Environmental Science Essay Example for College Students - Free Essay Example

Sample details Pages: 8 Words: 2277 Downloads: 2 Date added: 2017/06/26 Category Ecology Essay Type Case study Did you like this example? The programme and promotion of global environmental concern and sustainability. Cotswold Canal Regeneration Portfolio The regeneration project can be considered an example of environmental micro-management. In the same way that it is possible to cause a change by tackling a major issue across a system, it is also possible to cause a change by tackling a number of minor issues. The disadvantage of tackling major issues is their inertia, which requires more resources and more time to achieve an effect. Don’t waste time! Our writers will create an original "Environmental Science Essay Example for College Students" essay for you Create order The disadvantage of tackling minor issues is that their individual impact is more difficult to be assessed within a global frame. In the case of environmental sustainability, however, there is an advantage in solving a problem close to the public. As long as the public realises the benefits of sustainability/restoration policies, small scale environmental restoration projects may win over the public to support more radical policies (on manufacturing, emissions, etc). This is important due to the conflicts between conservation, technology and economics in policy making (Portney, 1992) Particular aspects of the environmental background of the Cotswold canals. In the specific case of this project, there are a number of considerations concerning the environmental benefit of the canal restoration project. It is true that a more or less running course of water (the open canal) is preferred to a more or less stagnant water body (the derelict canal). Stagnant waters may not only look unattractive, but in hot seasons may become a source of disease and discomfort. The Cotswold canals had been abandoned completely from 1941, although some sections had been abandoned in1927 and the last cargo boat passed its summit in 1911. The canal had been built in successive stages, starting in 1757. The climatic point was the opening of the summit of the canal in 1786. Connection from the Severn to the Thames rivers was achieved in 1789. Because of a series of design flaws in the locks, and also because of cracks in the canal bed at the summit, the canal wasted huge amounts of waters. The Regeneration project in terms of sustainability. The above information shows that the Cotswold canal was a disruption of the environment and actually was draining water from some areas, changing the availability of water in the catchment area and the reception area (or wasting it, as was the case at the summit). So, from a direct point of view, the maximum apparent environmental benefit would come from undoing the canal. By choosing adequately the landfill materials used to make sure they are inert (e.g. earth from a construction work) it could be closed. By digging out and building or rebuilding structures, actually pollution and materials to be disposed will be generated. Topping (Turner, 1995) indicates that according to CIEC (1992) the construction industry was responsible by 1992 both of using 50%of all the available landfill volume and of wasting about 10% of all the construction materials used. However, undoing the canals is a negative action course, and the complete undoing would not provide anything remarkable. L andscape management on the other hand falls within EU conservation policies (Lowe and Ward, 1998). On the other hand, policy aspects on sustainability can certainly be developed by supporting the Cotswold Canal Restoration Project. Strengths and Weaknesses of the Programme. Weaknesses include the fact that the canal is not going to be profitable commercially and that it relies on volunteer work. This means that the programme may come under scrutiny on the grounds that it will not be able to show benefits, for example, in terms of reduced consumption of fuel for transportation of goods/passengers. The Stroud District Council, in its Thames and Severn Canals Restoration Position Statement clearly states that it expects economic advantages to come from tourism and employment derived from construction and development. It fails to mention the canal as a commercial trade route. Reliance on a volunteer workforce hints to the lack of interest by investors and companies in the project. The environmental aims are minor and may be criticised by environmental action groups. After all, preserving or restoring wildlife is not the same as landscape management. A more potent case of canal restoration is the Rochdale Canal, in Greater Manchester (Manchester Forum, 2001). In this case, the restoration has amongst its purposes to guarantee the survival of one of the largest colonies of floating water plantain (Luronium Natans) which has thrived in this canal during its disuse. This plant is a water weed nearly extinct which is protected by both UK and European legislation. The Rochdale Canal is also home to other rare water weeds like water soldier, fringed water lily and American