My preparations for this career began in high school. I was awarded several prizes and won two scholarships based on my writing capabilities. I found incredible interest in math and science as well. I was granted a college prep diploma with advanced courses in chemistry, biology, math and English. I entered into a four year program to study chemical engineering.

My family grew fast and soon we made a decision to move to Texas for more family support. This caused my educational background to broaden significantly. I completed my degree at the University of Texas in 2009. I have completed over 150 credit hours covering the fields of composition, computers, biology, chemistry, engineering, math, sociology and philosophy. I am currently enrolled in a second undergraduate program for education and concurrently taking bridge courses to enter the College of Engineering graduate program at Michigan State University.

My passion to explore knowledge and communicate that knowledge was evident at an early age and still is. The uncontrollable urge to learn more about science, nature, arts and humanities has forced me to start a career as a science and communications expert. I have nearly 100 published articles, three successful freelance journalist outlets and a vast network of more than ten million resources at my disposal.

        

Since 90 percent of the industry¡¦s output is garments, there is a huge potential for direct exports of fabrics and yarns. Leading textile firms are integrated and sell denims, twills and yarns.

The Textile and Garments industry has been heavily dependent on imported raw materials, particularly the synthetic fiber. Due to this, several government agencies such as the Department of Environment and Natural Resources (DENR), the Department of Agriculture (DA), and the Department of Trade and Industry (DTI) among others decided to come up with a program that is aimed at strengthening research and development on local natural fibers and Philippine tropical fabrics to make them commercially viable and globally competitive.

Gelmart Industry Philippines (GIP) is a manufacturing facility of Gelmart Industries Incorporated (GII) located in the United States. To look for its competitors in the Philippines are impossible, because Gelmart competitors are really positioned in the United States. What GIP does in the Philippines is to produce intimate apparels using quality raw materials and the finished products would be shipped to the United States, where it will be distributed by GII to various superstores, such as Wal-Mart and K-Mart. Nevertheless, there are big names in the Philippine exportation of garments, Luen Thai Holdings and Litton Mills. Although they are independent companies, different from GIP nature of business, they could, in one way or the other, may have an effect on the exports of GIP in the future. In addition, being that all three garments exportation companies are located in the Philippines, they could, again one way or the other, interact and influence their impact in the Philippine economy.

Luen Thai has the most modern garment production facilities in the country. It supplies to famous brands such as Ralph Lauren, Polo, Ann Taylor, Liz Claiborne, Gap, Ann Taylor, among others. It has also factories in China, Guam and Saipan. Today, the factory, which has been renamed L & T International Group, Philippines Incorporated, specializes in making Polo Ralph Lauren woven shirts and knitwear. Last year, Polo Ralph Lauren accounted for 50% of Philippine LTHC’s total shipments of one million units. In terms of value, Philippine LTHC accounted for $100 million of the country’s total garments exports of $3 billion, making it the largest garments manufacturer in the country.

Within the Luen Thai Group, the Philippine operation accounts for 20% of total production. Philippine LTHC is working closely with the Garments and Textile Export Board and the Bureau of Customs to either reduce or speed up the paperwork. Because of investments in technology, Philippine LTHC, is able monitor every production step from the time fabrics are shipped from other Asian countries to their delivery to the factories in Central Luzon; from the cutting and sewing in the factories to their air shipment by Federal Express or UPS. Because of the time difference, the cargo arrives in the US on the same day that it is shipped.

Litton Mills, Inc. is the most extensive group of integrated textile mills in the Philippines. They are the largest producer of denims and piece-dyed fabrics in the country. They are located in a 15-hectare property in Pasig, at the heart of Metro Manila’s industrial district. And also have a plant in Calamba, Laguna, 50 kilometers from the city. LMI is the lead company of the biggest textile group in the country, the JG Summit Textile Group. The group also includes Robina Textile Mills (a division of Litton Mills), Westpoint Industrial Mills Corporation, Savannah Industrial Corporation, and Brittania Industrial Corporation.

Litton Mills, Inc., a wholly owned subsidiary of JG Summit Holdings, Inc., and it has forged a joint venture with Swift Denim, USA. The joint venture encompasses technology alliance, marketing partnership in the Far East, and sourcing agreement in the region.

