The document summarizes information about E. & J. Gallo Winery, which was founded in 1933 in Modesto, California by brothers Ernest and Julio Gallo. It remains a family-owned business with members of the third generation of the Gallo family currently working in the company. The winery has grown to become the largest family-owned winery and largest exporter of California wine in the world. The document outlines the company's mission, values, commitment to diversity, community, environmental stewardship, employee benefits, training programs, work-life balance initiatives, and employee recognition programs.
This is a brief introduction and summary to marketing to the female economy, includes a case study which segregates the different segments in the female economy, successful campaigns to the female economy, opportunities and advice for marketers in the female economy
Communicating and Negotiating Across Cultures बि. बि. राई
The document discusses cross-cultural communication and negotiation, noting there are differences in communication styles (e.g. high vs low context, direct vs indirect) across cultures that managers must understand when negotiating. Effective communication is important for managing a multicultural workforce. Managers in global organizations must be skilled negotiators who can navigate cultural differences in language and communication styles.
Professor Gary Gereffi’s presentation focuses on the origins of the Global Value Chain (GVC) framework. It clarifies key GVC concepts and methods, including value chain mapping, value chain governance and value chain upgrading. The presentation concludes by examining the medical devices GVC in Costa Rica to show the GVC of a small country in high tech. Professor Gereffi presented this overview at the World Bank Group, Trade & Competitiveness GVC workshop on technical tools and operations in Washington, DC.
Castel Group is a major French producer of wine, beer, and soft drinks. It analyzes the French wine market, competitors, and performs a PEST, SWOT, and marketing mix analysis. Its action plan is to use latest technology, attractive packaging, low prices through penetration pricing, have a wide reach in France and presence in 5 continents, and promote through discounts and word of mouth.
O documento discute a importância de se desenvolver produtos de qualidade nas áreas rurais portuguesas. Ele descreve como as áreas rurais representam grande parte do território nacional e abrigam recursos naturais e culturais valiosos. Também discute a necessidade de se certificar produtos e seguir normas de qualidade para ganhar competitividade, bem como rotular produtos para proteger indicações geográficas. O objetivo final é aumentar a sustentabilidade das áreas rurais e promover suas produções regionais de qualidade.
Pepsi was first created in the 1890s by Caleb Bradham, a pharmacist in North Carolina. It was originally called Brad's Drink but the name was changed to Pepsi-Cola in 1903 when Bradham began bottling and selling it commercially. Since then, Pepsi has targeted its products and branding heavily towards youth through slogans, celebrity endorsements, and focusing its advertisements on cricket and Bollywood. The company's logo has evolved over time from featuring a bottle cap to the current Pepsi globe logo. Pepsi has built up a strong distribution network in India to support its branding and marketing strategies.
Los hermanos Gallo eligieron una estrategia de dominio del mercado a través de la producción y distribución masiva de vino. Sin embargo, su estrategia tenía debilidades como la falta de integración y comunicación entre los hermanos y una administración débil. Para fortalecerse en el futuro, Gallo debe considerar alternativas como fusiones, diversificación de productos, y cooperación con otras empresas para enfrentar la competencia extranjera y mantener su liderazgo en el mercado estadounidense.
Ernest y Julio Gallo escogieron una estrategia para monopolizar el mercado de vinos estadounidense mediante la acumulación y control del mercado. En el futuro, Gallo debe mejorar su mercadotecnia, gestión de marcas, infraestructura y manejo de información. Las opciones estratégicas incluyen fusiones para mantener el control del mercado y adquisiciones para diversificar la producción.
This is a brief introduction and summary to marketing to the female economy, includes a case study which segregates the different segments in the female economy, successful campaigns to the female economy, opportunities and advice for marketers in the female economy
Communicating and Negotiating Across Cultures बि. बि. राई
The document discusses cross-cultural communication and negotiation, noting there are differences in communication styles (e.g. high vs low context, direct vs indirect) across cultures that managers must understand when negotiating. Effective communication is important for managing a multicultural workforce. Managers in global organizations must be skilled negotiators who can navigate cultural differences in language and communication styles.
Professor Gary Gereffi’s presentation focuses on the origins of the Global Value Chain (GVC) framework. It clarifies key GVC concepts and methods, including value chain mapping, value chain governance and value chain upgrading. The presentation concludes by examining the medical devices GVC in Costa Rica to show the GVC of a small country in high tech. Professor Gereffi presented this overview at the World Bank Group, Trade & Competitiveness GVC workshop on technical tools and operations in Washington, DC.
Castel Group is a major French producer of wine, beer, and soft drinks. It analyzes the French wine market, competitors, and performs a PEST, SWOT, and marketing mix analysis. Its action plan is to use latest technology, attractive packaging, low prices through penetration pricing, have a wide reach in France and presence in 5 continents, and promote through discounts and word of mouth.
O documento discute a importância de se desenvolver produtos de qualidade nas áreas rurais portuguesas. Ele descreve como as áreas rurais representam grande parte do território nacional e abrigam recursos naturais e culturais valiosos. Também discute a necessidade de se certificar produtos e seguir normas de qualidade para ganhar competitividade, bem como rotular produtos para proteger indicações geográficas. O objetivo final é aumentar a sustentabilidade das áreas rurais e promover suas produções regionais de qualidade.
Pepsi was first created in the 1890s by Caleb Bradham, a pharmacist in North Carolina. It was originally called Brad's Drink but the name was changed to Pepsi-Cola in 1903 when Bradham began bottling and selling it commercially. Since then, Pepsi has targeted its products and branding heavily towards youth through slogans, celebrity endorsements, and focusing its advertisements on cricket and Bollywood. The company's logo has evolved over time from featuring a bottle cap to the current Pepsi globe logo. Pepsi has built up a strong distribution network in India to support its branding and marketing strategies.
Los hermanos Gallo eligieron una estrategia de dominio del mercado a través de la producción y distribución masiva de vino. Sin embargo, su estrategia tenía debilidades como la falta de integración y comunicación entre los hermanos y una administración débil. Para fortalecerse en el futuro, Gallo debe considerar alternativas como fusiones, diversificación de productos, y cooperación con otras empresas para enfrentar la competencia extranjera y mantener su liderazgo en el mercado estadounidense.