pond weed. In the Rochdale case a strong case on conservation of biodiversity, relevant to global environmental issues is made (Harris, 2004)The Stroud District Council, in its Thames and Severn Canals Restoration Position Statement fails to mention any specific cases in which biodiversity will be preserved by the restoration project Strengths are mainly two. The first come from the fact that the programme creates a local volunteer work force and therefore identifies highly motivated and environmentally aware individuals who might be committed to othe r environmental initiatives. This may include either working in other environmental projects, in specific environmental campaigns, or generally supporting sustainability policies and lobbying with the political parties, and the various councils. Raising awareness is part of the EU Environmental Action Plan (EU EAP, 2002) Additionally, this will have an effect which may be considered as environmentally conservative, as it will be restoring a previous, more desirable state of being of the canals and their environment. In the long run, restoring the canal may provide leisure opportunities, a relatively better ecological situation, some level of business, a more appealing landscape, increase the chances of population moving into the area from more saturated parts of the country helping disperse population and its environmental impact and, most importantly, will impress upon the local community of the benefits of environmental restoration projects in general. In the long run, th e programme may contribute to create in the wider population a favourable disposition to environmental sustainability policies. Main Issues of the Programme. The main issues are economic and social. There is the potential interest of the owners of various stretches of the former canals to retain current property. These include private owners owning parts of the canal which have been filled in, and industrial owners, including water utilities owning stretches of the canals or transport authorities controlling roads built in parts of the canals which have been filled in. However, private owners along the canals are going to benefit from the restoration, as in some points the state of conservation of the canal, with muddy water, weeds, stagnant water does not add to the quality of life of the local population. On the other hand, the aims declared for exploitation by the Stroud District Council are mainly connected with leisure. They intend to attract tourism, to attract population to settle in the area (neighbourhood regeneration as described by Stroud District Council) and to attract contracts for the development of the area arou nd the canal, besides the regeneration of the canal itself. It is difficult to imagine major tensions in connection with said initiatives. Justification of the Proposed Action Plan. As indicated above, the main concern of the authorities and partnerships involved is on restoration of the canal and its environment for leisure than with a view of recreating a sustainable environment (which would mean a self-sustaining environment, protected to some extent from outside influences, e.g. pollution sources, and therefore not requiring direct action to keep it going, but indirect action to prevent external factors to interfere). With this in mind, and considering that the main purpose of my action plan is to promote sustainability, the logical direction is to use the project as a focus for environmentalist mobilisation. This idea was presented already in Strengths and Weaknesses. It can be further developed by declaring the aim of the Action Plan to create a gathering of environmentally minded individuals, work with them in the Action Plan, probe the inherent weaknesses of the initiative in discussion with them, articulate on the basis of the debate between i ts members a cohesive action group, and have the action group take responsibility for political lobbying for more effective environmental policies. A motivated action group, aware of the need to break economic growth on a varied evidence of its impact on the environment through poor choice of technological options (Harremes etal, 2002) The key strength of the Proposal Action Plan is that it does not antagonise any of the parties involved during the execution of actions connected with the Restoration of the Cotswold canals. It does not antagonise town councils, the district council, the Cotswold canals partnership or the residents (at least beyond what they may be antagonised by the intent of purchasing from them part of their property of otherwise taking it back from them. Adequacy of the proposed programme. The programme includes as steps procurement of the local government, publicity of the plans, collection of feedback, creation of task groups, generation of a background report, proposition of an action plan, discussion and amendment of the action plan, definition of a road map, identifying contractors and subcontractors, seek funding, whether public funding, industrial sponsorship or private subscriptions. The procedure is straightforward and consistent with practice within organisation ranging from