Case Study of Dabur India Limited Marketing Essay

Case Study of Dabur India Limited Marketing Essay Introduction: Dabur India Limited is a leading Indian consumer goods company with interests in Hair Care, Oral Care, Health Care, Skin Care, Home Care and Foods. From its humble beginnings in the by lanes of Calcutta way back in 1884 as an Ayurvedic medicines company, Dabur India Ltd has come a long way today to become a leading consumer products manufacturer in India. The founder, Dr.S.K.Burman, was a practicing allopathic doctor. At that time Malaria, Cholera and Plague were the common diseases. He was a physician who brought Ayurvedic medicines to the masses of Bengal. Initially established as a proprietary firm for the manufacture of chemicals and ayurvedic drugs it was later on 19th November 1930 incorporated as private limited company. Late Shri C.L.Burman, son of late Dr S.K. Burman and his son late Shri P.C.Burman in the name of Dr S.K.Burman Pvt.Ltd. to expand the operations by setting up production facilities at Garia and Narendrapur, West Bengal and Daburgram, Bihar. Dabur (Dr.S.K.Burman) Pvt. Ltd. was merged with Vidogum and Chemicals Ltd. w.e.f. 1st July1985 and the amalgamated company was renamed DABUR INDIA LIMITED. For the past 125 years, they have been dedicated to providing nature-based solutions for a healthy and holistic lifestyle. Through their comprehensive range of products, they cater to all consumers, in all age groups, across all social boundaries. And this legacy has helped them develop a bond of trust with the customers. VISION Dedicated to the health and well being of every house hold. Dabur is a company with a set of established business values, which direct its functioning as well as all its operations. The guiding forces for Dabur are the words of its founder, Dr.S. K. Burman, what is that life worth that cannot give comfort to others. The Company offers its customers, the products to suit their needs and give them good values for money. The company is committed to follow the ethical practices in doing business. At Dabur, nature acts as not only the source of raw materials but also an inspiration and the company is committed to product the ecological balance. Journey so farhttp://www.dabur.com/pages/by4hm8ur/116/dabur_build.jpg 1884 The Birth of Dabur 1972 The company shifts base to Delhi from Kolkata 1986 Registered as Public Limited Company 1994 Listed on the Bombay Stock Exchange 1998 Professional team inducted to run the company 2000 Crosses Rs. 1000 Crore Turnover 2003 Pharmaceutical Business de-merged to focus on core FMCG 2004 Profit exceeds Rs. 100 Crore 2005 Acquire Balsara strengthening Oral care provided entry into Homecare segment 2006 Dabur figures in Top 10 Great Places to Work 2007 Dabur ranked among Asias best under a Billion enterprises by Forbes 2008 Acquired Fem Care Pharma entering the mainstream Skin care segment 2009 Strong growth momentum continued in spite of general economic downturn. Also Dabur Red Toothpaste becomes Daburs 9th Billion Rupee brand. 2010 Touched US$4 billion market cap. Overseas acquisition, Hobi Group, Turkey to strengthen presence in MENA and adjacent regions. Dabur At-a-Glance: Dabur India Limited has marked its presence with significant achievements and today commands a market leadership status. Their story of success is based on dedication to nature, corporate and process hygiene, dynamic leadership and commitment to their partners and stakeholders. Leading consumer goods company in India with a turnover of Rs. 3417 Crore (FY10) 3  major strategic business units (SBU) Consumer Care Division (CCD), Consumer Health Division (CHD) and International Business Division (IBD) 3  Subsidiary Group companies Dabur International,  Fem Care Pharma and newu  and  8 step down subsidiaries: Dabur Nepal Pvt Ltd (Nepal), Dabur Egypt Ltd (Egypt), Asian Consumer Care (Bangladesh), Asian Consumer Care (Pakistan), African Consumer Care (Nigeria), Naturelle LLC (Ras Al Khaimah-UAE), Weikfield International (UAE) and Jaquline Inc. (USA). 