Speculative Development Project Assignment Example | Topics and Well Written Essays - 5000 words

Speculative Development Project - Assignment Example At a distance it seems fine but there were the run of flats which were interrupted on the east side and a massive portico is provided which faces the axis of Brunswick Square. Theo Crosby, writing an appraisal in the Architectural Review, remarked on the massive portico facing the axis of Brunswick Square. In the evening light the tall thin columns stand out against the chiaroscuro background. This feature focuses more on open space rather enticing potential users from Russell Square station. There are two proposals: Turn the Brunswick into an office space or into residential apartments. If the Brunswick was to be converted into office space it will greatly enhance the environment in the public realm. The estimated cost of the project would be about 22 million. If we were to covert the Brunswick into office space the aim would be to: The Brunswick is a grade II listed building situated in the heart of the Bloomsbury conservation. It is in the area between Bernard Street to the south, Brunswick Square to the east, Handel street to the north and Marchmont Street to the west. The goal of the project would be to honor the building's original intention while at the same time producing an environment that would bring about a newly energetic commercial life into the area. Residential Space If we were to convert the Brunswick into an residential area the express aim would be to "respect the needs of the local residents and business people but still retain the building's original architecture. Originally the Brunswick was to be a low rise development-a blending of the urban housing, shops and offices that would have provided a link between Bloomsbury square and the streets. Due to the economic climate the building was never completed to its original goals, as a result long leases held by residents of the area were sold to the London Borough of Camden to provide low-income public housing. Feasibility of Residential Space Residents of the area has seen The Brunswick's potential, as a result many have already started to buy property. The flats have been snapped up. The flats have doubled in price over the last couple of years- a

Developing an Integrated Marketing Mix Plan

Developing an Integrated Marketing Mix Plan The fruit juices and juice drinks market sector has enjoyed steady growth up until the last few years. However, the market has now stalled due to the economic recession. Juice drinks are less expensive than fruit juices and this latter segment of the market has consequently grown whilst the fruit juices segment has declined, a trend that is expected to continue for the next few years at least. New product innovation and advertising expenditure are also in decline but in-store promotions are increasing as brands fight for market share. Established brands are paying more attention to the growing childrens market with specially positioned and targeted products. The Food Standards Agency has actively promoted healthier eating and pressurised the drinks industry to do the same. However, tough economic times and unemployment are affecting both consumer confidence and the ability of consumers to finance a healthier eating lifestyle. Even so, there is undoubtedly a market gap for a new brand to exploit. A healthy juice drink aimed at children, for consumption at breakfast time, would have little direct competition, in terms of its brand positioning, and would satisfy the need parents have to monitor their childrens five-a-day intake. Equally, it could also compete effectively in school lunch box market segment, which is an identified growth area. A new brand in this market segment would need a strong brand name and a distinctive brand position that resonates with consumer needs and stands out amongst the plethora of well -known brand names, which include Tropicana and Innocent smoothies. The new brand will also have to spend heavily on promotion during its launch phase to establish a sustainable market share. The promotional plan will need to deploy communications tools such as TV, which can deliver the right audience in sufficient numbers to achieve this goal in the shortest time possible. Other support media, such as online advertising, public relations, and sales promotion, will be required in order to support the TV advertising and extend the coverage and frequency of the promotional campaign. The positioning of the new brand is crucial in relation to all aspects of the marketing mix plan, as is the integration