Ernest y Julio Gallo escogieron una estrategia para monopolizar el mercado de vinos estadounidense mediante la acumulación y control del mercado. En el futuro, Gallo debe mejorar su mercadotecnia, gestión de marcas, infraestructura y manejo de información. Las opciones estratégicas incluyen fusiones para mantener el control del mercado y adquisiciones para diversificar la producción.
Ernest y Julio Gallo escogieron una estrategia donde cada uno maneja una parte de la empresa de forma separada y competitiva, lo que ha impulsado el crecimiento de la compañía. Sin embargo, deben enfrentar los cambios en el mercado hacia vinos finos e importados. Las alternativas estratégicas incluyen mejorar la calidad de sus productos principales o importar/producir más vinos finos.
Ernest y Julio escogieron inicialmente distribuir vino y luego embotellarlo y producir sus propias tapas de rosca, aprovechando las fortalezas de Ernest en producción y de Julio en ventas y mercadeo. Gallo tiene una marca líder, es una empresa privada con estándares de calidad y alta participación de mercado. Sin embargo, debe diversificar sus productos, cambiar su forma de administración y exportar a nuevos mercados para mantener su éxito en el futuro.
Ernest y Julio Gallo escogieron una estrategia que les permitió ser líderes en la producción y distribución de vinos económicos de alta calidad, absorbiendo competidores. Sin embargo, su división en roles (Julio en producción, Ernest en negocios) y desacuerdos sobre publicidad amenazaban su éxito. Para el futuro, Gallo debe enfrentar la globalización mediante nuevos mercados y alianzas, y considerar alternativas como benchmarking y alianzas estratégicas.
Growing Your Own Leaders: E. & J. Gallo Winery’s Handcrafted Leadership SuccessHuman Capital Media
If a healthy root system lies beneath a vineyard, the stage is set for a robust grape harvest. Likewise, E. & J. Gallo Winery’s culture lies beneath its leadership program, feeding the production of strong leaders and abundant employee engagement. In this session, you will learn how E. & J. Gallo Winery handcrafted a development program from the inside out, based on its leadership model: envision, enlist, engage and execute. Experience powerful stories shared by top company executives in video vignettes that were created to serve as the seeds of growth for leaders at all levels. The results have been tremendous — engagement surveys continue to climb, and E. & J. Gallo Winery has had one of the strongest years for financial and brand performance in its 77-year history. They were just announced as a finalist for the 2010 CLO Learning In Practice Vanguard Award.
Kristi Marsella, Vice President, Talent Management, E. & J. Gallo Winery
Maryann Billington, Senior Partner, Leadership and Talent Consulting Group, and Global Leader for Executive Education, Korn/Ferry International
Ernest and Julio Gallo were brothers born in Modesto, California in 1910 and 1911 respectively. They changed the wine industry by marketing wine as an everyday drink for all Americans through innovative advertising. This helped them build Gallo Wines into the largest wine company in America. However, their business success came at personal costs, as they had lawsuits with their brother and Ernest and Julio disowned their uncle, taking a toll on family relationships.
El documento resume la estrategia de Ernest y Julio Gallo para convertirse en líderes del mercado de vinos en Estados Unidos. Se enfocaron en el mercado de consumidores y distribuidores independientes y en mantener altos estándares de calidad. El documento también analiza las fortalezas y debilidades de su estrategia, así como posibles cambios estratégicos futuros como expandirse a nuevos mercados internacionales y fusionarse con otras empresas.
El documento resume la situación de Kodak, incluyendo un análisis de sus fortalezas y debilidades, así como recomendaciones estratégicas. Kodak tiene experiencia en el mercado de cámaras pero poca en impresoras, y está experimentando problemas financieros como liquidez decreciente y márgenes en disminución. Se recomienda que Kodak se fusione con Canon, negocie con Nokia, defina estrategias para mercados emergentes y de bajos ingresos, y mejore su posición financiera.
Executive summary of the United Nations World Tourism Organization (UNWTO) and International Labour Organization (ILO) research: “Economic Crises, International Tourism Decline and its Impact on the Poor: An Analysis of the Effects of the Global Economic Crisis on the Employment of Poor and Vulnerable Groups in the Tourism Sector,” conducted as part of UN Global Pulse’s Rapid Impact and Vulnerability Assessment Fund (RIVAF). For more information: http://www.unglobalpulse.org/projects/rapid-impact-and-vulnerability-analysis-fund-rivaf
Paper on Detecting and Responding to Findings of Fraud, Wast.docxherbertwilson5999
Paper on Detecting and Responding to Findings of Fraud, Waste, and Abuse:
You will prepare a two-page paper on a recent (January 2014- or more recent) instance of federal fraud, waste, or abuse. The paper should be based on research of a federal department or agency and how a current instance of fraud, waste, or abuse was detected and addressed by that department or agency. I have chosen the IRS and have some links you can use.. Some research is required on your part . Most be 2-3 pages in length 12 point font.
Stolen Identity Refund Fraud (SIRF), IRS Victims
http://cagw.org/media/press-releases/cagw-irs-not-top-tax-fraud-poised-lose-billions-more-year
http://www.treasury.gov/tigta/auditreports/2015reports/201540003fr.pdf
This paper, including citations and bibliographic references, is to be done in APA style at least 2-3 pages in length for page and a cover page and 1 page for sources and page numbers with section heading
Project Requirement
Lists recent (since January 2014) instance of federal fraud, waste, or abuse in a federal agency
Summarize the issue, what led to the issue occurring. List the reason that the issue is an instance of fraud, waste and abuse, and list if the issue is fraud, waste or abuse.