17 ultra-modern manufacturing units spread around the globe Products marketed in over 60 countries Wide and deep market penetration with  50 CF agents, more than 5000 distributors and over 2.8 million retail outlets all over India Dabur India Ltds manufacturing activities spanning various consumer products categories are carried out in 17 factories spread across India and abroad. Dabur has 11 manufacturing facilities in India, out of which two main units are at Baddi (Himachal Pradesh) and Pantnagar (Uttaranchal). http://www.dabur.com/images/india-map.jpg Daburs Business Structure: Note: Percentage share in revenue based on FY10 Financials ; Femcare included in Consumer Care Division Consumer Care Division (CCD): Consumer Care Division (CCD) adresses consumer needs across the entire FMCG spectrum through four distinct business portfolios of Personal Care, Health Care, Home Care  Ã‚  Foods. Master brands: Dabur Ayurvedic healthcare products Vatika Premium hair care Hajmola   Tasty digestives Rà ©al Fruit juices beverages Fem Fairness bleaches skin care products 9 Billion-Rupee brands: Dabur Amla, Dabur Chyawanprash, Vatika, Rà ©al, Dabur Red Toothpaste, Dabur Lal Dant Manjan, Babool, Hajmola and Dabur Honey Strategic positioning of Honey as food product, leading to market leadership (over 75%) in branded honey market   Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share. Vatika  Shampoo has been the fastest selling shampoo brand in India for three years in a row Hajmola tablets in command with 60% market share of digestive tablets category. About 2.5 crore Hajmola tablets are consumed in India every day Leader in herbal digestives with 90% market share Category-wise Share of CCD : http://www.dabur.com/pages/by4hm8ur/115/GlanceImg1.jpg Brand Overview: Consumer Care Categories: Hair Care: Hair Oil Shampoo Source: Value share-ACN June, 09 Value Share-ACN Mar, 10 Oral Care: Value Share-ACN March, 2010 Health Supplements: Value Share-ACN March, 2010 Foods: Company Est. Mar, 2010 for Fruit Juice categoryC:UsersUser 11Desktopuntitled2.bmpC:UsersUser 11DesktopimagesCAXZ8F24.jpgC:UsersUser 11Desktopimages.jpgC:UsersUser 11DesktopPG-IIIRKSDabur Real- Mrktg Planburrst.jpgC:UsersUser 11Desktopuntitled6.bmp Skin Care: *Company estimates; Includes Fem skin care portfolioC:UsersUser 11AppDataLocalMicrosoftWindowsTemporary Internet FilesContent.Worddabur-health_06.jpg Digestives: Value Share-ACN March, 2010C:UsersUser 11DesktopimagesCALG7F5C.jpgC:UsersUser 11AppDataLocalMicrosoftWindowsTemporary Internet FilesContent.Worddabur-personal_08.gifC:UsersUser 11Desktopdabur-digestive_09.gif Home Care: Value Share-ACN Mar,2010 for Aerosols category OdonilOdomosOdopicSani Fresh Consumer Health Division (CHD) Consumer Health Division (CHD) offers a range of  classical Ayurvedic medicines  and Ayurvedic OTC products that deliver the age-old benefits of Ayurveda in modern ready-to-use formats. Daburs Consumer Healthcare business is the Companys oldest business, and today has a growing portfolio of OTC products to address a variety of problems ranging from Womens Health to Baby Care and  Cough Cold to Rejuvenation. Has more than 300 products sold through prescriptions as well as over the counter Major categories in traditional formulations include: Asav Arishtas Ras Rasayanas Churnas Medicated Oils Proprietary Ayurvedic medicines developed by Dabur include: Nature Care Isabgol Madhuvaani Trifgol Division also works for promotion of Ayurveda through organised community of traditional practitioners and developing fresh batches of students   C:UsersUser 11Desktopuntitled.bmphttp://www.dabur.com/pages/by4hm8ur/115/GlanceImg2.jpg The Consumer Health Division, CHD witnessed a growth of 10.2% during the quarter led by ethical portfolio which grew by 14.5%. In OTC, Pudin Hara grew by 12.8%. The Pudin Hara portfolio has been extended by launching Pudin Hara Lemon Fizz in the acidity segment. International Business Division (IBD) International Business Division (IBD) caters to the health and personal care needs of customers across different international markets, spanning the Middle East, North West Africa, European Union and the US  with its brands Dabur Vatika   Growing at a CAGR of 33% in the last 6 years and contributes to about 20% of total sales Leveraging the Natural preference among local consumers to increase share in perosnal care categories Focus markets: GCC Egypt Nigeria Bangladesh Nepal US High level of localization of manufacturing and sales marketing worldmap Daburs International business: The Companys key markets for international business are the Middle East, Africa, UK and South Asian geographies, with manufacturing plants located across regions. The Company also has a private label business in USA and UK, along with Guar gum exports, which takes place from its Indian plants. The Companys International Business Division recorded an impressive sales growth of 26.3% from Rs.477.0 crore in 2008-09 