of both these activities and the key communications messages, all of which will help to ensure, as far as it is possible, the success of the new product launch. The market sector consists of two distinct segments, namely fruit juices, which are 100% pure fruit juice and juice drinks, which contain ingredients other than pure fruit, such as water. The value of the market sector in the UK grew in 2010, compared to 2009, with an annual increase of just over 3% to  £3.2 billion (Euromonitor, 2011). However, it only recovered to 2008 levels (Mintel, 2008) following a dip in sales value to  £3.1 billion in 2009 (Mintel, 2010). Whilst both overall volume sales and values have grown steadily in recent years, the effect of consumers trading down, together with a reduction in advertising expenditure and new product innovation and development by all brands, the market sector, in terms of product life cycle, appears to be reaching maturity (Mintel, 2010) see Figure 1 below: Figure 1: Product Life Cycle (Source: adapted from Kotler, 2001, p. 349) 1.2 Sales Trends Fruit Juices Vs Juice Drinks In 2010, there was a notable shift in consumers buying value-for-money juice drinks rather than premium fruit juice products. Volume sales in the fruit juices segment declined whilst the juice drinks segment increased its volume sales by 1% and its value by just over 3% in 2010, compared to 2009 (Euromonitor, 2011). This has resulted in a narrowing of the gap between the volume sales of fruit juices versus juice drinks see Figure 4 below. Mintel (2010) expects this trend to continue to at least 2015. Table 1: Volume Sales Trends Fruit Juices Vs Juice Drinks (Source: Mintel, 2010) 1.3 The Competitive Environment 1.3.1 Fruit Juices The brand leader and dominant player in the fruit juices market sector is Tropicana with an estimated 30% share followed a long way behind by Princes with just 3%. Tropicana has achieved its success through maintaining a balance between its premium brand positioning and a pricing strategy that is both appropriate for a premium brand and sufficiently appealing to consumers. Tropicana also benefits from being the UKs most recognised brand in this market sector (Euromonitor, 2011). Orange remains by far the most popular flavour in the fruit juices market segment accounting for about 58% of total sales volume in 2010 (Bainbridge, 2011). 1.3.2 Juice Drinks The major brands in this market sector are Oasis, Ribena, Capri Sun and Robinsons, which together account for about 50% of all sales. For juice drinks, according to Mintel, blended flavours are the most popular (Bainbridge, 2011). Tropicana has also extended its brand into this sector with its Tropicana Go! product for children. 1.4 Consumer Targeting According to TGI, the fruit juice and juice drink market sector is strongly associated with families with 83%, penetration of those UK households with children aged from five to nine. This is believed to be because parents and housewives in particular, are aware of the perceived health benefits of products in this market (Bainbridge, 2011). In addition, children account for one third of the consumption of all juice drinks (Euromonitor, 2011). 1.5 Media Advertising Expenditure The following three tables detail media advertising expenditure for fruit juices and juice drinks overall, by main monitored brands, and by main monitored products. Date Expenditure 2009/10 Index 2005/06=100 Adspend: Sales  £m Ratio (%) 2005/06 28 100 0.9 2006/07 29 104 0.9 2007/08 30 107 1.0 2008/09 23 82 0.7 2009/10 18 64 0.6 (Note: year is from July-June. Main monitored brands only excludes smoothies). Table 2: Total Overall Media Advertising Spend 2005/06-2009/10 (Source: Nielsen Media Research, 2010) Advertiser 2007/08 2007/08 2008/09 2008/09 2009/10 2009/10 Total Total  £000 %  £000 %  £000 %  £000 % Coca-Cola Great Britain 4,656 16 6,675 29 4,853 27 16,184 23 Britvic Soft Drinks Ltd 8,106 27 3,693 16 2,284 13 14,083 20 PepsiCo Intl Ltd 4,872 17 2,122 9 3,036 17 10,031 14 Ocean Spray Intl Inc 4,457 15 2,053 9 1,846 10 8,355 12 GlaxoSmithKline Plc 2,307 8 1,573 7 989 6 4,869 7 Gerber Foods Intl 1,211 4 1,815 8 1,386 8 4,412 6 Nichols Plc 1,104 4 1,089 5 1,332 7 3,525 5 Rubicon Products Ltd 892 3 1,138 5 411 2 2,441 3 British Sugar Plc 661 2 973 4 633 4 2,267 3 Sunsweet Growers 158 1 132 1 411 2 701 1 Others 1,092 4 1,707 7 610 3 3,409 5 Total 29,516 100 22,971 100 17,791 100 70,278 100 (Note: year is from July-June. Main monitored brands only excludes smoothies). Table 3: Media Advertising Spend by Advertiser 2007/08-2009/10 (Source: Nielsen Media Research, 2010) Brand Advertiser 2007 