The paper should identify the steps the agency took (e.g., the OIG) to identify the fraud
Delineate steps you recommend the agency should take to avoid the issue in the future (e.g., improve specific internal controls, change hiring conditions)
Proper research - identify at least two sources, and sources listed in a references section
Proper format: 2-3 pages of content + 1 cover page + 1 page for sources; section headings, double spaced, page numbers
Kellogg Company
2014 Annual Report
Letter to Shareowners and SEC Form 10-K
Fiscal Year End: January 3, 2015
Dear Shareowners,
When W.K. Kellogg founded Kellogg Company in 1906, he had no way of knowing that his fledgling business would
grow to become among the most recognized and respected companies in the world. All he knew was he wanted to
help people enjoy a healthier, more nutritious breakfast — and he was determined to succeed.
Although more than a century has passed and our product portfolio has expanded beyond breakfast, we have never
lost sight of the principles put in place by our founder. Despite the ever more rapidly evolving landscape in which we
compete today, Kellogg Company remains as committed to enriching the lives of our consumers worldwide through
delicious, high-quality foods and iconic brands as ever before.
Of course, our commitment to our employees, communities and to you, our shareowners, is also as strong as ever.
For all these reasons and more, I feel very privileged to be the chief executive and chairman of the board of this great
company. Furthermore, I am confident that we have the right strategy in place and that we are taking the right
actions to drive growth in the years to come.
Strategy and Growth. Our strategy is a simple one: W.
Newman's Own is a food company founded in 1982 by actor Paul Newman and author A.E. Hotchner to produce salad dressings. Today, Newman's Own produces nearly 100 food products across 8 categories and donates all after-tax profits to charity. The company analyzes its product line of salad dressings, which includes popular varieties like ranch and Caesar as well as unique flavors. Newman's Own promotes its philanthropic mission and use of all-natural ingredients. The document provides a breakdown of ingredients in regular, lite, creamy, and organic dressing options to highlight nutritional differences. It also discusses FDA regulations regarding labels like "organic" and "all-natural." Previously, Newman's Own used product labels to
Corn Products International is a global ingredients company that has operated for over a century. It has over 10,000 employees located across 30+ countries. The company provides starches, sweeteners, and other ingredients to various industries like food/beverage, personal care, and more. It emphasizes safety, integrity, respect, quality and excellence in its operations.
1
11
Walgreens Retail Pharmacy Diversity Plan
Student Name
Institution Affiliation
Course Name
Professor’s Name
Date
Walgreens retail pharmacy Diversity Plan
Introduction
Walgreens aspires to be the finest specialty pharmacy in terms of both convenience and working conditions. We want to create an environment where the majority of our employees and suppliers will flourish and thrive. This is a determination that starts with our own. We have such a strong desire to do good work and improve our customers' lives at Walgreens (Media, 2020). Across many departments, our experts will assist us in achieving this aim. Each part of the Walgreens team is proud to assume the burden and privilege of assisting all shoppers in getting, staying, and living well.
Walgreens is committed to fostering Diversity in pharmacy schools and colleges around the country. According to Borja-Hart et al. (2016), Walgreens has given over a million dollars to this cause every year since 2008, with around half of the money going to students in the form of scholarships and the rest going to accredited pharmacy colleges in the United States and Puerto Rico. We are helping to increase students' enrollment from underrepresented communities and provide educational assistance through our ongoing sponsorship.
These shared responsibilities are essential components of our robust belief structure, established over a generation of dedication to our societies. Equality, fairness, and respect At Walgreens, these aren't just vital phrases. These are fundamental values that our creator Charles R. Walgreen Sr. expressed generations earlier, as seen on this paper's surface. These values continue to inspire our common core religious traditions in personal engagement, enthusiasm, obligation, and transparency. They resound throughout every encounter we have with clients, clinicians, families, associates, and coworkers to this day.
The more our business represents and respects our clients' Diversity, the more we can represent everyone (Bacon, 2004). We take extra care to customize our retail to community interests and needs through diverse community-specific product selection, inter signage, exhibits, dial-pharmacist help in different languages, and pharmacy identification tags that recognize language groups consulting services, hiring different talents from the community we work. The primary purpose of this article is to create and evaluates Walgreens retail pharmacy Diversity Plan.
Justification for the Diversity Plan
The more our company reflects and embraces our customers' Diversity, the more we can serve everyone (Bacon, 2004). Via diverse neighborhood-specific product range, inter signs, exhibits, dial-pharmacist assistance in various languages, pharmacy identification tags that identify language groups consulting services, and recruiting different talents from the community we work in, we take special care to tailor our retail to community preferences and needs.
We market and di ...
1
11
Walgreens Retail Pharmacy Diversity Plan
Student Name
Institution Affiliation
Course Name
Professor’s Name
Date
Walgreens retail pharmacy Diversity Plan
Introduction
Walgreens aspires to be the finest specialty pharmacy in terms of both convenience and working conditions. We want to create an environment where the majority of our employees and suppliers will flourish and thrive. This is a determination that starts with our own. We have such a strong desire to do good work and improve our customers' lives at Walgreens (Media, 2020). Across many departments, our experts will assist us in achieving this aim. Each part of the Walgreens team is proud to assume the burden and privilege of assisting all shoppers in getting, staying, and living well.
Walgreens is committed to fostering Diversity in pharmacy schools and colleges around the country. According to Borja-Hart et al. (2016), Walgreens has given over a million dollars to this cause every year since 2008, with around half of the money going to students in the form of scholarships and the rest going to accredited pharmacy colleges in the United States and Puerto Rico. We are helping to increase students' enrollment from underrepresented communities and provide educational assistance through our ongoing sponsorship.
These shared responsibilities are essential components of our robust belief structure, established over a generation of dedication to our societies. Equality, fairness, and respect At Walgreens, these aren't just vital phrases. These are fundamental values that our creator Charles R. Walgreen Sr. expressed generations earlier, as seen on this paper's surface. These values continue to inspire our common core religious traditions in personal engagement, enthusiasm, obligation, and transparency. They resound throughout every encounter we have with clients, clinicians, families, associates, and coworkers to this day.
The more our business represents and respects our clients' Diversity, the more we can represent everyone (Bacon, 2004). We take extra care to customize our retail to community interests and needs through diverse community-specific product selection, inter signage, exhibits, dial-pharmacist help in different languages, and pharmacy identification tags that recognize language groups consulting services, hiring different talents from the community we work. The primary purpose of this article is to create and evaluates Walgreens retail pharmacy Diversity Plan.