city council to EU research programmes (EUResearch, 2005). The advantage of the specifications points chosen is that they fit well with policies of urban conservation, and therefore can be naturally embraced by the local government as they are identical to their own policies for urban areas. This prevents the possibility of conflicts. Strengths and weaknesses of the proposed partnership between local government and the community. The main weakness of the partnership is that being locally based and on the basis of its inherent weaknesses as a true environmental initiative, it is more likely to be showcased as wasteful or resources which could be allocated to more clearly conservationist policies. Against that criticism, which might come initially from small groups but could later be taken up by larger environmental protection organisations (e.g. Greenpeace) a small and little known partnership has a lower profile upon which to support its rebuttal of criticism. Also, as the local authority has no control on decision making beyond its sphere of influence, it is restricted in its ability to show how it can integrate its initiative within a larger framework of environmental protection activities. On the other hand, the strength of the partnership is based on the closeness of both parties and their awareness, or ability to gain awareness, of the issues involved. Also, the partnership derives strength fr om the immediacy and direct evidence of any benefits derived from the implementation of the action plan, including the evident improvement in the landscape, and the potential for business and leisure. While the reasons why the wider community may be expected to be committed are described before, the nature of the environmental action plan is synergistic with the broader aims of the local council. Local population: needs and characteristics. The population can be described in terms of their occupation and the trade sector they work in. There are some 76,000 people aged 16 to 74 years. Those working can be broken down as follows: By type of work Managers Professional Clerical Skilled trades Personal service Sales and customer service Plant and machine operatives Elementary occupations 8,400 6,900 6,200 7,280 3,500 3,200 4,900 5,500 The breakdown suggests that there is a substantial number of people with relatively high income: one third of all people are managers (in fact, managers or senior officials). This breakdown becomes clear when distributing the po9pulation by trade: By activity Real state, renting, business activities 6,400 Wholesale, retail and repair of motoring vehicles 8,000 Financial intermediation 1,950 Agriculture 1,300 Public administrations and defence 2,400 Manufacturing 10,250 Education 4,400 Const ruction 3,800 Health social work 5,700 Electricity and water supply 950 Hotels catering 2,000 Mining and quarrying 140 Transport, storage and communication 2,600 Fishing 15 Other 2,400 It is not difficult to see why the emphasis by local councils is on the leisure potential of the project, and why the true sustainable character in it is limited. The fact that the environmental aspects of the project are weak and the strong influence of officialdom, estate-related business and financial services in the make-up of the community reinforces the case for a soft environmentalist approach focused on creating a committed lobbying group for future action. The mechanism within the Action Plan. As indicated, the action plan is intended to mobilize individuals with a predisposition to work altruistically in activities aimed to the improvement of the environment. The specific points of action, e.g. disposal of litter, elimination of graffiti, gardening are not conflictive with the leading aim to convert the area in a leisure and tourism resort. In this way the group could be formed, initiate its activities and consolidate. Working with companies and the administration will provide the group members with the contacts and hopefully insight of the aims and interests of the various parties, which would be valuable when considering further initiatives on sustainability, in terms of relevance to the various parties, existence of conflicts or possibility of support: companies willing to go green (Sadgrove 1992) Internal debate within the action group should provide it with the opportunity to establish a longer term aim on environmental issues within the region, e.g. ava ilability of technology which may convert the Cotswold Canals in a significant goods transport route with positive impact on issues like greenhouse gas emissions, etc. Conclusions . The proposed action plan intends to use the momentum of the Cotswold Canals Restoration Project to create a local lobby of environmentally aware and motivated people to pursue abroad range of initiatives to promote environmental conservation and sustainability

Differences Between Public And Community Health - 1220 Words