2007 2008 2008 2009 2009 Total Total  £0 %  £0 %  £0 %  £0 % Oasis Drink Coca-Cola 2,260 8 2,676 11 2,135 11 7,071 9 Ocean Spray Cranberry Ocean Sp. 2,235 8 2,604 10 1,751 9 6,590 9 Tropicana Pure Premium PepsiCo 5,129 17 1,134 5 6,264 8 Tropicana Pure Premium Orange PepsiCo 322 1 1,961 8 3,331 17 5,613 8 Capri-Sun Coca-Cola 755 3 674 3 2,521 13 3,950 5 J2O Fruit Drink Britvic 1,659 6 21 2,179 11 3,859 5 Robinsons Fruit Shoot Britvic 2,720 9 348 1 743 4 3,812 5 Vimto Soft Drinks Nichols 1,197 4 1,305 5 1,121 6 3,623 5 Welchs Purple Grape Gerber 341 1 2,230 9 966 5 3,537 5 Robinsons Drink Range Britvic 2,333 8 1,136 5 3,469 5 Others Others 10,416 35 11,000 44 5,390 27 26,806 36 Total 29,367 100 25,089 100 20,138 100 74,594 100 (Note: Main monitored brands only excludes smoothies). Table 4: Media Advertising Spend by Brand 2007-2009 (Source: Nielsen Media Research, 2010) 1.6 Distribution 1.6.1 Off Trade Most off trade sales take place through the large supermarket chains. Tesco sells more fruit juices and juice drinks than any other retail off-trade outlet accounting for around 18% of all sales in 2010 with Asda accounting for just over 11% (Euromonitor, 2011). 1.6.2 On Trade The key on-trade distribution channels in the UK are fast food and other restaurants, plus pubs, bars and clubs, where juices are typically used as mixers. However, the adult  juice  brand J2O is positioned as an alternative to alcohol in pubs, bars, and clubs and is increasing its sales year-on-year (Euromonitor, 2011). 1.7 Price Unit prices vary considerably depending on whether the drink is a fruit juice or a juice drink, and its fruit content if it is a juice drink. In addition, unit price varies according to the products positioning i.e. if it is a premium, supermarket own label standard or budget product. A selection of typical retail prices are shown in the two tables below. Positioning Brand Retail Price Premium Tropicana Orange Fruit Juice 1L  £2.18 Supermarket Own Label Standard Tesco Apple and Mango Fruit Juice 1L Litre  £1.60 Supermarket Own Label Budget Tesco Value Apple Juice 1L  £0.62 Table 5: Fruit Juices Typical Retail Prices (Source: mySupermarket.co.uk, 2011) Positioning Brand Retail Price Premium Prices Cranberry Juice Drink 1L  £1.42 Supermarket Own Label Standard Tesco Exotic Juice Drink 1L  £0.90 Supermarket Own Label Budget Tesco Value Apple Juice Drink 1L  £0.53 Table 6: Juice Drinks Typical Retail Prices (Source: mySupermarket.co.uk, 2011) Unit prices in 2010 were reported as being stable even though some brand owners passed on cost increases associated with fluctuations in currency exchange rates between the euro and the pound. However, this move was counterbalanced by discounting and promotional offers for private label and leading brand in the retail marketplace (Euromonitor, 2011). Generally, consumers were inclined to trade down to  juice drinks from fruit juices, due to price considerations. Whilst the recession undoubtedly encouraged discounting and sales promotions, it is evident that both own labels and leading manufacturers offered discounts and promotions long before the recession actually started. This practice is forecast to be a permanent strategy in the market sector in the future as brands jostle to establish and consolidate their competitive positions in an increasingly price sensitive market (Euromonitor, 2011). 1.8 The Macro Environment PESTEL Analysis Organisations can examine their external macro-environment by using the PESTEL analysis framework (Gillespie, 2007). A PESTEL analysis for the fruit juices and juice drinks market sector appears below: Political This refers to any government policy that may cause an intervention in the marketplace. In 2004, the Food Standards Agency (FSA) in the UK stated that it had a mission to convince consumers to adopt healthier food options for a healthier lifestyle. The FSA also required that the food and drinks industry support it in trying to achieve its aims (Food Standards Agency, 2004). The FSA suggested that organisations should include healthy eating strategies for their customers as part of their overall corporate social responsibility programmes rather than simply as a marketing tactic. In addition, the government has promoted healthier eating through an increased intake of fruit and vegetables with its 5-a-day campaign. This has been successful with 74% of those consumers questioned claiming they were aware of the campaign and nearly 60% having taken some action as a direct result of being exposed to the campaign (Food Standards Agency, 2008). Economic This includes such factors as interest