Justification for the Diversity Plan
The more our company reflects and embraces our customers' Diversity, the more we can serve everyone (Bacon, 2004). Via diverse neighborhood-specific product range, inter signs, exhibits, dial-pharmacist assistance in various languages, pharmacy identification tags that identify language groups consulting services, and recruiting different talents from the community we work in, we take special care to tailor our retail to community preferences and needs.
We market and di ...
Bill Stankiewicz Copy Of Hain Celestial Group ReportBillStankiewicz
Hain Celestial Group Earnings report
Best Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse of Georgia
Office: 678-364-3475
Williams@shipperswarehouse.com
http://www.linkedin.com/in/billstankiewicz2006
http://www.slideshare.net/BillStankiewicz.
http://twitter.com/BillStankiewicz
Sustainable Consumer Packaged Goods member
CPG Branding and Forum Member
Please consider the environment before printing this e-mail
“Change doesn\'t start on the surface. It\'s generated from consciousness.”
Deepak Chopra
Alliance In Motion Global, Inc. (AIM Global) is a multi-level marketing company based in the Philippines that distributes health, beauty, and home products. It has over 87 business centers and 94 satellite offices nationwide. AIM Global offers competitive compensation packages for distributors including scholarships, medical benefits, and travel incentives. The company's vision is to distribute quality products and services globally and empower distributors to achieve financial independence. AIM Global is the exclusive distributor of Nature's Way products in the Philippines and other countries.
The document discusses the corporate social responsibility practices of Whole Foods Market and American Family Insurance Group. It summarizes Whole Foods' focus on satisfying customers through high quality products and service, as well as supporting team members through empowerment and shared prosperity. It then outlines American Family Insurance's initiatives to reduce environmental impact through energy efficiency, waste reduction, and land conservation efforts. It also discusses their social sustainability practices including diversity, wellness programs, and community involvement.
This document summarizes the benefits of working for Goodwill Industries of Southeastern Wisconsin and Metropolitan Chicago. It describes Goodwill as a mission-driven nonprofit that provides training, employment, and services to help dislocated workers and people with disabilities or disadvantages. It highlights that Goodwill offers a stable career with opportunities for growth, a family-friendly work-life balance, and the ability to make a positive impact through their mission of transforming lives through the power of work. The document promotes Goodwill as an award-winning organization that values its employees and offers competitive wages and benefits.
Bar Louie, a restaurant and bar brand known for craft cocktails and food, is aggressively expanding with plans to open over 100 new corporate and franchise locations in the United States within the next 5 years. They are experiencing rapid growth, with sales up 50% since 2011. The company is seeking experienced franchisees to help drive this expansion and grow the brand across the country. Initial franchise investments range from $410,000 to $3 million.
This document provides information about Constellation Brands to prospective job applicants. It summarizes Constellation Brands' history as a family-owned company founded in 1945 that is now a global leader in premium wines, beers and spirits. It describes the company's mission, vision and values. It also outlines benefits, compensation, development opportunities, perks and the company's commitment to corporate social responsibility.
Royal Cup looks back at 2014 to recap its Sustainability initiatives. Royal Cup recaps it's environmental stewardship, social responsibility and economic stability impact to discover what they are doing well as a company and how exactly they can improve their business as a whole. Because at Royal Cup Sustainability is not just a way to conduct business, it is business.
FPI is committed to community involvement through various employee volunteer and fundraising initiatives including supporting Toys for Tots, hosting blood drives, and coordinating food drives. FPI employees volunteer their time and skills for these causes, and FPI funding and volunteering has a significant impact on the local community. FPI also supports local education through scholarships and partnerships with Western New England University. Employees are encouraged to participate in various committees focused on diversity, health, sustainability, and more.
Ernest y Julio Gallo escogieron una estrategia donde cada uno maneja una parte de la empresa de forma separada y competitiva, lo que ha impulsado el crecimiento de la compañía. Sin embargo, deben enfrentar los cambios en el mercado hacia vinos finos e importados. Las alternativas estratégicas incluyen mejorar la calidad de sus productos principales o importar/producir más vinos finos.
Ernest y Julio escogieron inicialmente distribuir vino y luego embotellarlo y producir sus propias tapas de rosca, aprovechando las fortalezas de Ernest en producción y de Julio en ventas y mercadeo. Gallo tiene una marca líder, es una empresa privada con estándares de calidad y alta participación de mercado. Sin embargo, debe diversificar sus productos, cambiar su forma de administración y exportar a nuevos mercados para mantener su éxito en el futuro.
Ernest y Julio Gallo escogieron una estrategia que les permitió ser líderes en la producción y distribución de vinos económicos de alta calidad, absorbiendo competidores. Sin embargo, su división en roles (Julio en producción, Ernest en negocios) y desacuerdos sobre publicidad amenazaban su éxito. Para el futuro, Gallo debe enfrentar la globalización mediante nuevos mercados y alianzas, y considerar alternativas como benchmarking y alianzas estratégicas.
Growing Your Own Leaders: E. & J. Gallo Winery’s Handcrafted Leadership SuccessHuman Capital Media
If a healthy root system lies beneath a vineyard, the stage is set for a robust grape harvest. Likewise, E. & J. Gallo Winery’s culture lies beneath its leadership program, feeding the production of strong leaders and abundant employee engagement. In this session, you will learn how E. & J. Gallo Winery handcrafted a development program from the inside out, based on its leadership model: envision, enlist, engage and execute. Experience powerful stories shared by top company executives in video vignettes that were created to serve as the seeds of growth for leaders at all levels. The results have been tremendous — engagement surveys continue to climb, and E. & J. Gallo Winery has had one of the strongest years for financial and brand performance in its 77-year history. They were just announced as a finalist for the 2010 CLO Learning In Practice Vanguard Award.
Kristi Marsella, Vice President, Talent Management, E. & J. Gallo Winery
Maryann Billington, Senior Partner, Leadership and Talent Consulting Group, and Global Leader for Executive Education, Korn/Ferry International
Ernest and Julio Gallo were brothers born in Modesto, California in 1910 and 1911 respectively. They changed the wine industry by marketing wine as an everyday drink for all Americans through innovative advertising. This helped them build Gallo Wines into the largest wine company in America. However, their business success came at personal costs, as they had lawsuits with their brother and Ernest and Julio disowned their uncle, taking a toll on family relationships.