to Rs.602.5 crore in 2009-10, contributing to 18% of overall consolidated sales. The operating margins of the business improved significantly during the year reflecting the strength of the brands even though the external conditions were tough and the environment was plagued by recessionary trends, currency depreciations and demand contraction. Robust sales growth in international markets was possible due to: Strong Brand portfolio positioned on herbal and natural platform Aggressive new product launches and brand extensions Geographical expansion into new markets Strong Sales and Distribution network Strong manufacturing backbone and expansion of own manufacturing in key geographies Localised and efficient supply chain. Product Portfolio: The company has built strong and robust brand architecture with two mega brands for international business across all geographies Dabur and Vatika and most of its offerings are under either of these two brands. Dabur Amla: Dabur Amla franchise achieved a growth of 38% along with all the extensions. Basis Nielsen Retail Audit in KSA, Dabur Amla Hair Oil with a market share of 34.2% is the biggest brand in the hair oil segment. Dabur Amla Gold has market share of 6.8% while Dabur Amla Jasmine is at 5.1%. The Amla franchise has now been extended to the Hair Cream Category with the launch of Dabur Amla Hair Cream. It has become the fastest growing brand in the Hair Cream segment notching up sales of more than INR 13 Crore in first year of launch. Vatika: There has been a robust growth of 36% in the Vatika franchise which includes Vatika Enriched Hair Oil, Coconut Hair Oil, Hair Creams and Hamam Zaith. Vatika brand is now worth Rs.185 Cr built from a negligible base over the last four years in the Arab belt. There was a successful re- launch of Shampoos and Conditioners, launch of one more variant in Hamam Zaith and re-launch of Vatika Coconut Hair Oil. Light hair oil range of Vatika Hair oils registered 51% growth in MENA. Vatika Hair Cream is now an INR 64 Cr brand in MENA. Vatika Hair Cream gained 370 bps in market share and becoming 12.7% of the market in volume terms. It grew by 44% in volume terms over LY in a category that has remained flat. Vatika Hair Cream is now the no. 2 player in Modern Trade with a 15.6% volume mkt share despite aggressive competition from established brands. Vatika DermoViva a new sub- brand launched for the Personal Wash and Skin Care segment had its first launch in the Bar Soap category and has managed to create consumer equity in a category dominated by strong MNC players. FEM: The FEM brand was strengthened in the overseas markets through ATL and BTL inputs which saw the brand grow by 100% in just nine months of operation since the takeover. Daburs International Market: The key contributing markets/ regions to the International Business growth have been GCC, Egypt, Nigeria, Algeria, Morocco, Libya, Yemen, Syria and South Africa. GCC, the largest market in the International Business Division and despite being a mature market, has registered a strong growth of 42% over last year fuelled by innovations and new product launches in the Hair Care, Personal Wash and Oral Care segments. Dabur Egypt Limited has witnessed another spectacular performance with 30% growth in sales. African Consumer Care, Nigeria has grown by 17% over last year in local currency terms, aided by strong growth of Dabur Herbal Toothpaste and Dabur Herbal Gel in the Oral Care category. Asian Consumer Care, Pakistan has grown by 26% in revenue with Hajmola and Dabur Amla emerging as the two strong brands for the region. Dabur International`s UK Branch has seen a 23% growth over previous year which has been the highest growth rate for this region in the last 8 years. Markets of North Africa, Levant and Yemen have seen an impressive performance with 49% growth over previous year. Asian Consumer Care, Bangladesh, has performed well with a growth of 47% during the fiscal 2009-10. The growth has been led by increased distribution penetration and focussed brand approach. Dabur Nepal Pvt Limited which manufactures fruit juices and also caters to local consumer market in Nepal recorded impressive growth of 26% in its sales to the domestic market of Nepal. Dabur recently has acquired Turkey-based personal care company Hobi Kozmetik Group in a deal at Rs. $ 69 million. The company, in a move to expand its presence across Middle East and North African region, has made the acquisition. Hobi Kozmetik is a market leader