Swift Denim is a division of Galey & Lord, Inc. one of the leading casual-wear fabric companies in the United States. It is a market leader of quality, innovative denim fabrics for both apparel and non – apparel products. James L. Go, President of Litton Mills, Inc., disclosed that it was the modern, world-class manufacturing facilities and capabilities of Litton Mills that drew Swift Denim to the joint venture. “We have state-of-the-art hardware and highly dedicated competent people” he said, “and Swift Denim has value-adding software. They have high-end technology, global marketing skills and know-how, and a veritable list of customers. The synergy of the individual strengths of our companies should produce mutually beneficial results.”

        

It was the Segway “Human transporter”, an electric powered self-balancing scooter that remains upright through a person’s center of gravity and other physical principals. . Armed with a battery of gyroscopes and tilt censors, the Segway moves forward when its operator leans forward, and stops or backs up by reverse torque when he leans backwards. The operator of the Segway stands on a platform 8 inches off the ground, which spans the width between two parallel wheels, and holds on to handlebars. There are three models of Segway: two of which are designed for industrial and commercial applications, and the third is a personal transport model became available to consumers in late 2002.

The benefits of widespread usage of the Segway HT are far-reaching, including the creation of more livable communities. Segway will lead to a redesign of the way the communities are constructed by significantly. Extending people’s walking zones, thereby enabling better use of space and transportation infrastructure can be a part of this redesign coming to life with Segway. This half car half scooter will enable people to make better use of their time, interact within their community and contribute to eliminating traffic and pollution. Cities foster cultural, commercial, and social opportunities.

People are increasingly drawn to these opportunities, to the point where half of the world’s population now lives in an urban community. This trend is projected to continue—unabated. Life in cities is enriching, but with population density comes associated costs—congestion on roads and sidewalks, pollution, and reduced open spaces. Segway HT reconciles this trade-off, giving us the mobility to expand our neighborhoods as it enhances our quality of life. As people travel farther and faster with the help of Segway™ HT, cities will evolve in new directions. The boundaries between residential and business districts will blur, as people start moving to multi-use neighborhoods. Congestion, pollution, and noise created by cars will be reduced. Funds previously used to support transportation infrastructure will be directed toward the creation of sidewalks and other public spaces that accommodate pedestrians. Segway has the power to transform everyday life on multiple levels. Enhancing consumer’s strength and mobility, will expand the boundaries of their neighborhood by enabling them to cover more ground in less time, which is what everybody needs in our fast-paced era.

And it will help you accomplish things that might have otherwise required a vehicle, creating benefits for the households- such as saving money –as well as benefits for the community and society as a whole. Segway augments the mobility of its users without any impact on the pedestrians around them. So while it changes the dynamics of daily life, it will not change the dynamic of public spaces. Segway will enable consumers to accomplish things that were once impractical or impossible on foot. This new mobility will generate economic benefits Consumers will start to take fewer car trips or maybe they are even going to sell their car, which will return to them as reduced fuel consumption and reduced environmental stress.

By allowing to cover more ground in less time and giving the strength to carry more, Segway will reduce the need for cars and this will produce some profound environmental changes both in long and short term. American drivers take approximately 900 million car trips per day. The EPA estimates that half of all those trips are less than five miles (8 km) long and transport only one passenger—trips perfectly suited to Segway. With the replacement or car usage with Segway can provide the community with clearer air and less stressful traffic. Besides based on the fact that 1% reduction in urban miles driven results in a 2% to 4% reduction in vehicle emissions, due to the inefficient nature of urban driving. If each car is driven fewer miles per day, per year that would put less stress on landfills and on the environment as a whole.

Segway also reduce household expenses by allowing the consumers using these new extra funds elsewhere. If a family could replace one car with Segway this could result in significant savings by eliminating expenses such as gas, insurance, paring, registration, and repairs. Low healthcare costs are among the changes that Segway will cause. In the US, it is estimated that vehicle-related air pollutants are responsible for approximately 30,000cases of respiratory illness per year, resulting in healthcare costs about US$56 billion. If the number of urban miles driven could be reduced by 10%, that could trim down vehicle emissions by anywhere from 20% to 40%. This could save billions of dollars in healthcare costs while increasing economic productivity by lowering the number of workdays missed due to pollution-related illness.

Segway with its design will probably change the style of shopping as well. For instance, since, regulations let the usage of Segway indoor –supermarkets- the classical definition of the eye-level shelf will change. The design of Segway lifts you about 8 inches above the ground so the top shelves will be considered as eye-level shelves as well. Segway might have an impact on impulse buying as well. It is a common behavior for walkers to gaze on windows of stores while walking down the street. But usage of Segways will possibly reduce if not eliminate this kind of shopping behavior. Besides, the beginner user of Segway most likely would not be comfortable about carrying stuff on Segway they would not be confident enough about the balance issue.

