentials programme for Tamil schools in the states of Penang, Perak, Selangor and Johor. Endorsed by the Tamil School Headmasters’ Council, the programme provides school children and teachers at Tamil-medium schools the opportunity to improve their knowledge and pro? iency of the English language. Ensuring Responsible Drinking The Enjoy Responsibly pilot programme was also introduced in 2011 to educate employees and consumers about the need for responsible drinking. Employing four stands – Be Safe, Be in Control, Drink Smart and Drink Responsibly – the Enjoy Responsibly campaign was introduced at selected events such as our â€Å"Where’s the Partyâ„ ¢? † and â€Å"Malaysia’s Own Oktoberfest 2011† events. The Enjoy Responsibly programme will continue to feature prominently in our corporate culture as well as among our business partners, customers and consumers.Beer will continue to be our key focus in 2012 and we will endeavour to be at the forefront of innovation by bringing new drinking experiences to our consumers. Continued investments into the Carlsberg brand and the many new and exciting portfolio opportunities, coupled with strengthened execution capabilities and ef? ciency initiatives, will enable us to continue our pro? table growth trend and create good shareholders’ value. 2012 will also be another exciting year for our consumers and they can expect a host of programmes and campaigns to come their way.A key campaign would involve Carlsberg Green Label being the of? cial beer for the Euro 2012 football tournament, where a line-up of exciting activities and promotions are being planned for our customers and consumers. Going forward into 2012, we remain cautiously optimistic about the prospects for the Malaysian Malt Liquor Market (MLM). The MLM has been relatively resilient amidst the economic slowdown these last few years and has maintained a steady level of low single-digit annual growth (in terms of volume), and we believe there will be little disruption to its progress in 2012.We are also excited about our agreement with Asahi Breweries Ltd (ABL) to locally manufacture, sell and distribute Asahi Super Dry in Malaysia. This development marks an important milestone in Carlsberg Malaysia’s journey to become the nation’s most vibrant beer portfolio company with a winning portfolio that meets all consumer needs. This move will strengthen our growth in the premium beer segment with the freshest product, and our earnings over the medium to long-ter m. More local production of premium beers will follow in 2012.I wish to convey my utmost gratitude to our consumers, customers and partners for their continued loyalty and steadfast support of Carlsberg Malaysia and its portfolio of brands. My sincere appreciation also goes to the members of the Board for their invaluable insights and wise counsel. In particular, I would like to express my deepest condolences to the family of the late Deputy Managing Director, Dato’ Chin Voon Loong, who passed away on 16 March 2012. The late Dato’ Chin will forever be remembered for his invaluable longstanding contribution, support and guidance to the Group.Last but not least, my heartfelt thanks to all hard working employees of the Carlsberg Malaysia Group for their continued loyalty, support and commitment to pursuing a spirit of excellence and delivering pro? table, sustainable growth. Continuing to Go Boldly Forward Carlsberg Malaysia’s strong portfolio and geographical expo sure drove solid growth in 2011 and this will continue to be our focus for the coming years. As we continue to move boldly forward, we will set our sights on attaining pro? table, sustainable growth by tapping on our ? ve strategic levers. Soren Ravn Managing DirectorShah Alam 4 April 2012 18 Carlsberg Brewery Malaysia Berhad (9210-K) Review of Carlsberg Singapore’s Operations The year 2011 saw Carlsberg Singapore Pte Ltd (CSPL) making great strides forward on the ? nancial and operational fronts to deliver a strong performance. CSPL turned in its third year of consecutive ontarget growth since 2009 and registered double-digit EBIT growth. This robust performance came on the back of continuing volume growth in line with the growth of the beer market in Singapore, while revenue growth was driven by a strengthened premium brand portfolio.Even as CSPL made strong inroads to capture market share in the premium segment, it did so in a pro? table and ef? cient manner with costs gro wing slower