in the hair gel category with 35% market share. Companys products sold under Hobby and New Era brands across 35 countries. The transaction is expected to be completed by Q3 of FY11. Dabur, which is the largest FMCG in India with large market capitalization, has huge investment and expansion plans as the company aims to expand its foreign sales. Exports from India: The company also exports guargum and private label oral care products from India. During 2009-10 the company recorded Guargum exports to the tune of Rs.43.3 crore as compared to Rs.48.3 crore in the previous year. The sales were lower due to weak global demand and recessionary environment. Exports to USA recorded impressive growth with sales increasing to Rs.38.4 Cr in 2009- 10 versus Rs.27.6 in 2008-09 reflecting a growth of 39% despite the recessionary environment in developed markets. The US sales comprise Private Label and Ethnic business. Key markets in USA and Europe contributed to the growth. Innovative product developments in Oral care private label- such as Pro-age, Sensitive and Herbal toothpastes were launched. Ethnic Sales in USA and Canada also performed well recording 80% growth albeit on a low base. Various new products were successfully launched in the market and penetration of mainstay Dabur products like Hair Oils and Chyawanprash into Canadian mainstream retail chains such as Walmart was achieved. Competitor Analysis: Category Daburs Share Main Competitors Fruit Juice 58% Real and Active Tropicanna Fruit Drinks (coolers) 1% Coolers Frooti And Maaza Hair oil Coconut base 6.4% Vatika HLL Shampoo Vatika 7.1% HLL and PG Hair care (overall) 27% HLL, PG and Himalaya Chyawanprash 64% Himani, Zhandu and Himalaya Honey 40% Himani, Hamdard and local Players Digestives 37% Paras and local players Competition: Market Cap. (Rs. cr.) Sales Turnover Net Profit Total Assets HUL 60,897.63 17,725.33 2,202.03 2,583.52 Dabur India 18,851.77 2,874.60 433.15 859.35 Godrej Consumer 12,917.72 1,267.88 248.12 839.87 Colgate 11,244.57 1,770.82 290.22 330.70 Godrej Ind 7,770.69 880.97 19.33 1,570.31 Marico 7,641.54 2,030.85 235.02 948.58 PG 7,169.93 904.46 179.76 440.02 Emami 6,891.49 1,006.86 165.40 878.42 Gillette India 5,953.64 852.48 137.10 490.89 Jyothy Labs 2,440.33 579.87 80.05 399.10 Source: moneycontrol.com Recommendations: Entering rural market: Dabur should target more towards the rural market and tier 2 and tier 3 cities. These markets have traditionally been loyalists to Daburs ayurvedic range of personal products. Tapping rising global demand of herbal and Ayurvedic products: There is a new trend in the global market that has increased the demand of herbal/ ayurvedic products. This is the time when Dabur should relaunch itself as a key international player in the global arena. Also in the domestic market, there is a huge scope for Dabur to launch niche/luxury segment products catering to specific target groups. i) Development of new markets for Products Services: New avenues for growth were opened up with expansion into the new markets of Cambodia, Philippines, Belarus, Gambia and Bolivia. The Sales Distribution infrastructure has been augmented by appointing new distributors in CIS, Mozambique, Guinea and Rwanda. Local resources have been deployed in key markets of Yemen, Syria, Kuwait, Malaysia and Tanzania to strengthen the SD structure. ii) Entering US Market: The Company is also trying to break into the US Market where it is attempting to build a full fledged distribution channel. It is also worthwhile to mention that some of its products like Chyawanprash are selling in the US via Indirect channels. But this task is going to be a difficult one since US laws are tough and the preferences of consumers also vary greatly than that of markets which are usually catered to by Dabur. iii) Target- South Africa: In Africa the company is looking at markets like South Africa where it currently is not present. It already has a personal care unit in Egypt and a toothpaste unit in Nigeria. Dabur can do well in these markets since the profile and preferences of these consumers are very much like India. iv) Export Plans: The focus, going forward, is to continue expanding the Companys presence across geographies and to exploit the opportunities that exist in existing and potential segments. The Company will continue to invest in brand building, manufacturing and human capital in order to maintain and improve the existing robust growth path. Vision 2010 After the successful implementation