Moreover, according to the surveys men will be the first users of Seqway. It is common phrase that “men are not that into shopping” But Segway can easily change this attitude. Using a Segway will remind its users of the feeling that they first got their driving license and drive a car. The feeling that made them want to drive for hours -the excitement of finding a new toy. Therefore with Segway shopping will probably be the part of the day men are looking forward to. On the other hand, in a busy schedule in which there is no time for exercise, walking is the only thing people do for the sake of sports. It is most likely that Segway might abolish this exercise opportunity.

A growing number of companies, which have discovered the benefits of Segway, in a range of industries are testing it and using them in their day-to-day operations. Here are a few of the companies using or testing Segway and key benefits they expect to realize: United Postal Service (Improved work environment, productivity enhancement), GE Plastics (Improved worker productivity/proximity), Boston Police Department (Makes law enforcement officers more accessible and better able to navigate dense urban environment).

Segway is proof of an even more significant concept. It demonstrates how powerful computers have truly escaped from boxes –how they are moving into all kinds of new places and devices that can sense and react to their environments in something close to real time. Segway may never succeed, at least not in its first incarnation. But it is one of those ideas that tell is you about other possibilities. It is not for everyone, and it probably will not change the world soon. But it is a very cool way to get around.

        

Nestle was found by Henri Nestle in 1867 had become the world’s largest food processing company that had revenues of more than $10 billion in 1977 and with sales greater than Coco-Cola and Pepsi combined. One of these products that generated so many sales for Nestle was its infant formula. These infant formulas were in high demands by mothers; it gave them an alternative feeding method for mothers who cannot, or choose not to breastfeed. But the idea behind the baby formula is to acts as a supplement for babies experiencing a “nutrition gap”.

Nestle started marketing its infant formula in the 1970’s to many underdeveloped countries. They had imagined that profits would be greatly in countries such as Africa, the Philippines, Mexico and other underdeveloped countries; due to the infants who are missing that “nutritional gap” and for mother who chose not to or cannot breastfeed. But its dreams of making such profit failed terribly when their methods of marketing the products were criticized.

Nestle’ s marketing techniques were later accused of bribing doctors, nurses, and many other medical officials to help promote the infant formulas. “Milk nurses” who were professional salespeople often dressed in white went from door to door selling and “educating” the new mothers about the infant formula. In these underdeveloped countries, professionals in uniforms are highly respected. For these “milk nurses” to imitate as professionals, proves that Nestles’ misleads and uses unethical marketing techniques to promote its infant formula.

The real problem in these Third World countries was being nutritional. It became a debate whether not to give infants breast milk or formula; how to supplement the mothers’ milk with adequate nutritional foods when needed. Although this is the primary problem, the way Nestle approached a country and promoted its infant formula to uneducated mothers, was what made this a horrid issue. As a result, the misuse of the formula was said to be a contributing factor to the deaths of many Third World infants whose mothers were incompetent of using them properly. However, Nestle denied the accusations of their unethical and immoral behavior after the company came under fire. One recommendation should have research the target market in which its products will be introduced. They should not have just transfer their marketing strategy in the United States to Third World countries but adapted and focus their strategy to fit the targeted environment better. Since Nestle was introducing a new product, they could be more considerate of the cultural factors in countries where the practical or dysfunctional changes occurred as a result of the new product introduction. Therefore, it was their responsibility to make more ethical, thought-out decisions regarding the introduction and promotion.

In order to understand where Nestlé’s strengths lie and how this can help them when entering a new market, they should have used the Self Referencing Criteria (SRC) process. This process can determine a decision whether or not to introduce a product in a foreign market. It helps to establish a company’s own cultural values, experiences, and knowledge.

1. Define the business problem in the home country which includes cultural traits, habits, and norms.
2. Define the business problem in foreign cultural traits, habits, and norms.
3. Isolate the SRC influence in the problem and examine it carefully to see how it complicates the problem.
4. Redefine the problem without the SRC influence and solve for the optimum business goal situation.

If Nestle had followed this process they would have understood that the United States and the Third World countries need to use two different strategic plans. They would have understood that Americans already established a habit of nursing with formula and becoming a cultural norm. On the other hand, there were many red flags that should indicate to Nestle that Third World cultures have no knowledge background to read or write. It could then have been reasonably assumed that with a low literacy rate in these countries that they would not use the product correctly.

