America Post-Civil War Growing Pains Essay Example | Topics and Well Written Essays - 750 words

America Post-Civil War Growing Pains - Essay Example This period was the second major turning point in a long list that occurred in this particular period. It had far-reaching consequences for America’s social and political life. There were many changes to the laws at the national level, which promised a new breathing space for the African-American population, there was also a promise from the national government to protect the rights of the new citizens of American Republic (Foner, Mahoney, pp. II, 1995). Therefore, the paper enters into a discussion of the impact of the two major turning points, which occurred after the civil war, as well as considering the different effects of the laws that were passed during this period. It is essential to identify crucial differences that led to the changing of the economic, political and social life of Americans. While the industrial expansion was concentrated in the North, the country witnessed massive rates of economic growth. There was a huge expansion of agriculture and industry, as we ll as a growth in population. Much of the economic growth occurred in Northeast, Midwest and plain states. The South remained largely agricultural. One of the reasons that the North was able to pursue its agenda of economic progress was because the Southern states provided no opposition. A major reason for the huge economic growth was the different innovations, which changed the scale and scope of manufacturing. This was expressed by approximately 45,661 patents that were released in 1897 compared to 1045 issued in 1844. These innovations included the typewriter, calculating and adding machines, the cash register and the Kodak camera. There was a boom in the textile industry, as a result of the improvements in the technology, such as looms and faster spindles in weaving (Gale, 1999).This resulted in huge changes within American society, driven by mass immigration, and urbanization. During this time, America became what it is now, largely shaped by the phrase ‘The American Drea m,’ which was the dream of every immigrant who set foot on our shores during the reconstruction period. During this stage of industrialism, there was little or no leisure time for factory workers and many managers and professionals. An average American may have witnessed an increase in economic growth, but they also faced problems of pollution, and disturbances to their lifestyles, because of the different influx of immigrants (e-history, 2012). The other major turning point of American history, which occurred during the reconstruction period, was the assassination of Abraham Lincoln. This was a result of the Lincoln administration’s determination to force immediate unification of the North and the now defunct Confederacy, moving former slaves along the road to freedom; Lincoln tried to pave the road, which would eventually lead to emancipation. Eventually, Lincoln included the African-Americans in the military in the North, so they could aid in the war effort to fight against the Confederacy. Following the end of the civil war and during the reconstruction plan, Lincoln tried to persuade many states to abolish slavery, and in most cases, he proved to be unsuccessful. The Thirteenth Amendment, which Lincoln worked towards with the Republicans eventually, abolished slavery in the entire country (Foner, Mahoney, pp. 22-24, 1995). It cannot be stated explicitly the way Reconstruction would have been

Reflection on the film 12 Angry Men Research Paper

Reflection on the film 12 Angry Men - Research Paper Example Reflection on the film 12 Angry Men The problem of prejudice and the difficulty faced by the jurors in decision making process is still an unresolved problem in the global context. In the beginning, most of the jurors were against the culprit. In the end, all the jurors came to know that their decision is based upon their personal opinions on the immigrant population. My personal opinion/reflection on the film 12 Angry Men is divided into three sections: prejudice, racial supremacy, and misuse of law. Prejudice I am of the opinion that the director made use of the protagonist (the immigrant boy, probably from Puerto Rican Island) to unmask the depth of prejudice against immigrants in America. I believe that prejudice based upon racial and cultural identity is an important problem faced by a member who belongs to an immigrant community. If we are not from an immigrant community, there exists less possibility to have deeper understanding on this problem. Within this context, the director makes use of the protagonist as a medium to express his opinion on the problem faced by immigrants. In the beginning of the film, the jury, which consists of 12 members, does not show any particular interest in the emotional trauma faced by the boy. Biskind (2001) made clear that, â€Å"In the view of the strong case against the defendant, it is not too surprising that the jury’s first straw vote comes out 11 to 1 for conviction† (p.11). ... So, in my opinion, the film portrays how prejudice affects the smooth functioning of law and order in a modern society. Racial superiority I think racial superiority is a myth based upon false opinion, not upon fact. The elite class in the society considers that their status in the society is indebted to their racial identity. But one cannot prove that racial identity determines one’s superiority over others. So, I am totally against racial superiority. One of the factors which attracted me towards this film is the director’s attempt to expose that racial superiority is a myth. In the film, the boy is the victim of racial superiority/racial supremacy. For instance, most of the members of the jury are white middle class men. Still, all the members are from different layers of the society. Most of them do not try to allow the boy to prove his innocence. On the other side, juror 8, an architect by profession, is not ready to act against the boy. Later, some of the jurors l ike Juror 5 and Juror 11 decide to change their opinion. Still, Juror 3’s wavering nature hinders the jury members to have a unanimous decision. In the film, most of the jury members are not aware of their role in decision making process because they act according to the false beliefs in the society. One can see that most of the jury members are middle aged and their personal opinions on the immigrants deeply influence their decisions. So, the film helped me to know more about the problem of prejudice based upon racial superiority. Misuse of law I consider this film as an eye-opener to those who believe that death penalty can reduce crime in the society. On the other side, law is misused to victimize innocent individuals who are not