of the 4-year business plan from 2002 to 2006, Dabur has launched another plan for 2010. The main objectives are: Doubling of the sales figure from 2006 The new plan will focus on expansion, acquisition and innovation. Although Daburs international business has done well growing by almost 29 per cent to Rs.292 crore in 2006-07, plans are to increase it by leaps and bounds. Growth will be achieved through international business, homecare, healthcare and foods. Southern markets will remain as a focus area to increase its revenue share to 15 per cent. With smoothly sailing through its previous plans, this vision seems possible. Time and again, Dabur has made decisions that have led to its present position. However, if Dabur could be more aggressive in its approach, it can rise to unprecedented levels. To conclude, this is a 10 year performance table from Daburs website.

Reflective paper on event management Essay

As per the course requirement, we have undergone the process of planning an international music event. While the whole process was a simulation, we could still realize the challenges and excitements that an event manager faces in his/her career. At the first phase of the project, groups were formed following Belbin’s Theory (West, 2004). Belbin proposed a model that specifies the aspects of an individual’s personality, i.e. strength and weakness that he/she shows in workplace. According to the model, there are nine roles an individual can play within a group. These roles are: Plant, Resource investigator, Coordinator, Shaper, Monitor evaluator, Team worker, Implementer, Completer finisher, and Specialist. I was chosen to play the role of Team worker within my group. My core responsibilities were to carry out the instructions given by the team leader and cooperate with others on every stage of the event simulation planning. As we have experienced, the planning of an event, especially an international music gig is a complex process. There are a number of factors that need to be considered along the way and the event itself has multifaceted impact on the society, environment, and culture. However, this experience was immensely valuable considering my event management as my future career choice as it has given me a better understanding about the procedure and the real life drill of an event really helped me to realize how to work in a team and synergize all the tasks with others that are needed to execute a musical event successfully. However, as the course instructor promised us at the beginning of the course, I also came to realize that event management is pure fun. Planning an international musical event involves different aspects of the even including the financial planning, rules and regulations, possible impact on the local community, staff management, branding of the performers, sponsorship and so on. Different scholars attempted to define Event in different ways. Getz (1993) gave the minimalist definition of ‘themed public celebration’, which was  further elaborated by Douglas et al. (2001) as events are ‘for people to come together to celebrate, to demonstrate, to worship, to honour, to remember, to socialise’. From this list of public purposes, events look like modern day rituals which were reflected by the definition given by McDonnell et al. (1999) where they argued that events are specific rituals or celebrations that are planned and created to mark any special occasion. Goldblatt (1997) gave a much simpler definition as he said that an event is a ‘unique moment in time celebrated with ceremony and ritual to satisfy specific needs’. In my experience of working with this group, the first thing I realized about what an ‘event’ is that an event is not just an occasion where people come together, get entertained and go back to home. An event is much more than that. An international music festival has the power to change a small, relatively unknown town in the corner of the country into one of the most celebrated destination. If planned and executed properly, a big event has the capabilities to transform a place and the lives of the people in the community. It is, unfortunately, equally true that same applies on the negative side if an event is poorly managed and executed. The planning and organization of an event requires the formation of a working team, as we were formed into teams. This team acted as a temporary organization where the role and responsibilities of each member were specified. According to Slack and