Public and community health both have a common goal which is to promote, preserve, and maintain health of individuals whether it is through entire population or group of individuals within a society. Personal health is universal term which is associated with an individual or a community that focus on health of individual(s). This paper discusses differences between public and community health along with its benefits and disadvantages. It also focuses on public health assessment as well as management of conflict by policy makers. Formation of public policy by using health assessments and finally, legalization of marijuana for medicinal purposes and how it affects the community. Public health is a huge umbrella term that represent population and within that population is a community. Its primary focus is on population and prevention of diseases and creating healthy communities nationally. It incorporates social, physical, and cultural environments to assist people and their communities (Public Health and Medicine, 2016). Benefits of public health includes preventing disease and prolonging life such as vaccinations. It focuses on threats to overall health of a community with an aim of controlling rather than treating diseases and promote healthy behaviors. It also focuses on treating diseases in case of outbreaks such as in Zika virus. Additional, benefits include improving communication among political and economic departments to improve health of public and communities.Show MoreRelatedCritically Compare and Contrast Community Psychology and Public Health Approaches to Social Problems851 Words   |  4 Pagescritically compare and contrast community psychology and public health approaches to social problems. I will do this by comparing strengths and weaknesses of both approaches, as well as similarities between these approaches. To compare these two concepts, one should first have a basic understanding of the origins and historical development of community psychology and public health. According to the American Heritage Medical dictionary (www.ahdictionary.com) Community Psychology is â€Å"the applicationRead MoreCommunity Psychology1488 Words   |  6 Pagesconcepts†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...3 Similarities and differences†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.5 Strengths and weaknesses†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.6 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.6 Reference list†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.7 3 Critically compare and contrast community psychology with the public health approach Introduction In this essay, I will critically compare and contrast community psychology and the public health model in terms of their origins, core concepts, strengthsRead MoreA Comparison of Community Psychology and Public Health1179 Words   |  5 PagesCOMPARISON OF COMMUNITY PSYCHOLOGY AND PUBLIC HEALTH. 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This paper will discuss the differences between private and public health insurances as wellRead MoreComparison with Community Psychology and Public Health1055 Words   |  5 PagesIntroduction The American Heritage Medical dictionary (Website one, 2007) defines community psychology (CP) as â€Å"the application of psychology to community programs for the prevention of mental health disorders and the promotion of mental health.† Public health (PH) on the other hand is defined as â€Å"the science and practice of protecting and improving the health of a community as by preventative medicine; health education; control of communicable diseases; application of sanitary measures and monitoringRead MoreComparison with Community Psychology and Public Health1049 Words   |  5 PagesIntroduction The American Heritage Medical dictionary (Website one, 2007) defines community psychology (CP) as â€Å"the application of psychology to community programs for the prevention of mental health disorders and the promotion of mental health.† Public health (PH) on the other hand is defined as â€Å"the science and practice of protecting and improving the health of a community as by preventative medicine; health education; control of communicable diseases; application of sanitary measures and monitoring

Guidelines For Applying Forces Framework †Myassignmenthelp.Com

Question: Discuss About The Guidelines For Applying Forces Framework? Answer: Introduction Al Baik is one of the biggest fast food restaurants in Saudi Arabia. It specializes in selling of broasted chicken and shrimps with different types of sauces. The headquarter of Albaik is in Jeddah where it has more than 40 branches. The company is further expanding itself in the central region of Saudi Arabia. The founder of the company is Shakkour AbuGhazalah. The company belongs to the fast food industry. Porter five forces will be appropriate for doing an industry analysis for the organization (Albaik, 2017). Industry analysis using Porters five forces The five forces of porter help in understanding the industry and the various factors affecting the organizations that fall in that particular industry. Porter five forces will be perfect for studying the fast food industry and how does it affect Al Baik. Porters five forces: E. Dobbs, 2014 Threat of new entrants- Fast food industry is one such industry where new entrants keep entering the market. New entrants increase