rates, taxation changes, economic status and growth prospects, inflation, and exchange rates. Interest rates remain at an all time low with correspondingly low mortgage servicing costs for the majority of homeowners. However, unemployment, together with the threat of unemployment, is negatively affecting consumer confidence, which, in turn, is causing middle-income consumers to trade down higher priced, premium and luxury products (Warc, 2010). Social and Cultural This covers social and cultural trends that can affect consumer demand. There is a noticeable trend towards healthier eating habits in the UK. The importance of this to brands owners and marketers was highlighted in the Health of Britain Survey conducted in 2008 when Giles Quick from the research company, TNS Worldpanel UK said: It is unlikely that we will ever put health before taste, but brands that manage to combine great taste with practicality as well as a positive health proposition, are in an ideal position to win full marks from the consumer'(Quick, p. 3, 2008) Technological This looks at how new technologies can help create new products and new processes. The ubiquitous internet and the growth of mobile electronic communications devices will have an increasing influence over the way in which consumers interact with, and buy, brands, products, and services (Ericssson White Paper, 2011) Environmental Includes the weather and climate change and how these may affect the marketplace. Global warming and climate change are affecting the UK inasmuch as climatologists expect a generally warmer climate in the future. This may result in consumers drinking more water and, equally they drink more fruit juices and juice drinks (just-drinks, 2011). Legal This includes the legal framework within which the organisation and its competitors operate. There are currently no legal issues that may affect the market. 2.0 Identification of the Market Opportunity 2.1 Rationale for the Market Opportunity As has been seen from the analysis in Part 1.0, the ongoing economic difficulties in the UK have caused consumers in the market sector to trade down from fruit juices to juice drinks. This has been borne out by volume sales figures showing a decrease in fruit juice sales and an increase in juice drink sales over the last three years with the trend forecast to continue to at least 2015 (Euromonitor, 2011). However, fruit juices and juice drinks targeting children have seen their volume sales increase. For example, in 2010, Innocent saw sales of its childrens Wedge Cartons grow and subsequently launched a new product for children, Pure  Fruit  Squeezies, designed as a snack to go in childrens school lunchboxes. Feel Good Drinks for Kids and Tropicana Go! were also launched to target the school lunchbox market (Euromonitor, 2011). For juice drinks, breakfast time is when 50% of all such drinks are consumed (Euromonitor, 2011). All fruit juice and juice drinks, even if they contain no added sugar, contain natural fruit sugar. Consequently, for children, it is especially important that they consume juice drinks at mealtimes, such as at breakfast, as this is less likely to damage their teeth than if they sip at juice drinks during the day (Food Standards Agency, 2011). Equally, parents can monitor their childrens intake of juice drinks at breakfast and ensure that they clean their teeth afterwards before they go to school. In addition, parents are becoming increasingly aware of the need to provide a healthy diet for their children and this message is being actively promoted by government through the Food Standards Agency (2004). Research by Euromonitor (2011) has identified a specific market gap for products targeted at children and believes that brands in this marketplace need to strengthen their five-a-day mess ages. 2.2 Defining the Market Opportunity The gap in the market, therefore, is defined as: A high fruit content (50%), healthy juice dink for children to consume at breakfast as part of their five-a-day needs. 2.3 Competition Competition for such a product will come primarily from those brands that have developed, and successfully marketed, products specifically aimed at children. The identified competitors in this respect are: Innocents childrens wedge cartons and Pure  Fruit  Squeezies, Feel Good Drinks For Kids Tropicana Go! 3.0 Marketing Mix Plan 3.1 Marketing Objectives To generate sales worth  £120 million within 12 months of launch. To achieve a 4% share of the overall fruit juice and juice drinks market sector within 12 months of launch. 