Race and ethnicity in the United States Census Essay Example for Free

Race and ethnicity in the United States Census Essay Race is a biological entity, but it has been proven that the concept of race can be constructed or manipulated by societies that even though since an anthropological and biological perspective the barrier between races is very clear. Ethnicity isn’t a societal concept founded by the color of skin, since everyone knows individuals of the identical race have variations of skin color. For example in European circles, Middle Easterners such as Arabs, Jews, Iranians (Indo-Europeans or Aryans); North Africans like Berbers and Arabs; Latin Americans of pure Caucasian descent and Northern Indians and Pakistanis are not considered Caucasian or white, even though anthropologically and genetically they are. People can deny kinship or invent their kinship to people of other genetic markers if this makes them keep their status or way of life; this has to do with issues like migration, religion and the like. Race refers to the bodily and biotic features for specific sets of individuals. For example: anyone may recognize an individual’s ethnicity founded up skeleton construction, predominantly the cranium, since the various races have distinctive, skeleton structures. Diverse ethnicities have diverse bone concentrations. Afro-American’s have the thickest bone because they need to stockpile â€Å"calcium and vitamin D in their bones† because of the dusky color that does not allow the sun to simply infiltrate and produce the vitamins to protect their skeletal frame (Comer, 1972). White and Asian ethnicity produce smaller skeletal density since light skin permits the sun to infiltrate into the skin easier. This makes it easier to take up vitamin D from the sun. There are a large number of variations within ethical groups than may be condensed to tinier clusters of ethnic clusters. However, ethnic groupings are not unsubstantiated and illogical societal tags. There is a plethora of fabrication concerning race around, and most 19th century anthropology scientists that studied race were mistaken concerning many facts, however the entire theory should not be trashed. Even Darwin made mistakes concerning many facts, however it should not require the complete Theory of Evolution should be trashed as well.. A societal structure may function as an instrument of organization that sustains the domination of specific ethnic races and the subservience of other races. Race is described as being â€Å" ‘Race’ is first and foremost an unequal relationship between social aggregates, characterized by dominant and subordinate forms of social interaction, and reinforced by the intricate patterns of public discourse, power, ownership and privilege within the economic, social and political institutions of society† (Commer,1997). Ethnicity merely turns out to be genuine when societies act in other habits that cause subservience to last. It converts actual once society acts toward one another that maintain the subservience. Race often causes ethically emotional discourse which includes constant practices of displacement and ethnic suffering. Principles and individuality are also societal structures (permanent. The description of individuality by Sarikaya: â€Å"†¦identity is not only a story, a narrative which we tell ourselves about ourselves, it is stories which change with historical circumstances. And identity shifts with the way in which we think and hear them and experience them. Far from only coming from the still small point of truth inside us, identities actually come from outside, they are the way in which we are recognized and then come to step into the place of the recognitions which others give us. Without the others there is no self, there is no self-recognition† (Sarikaya, 2011). It is similar to a camera, the controlling scrutiny changes an individual to thing and â€Å"†¦the normalizing gaze [is] a surveillance that makes it possible to qualify, to classify and to punish, and it establishes, over individuals a visibility through which one differentiates and judges them† (Foucault,1991 pg. 25). Race has the capacity to change anyone into a historic minute outside of that which a person is unable to step out of. Race adopts the theory that there is a pattern of regularity and accurate, each person separate from this pattern should be conveyed to the pattern – the normalcy is considered to be a young, Caucasian, Christian, man. The societal imagination is a broad area that groups is now created, made-up, placed and formed by dominate dialogues and governing society. There is no social justice or injustice of classifying or not classifying people according to the race they belong to, some can say racial classifications are harmful to the unity of the group, that it causes racism, etc. It should not be something bad or something to be afraid of or something to avoid, there should be not prejudice in the concept of race, and everyone should be happy with their ancestry and celebrate their phenotype and genotype and not suffer prejudice from society for being descendant of certain people. References: Comer, J. P. , (1972). Beyond Black and White. New York, NY: Quadrangle Books. Retried from: http://kcmo. ent. sirsi. net/client/en_US/NKCPL/search/results/? ln=en_USq=Beyond+Bla ck+and+Whitert=rw=0. Foucault, M. , (1991). Discipline and Punish The birth of prison (2nd ed. ) New York, NY: Random House, Inc. Sarikaya, D. (2001). The Construction of Afro-Caribbean Identity in the Poetry of Linton Kwesi Johnson. Journal of Caribbean Literatures, (Spring 2011, Vol. 7, Issue 1, p161-175, 15p). Retrieved from: http://av4kc7fg4g. search.serialssolutions. com. ezproxy. apollolibrary. com/? ctx_ver=Z39. 88-2004ctx_enc=info%3Aofi%2Fenc %3AUTF-8rfr_id=info:sid/summon. serialssolutions. comrft_val_fmt=info:ofi/fmt:kev:mtx:jo urnalrft. genre=articlerft. atitle=The+construction+of+Afro-Caribbean+cultural+identity+in+t he+poetry+of+Linton+Kwesi+Johnsonrft. jtitle=Journal+of+Caribbean+Literaturesrft. au=Sar ikaya %2C+Dilekrft. date=2011-01-01rft. pub=Journal+of+Caribbean+Literaturesrft. issn=1086-01 0Xrft. eissn=2167-9460rft. volume=7rft. issue=1rft. spage=161rft. externalDBID=n %2Farft. externalDocID=338524281paramdict=en-US.