El documento resume la estrategia de Ernest y Julio Gallo para convertirse en líderes del mercado de vinos en Estados Unidos. Se enfocaron en el mercado de consumidores y distribuidores independientes y en mantener altos estándares de calidad. El documento también analiza las fortalezas y debilidades de su estrategia, así como posibles cambios estratégicos futuros como expandirse a nuevos mercados internacionales y fusionarse con otras empresas.
El documento resume la situación de Kodak, incluyendo un análisis de sus fortalezas y debilidades, así como recomendaciones estratégicas. Kodak tiene experiencia en el mercado de cámaras pero poca en impresoras, y está experimentando problemas financieros como liquidez decreciente y márgenes en disminución. Se recomienda que Kodak se fusione con Canon, negocie con Nokia, defina estrategias para mercados emergentes y de bajos ingresos, y mejore su posición financiera.
Executive summary of the United Nations World Tourism Organization (UNWTO) and International Labour Organization (ILO) research: “Economic Crises, International Tourism Decline and its Impact on the Poor: An Analysis of the Effects of the Global Economic Crisis on the Employment of Poor and Vulnerable Groups in the Tourism Sector,” conducted as part of UN Global Pulse’s Rapid Impact and Vulnerability Assessment Fund (RIVAF). For more information: http://www.unglobalpulse.org/projects/rapid-impact-and-vulnerability-analysis-fund-rivaf
Paper on Detecting and Responding to Findings of Fraud, Wast.docxherbertwilson5999
Paper on Detecting and Responding to Findings of Fraud, Waste, and Abuse:
You will prepare a two-page paper on a recent (January 2014- or more recent) instance of federal fraud, waste, or abuse. The paper should be based on research of a federal department or agency and how a current instance of fraud, waste, or abuse was detected and addressed by that department or agency. I have chosen the IRS and have some links you can use.. Some research is required on your part . Most be 2-3 pages in length 12 point font.
Stolen Identity Refund Fraud (SIRF), IRS Victims
http://cagw.org/media/press-releases/cagw-irs-not-top-tax-fraud-poised-lose-billions-more-year
http://www.treasury.gov/tigta/auditreports/2015reports/201540003fr.pdf
This paper, including citations and bibliographic references, is to be done in APA style at least 2-3 pages in length for page and a cover page and 1 page for sources and page numbers with section heading
Project Requirement
Lists recent (since January 2014) instance of federal fraud, waste, or abuse in a federal agency
Summarize the issue, what led to the issue occurring. List the reason that the issue is an instance of fraud, waste and abuse, and list if the issue is fraud, waste or abuse.
The paper should identify the steps the agency took (e.g., the OIG) to identify the fraud
Delineate steps you recommend the agency should take to avoid the issue in the future (e.g., improve specific internal controls, change hiring conditions)
Proper research - identify at least two sources, and sources listed in a references section
Proper format: 2-3 pages of content + 1 cover page + 1 page for sources; section headings, double spaced, page numbers
Kellogg Company
2014 Annual Report
Letter to Shareowners and SEC Form 10-K
Fiscal Year End: January 3, 2015
Dear Shareowners,
When W.K. Kellogg founded Kellogg Company in 1906, he had no way of knowing that his fledgling business would
grow to become among the most recognized and respected companies in the world. All he knew was he wanted to
help people enjoy a healthier, more nutritious breakfast — and he was determined to succeed.
Although more than a century has passed and our product portfolio has expanded beyond breakfast, we have never
lost sight of the principles put in place by our founder. Despite the ever more rapidly evolving landscape in which we
compete today, Kellogg Company remains as committed to enriching the lives of our consumers worldwide through
delicious, high-quality foods and iconic brands as ever before.
Of course, our commitment to our employees, communities and to you, our shareowners, is also as strong as ever.
For all these reasons and more, I feel very privileged to be the chief executive and chairman of the board of this great
company. Furthermore, I am confident that we have the right strategy in place and that we are taking the right
actions to drive growth in the years to come.
Strategy and Growth. Our strategy is a simple one: W.
Newman's Own is a food company founded in 1982 by actor Paul Newman and author A.E. Hotchner to produce salad dressings. Today, Newman's Own produces nearly 100 food products across 8 categories and donates all after-tax profits to charity. The company analyzes its product line of salad dressings, which includes popular varieties like ranch and Caesar as well as unique flavors. Newman's Own promotes its philanthropic mission and use of all-natural ingredients. The document provides a breakdown of ingredients in regular, lite, creamy, and organic dressing options to highlight nutritional differences. It also discusses FDA regulations regarding labels like "organic" and "all-natural." Previously, Newman's Own used product labels to
Corn Products International is a global ingredients company that has operated for over a century. It has over 10,000 employees located across 30+ countries. The company provides starches, sweeteners, and other ingredients to various industries like food/beverage, personal care, and more. It emphasizes safety, integrity, respect, quality and excellence in its operations.
1
11
Walgreens Retail Pharmacy Diversity Plan
Student Name
Institution Affiliation
Course Name
Professor’s Name
Date
Walgreens retail pharmacy Diversity Plan
Introduction
Walgreens aspires to be the finest specialty pharmacy in terms of both convenience and working conditions. We want to create an environment where the majority of our employees and suppliers will flourish and thrive. This is a determination that starts with our own. We have such a strong desire to do good work and improve our customers' lives at Walgreens (Media, 2020). Across many departments, our experts will assist us in achieving this aim. Each part of the Walgreens team is proud to assume the burden and privilege of assisting all shoppers in getting, staying, and living well.
Walgreens is committed to fostering Diversity in pharmacy schools and colleges around the country. According to Borja-Hart et al. (2016), Walgreens has given over a million dollars to this cause every year since 2008, with around half of the money going to students in the form of scholarships and the rest going to accredited pharmacy colleges in the United States and Puerto Rico. We are helping to increase students' enrollment from underrepresented communities and provide educational assistance through our ongoing sponsorship.