3.2 Marketing Strategy 3.2.1 Launch Strategy According to accepted marketing theory, for a new product launch in a competitive and price sensitive marketplace, such as for fruit juices and juice drinks, a brand needs to build consumer awareness quickly and achieve rapid market penetration to establish itself successfully (Kotler, 2001, p.355). Consequently, it is proposed to launch the new juice drink product using a rapid penetration strategy, which is one of four identified strategies for a new product launch- see figure 2 below: Figure 2: Marketing Strategies in the Introduction Stage (Source: adapted from Kotler, 2001, p.355) The rapid penetration strategy involves launching the new product at a relatively low price, compared to competitor products, with heavyweight promotional support in order to achieve the fastest possible market penetration and to gain the highest possible market share. This is a sensible strategy in a market with a number of established competitors where a new, and by definition, unknown brand has no consumer awareness. It is also a strategy more likely to succeed where there is price sensitivity in the market, as there is for fruit juices and juice drinks. In terms of cost, then the unit manufacturing cost falls with the volume production scale and with accumulated production experience (Kotler, 2001, p.356). 3.2.2 Competitive Position There are four basic competitive positions that the new product could adopt as follows: Market Leader Market Challenger Market Follower Market Nicher As this is a new product launch targeted at a segment of the overall market, which, although relatively immature, has some established players, it is proposed that the product is positioned as a Market Challenger. This competitive market positioning is relatively high-risk but also high-gain and helps to build a sustainable competitive advantage (Kotler and Armstrong, 2010) 3.2.3 Analysing Competitors The fruit juices and juice drinks market sector is characterised by intense competition between organisations, many of which now operate on a global scale. In view of this, even though the main competitors have been identified, it is crucial that the new brand gains a detailed insight into the nature of these competitors if it is to consolidate its long-term competitive position following its launch (Wilson and Gilligan, 2005, p. 223). According to Kotler and Keller (2006) there are a number of strategic steps that need to be undertaken in order analyse competitor actions in the marketplace. See Figure 3 on the next page. Figure 3: Strategic Steps in Analysing Competitor Actions In the case of the proposed new product, with its Market Challenger position, it is proposed that all fruit juice and juice drink brands competing within its market segment are attacked -see 3.2.3 Brand Positioning below. However, the brand needs to constantly monitor and evaluate the activities of its competitors. 3.3 Product Strategy 3.3.1 Product Specification A blended*, high fruit-content (50%) juice drink with no added sugar or colouring available from the soft drinks section of the supermarket (not chilled). * Actual flavour blend to be determined through research and pre-testing with consumer sample. 3.3.2 Brand Name The proposed brand name is START! The product targeted at children will be called START! for Kids. This name is intended to help position the brand as a product for consumption at the start of the day i.e. at breakfast. It is also a short and memorable name, which will help the product to stand out in a crowded marketplace and will also help facilitate the establishment of the brand in the consumer consciousness. In addition, the brand name has connotations of a healthy start to the day for kids. The brand name START! is also not exclusively for children and lends itself to extensions into other market segments, such as for the adult market. 3.3.3 Brand Positioning Positioning a brand has been described as an attempt by a business to influence the way in which consumers perceive and behave towards that brand in the marketplace (Perreault and McCarthy, 1999). For example, a brand could position itself to appeal to a particular consumer segment by promoting a particular attribute of the brand that would appeal to that segment (Pechmann and Ratneshwar, 1991). The following two figures illustrate the proposed brand positioning for the new product. High Price Juice Drink Pure Fruit Squeezie Childrens Wedge Fruit Juice/ Smoothie s START! For Kids Low Price Figure 4: START! Brand Positioning Childrens Fruit Juice/Juice Drinks Price per 100 ml/100 g and Pure Fruit Juice Content School Break Times Juice Drink Pure Fruit Squeezie and