Even if this process was followed, a company still has to make a conscious decision of how and if to introduce their product. This creates an ethical dilemma for the company. In Nestlé’s case, there was a lack of government regulations, and the company neglected to conduct thorough research about the environment. With research of the environment and regulations, they could foresee some of the consequences. In the end they took advantage of the situation and the innocent people involved and decided to make a poor choice. Ultimately, it did not matter how much money they made because their reputation was ruined as a result. With more research, strategic thinking, SRC analysis, and organizational analysis, many of the adverse effects could have been prevented.

To some extent the marketing problems was combining a highly-educated, mechanized, free-enterprise western culture with cultures that are poor, less literate, and less adjusted to the “Sakes Fifth Avenue” style of advertising techniques. When infant formula companies were first informed of the risks created by their products, they denied they were responsible and refused to change their practices. As the party with greater awareness of the problem they had a responsibility to avoid creating harm for those who were less able to fend for themselves. After numerous unsuccessful efforts to persuade Nestlé and other companies to change their policies, several religious groups boycott Nestlé products, in hopes that the loss of revenues would persuade the company that it should change its promotional policies.

Marketing Strategy

In 1982, Nestle under immense pressure by the World Health Organization (WHO) stated a new policy for their worldwide promotions of their infant baby formula. Nestle guidelines, which was created specifically for developing countries states publicly their support for breastfeeding as best start of life, cautions mothers of consequences of incorrect use of their baby formula, and ensures infant formula marketing practices would be ethically followed stated by the International Code. But what Nestle doesn’t admit publicly is that their change of their marketing strategy had to do with heavy criticism of their mass media advertising, which unethically persuaded new mothers to use bottle-feeding milk as best for new babies, which consequently provoked the rejection of breast-feed and the dependence on baby formula.

Nestles support of the WHO led to the initiation of the following practices: Nestle was not to advertise to general public, no sampling to mothers, no incentives to its staff for sales, no use of pictures on infant formula packs, no financial endorsements to health professionals to promote product, no donations of infant formula to physicians except in specific situations, and no educational material relating to the use of infant formula to be displayed in hospitals and clinics. All these were frequent marketing strategies used by Nestle and its competitors.

Even though overall profit margins were low for Nestle they stayed committed in the production of their baby formula. Reason for this was that mothers in underdeveloped countries (target market) stubbornly continued to breast-feed their babies. That’s why the turnover for Nestle was less than 10%, while other product sales for the company were growing exponentially.

Nestle new international marketing strategy is of a decentralized system which consists of specifically molded facilities which are made to fit in to that country’s culture, habits, and conditions. They now support all WHO code (mention previously) in all the countries of Africa, Middle East, Asia, Latin America, the Caribbean nations, and the Pacific nations except Japan, Republic of Korea, Singapore, and Taiwan. The company also promotes an understanding of the proper way on how to use the product, and educates consumers on considerations that need to be made before using the product.

Environment

Nestle was discovered by Henri Nestle in 1867, it has become the world’s largest food processing company that had revenues of more than $10 billion in 1977 and with sales greater than Coco-Cola and Pepsi combined. One of the products that generated so many sales for Nestle was its infant formula. In the 1970’s, Nestle decided to go international to market its new infant formula, the baby formula was to acts as a supplement for babies experiencing a “nutrition gap”. Its purpose was to save millions of malnourished babies in underdeveloped countries and provide mothers an alternative feeding method for those who cannot, or choose not to breastfeed. Nestle’ targeted its infant formulas in underdeveloped countries such as Mexico, Philippines, Central America and Africa where the majority of its population are illiterate, living conditions are terrible and the average salary is less than a dollar a day. Nestle’ intentions of going abroad was to gain a competitive advantage over its competitors and to educate the illiterate mothers on how to use its new infant formula products.

Cultural and social values of these Third World countries affected Nestle’ ability to market the infant formula successfully. Nestle’ marketing techniques may have worked to getting its product recognized, but it did not communicate efficiently, users of the infant formula failed to understand that suitable water supply and sanitary conditions must be used to prepare the formula properly. Demographics, income and language barriers have caused major issues for Nestle’ in the Third World countries.