These shared responsibilities are essential components of our robust belief structure, established over a generation of dedication to our societies. Equality, fairness, and respect At Walgreens, these aren't just vital phrases. These are fundamental values that our creator Charles R. Walgreen Sr. expressed generations earlier, as seen on this paper's surface. These values continue to inspire our common core religious traditions in personal engagement, enthusiasm, obligation, and transparency. They resound throughout every encounter we have with clients, clinicians, families, associates, and coworkers to this day.
The more our business represents and respects our clients' Diversity, the more we can represent everyone (Bacon, 2004). We take extra care to customize our retail to community interests and needs through diverse community-specific product selection, inter signage, exhibits, dial-pharmacist help in different languages, and pharmacy identification tags that recognize language groups consulting services, hiring different talents from the community we work. The primary purpose of this article is to create and evaluates Walgreens retail pharmacy Diversity Plan.
Justification for the Diversity Plan
The more our company reflects and embraces our customers' Diversity, the more we can serve everyone (Bacon, 2004). Via diverse neighborhood-specific product range, inter signs, exhibits, dial-pharmacist assistance in various languages, pharmacy identification tags that identify language groups consulting services, and recruiting different talents from the community we work in, we take special care to tailor our retail to community preferences and needs.
We market and di ...
1
11
Walgreens Retail Pharmacy Diversity Plan
Student Name
Institution Affiliation
Course Name
Professor’s Name
Date
Walgreens retail pharmacy Diversity Plan
Introduction
Walgreens aspires to be the finest specialty pharmacy in terms of both convenience and working conditions. We want to create an environment where the majority of our employees and suppliers will flourish and thrive. This is a determination that starts with our own. We have such a strong desire to do good work and improve our customers' lives at Walgreens (Media, 2020). Across many departments, our experts will assist us in achieving this aim. Each part of the Walgreens team is proud to assume the burden and privilege of assisting all shoppers in getting, staying, and living well.
Walgreens is committed to fostering Diversity in pharmacy schools and colleges around the country. According to Borja-Hart et al. (2016), Walgreens has given over a million dollars to this cause every year since 2008, with around half of the money going to students in the form of scholarships and the rest going to accredited pharmacy colleges in the United States and Puerto Rico. We are helping to increase students' enrollment from underrepresented communities and provide educational assistance through our ongoing sponsorship.
These shared responsibilities are essential components of our robust belief structure, established over a generation of dedication to our societies. Equality, fairness, and respect At Walgreens, these aren't just vital phrases. These are fundamental values that our creator Charles R. Walgreen Sr. expressed generations earlier, as seen on this paper's surface. These values continue to inspire our common core religious traditions in personal engagement, enthusiasm, obligation, and transparency. They resound throughout every encounter we have with clients, clinicians, families, associates, and coworkers to this day.
The more our business represents and respects our clients' Diversity, the more we can represent everyone (Bacon, 2004). We take extra care to customize our retail to community interests and needs through diverse community-specific product selection, inter signage, exhibits, dial-pharmacist help in different languages, and pharmacy identification tags that recognize language groups consulting services, hiring different talents from the community we work. The primary purpose of this article is to create and evaluates Walgreens retail pharmacy Diversity Plan.
Justification for the Diversity Plan
The more our company reflects and embraces our customers' Diversity, the more we can serve everyone (Bacon, 2004). Via diverse neighborhood-specific product range, inter signs, exhibits, dial-pharmacist assistance in various languages, pharmacy identification tags that identify language groups consulting services, and recruiting different talents from the community we work in, we take special care to tailor our retail to community preferences and needs.
We market and di ...
Bill Stankiewicz Copy Of Hain Celestial Group ReportBillStankiewicz
Hain Celestial Group Earnings report
Best Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse of Georgia
Office: 678-364-3475
Williams@shipperswarehouse.com
http://www.linkedin.com/in/billstankiewicz2006
http://www.slideshare.net/BillStankiewicz.
http://twitter.com/BillStankiewicz
Sustainable Consumer Packaged Goods member
CPG Branding and Forum Member
Please consider the environment before printing this e-mail
“Change doesn\'t start on the surface. It\'s generated from consciousness.”
Deepak Chopra
Alliance In Motion Global, Inc. (AIM Global) is a multi-level marketing company based in the Philippines that distributes health, beauty, and home products. It has over 87 business centers and 94 satellite offices nationwide. AIM Global offers competitive compensation packages for distributors including scholarships, medical benefits, and travel incentives. The company's vision is to distribute quality products and services globally and empower distributors to achieve financial independence. AIM Global is the exclusive distributor of Nature's Way products in the Philippines and other countries.
The document discusses the corporate social responsibility practices of Whole Foods Market and American Family Insurance Group. It summarizes Whole Foods' focus on satisfying customers through high quality products and service, as well as supporting team members through empowerment and shared prosperity. It then outlines American Family Insurance's initiatives to reduce environmental impact through energy efficiency, waste reduction, and land conservation efforts. It also discusses their social sustainability practices including diversity, wellness programs, and community involvement.
This document summarizes the benefits of working for Goodwill Industries of Southeastern Wisconsin and Metropolitan Chicago. It describes Goodwill as a mission-driven nonprofit that provides training, employment, and services to help dislocated workers and people with disabilities or disadvantages. It highlights that Goodwill offers a stable career with opportunities for growth, a family-friendly work-life balance, and the ability to make a positive impact through their mission of transforming lives through the power of work. The document promotes Goodwill as an award-winning organization that values its employees and offers competitive wages and benefits.
Bar Louie, a restaurant and bar brand known for craft cocktails and food, is aggressively expanding with plans to open over 100 new corporate and franchise locations in the United States within the next 5 years. They are experiencing rapid growth, with sales up 50% since 2011. The company is seeking experienced franchisees to help drive this expansion and grow the brand across the country. Initial franchise investments range from $410,000 to $3 million.