Childrens Wedge Fruit Juice/ Smoothie START! For Kids Breakfast Figure 5: START! Brand Positioning Childrens Fruit Juice/Juice Drinks Price and Consumption Time 3.3.4 Packaging The packaging will be a Tetra Classic Aseptic pack in two pack sizes 100 ml and 200 ml (Tetra Pak Website, 2010). This is to enable it to be used primarily as a breakfast drink in (200 ml size) and secondarily as a snack drink (in 100 ml size) at school break times. The tetra pack is easy to drink from and is also easy to pour into a cup or glass. The pack is also stable on the kitchen counter and on the school desk. See Appendix I. For retail distribution, the individual packs will be sold in rectangular multi-packs of 10 for the 100 ml and 5 for the 200 ml. The rectangular packaging will assist ease of display and stacking in the retail environment 3.4 Distribution Strategy In line with the rapid market-penetration strategy, the product will be sold though all supermarket chains and convenience stores in the UK with a heavy intensity. In view of the target audience, it will not be sold through the on-trade. The product will only be available for retail sale in multi-packs at the prices shown in Table7 on the next page. 3.5 Pricing Strategy Unit prices in the market segment are currently stable and subject to discounting on promotion (Euromonitor, 2011). The rapid market penetration strategy determines that the pricing strategy for START! will be highly competitive and challenging to the market leader and to other brands in the market segment. Brand/Product Retail Pack Size Price per 100 ml/ 100 g Lowest Retail price per pack START! For Kids 5 x 200 ml  £0.20  £2.00 START! For Kids 10 x 100 ml  £0.22  £2.22 Tropicana Go! 4 x 200 ml  £0.25  £2.00* Feel Good Drinks For Kids 1 x 400 ml  £0.32  £1.27* Innocent Childrens Wedge cartons 4 x 180 ml  £0.41  £2.92* Innocent Pure  Fruit  Squeezies 6 x 40g  £0.83  £2.00* Table 7: Retail prices for START! and Competitor Products (*Source: mysupermarket.co.uk, 2011) 3.6 Consumer Segmentation and Targeting Kotler, (2001, p.286) suggests that consumer markets can generally be segmented in three ways as shown below for the new product: Socio-demographics Primary: Housewives with school age children from 4 to 11, male and female. Secondary: The children themselves. Psychographics families with a healthy lifestyle or intending to adopt a healthy lifestyle. Behavioural factors Parents of children who have a positive attitude to the benefits of a healthy diet. 3.7 Marketing Communications Strategy 3.7.1 Marketing Communications Budget The average advertising spend to sales ratio over the last five years has been 0.82%. In order to achieve the marketing objectives stated and implement the rapid market penetration strategy it is proposed that the budget for the first year for START! For Kids be set at double this ratio i.e. 1.6%. This will result in an advertising budget of  £1.92 million. A summary of the overall marketing communications budget by activity appears in appendix II 3.7.2 Marketing Communications Tools According to Kotler (2001), there are five main categories of marketing communications tools:- Advertising Sales Promotion Public Relations Personal Selling Direct marketing 3.7.3 Marketing Communications Tools Characteristics/Objectives According to Fills 4Cs model (2002), the five main communications tools, are characterised by four principal dimensions: Communications Impact Credibility Costs Control See Figure 6 on the next page, which shows how these dimensions apply to the various component of the communications mix. Figure 6: Fills 4Cs Model As has already been established, START! needs to gain rapid penetration through the use of high impact promotional activity that delivers a large audience within the identified consumer segment. In view of the target audience definition, and the need to create high levels of product acceptance, it is proposed that the consumer promotional activity includes a mix of tools including advertising, sales promotion and public relations. 