the competition in the market. In case of fast food industry the impact of new entrants very much, the consumers of the fast food industry like to experiment in terms of the food they try. Hence, whenever a new fast food company enters the market if their promotional activities are good, there is very high chance that it will attract many customers, later if their service is better than the existing companies they can easily become a market leader (Arline, 2015). Threat of substitutes- The substitutes of Al baik are the bakeries, coffee shops, restaurants that provide meals like lunch and dinner and other food processed food products. The substitutes of fast food industry attract many customers, it depends upon the taste, preference and mood of the customers what they prefer to eat. This affects the business of Al baik. Some of the substitutes of Al baik are, Saadeddin pastry, Lusin, Al Orjoun and Nozomi often affect the business of Albaik, these companies though are not operating in the fast fast industry but it affects the business. Industry Rivalry- There are a number of companies that operate in the fast food industry, these companies give a very tough competition to Albaik. Competitors come with many new strategies so that they survive in the competition. The main competitors of Al baik are Burger King, Hamdan 2, Elevation Burger, Pizza Inn are some of the competitors Al baik fast food restaurant (ALFaris et al., 2015). Bargaining power of buyers- Bargaining power of the buyers compels the companies to provide discounts and various offers, this affects the business of Al baik because the fast food restaurant in order to remain in the business needs to give certain discounts to make their customers happy, they need to do this activities for promotion. Bargaining power of suppliers- The suppliers who provide raw food materials for food production often exercise their power of bargaining and offers materials at a higher price. They use Halal chiken for preparing their broasted chicken. The Chickens is available from local poultry farmers and are prepared at AQUAT Food Industries and then they are brought to Al Baik (E.Dobbs, 2014). Conclusion Porters five forces framework can be used to do the industry analysis of the Al Baik, it belongs to fast food industry which is a highly competitive industry as there are many competitors and close substitute of the product. The bargaining power of the customers often puts the company at loss, since they have to gather the resources from various suppliers even the suppliers bargain and provide food materials at their price which is in most case higher. References ALBAIK. (2017).Albaik.com. Retrieved 26 September 2017, from https://www.albaik.com/en ALFaris, N. A., Al-Tamimi, J. Z., Al-Jobair, M. O., Al-Shwaiyat, N. M. (2015). Trends of fast food consumption among adolescent and young adult Saudi girls living in Riyadh.Food nutrition research,59(1), 26488. Arline, K. (2015). Porters Five Forces: Analyzing the Competition.Retrieved October,16, 2015. Dobbs, M. (2014). Guidelines for applying Porter's five forces framework: a set of industry analysis templates.Competitiveness Review,24(1), 32-45

Premium Beer Market in Thailand free essay sample

There were various kinds of determinants influencing the enlargement of the beer market; especially the cause from gas price has risen up high like never before. Deriving the consumer products price had to be adjusted to avoid suffering from higher cost of production and transportation. On the other end, consumer’s purchasing power had become lower due to the higher cost of living; driving them to adapt to the economic situation they were facing. From the observation in the beer market, we could notice there were obvious changes in consumer’s behavior; consumers or drinkers tended to shift from having large size of beer 640ml. to the smaller size 330ml. in the form of small bottle or can. Moreover, there was a slightly drop in the frequency of buying beer also. (Source: BA CO. ,LTD/Daily Manager Newspaper: May 1st 2005) In addition, government sectors also had plan in process to leverage IRS tax on alcohol beverage as the European Union had implemented it before in order to improve the social overall status and also eliminate beer industry pitfalls. We will write a custom essay sample on Premium Beer Market in Thailand or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Year 2006 In this year, there were many interesting movements occurring in the premium beer market. Beer manufacturers in the premium segment had planned an expansion in their production base to penetrate in other potential segments which were most likely to be the offering in light beer; providing more choices for consumers, containing less amount of alcohol or to be exact, lower than 5%. From the total amount of alcohol contained, although light beers were obviously positioned separately from the premium segment, still, they had become the new face of drinking premium beer which targeting on consumer who loves to drink healthier responded to the healthy concerning issues and rend in nowadays. Most importantly was light beers were actually