Parent (2006), organizational framework or structure may have three dimensions: _Formalisation:_ refers to the degree to which the rules and regulations, strategies, and individual and team roles guide the activities of the team. _Complexity:_ the inner structure of the event management team with the hierarchy and authoritative system. _Centralisation:_ the degree to which an individual exercises his/her role as the decision maker of the even management team. Since our project was a drill, while the two aspects of an event management organization were noticeable (Formalisation and Centralisation), the third element, Complexity was not strongly present since the team was not very hierarchical. However, we followed the formal procedure and showed respect to the laws and regulations while we planned the event. In addition to that, we followed the policies mentioned during the course lectures to determine different aspects of the event such as financial planning, impact management, staff and volunteer management, environmental and political effect and so on. Event planning and management always requires team effort, regardless of the size or range of the event. Hence, there has to be a member of the team who plays the role of facilitator to guide the knowledge and resource sharing process. The facilitator is not exactly the team leader. Bens (2000, p.7) asserted that facilitation is ‘a way of providing leadership without taking the reigns’. In our group, different members played the role of facilitator at different stages. I observed the roles they played and learned how to disperse organizational knowledge for a better performing team. According to facilitation theory, learning within a team occurs with the help of the facilitator, not simply by someone who provides knowledge to the group (Lambert and Glacken, 2005). My personal experience confirmed this theory since I have experienced that personal knowledge can add little value to a group unless it is fairly disseminated and discussed by the other members within the group. If I look back at my experience of the group work; this will be my primary takeaway that I have learned the importance of facilitating ideas and knowledge among the group members and in future I will be aware of applying this knowledge in my career as an Event manager. Even if I don’t end up to be an event manager, this learning will help me to become better as a social being and as an individual. As an event manager, I will focus on the decentralisation of power and letting other assume responsibility and take the lead when necessary. It is sometimes better to play the labour and sometimes play the leader. Performance of a team is determined by the participation and effort given by each member. The team leader or the event manager plays the role of the ‘director of performance’ (Vidal, 2004). He synchronizes individual performances and creates synergy among the group members and specific functional departments while he enjoys working creatively and collectively with the aim of achieving certain objectives (Vidal, 2004, p. 394). Hence, I realized the nature of the work of an event manager and I am now more attracted to pursue a career in event management than before. The event management industry is embodied with a number of challenges that every event management effort has to endure. The biggest challenge is to ensure financial viability. The economy is yet to recover from the recession completely and it is still very difficult to organize a profitable event. As Smith et al. (2010) addressed, allocating the limited resources of an event effectively has become more critical than ever. For our group as well, financial consideration posed tremendous challenges and I realized that the skills I have acquired regarding event budgeting will be particularly helpful in future. Another area of difficulty was the impact analysis and contingency planning. Every event has several possible positive and negative impacts on the local society, environment, governance, and politics to some extent. Maximizing positive impact and reducing negative impact requires intelligent strategic decisions and planning. This was another learning outcome for me from the experience. However, there were a few places where I identified shortcomings in terms of group performance or my individual performance. First of all, effective communication among the group members was an issue. Every individual is different and we were formed into a group with people