3.7.4 Integrated Marketing Communications (IMC) The concept of IMC was acclaimed by Moriarty (1994) as being one of the most significant developments in the marketing communications business in the 1990s. Kotler first discussed IMC back in 1997 but it was not until 2003 that defined the concept thus: Integrated marketing communication is a concept according to which the company integrates and coordinates its communication channels to send a message clearly, consistently and convincingly about the organization and its product (Kotler, P, 2003, p. 672). Fills promotional planning framework (2006, pp.174-176) summarises all the aspects of the marketing communications planning process see Figure 7 below. Fill categorises the tasks achieved by communications activity into three areas namely, Push, Pull, and Profile, as follows:- Push The activity is pushed from the product provider to the supply chain intermediaries to help develop relationships. Pull The activity is from the product provider to the end consumer to generate a call to action either a purchase or an enquiry. Profile The product provider implements a mix of communications strategies to build brand reputation with all of its target audiences. Figure 7: Fills Promotional Planning Framework (Source: Fill, 2006, pp.174-176) If a formally structured approach to marketing communications planning, such as that detailed above, is not followed there is a risk that the goals and strategy of the marketing communications plan will not link to the high-level corporate goals, or to the marketing goals of t

Koala Essay -- essays research papers

Marsupials The Koala Among the many different marsupials in the world, there is one that stands out and is recognized, not only for its looks, but also for the hardships that it deals with in being a koala. The koala originated in Australia, and was discovered by trappers around the time of 1798. Many rare and exotic animals have been found in Australia, because of its remoteness and isolation from most of the civilized world. Australia has been described as a huge ark, a giant lifeboat, cut off from contact with the rest of the world and carrying with it a group of unique creatures (Serventy 1975). The creatures that inhabit Australia are made up of many different classifications of animal groups that have found themselves all living together on one continent. The koala is a very unique looking animal, which has a very interesting face and color structure. It has a very large nose, with small eyes, and very ears. The fur of the koala is dense and wooly; it has gray on the upper part and lighter colored below it. The koalas living in the southern regions of Australia, which tend to be colder, are larger and have a shaggier coat then those in the north. The arms of the koala have three fingers on each hand that are separated from the other two, which make it easy for the koala to grasp on to branches. On the koala’s feet there are only two out of the five toes on each foot that are made for climbing. The other toes are used for grasping and combing the hair of the animal. Both the arms and legs of the koala are very powerful. The koala is a nocturnal animal, which begins its feeding process in the late afternoon, when it awakes from its daily sleep. It ventures high up in the treetops to begin feeding on the leaves of gum trees located in the jungles of Australia. It uses its strong feet for climbing up the steep gum trees, and its heavy body, weighing more than thirty pounds, to support it in the tree branches while eating. When eating up in the trees the koala uses its powerful jaw and razor sharp teeth to tear apart the gum leaves. All movements made by the koala are slow and careful, when a fall from the tree would mean sudden death for the creature. It spends mainly all of its life up in the trees. The koala sleeps, eats, and takes care of its young all up in the high gum trees in Australia. The koala can run on land, but in the event of an attack the n... ... In New South Wales there are more than twenty species of gum trees that were found to be used as food for the koalas. One koala was even seen eating the leaves of the introduced weeping willow. There is a huge variety of plant life that the koala will feed on, but it all depends on the location in which the koala lives. There are vary dangerous plant life for the koalas, some leaves in the area have special enzymes which control koala feeding habits (Sarre 1999). These leaves are part of the dangers that koalas face in the wild. Koalas are a threatened species, even though they are so isolated in the Australian jungles. Wildlife surveys show that human interruption has caused a severe decline in koala population. Among the factors that caused this decline are the building of highways and pollutants. As sad as it is poaching of koalas is also a huge problem in Australia. Even though koala population is at an up rise, the ideas of hunting koalas still disturb many people. There are many conservation groups across the country who are starting programs and save the koalas from death (Payne 1995). Hopefully with everyone’s help the koalas will be around for many generations to enjoy.