sold in the cheaper price than premium beers. Plus with the facts that light beer market was still in the introduction stage, holding only 35 million liters in total production quantity or only 2% of the market shares in beer industry; therefore, showed that the light beers market still had more potential growth along the way (Source: Thai Beverage Marketing CO. LTD/Prachachat Newspaper: March 13th 2006) For the entrepreneur in light beers segment, San Miguel, the first brand penetrated into this market, was using the ‘Push Strategy’ in the early stage, implementing the intensive distribution to cover all convenience stores and on-premise market like pubs, bars, and restaurant in order to take advantages of being the first offering in the market. After the intensive distribution was taken place to cover all potential areas in the market, San Miguel immediately continued with the follow-up plan by using the ‘Pull Strategy’ in order to create more brand awareness through mass media; TV commercials, radio spots, and also held promotional events at particular on-premise restaurants, pubs. Moreover, San Miguel had collaborated with 104. 5FM FAT RADIO holding â€Å"San Miguel Music Fest Volume 2† which counted as the latest marketing activities of San Miguel. On the other hand, Chang Beer, who had been testing the light beer market since year 2005, decided to officially commercialize Chang Light into the premium market in March 2006; at a price of 45 baht per bottle which contains 4. 2% of alcohol volume; also implementing ‘sport marketing’ or ‘event sponsorship’ through golf and related activities. By March 2006, Singha Light was introduced to the premium market in Thailand. Although Singha was planning to focus on exporting their light beers to penetrate in Europe and America continents, but because of the high volume of alcohol up to 6% containing Singha Beer, it caused them to face with higher tax than the competitors. Plus, most drinkers in those markets preferred drinking beers with low degree of alcohol. Apart from that, Singha Light also put more focuses on driving the local market. Singha spent its marketing budget up to 150 million baht to present â€Å"Singha Light: The North Pole Challenge† in order to seek for 4 Thai persons getting once in a life time chance to travel up to the North Pole. Moreover, in this year, the government sectors had pushed through the new legislative law to be the mandatory for all alcoholic beverages. The law basically consisted of the regulations on selling and having to specific age of buyers, time and place of distribution. In addition, The Food and Drug Administration (FDA or ORYOR) had come up with the restriction of having any kind of advertisements relating to alcoholic beverages except print advertorial section in non-Thai magazines and other media. These regulations were officially brought to used on December 3, 2006 and immediately caused all the billboards, logos, brand related signs to be taken down and prohibited. Pubs, bars, restaurants, and also convenience stores were forced not to put any signs or logos of alcoholic beverage which could be seen clearly from outside the facilities. However, there were some exceptions were allowed in the case of social responsibility or tourism related activities. For example, the regulation stated that the facilities providing alcoholic beverages must also provide other non-alcoholic beverages like drinking water or sparkling/soda water etc. The company name must not be the same or rhyme with the name of the alcoholic drinks brand; and marketing strategy like ‘corporate brand image’ was prohibited like naming the company ‘Beer Thai’. For other marketing promotional tools like using pretty girls, the regulation still allowed them to dress in color to indicate the brand but the logos of the brand on the clothes including umbrella were prohibited; and for the issue of specialties or free giveaways that contained any logos indicating brand was postponed to be reconsider for the appropriateness. Year 2007 With the continuation of rapidly gas price rising situation, it was bad influencing the consumers to construct the negative perspective towards the stability spending and earning in the upcoming future and also directly affected the consumer’s behavior. As observed from the quantity of total beers sold in the early April, which usually the most profitable season of the beer industry; 143. 5 million liters comparing to the average sales from other months 140. 6 million liters or 2. 