This document provides information about Constellation Brands to prospective job applicants. It summarizes Constellation Brands' history as a family-owned company founded in 1945 that is now a global leader in premium wines, beers and spirits. It describes the company's mission, vision and values. It also outlines benefits, compensation, development opportunities, perks and the company's commitment to corporate social responsibility.
Royal Cup looks back at 2014 to recap its Sustainability initiatives. Royal Cup recaps it's environmental stewardship, social responsibility and economic stability impact to discover what they are doing well as a company and how exactly they can improve their business as a whole. Because at Royal Cup Sustainability is not just a way to conduct business, it is business.
FPI is committed to community involvement through various employee volunteer and fundraising initiatives including supporting Toys for Tots, hosting blood drives, and coordinating food drives. FPI employees volunteer their time and skills for these causes, and FPI funding and volunteering has a significant impact on the local community. FPI also supports local education through scholarships and partnerships with Western New England University. Employees are encouraged to participate in various committees focused on diversity, health, sustainability, and more.
I updated the previous year's Shareholder's Report for 2012 with new data, photography, slightly modified Luttner Financial logo, and other client requests.
PepsiCo entered India in 1989 and has since grown to become one of the largest food and beverage businesses in the country. It has invested heavily, building 62 plants across India and developing eight brands that each generate over $1000 crores in annual sales. PepsiCo's portfolio in India includes iconic brands like Pepsi, Lay's, and Quaker, as well as healthier options. The company works with over 24,000 farmers, providing support and helping to raise their incomes. PepsiCo is also a leader in sustainability efforts like water conservation and recycling, and has been carbon positive and water positive in its Indian operations.
This document summarizes information about Paycare, a UK-based not-for-profit health insurance provider founded in 1874. It provides concise overviews of Paycare's mission to help individuals maintain good physical and mental health, its history and charitable donations, the types of health plans it offers for individuals and employers, and some of its key statistics like high customer satisfaction and claims processing rates. The document is intended to introduce potential customers to Paycare's services and values.
Stonyfield Organic yogurt seeks to increase sales and market share through a campaign created by Vision Media agency. The campaign aims to reach women ages 34-49 by emphasizing Stonyfield's commitment to sustainability, organic practices, and community initiatives. The objectives are to achieve 80% comprehension and 40% conviction of the Stonyfield brand through advertising across various media channels over 12 months.
Kellogg's is committed to engaging with stakeholders through ethical business practices and corporate social responsibility initiatives. It identifies key internal stakeholders as employees and shareholders, and external stakeholders as customers, suppliers, communities, and charities. Kellogg's seeks to understand stakeholders' needs through two-way communication and balance conflicting interests. It focuses corporate social responsibility efforts on nutrition, communities, workplace diversity, and the environment. Initiatives include breakfast clubs, support for food banks and sustainable agriculture projects.
2. Since brothers Ernest and Julio Gallo began to turn their dream into reality over 80 years ago, the roots of the
Gallo family tree have extended deep into the Winery. Today their children, grandchildren and
great-grandchildren work in the Winery, carrying on the family tradition and values – a strong work ethic, a
drive for perfection and a focus on quality.
The Gallo family still believes family ownership is the most effective way for the Winery to continue as a
world leader in the wine industry.
Today, E. & J. Gallo Winery is the world's largest family-owned winery and the largest exporter of
California wine.
Our Mission Statement
Gallo will remain a family company that will be the leader in the U.S. wine industry and the leading provider
of California wines in select markets outside the U.S.
Vision & Values
Our founders – Ernest and Julio Gallo – built our company by turning challenges into opportunities and
change into growth. Today, that spirit defines the Winery’s culture.
At E. & J. Gallo Winery, we place a premium on relationships with our distributors, customers and
employees, and we focus on ways to grow together for the future.
With a solid foundation, a clear vision and the collective
talents of our people, E. & J. Gallo Winery is stronger than
ever.
Our Values
Integrity Innovation
Respect Commitment
Humility Teamwork
3. Diversity
Around the world, wine has a unique way of bringing
people together and breaking down barriers. People of
different cultures and customs include wine in
celebrations, ceremonies and social events big and
small.
The universal appreciation of wine is why we distribute
our products worldwide and encourage each employee,
supplier, distributor, customer and consumer to bring
their own ideas and unique experiences to our
company and our brands.
E. & J. Gallo Winery offers a broad product line
with something for every taste and price range.
We respect our partners, their businesses and customs, from California grape growers to distributors on the
other side of the globe.
We recruit, hire, and promote a diverse workforce and value the differences our employees bring as they
contribute to our success as a world-class leader in the wine industry.
We know diversity leads to better products, a stronger business and a better workplace for our employees.
Community
At E. & J. Gallo Winery, we understand that family and community go hand-in-hand, which is why we are
committed to making a difference in the communities where we live, work and play.
We proudly support a variety of nonprofits, charitable foundations, community events, mentoring and
scholarship programs, and the arts.
Our approach is simple: we look for innovative programs that solve problems and improve people’s lives.
Our impact is even greater thanks to our generous employees who, year in and year out, give the gift of their
time and energy to a variety of organizations meaningful to them.
4. Environmental Stewardship
As a family-owned winery, it is important to us that future generations can enjoy the natural resources we take
pleasure in today. Our commitment to the environment started in the 1930s with co-founders Ernest and Julio
Gallo.
Julio Gallo introduced an innovative approach to land conservation known as the “50/50 Give Back” plan in
Sonoma County. For every acre of land planted in vineyard, Julio set aside one acre of property for wildlife
habitat. This is a practice we continue today.
E. & J. Gallo Winery took the lead in drafting the
Code of Sustainable Wine Growing Practices as part
of a collaborative effort with the Wine Institute and
the California Association of Winegrape Growers. We
were also the first winery in the U.S. to receive the
International Organization of Standards ISO 14001
certification for our implementation of an
environmental management system to enhance our
efforts to protect the environment.
We proudly support American Farmland Trust in their
efforts to help protect our nation’s farm and ranch
land, promote environmentally sound farming
practices and improve the economic viability of
agriculture.
Fun Facts
E. & J. Gallo Winery is the largest winery in the world today. Family-owned, with fourteen family members,
spanning three generations of the Gallo family, actively working in the business.