Hydro electric in malaysia

Large or small hydropower, still far the most Important of the renewable energy for electrical power production worldwide, providing 19% of planet's electricity. However, hydropower on a small scale remains the most effective energy technologies to be considered for rural electrification In less develops country. The advantages of small hydro technology are the system can last for 50 years or more with less maintenance and also environmental friendly. Malaysian government has launched the Small Renewable Energy Programme (SREP) In 2001, In order to motivate the IndependentPower Producer (IPP) in implementing the renewable energy projects in Malaysia. In 2009, there are 5 mini hydropower projects from 17 SREP participants, and one of them is Renewable Power Sdn. Bhd. This rnlnl hydro Is operating at Gadlng Reserve forest, Hulu Selangor with licensed capacity of 2. 2MW. The capital cost of this project is estimated to be paid off after 10 years generation. The barriers of this mini hyd ro are authority Issues, short-term profit minded and expensive transmission to the grid.Apart from these challenges, obviously mini hydropower is one of the most otential alternatives energy in Malaysia, suitable to the objective of Fifth Fuel Policy In Implementing renewable energy as one energy resource In Malaysia. Peninsular Malaysia Tenaga Nasional Berhad operates three hydroelectric schemes in the peninsular with an installed generating capacity of 1,91 1 megawatts (MW). They are the Sungai Perak. Terengganu and Cameron Highlands hydroelectric schemes with 21 dams In operation. A number of Independent Power Producers also own and operate several small hydro plants.

Homosexuality in School Essay

Of the many emotions a gay man or woman feel, perhaps the most powerful pervasive is fear. The fear of being found out ir real enough, but the worry does not end there. There are the fears of being bullied by your peers, being make fun of and even been killed. For a lesbian and gay teenager, who lack experience and life skills to cope with them, such fears can be overwhelming. Lesbian, gay and bisexual youth face many problems as they realize they are homosexual. And they have to face all this problems at school where many teenagers are judgmental. Many of these teens cant handle the bullying and abused so they turned to homeschooling, running away from home and even suicide. It is unacceptable for young gay men and lesbians to experience levels of prejudice and discrimination that mar their developing years and their school experiences. They, just as much as anyone, should be able to look back warmly on their school days, without rembering bully, name calling, and exclusion. It is common for young people to use words associated with homosexuality as insults or, more generally, as negative adjectives. The prejudice can cause great distress for gay or lesbian pupils, who, gradually becoming aware of their sexuality, come to realize that they are a member of a despised group. This can affect self-stem badly and be a very upsetting time. As they grow older, gay pupils are faced with they very difficult decision of whether to come out and be openly gay at school, or whether to try to hide their sexual identity form their peers. Many homosexual teenager don’t know how to deal with this problems, so they often recurred to drugs in search for some outlet. Many start developing mental problems like depression and anxiety. Because fo the prejudice and the bullying in school that homosexual teens received they don’t get help, they don’t want to tell their teachers as they are afraid they will judge them. By not getting help many of them feel they don’t have another option than ending their life. According to pflagphoenix.org over 30% of all reported teen suicides each year are committed by gay and lesbian youth. Various sexual health issues, specifically HIV, for young gay men are disproportionally affect the lack of information there. They need to receive the information that eill enable them to identify risks, and to take action to protect themselves before they reach an age when they will become sexually active. An education system that falls in this regard is one that puts live at risk. Schools do not always do enough to address these problems, and in some cases, can even add to them. All too often, even if sexual health education does exist, it doesn’t even mention gay people. According to statistics by yotuhprideri.org a website made to inform about the problems that young homosexual faced. According to them 84% of homosexual students report being verbally harassed (name calling, threats, etc.) because of their sexual orientation. And 80% of gay and bisexual youth report severe problems with cognitive, social or emotional isolation. What is needed to help improve their situation? The school system exists to educate and prepare young people for place in adult society. If foes not provide gay pupils with the information they need to have safe sexual relationship, and allows other pupils to leave school with prejudice and a lack of understanding of gay issues, then the school system has failed some education providers have taken s steps to ensure young people receive sexual health education that contains a component for gay pupils. There are also an increasing number of schools that have specific policies for tackling homophobic bullying and discrimination. In such an environment, gay and lesbian teachers are more able to come out to students and staff, acting as vital role models for young people There are still problem for homosexual students in school, but we have to look at the things that are changing. For example media is becoming more aware and open to the problem and represented homosexuality in teenagers as a good thing. In many of the big cities they are being more opened to homosexuality, many school are even bringing more information about sexuality. More school are hiring homosexual teachers to show there more open minded state. These are small steps to achieve more freedom for homosexual teenagers in school and in society, but still remember that they are many who are suffering and we can not stop until this problem is ended.