than revenue. The good operational synergies between the Malaysian and Singaporean operations also continue to pay off. Key Levers Drive Overall Performance In line with the Group’s overall strategy and direction, CSPL embarked on several key levers to ensure 2011’s robust performance. Firstly, to ensure that the iconic ? agship Carlsberg brand remained the No. preferred premium brand, CSPL undertook an integrated re-launch campaign of the Carlsberg brand that involved brand engagement activities with its core audience of young consumers. Secondly, the premium brand portfolio was strengthened via the accelerated growth of the Kronenbourg 1664 and Kronenbourg 1664 Blanc variants as well as the launch of Sommersby Cider (the No. 1 cider in Denmark) in a new cider category. On top of this, measures were taken to optimise CSPL’s existing operational expense platforms. In addition to the above consumer, product/innovation and ef? iency priorities, CSPL al so focused on improving the availability, visibility and conversion of its brands with customers at the point of purchase/consumption. Efforts were made to improve the performance-based culture of the organisation through clearer measures and rewards, as well as enhacing employee engagement via talent management and recruitment activities. To this end, the rallying call of â€Å"Thirst for Great† and the 5 Winning Behaviours culture were leveraged on. Integration Continues to Deliver Dividends CSPL continues to tap the good operational synergies with the Group’s Malaysian operations to maximise cost ef? ciencies.With the Malaysian operations producing the volume for Singapore, the Group is reaping several tangible bene? ts. For instance, the cost base is being utilised in a much more ef? cient manner and the Group is bene? tting from much higher production volume. On top of this, the reduced lead time is translating into fresher and better quality products, while the a ssociated logistics costs too have dropped. Further cost ef? ciencies were achieved through collaborative marketing campaigns and sharing of creative production resources. Both markets are adopting common marketing platforms and agencies where it makes sense to do so.Annual Report 2011 19 CSR Efforts Strengthen Stakeholder Relationships CSPL continues to implement effective Corporate Social Responsibility activities to build sustainable relationships with its key stakeholders in Singapore. One of its most successful communitycentric programmes over 2011 was the â€Å"Save Everest† campaign which saw participation from key stakeholders such as consumers, media and employees. Five CSPL representatives were part of a team that were selected to â€Å"save† Mt Everest from the damage caused by garbage left behind by mountain climbers and hikers.Ascending some 5,000 metres above ground level to help preserve the ecosystem of this UNESCO World Heritage Site, the efforts of th ese ? ve representatives certainly went a long way in educating audiences about the gravity of the situation. It also helped build goodwill and enhanced CSPL’s reputation in the marketplace. In Recognition of Excellence In recognition of the good branding work done over the year, CSPL received an award from Campaign Asia for having one of the Top 10 Chinese New Year television commercials (TVCs) in the Asia Paci? c region.The CSPL marketing team’s Everest campaign was also nominated for the Top 10 Viewers’ Choice TVC Awards (International Category) under the Carlsberg brand identity re-launch. On top of this, CSPL received a Gold Medal at the Beer Fest Asia event. At the Out-Of-Home Planning & Innovation Awards (OOHPIA) event, CSPL and its agencies won an award for the Best Use of Multiple Clear Channel Formats, which involved the clever use of multiple formats to reach different audiences. Within the Carlsberg Group, the CSPL ? nance team was awarded the Groupà ¢â‚¬â„¢s Asia Finance Excellence Award 2011 for their outstanding work.Moving Boldly Forward into 2012 Going forward, the overall macroeconomic climate for 2012 has been moderated downwards with Singapore’s GDP projected to grow in the region of 1% to 3% given the less-than-optimistic developments in the US and Eurozone. In view of this, consumers and customers are expected to be more selective in their discretionary spend and investments. CSPL will thus embark on marketing and sales programmes that engage consumers in a more direct and relevant manner while delivering better returns on investment.The focus will be on rolling out fewer but high impact initiatives that enable CSPL to continue to deliver volume and revenue growth that will outpace the marketplace in a pro? table, sustainable manner. Going forward, the Group is con? dent that CSPL will deliver another impressive performance in 2012 as it reinforces the market position of Carlsberg Green Label, strengthens its gr owing premium portfolio and undertakes initiatives to further bolster operational ef? ciencies and value management. 