with different personalities. Also, there was no elected leader or director of the group. Hence, in the beginning it was a bit difficult to ensure effective communication which led to some confusion and inefficiency. As Greenberg (2002, p.217) explained that communication is the process of sending and receiving information, it requires the meaningful coding and decoding from  the both end. Another shortcoming of the exercise was that we could not specifically measure the impact of the event on the community. Actually, unless the event takes place in real life, it is difficult to say whether it would be received well by host communities or not. Though I had the experience of planning an event with a team, without the experience of executing the plan, it is always incomplete. However, this was a very enjoyable and valuable journey. The experience will add values to my character as an individual and will help me to become a better event manager in future, if I pursue this career for myself. However, even if I don’t end up to be an event manager, this experience will remind me about the values of working in synergy to produce positive results. For me, that was the significance of the whole experience. _REFERENCES:_ West, M. A. (2004). _Effective teamwork: practical lessons from organizational research_ (2nd ed.). Malden, MA: BPS Blackwell. Getz, D. (1993). Corporate culture in not-for-profit festival organisations: concepts and potential applications. _Festival Management and Event Tourism_, 1, 11-17. Douglas, N., Douglas, N. and Derrett, R. (eds) (2001). _Special Interest Tourism_, p. 356. John Wiley and Sons. Goldblatt, J. (1997). _Special Events – Best Practices in Modern Event Management_. John Wiley and Sons. McDonnell, I., Allen, J. and O’Toole, W. (1999). _Festival and Special Event Management_. John Wiley and Sons. Vidal, R. (2004). The vision conference: Facilitating creative processes. _Systemic Practice and Action Research_, 17(5), p. 385 – 405. Slack, T. and Parent, M.(2006). _Understanding sport organizations: The application of organization theory_ (2nd Ed.). Champaign, IL: Human Kinetics. Bens, I. (2000). _Facilitating with ease: A step-by-step guidebook_. San Francisco: Jossey-Bass. Lambert, V. and Glacken, M. (2005). Clinical education facilitators: A literature review. _Journal of Clinical Nursing_, 1(4), 664 – 673. Rogers, C. and Friedberg, H.J. (1994) . _Freedom to learn_. New York: Merril, Macmillan College Publishing. Greenberg, J. ( 2002). _Managing behaviour in organizations_. New Jersey, NY: Prentice Hall.

A Deadly Mistake Uncovered on Buy a Term Paper College and How to Avoid It

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Roman Culture During The Roman Empire Essay - 2053 Words

Culture Roman culture was based on cultures of its neighboring societies mainly the Greeks and Etruscans, with such a blended culture the Romans took everything that that had learned and adopted and became one of the most advanced societies of it time. Using its advance knowledge and vast empire to spread the roman culture around the globe. Being one of the most advanced societies for the time the technology that the romans invented and pioneered the first water pipes for the citizens that could afford it, harvesting the rain water, toilets even though they were public bathrooms, Roman roads that were made from stone, the use on concrete, the use of Roman numerals, spreading the Latin langue’s across their empire, a postal service and the use of aqueduct. With all of these great advancements in in modern societies The Roman empire started in Italy as a republic 264 BCE, starting off as a small city-state of Rome then overthrew the monarchy of Etruscans king Tarquin, and creating republican government that would later turn in an empire. From this small start the city of Rome would go on to conquer most of the known world spreading the Roman culture across the globe. The Republic would thrive for five centuries until civil wars broke out cause the republic to crumble and letting a new form of government rise a Principate ruled by emperors. Even then many of the political bodies, the Senate, created in the Republican period would continue on in the empire. economy TheShow MoreRelatedthe roman empire is the greatest civilization of all time1187 Words   |  5 PagesThe Roman Empire was the period of time after the Roman Republic and before the Byzantine Empire from 29 B.C. to A.D. 476. 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