1%. These numbers obviously reflected the stagnant sales reached as low as 2-3%; dropped from 4-5%; mostly because of the pressure on the purchasing power of consumer due to the government regulation trying to decrease the alcoholic drinks consumption. On the tax regulation issue on beers, The Excise Department had organized into 3 groups and assigned different tax fees depending on each segment. The premium beer will be paying tax at 37 baht/liter; 36 baht/liter for standard market and 28 baht/liter for the economy segment respectively. For the controversial advertising issue since last year was finally settled down in this year with the revised regulations allowing the product image to be on print media but without persuasive messages or any presenter. Also print media was required to put 25% caution message of the total area of the advertisement. And for the mass media especially on television, they had divided into 2 phrases. First phrase, the TV commercials during the 10pm were allowed to put up any logo of the brand to be shown for approximately 5 seconds, and for the second phrase, 30 seconds mark shots were allowed. These changes made had tremendous positive effects to the beer market. However, those regulations were not major obstruction for the beer market. Marketers tried to adjust and improve their strategies and tactics to come up with new way of advertising. Event Marketing was one of their strategies which effectively doubled up the frequency of use. In this year, the expansion of the total beer industry had constructed the 6% growth of both quantity and value. But if we carefully looked through the segments, we would found that the premium beer market had surprisingly decreased by 8%. These were caused by the psychological factors driven consumers’ behavior to decline; plus with the government regulation had made impacts on many brands to seeking for new ways to market their products since back in August 2006 which eventually projected the decline in many firms’ total sales volume. Year 2008 Nowadays, the beer market in Thailand is still holding the attractive market for the imported brands. From the current market condition, we can notice there are many international brands which are trying to penetrate into Thailand’s beer industry to capture their potential market shares; starts off with re-entering of Carlsberg S/A Company, Denmark with the brand ‘Carlsberg’ into Thai beer market; after they had left the Thai market for the last 4-5 years. This comeback of Carlsberg is driven by the their main company in the foreign country; by starting from having the San Miguel’s breweries factory in Pathumthani as their production site. In the meantime, their marketing team has already been put in place and been planning to start their first comeback marketing event in March; and follow with the officially introduction in June. Carlsberg is mainly focusing all their efforts in distribution channel and strategies more than any other aspects. Carlsberg will initiate into the hypermarket and position itself in the same level as Heineken. Apart from that, in March, Thai Beverage Marketing CO. ,LTD. lso has plan preparing the expansion the beer portfolio to cover all the potential markets. From having only Chang Beer and Archa Beer in the economy segment; Chang Light and Chang Draught in standard segment, therefore they have plan in launching Federbrau to penetrate in premium market. Asahi Asahi Super Dry was first introduce to beer market in Thailand in September 2002 by BA Distribution Company Limited, one of the brands under Boon Rawd Brewery CO. ,LTD. Asahi was and still is the leader brand in Japan by having the most market shares in the beer market in Japan; by implementing the intensive distribution as their strategy, available to be purchased everywhere setting the price in the average range. Moreover, there has been improvement in the production procedure and logistics process in order to maintain the freshness and quality of the products and has tried to adjust the taste to be more preferable by Thai drinkers. They started out by focusing mainly on Japanese restaurants in order to construct the new customer base. By the year 2003, they have expanded more of their products into the common market including modern types of distribution channels like supermarkets, hypermarkets, and convenience stores etc. After some recession from the marketing strategies they had been implementing since the end of the year 2003; focusing on the taste of drought beer and plus with the innovative and futuristic of the products under the concept ‘Platinum Beer’ which derived from the sparkle silver-colored wrapped around the bottles and cans. But the selling point is somehow overestimated the perception of Thai drinkers. Therefore, in the year 2004, Asahi had decided to turn the other way around, back to its own origin which was Japan as the selling point along with the message of the bestselling beer in Japan by hoping the J Trend would eventually improve the Asahi Super Dry’s image. The result was quite successful; Asahi had captured the wider market share. By using J Trend, Asahi had effectively reached into the office workers which were employed in the Japanese firm or the group of people who have passionate in Japanese style including college students. Although there was not that large group of buyers, but most of them were likely to be identify as the middle class people, educated and have enough purchasing power. Year 2005 Asahi had decided to renovate the whole marketing strategy by turning to focus mainly on the concept â€Å"Think Difference† with â€Å"Color Marketing Strategy : Universally Communication†. They tried to emphasize on the silver strip on their products to create brand awareness, recognition and recall; distinguished