20 Carlsberg Brewery Malaysia Berhad (9210-K) Management Team York James Spencer Aged 38, New Zealander Juliet Yap Swee HwangAged 35, Malaysian Gary Tan Sim Huan Aged 42, Malaysian Kenneth Soh Chee Whye Aged 48, Malaysian Marketing Director Business Development Director Sales Director General Manager of Luen Heng F & B Sdn Bhd Annual Report 2011 21 Soren Ravn Aged 38, Dane Kristian Dahl Aged 37, Dane Lew Yoong Fah Aged 44, Malaysian Bart Lim Siang Chin Aged 42, Singaporean Loh Boon Lan Aged 43, Malaysian Managing Director Supply Chain Director Chief Financial Of? cer / Company Secretary General Manager of Carlsberg Singapore Pte Ltd Human Resource Director 22 Carlsberg Brewery Malaysia Berhad (9210-K) Management Team Pro? leSoren Ravn Aged 38, Dane Managing Director Juliet Yap Swee Hwang Aged 35, Malaysian Business Development Director York James Spencer Aged 38, New Zealander Marketing Director Mr. Ravn has been with the Carlsberg Group for over 13 years. Prior to his appointment as Managing Director of Carlsberg Malaysia in March 2010, Mr. Ravn held various strategic and operational positions including Group Strategy Director in the Carlsberg global headquarters in Copenhagen, Managing Director of Carlsberg Hong Kong & Macau and also the Vice President – Supply Chain, HR and Business Development in Carlsberg Greater China.Ms. Yap joined Carlsberg Malaysia in 2007, heading the Consumer Insights function before assuming the role of Senior Manager-Strategy Development, Innovation & Research in 2008. She was subsequently promoted to her current role as Business Development Director in January 2011, where she is responsible in driving the development and implementation of the company’s business and portfolio strategies while exploring new business opportunities. Mr. Spencer has held various key positions in branding and marketing, inc luding Fonterra-New Zealand, Asia Paci? Breweries Ltd-Singapore, and his own consultancy ? rm in Vietnam. Prior to joining Carlsberg Malaysia in May 2011 as Marketing Director, Mr Spencer served with Scottish and Newcastle Ltd as the Market Development Director for Asia and subsequently as International Marketing Manager based in Paris. Lew Yoong Fah Aged 44, Malaysian Chief Financial Of? cer / Company Secretary Kenneth Soh Chee Whye Aged 48, Malaysian General Manager of Luen Heng F & B Sdn Bhd Bart Lim Siang Chin Aged 42, Singaporean General Manager of Carlsberg Singapore Pte LtdMr. Lew has held senior ? nancial positions prior to his appointment as the Chief Financial Of? cer of Carlsberg Malaysia in January 2010, in companies such as Danone Dumex Malaysia, Philips Electronics Singapore, SSMC (JV Philips) Singapore and Philips Malaysia. In his previous position as Finance Director at Danone Dumex Malaysia, Mr. Lew also served as its Director and Company Secretary with responsibili ties across Malaysia, Singapore and Brunei. Mr. Soh began his career in ? nancial consultancy ? ms Deloitte Kassim Chan & Co and KPMG, before joining his family business, Luen Heng Agency (LHA) as a Sales and Marketing Director for 15 years, dealing particularly in foreign beverage brands and import-export matters of the food and beverage industry. Subsequent to the joint-venture between Carlsberg Malaysia and LHA in November 2008, a new company called Luen Heng F&B Sdn Bhd was formed in which he was appointed as the General Manager. Mr. Lim has accumulated 18 years of consumer industry experience in a sales and marketing role, with companies such as Proctor & Gamble and Johnson & Johnson as Regional Customer Development Director.He has been the General Manager of Carlsberg Singapore since January 2009 and continues this role subsequent to its acquisition by Carlsberg Malaysia at the end of 2009. Annual Report 2011 23 Gary Tan Sim Huan Aged 42, Malaysian Sales Director Prior to his appointment as Sales Director of Carlsberg Malaysia since August 2009, Mr. Tan