Established in 1933 and headquartered in Modesto, California, E. & J. Gallo Winery remains a privately-held
and ever-growing company that employs more than 5,000 people worldwide.
E. & J. Gallo Winery is one of the most highly acclaimed wine companies in the world, having earned major
awards from prestigious wine competitions in the U.S. and internationally.
With products available in more than 90 countries, E. & J. Gallo Winery is the largest exporter of California
wine.
E. & J. Gallo Winery’s commitment to the protecting the land and enhancing wildlife habitat
through sustainable agricultural practices originated with the Winery’s co-founders, Ernest and Julio,
in the late 1930s. All of the Winery’s coastal vineyards participate in unique land management plan
started by the co-founders where for every acre of land planted in vineyard, one acre of property is
set aside to help protect and enhance wildlife habitat.
5. Benefits
Our Total Rewards package includes a benefits offering that’s anything but standard. We're a company that
depends on the ingenuity and productivity of each member of our team, and we show our commitment to
providing for their personal and professional well-being through programs such as:
Medical, Dental and Vision Coverage with shared coverage cost
Selecting health care coverage is an important decision that is based on your personal and family needs,
financial considerations, and physician preferences. Our program offers a variety of medical plans to choose
from, including HMOs, EPOs and PPOs, with Gallo sharing the cost of the coverage. Gallo also provides a dental
plan and vision care plan.
Profit Sharing and Retirement Plans
Employees are eligible to participate in the Company’s Profit Sharing Retirement Plan the first full pay cycle af-
ter completing twelve consecutive months of service. A discretionary contribution equal to 6% of the annual base
salary, up to IRS limits, is made each year to each employee Profit Sharing Account. Vesting in the Profit Sharing
Plan begins after the 24th month of employment and becomes fully vested upon completion of forty eight (48)
months of service.
Pre-Tax (Standard) and After-Tax (Roth) 401(k)s with company match
We encourage you to plan for your future by regular investment in a 401(k), a voluntary savings and investment
plan designed to help you save for your retirement in a tax-effective manner. Gallo will match your contributions
dollar-for-dollar up to 3% of your annual income.
Vacation time
Vacation time off with pay is available to eligible employees to provide opportunities for rest, relaxation, and
personal pursuits. Regular full-time employees are eligible to earn and use up to two weeks of vacation in their
first year. In addition we also provide paid time off for illness and injury including 11 paid holidays annually.
We also offer:
Life Insurance & Accidental Death and Dismemberment (AD&D) at
no cost to you
Supplemental Life Insurance Options for yourself or partner/
domestic partner
Long-term Care Insurance
Voluntary Short- and Long-term Disability Coverage
Flexible Spending Accounts
Adoption Assistance
Domestic Partner Benefits Eligibility
Tuition Reimbursement (based on eligibility)
Group Legal Plan
Employee Assistance Program
Wellness Incentive Program
6. Training and Development
If there’s one thing that all Gallo employees have in common – and that we consider to be a key ingredient to our
success – it’s the drive to keep getting better at what we do. In our entrepreneurial, performance-driven
environment, you can expect to find the resources, and support to realize your full potential.
You’ll find we count our people—and their continual growth-- among our most important assets. It’s why we
encourage mentorship, peer-to-peer training and provide opportunities to gain on-the-job experience—even
across functional areas. It’s also why we invest in a robust approach to training and leadership development that
includes online resources and classroom experiences.
It’s also why you’ll find leadership open to discussions on your career development and movement. We want to
help you gain exposure to other business opportunities you may have an interest in. So we keep a continuous
dialog open, setting performance expectations, monitoring your progress, and assessing your results. It may sound
counter-intuitive, but your manager’s or supervisor’s goal is to help you grow beyond your team. Because that’s
what helps our entire organization to grow.
Gallo Wine and Spirits Academies
One of our most unique offerings, this innovative
online program will teach you everything you want to
know about wine and spirits. Become a knowledgeable
“Winemakers’ Ambassador,” or prepare yourself to
successfully earn industry credentials such as the
“Certified Specialist of Wine”, “Certified Specialists of
Spirits”, or “Certified Sommelier.”
Gallo also offers structured programs that include:
7. Work/Life Balance
Let’s face it. One of the main reasons we all work so hard
is to earn the freedom to enjoy our lives. And Gallo wants
you to do just that. It’s why we’re continually looking to
our employees to tell us what they need to better balance
the demands of work and life.
We listen. That’s why, at Gallo, you’ll find a variety of
programs to help you live healthier…convenience perks that
help you use your time wisely…and social activities that can
help you and your family have more fun!
Some of our most popular programs in-
clude:
Family-friendly policies like our Enhanced Maternity/
Paternity Leave
We strive to continually enhance policies that will offer
parents more flexibility so they can meet the needs of their
growing families.
Meeting-Free Days to help you maximize your time
Heavy meeting schedules often fill daytime schedules and
require long work hours to catch up. Our Meeting-Free Days
allow employees to concentrate on larger projects without
interruption.
Convenient services on-site
Discounted services like Fed-Ex shipping, Dry Cleaning, and
even a Gas Station are conveniently located on our main
campus for easy access.
Gallo Gives
A convenient on-site donation center for charities such as Salvation Army, Goodwill and Catholic
Charities.
Nutritional Food Options
We provide easy access to healthier food options on campus, and ensure nutrition information is
readily available for all food served here.
8. Recognition and Rewards
Recognizing each other’s contributions is an important part
of our culture at Gallo. For some people, recognition can
be as simple as a pat on the back or a team
celebration that assures them of a job well done.
For others, it’s being invited to work on a special project.
Our more formal program, All the Best, is designed to rec-
ognize employees who go above and beyond, and whose
contribution has a meaningful impact on our work, and on
our business.
All The Best awards prizes and financial incentives at five
different levels to reflect the different type and level of
contribution being recognized, from recognizing
Individual achievement (the Varietal Award) to
recognizing contributions that have a significant impact on
the company at large (the Estate Award). The winners
receive either gifts or financial incentives, depending on
the level of award; Estate Award recipients may be award-
ed up to $1,000.