Nestle’ sent sales people, often working on commissions to the homes of mothers of newborns to advertise the most modernized product for babies. These sales people wore white hospital uniforms and were commonly referred to as “milk nurses.” Free samples of Nestle’ infant formula was distributed in hospitals and doctors were encouraged to give to new mothers using the argument that the formula has nutritional benefits. Pamphlets were also distributed in hospitals and clinics it described and discussed the proper way to bottle feed a baby. Other forms of marketing techniques were also used to promote the infant formula. Advertising was placed on television, radios, in magazines, on posters in hospitals, clinics and billboards.

Nestle used these form of communication to advertise its infant formula, but didn’t realize that its communication was not effective. Eventually the bad connection cost Nestle heavily in the Third World countries.
Industry

Among Nestle, there are two other companies who are large producers of infant formulas who may become a threat to Nestle. Included in the production of infant formula, Ross, a division of Abbott Laboratories produces a wide variety of Similac Isomil formulas, PediaSure, and Pedialyte for infants with feeding problems such as fussiness, gas, and spit-up. Abbott Laboratories has been working to advance health care for people around the world. Founded by a Chicago physician, Dr. Wallace Calvin Abbott, in 1888, Abbott Laboratories has evolved into a diversified health care company that “discovers, develops, manufactures and markets innovative products and services that span the continuum of care.” Headquartered in north suburban Chicago, Abbott helps people around the world in the more than 130 countries. They believe that their products will:

1. Promote overall growth in weight, length, and head circumference.
2. Nutritionally balanced carbohydrate, protein, and fat.
3. Well tolerated.
4. Specifically formulated to mix easily with human milk.

Abbott Laboratories has been developing products to meet the needs of children for more than 40 years. Their research focuses on nutrients for growth and development, and diagnostics that help detect dangerous childhood diseases.
The other major infant formula company that produces Enfamil formulas is Mead Johnson it’s a nutritional division of a two billion-dollar Bristol-Myers Squibb. In recent years it has also been classified as a world leader in nutrition that manufactures more than 60 brand name products and markets them in more than 100 countries. In the United States and Taiwan, they are the infant formula market leaders. Mead Johnson’s “commitment to world leadership” in nutrition is confirmed not merely by a geographic presence, “but by a set of ethics, standards and practices” that they are proud to uphold. Their sale in 1997 was over $17 billion dollars, and has 54,000 employees worldwide. Its intent is to become a common household name by families around the world.

Even though, Nestle is one of the world’s leading manufactures of the infant formula, its reputation has been smeared due to the infant formula incident in the Third World countries. Nestle competitors used Nestle as a role model not to make the same “unethical” marketing mistakes. Nestles’ situation gave other companies such as Abbott- Ross and Mead Johnson the opportunities to produce and market its infant formula products in ways different from Nestle.

A threat to the company is the increased competition as other companies find ways to catch up to Nestle. Because of its wide range of businesses Nestle is involved in, these competitors include many of the world’s top companies such as Proctor and Gamble, Pepsi, Kellogg and Kraft Foods. Other large threats came from negative public opinion regarding Nestlé’s marketing techniques of their breast milk substitutes in the past, which led to the inappropriate use of the product in Third World countries.

        

2) The rapid growth of the global market has given rise to the need for UPS to utilize all that is available in technology to maintain its core competencies. UPS began as a source for rapid, friendly and low priced delivery service. As the internet developed and the world markets blended, it had to evolve. New companies have emerged in Europe such as DHL, which threatened to take business away from UPS if they were not able to retain their promises of low prices and rapid deliveries. With new technology, they were able to support global commerce and a growing global supply chain.

3) The UPS webpage states that it is the latest technology for shipping, tracking and delivery available to match my company’s state-of-the-art products. Which I would translate as, because my company is on the cutting edge of technology I must use the delivery system that is equally innovative technology, UPS. Apparently, it is working as UPS experienced the strongest growth in 2002 according to Kiplinger’s Personal Finance, April 2003.

4) Technology has already had an impact on the industry. The number of physical documents has decreased as the internet and digital faxes has advanced. UPS has added online commerce exchanges to accompany the transportation of products from around the world. As technology advances, UPS will gain in its ability to assist with import/export regulations of the various countries around the world.

5) The Economist (3/29/03) noted that UPS had 70-percent of the ground delivery market. They serve nearly one-million customers daily and maintain that data with multiple, linked servers. This captured data makes it possible for UPS to add the personal touch to each customer. Addressing each one by name and knowing their usual delivery points assists in expediting the deliveries. Regular customers may send by credit, which is another personal touch that no other company can offer. The extensive database system helps to retain the customer base and lends to loyalty. Loyalty is something UPS can take to the bank.