spent 14 years in Unilever Malaysia, during which time he served as Customer Development Director as well as a Board Director, leading in areas of sales and brand management. Kristian DahlAged 37, Dane Supply Chain Director Loh Boon Lan Aged 43, Malaysian Human Resource Director Mr. Dahl has been with the Carlsberg Group since 1999 and has worked as Brewmaster & Supply Chain Specialist in a number of markets including Carlsberg Denmark, Carlsberg UK & Group Supply Chain. Prior to his appointment as Supply Chain Director with Carlsberg Malaysia in March 2012, Mr. Dahl had worked for 5 years as Regional Technical Director in Carlsberg Indochina overseeing the supply chain operations in Vietnam, Cambodia & Laos.Ms. Loh has over 17 years of experience in human resource management, 5 of which have been with Carlsberg Malaysia. She has previously held managerial positions in companies such as ACNielsen and Phil ips Malaysia and was also a management consultant for Arthur Anderson & Co where she advised clients on HR systems, processes, compensation and bene? t matters. Ms Loh was appointed as Human Resource Director of Carlsberg Malaysia in September 2008. 24 Carlsberg Brewery Malaysia Berhad (9210-K) Brand PortfolioBoldly Fast-forwarding Our Brand Portfolio As we set our sights on becoming the country’s most dynamic brewer with an equally dynamic portfolio of beverage brands, we are offering consumers an exciting portfolio of beers, stouts, ciders, wines, spirits and other beverages that are world class and setting trends in the marketplace, particularly in the premium beer segment. 2011 saw us fast-forwarding Carlsberg Malaysia’s transformation from a one-? agship brand beer company to a dynamic brewer with a portfolio of international beer brands.As a result, we reinforced the leading position of our crown jewel, Carlsberg, and bolstered our extensive premium beer portfoli o. With a more international-oriented and synergistic brand portfolio, we outpaced the market and brewed sustainable growth by being the preferred partner to our customers while the brands within our portfolio strengthened their most preferred position among consumers. Asahi Super Dry, the Japan’s no. 1 beer brand is brewed in a unique ‘Karakuchi’ style to give a clean, crisp and refreshing taste with no bitter after taste.Carlsberg Gold, inspired by an original recipe from the 19th century, double brewed and blended to perfection. Annual Report 2011 25 Danish Royal Stout, a full-bodied stout with 8% alcohol content to bring out the best aroma and taste. Kronenbourg 1664, France’s best-selling super premium beer, is specially brewed with aromatic Strisselspalt hops. This elegant beer has a crisp, citrus ? avour with a ? oral aroma. Kronenbourg 1664 Blanc, the wheat beer variant of Kronenbourg 1664, is cloudy with a fruity and refreshing taste and presented in a contemporary blue ottle. Carlsberg, the most preferred beer brand in Malaysia is now enjoyed by consumers in 140 markets. 26 Carlsberg Brewery Malaysia Berhad (9210-K) Brand Portfolio Erdinger, top class premium wheat beer. With ? ne yeast. Traditionally matured in the bottle – like champagne. Carlsberg Special Brew, a dark golden brew stands as a quality premium beer in the high alcohol category. Corona, Mexico’s leading national brand uniquely served with a slice of lime for that refreshing zesty ? avour. Budweiser, the of? ial FIFA ® World Cup Sponsor and the King of beers. Annual Report 2011 27 Born in the middle age, Grimbergen Blonde is a top-fermented beer brewed under an arrangement with the Father of Grimbergen Abbey located in Belgium. SKOL, ? rst brewed in 1959, is Brazil’s No. 1 beer and available in more than 80 countries worldwide. Hoegaarden, the fastest growing imported premium beer in Malaysia, a naturally cloudy beer made from wheat for that refreshing sensation. Stella Artois, the No. 1 Belgian beer in the world and distributed in over 80 countries worldwide. 