from other brands in premium market. Source : BA Distribution CO. ,LTD. /Prachachat : July 17, 2005) Later on, Asahi had captured more market shares especially the increasing in rural markets; 40% from the eastern and northern part and the rest 60% from Bangkok and Metropolitan. During the second semiannual, Asahi had set the marketing budget up to 120 million baht from the total 180 million baht in order to emphasize on below-the-line 70% and above-the-line 30%. Year 2006 Organizational management structure was rearranged; the management team from Boon Rawd Brewery had come in and totally taken places in all positions in Asahi by deviding the works into two major departments under 4 CEOs; 2 from Japan and 2 from Boon Rawd. Sales department was under the Boon Rawd management team and BA would be taking care all of the marketing activities. Although there was major change in the management team, still they had not changed the positioning of Asahi and maintained its brand as international brand. San Miguel San Miguel first initiated into the beer industry by sponsoring in many golf competition; holding beer booths in many golf courses started from the middle of November and so on. Moreover, San Miguel had distributed their beers through many channels possible. However, San Miguel had the advantages over other competitors in terms of strong financial capability; therefore, San Miguel could use the turnkey operation; letting the 3rd party management team, which specialized in the particular kind of managing, to come in and run the business for them. Year 2005 San Miguel had decided to spend large amount of budget up to 375 million baht to settle down the contract with Pat-Kol Co. ,Ltd. in order to construct 95 rai of ‘Multi-Beverage Production Site’, which could be utilized to manufacture many kinds of beverage like fruit juice, drinking water, ready-to-drink tea/bottled tea, and also soft drinks in Amata City Industrial Park, Rayong. And debut its first brand of beer â€Å"Kirin† 2nd market leader from Japan. Year 2007 San Miguel had specified the marketing policies into major brands like San Miguel’s Low Calories Beer, San Mig Light as followed mandatory from the main headquarter. On the local market, San Miguel offered Blue Ice Beer as a standard brand and Red Horse Beer as an economy brand. These brands were already introduced to the Thai beer market for 2 years but they were intended just to test the market, and will be taken out of the market eventually. In this year, San Miguel had planned to emphasize more in below-the-line marketing; increasing from 60% to 70-80% mainly through pubs, bars, and restaurants in order to directly reach the right group of target; and decreased the above-the-line from 40% down to 20-30%. Moreover, they had planned to join with ‘Sugar Beet Restaurant’ in order to boost sales and build more brand awareness. Federbrau Thai Beverage Public Company Limited has just decided to introduce Federbrau into the premium beer market in order to fill up their beer portfolio. They have started off by distributing through on-premise channel like night clubs, pubs, bars since March by offering three sizes of products which are 630ml large bottle, 330ml small bottle, and 330ml can. These products will be further on distributing into another channel like supermarkets and hypermarkets. Feberbrau Beer is the imported brand from Germany; containing 4. 7% of alcohol volume which is the lightest taste provided nowadays like the word ‘Federbrau’ itself means ‘feather’. It is the first brand in Thailand which keeps practicing ‘Reinheitsgebot’, the law legislated in Germany allowing only 4 ingredients in brewing beer; water, malts, barley hops, and yeasts. Although the law has not passed the qualification of the EU, many breweries has still produced beer following this law in order to project higher standard than other manufacturer. Feberbrau Beer is being brewed by COSMOS Brewery (Thailand) Co. Ltd. , Wangnoi, Phra Nakhon Sri Ayutthaya. Federbrau has planned to position its product as the genuine German beer; offering new choices for consumers though Thai drinkers might not know the story behind their recipe; therefore, it is focusing on sending messages indicating the German-style and creating the adventurous sensation by using blu e color. They are mainly targeting the ages between the ranges of 22-35 who have self confidence, freedom lovers, and have their own lifestyles. For the regulation issues, there are many strict regulations on alcoholic beverages to be complied. But since Federbrau has clearly stated its position, it would not create any conflicts between the brands like Chang Light under Thai Beverage itself unlike the previous conflict between Chang and Archa. The marketing plan of Federbrau for the first 9 months will be mostly focusing on emphasizing on above-the-line rather than below-the-line; all kinds of media including billboard will be used to promote the brand awareness and brand recall by started off in the Bangkok area and then move on to nationwide through TV, radio, newspaper, shop decoration and also holding event to cover all potential market opportunities.