8 Carlsberg Brewery Malaysia Berhad (9210-K) Brand Portfolio Carlsberg Green Label Carlsberg, our crown jewel, is an all malt lager brewed with a rich heritage and superior quality that goes all the way back to the year 1847 in Copenhagen, Denmark. Today, it is available in more than 140 markets globally and is Malaysia’s most preferred beer brand. Evolving to Exceed Expectations The iconic Carlsberg brand and its evergreen look and feel continues to be loved by many in Malaysia while its taste is enjoyed by millions around the world.Leveraging on its trusted heritage and rich brand equity, Carlsberg undertook a global brand revamp in 2011 whereby it rede? ned standards and evolved to become a bolder, more modern and more engaging brand. In April 2011, Carlsberg unveiled its new visual identity featuring the new Carlsberg Crown that is simpler in desi gn yet has distinctive features to appeal to younger consumers. The new packaging complements its refreshing taste and premium positioning as well as the new tagline, â€Å"That calls for a Carlsberg† which is now used across all 140 markets in the Carlsberg world.Whilst the brand has been given a bold new look, the beer maintains its same great taste. A through-the-line marketing campaign was carried out to make the brand re-launch a success and to deliver on commercial objectives. Prior to the That Calls for a Carlsberg For the past 13 consecutive years, Carlsberg has won the Reader’s Digest Most Trusted Brand Award bearing testament to the credibility of its quality and the values it represents. In 2011, Carlsberg reinforced its brand position by winning its second consecutive Gold Award at the Putra Brand Awards.These prestigious awards aptly re? ect consumer and industry leader endorsements of Carlsberg as the most preferred beer brand and one that is set apart fr om the crowd. Leveraging on product innovation, engaging consumer promotions and through-the-line marketing, Carlsberg remains the clear market leader as indicated by the Millward Brown Beer Tracker results for both 2010 and 2011. revamp, more than 1,000 distributors, customers and retailers were invited to a grand trade launch to be briefed on the new packaging and brand direction of Carlsberg.A good many employees and their families too visited the brewery and took part in a wall-painting exercise featuring a replica of the famed Carlsberg Elephant Gate at Copenhagen, Denmark in remembrance of the founder of Carlsberg, J. C. Jacobsen and his beer making heritage. Taking a Bold Step, Doing the Right Thing Carlsberg’s new global identity calls for the brand to be a vibrant, bold, young, inspirational and contemporary brand that is anchored on its rich heritage as well as the same premium quality and great taste.The journey of the re-launch kicked-off with research and develop ment of the new packaging, then went on to involve conceptualisation of the brand’s direction, and ended with effective inmarket execution. These activities were part of a step-by-step strategy to hype up brand awareness and drive brand equity and growth. At the media launch held at the Shah Alam brewery, hundreds of employees and members of the media witnessed the unveiling of the new Carlsberg Crown as well as the new packaging for the bottle and can.In conjunction with the re-launch, approximately 200 employees from sales, marketing and supporting functions were deployed to execute a merchandize makeover blitz at more than 2,000 refreshment outlets over a two-week period. Outlet owners garnered positive response with regard to the new signage, sales merchandise, point-ofsales materials and vehicles, all of which made a bold statement and a lasting impression. Top of Mind Preferred Brand Brand Loyalty 4% point 4% point 10% point 2010 2011 2010 2011 2010 2011 Source: Millwar d Brown Beer Tracker 2010/11A series of eight thematic ads which communicate the brand essence of â€Å"Stepping up†¦Ã¢â‚¬  were launched in conjunction with the new tagline of â€Å"That calls for a Carlsberg†. 30 Carlsberg Brewery Malaysia Berhad (9210-K) Brand Portfolio Activated through social media platforms such as Facebook and blogs, the WTP events increased the Carlsberg fan-base from 4,000 fans to 17,000 fans in 2011. â€Å"Where’s the Party? † Builds an Affinity with Younger Consumers As part of our efforts to elevate the Carlsberg brand experience and its reach among younger consumers, an engagement platform named â€Å"Where’s the Party? (WTP) was created. Leveraging on social media to reinforce the new brand positioning, two WTP events were held in June and December 2011 respectively. Held at undisclosed locations prior to the day of party, both WTPs generated excitement and received overwhelming reviews among the 18 and 25 years old consumer group. These parties were the pinnacle of the Carlsberg consumer and media re-launch experience with both becoming the most talked about events for the year. Involving a high