Rehabilitation for Anterior Glenohumeral Subluxation

Rehabilitation for Anterior Glenohumeral Subluxation 6-weeks Physical Rehabilitation Protocol for Anterior Glenohumeral Subluxation in Athletes Abstract: Background: Anterior shoulder dislocations and subluxations are common in young athletes. The mechanism for the first or primary shoulder dislocation may involve a collision or a fall typically with the arm in an abducted and externally rotated position. Contact sports, such as rugby and ice hockey, provide frequent opportunities for this injury to occur. Shoulder dislocations can occur after much less trauma in patients with previous dislocations. Despite a period of immobilization and rehabilitation following traumatic dislocations, recurrent instability often results and can lead to significant disability. To minimize the need for surgical intervention, effective physical rehabilitation programs are needed. Purpose: The aim of this study was to design a physical rehabilitation program using elastic band and resistive exercise to improve joint strength and range of motion in individuals diagnosed with a first-time shoulder dislocation.       Method: Twelve physically active males with a first-time acute shoulder dislocation were asked to volunteer. Participants began a physical rehabilitation program two weeks after the shoulder dislocation, which was confirmed by a referring physician. The rehabilitation program was 6 weeks in duration and required the participants to engage in progressive resistive loads/duration using elastic bands and weights five days per week. Pretest and posttest measures included shoulder strength and range of motion. All outcome measures were compared between the injured and uninjured shoulder, which served as the control condition in this study. Results: There were statistically significant differences between the injured and uninjured shoulder for measures of strength and range of motion during pretests (p Conclusions: The physical rehabilitation program proposed in this study was effective at improving strength and range of motion in the injured shoulder as evidenced by the similarity in posttest values between the injured and uninjured shoulder. These results are encouraging and suggest the physical rehabilitation program proposed in this study may help reduce the need for surgical intervention in healthy young males who experience a primary shoulder dislocation. Introduction: The shoulder is the most frequently dislocated joint in the human body, anterior dislocation being the most common injuries in our daily life, especially for young people (Rumian, et al., 2011; Liu, et al., 2014). It was estimated that the incidence rate of shoulder dislocation as 23.9 per 100,000 persons a year (Owens, et al., 2009). Anterior shoulder dislocations and subluxations are common injuries in young athletes (Kaplan, et al., 2005; Malhotra, et al., 2012). The disparity between the large humeral head and the small glenoid cavity gives the joint the ability to be injured (Brukner, 2012; Brandt, et al., 2013) Moreover, the anteriorly dislocated humeral head causes a labrum tear of the anterior and inferior labrum, a Bankart injury (UG, et al., 2014; Porcellini, et al., 2009), and a typical impression fracture (Hovelius, et al., 2008; Kim, et al., 2003). The mechanism of the first dislocations occurs after a forceful direct trauma or a fall typically with the arm in an abducte d and externally rotated or outstretched arm (Owens, et al., 2010; Rolf, 2007). Thus, in the majority of cases, the arm is abducted and the shoulder is externally rotated (Hardy, et al., 2010; Patel, et al., 2010). This is common in rugby, hockey, Handball, Football, riding, and cycling. In patients with lax shoulders or previous dislocations, dislocation can occur after much less trauma (Badr Gaballah, 2015; Kelly Terry, 2001; Brooks, et al., 2005). Recently, the most common management of treatment for primary anterior glenohumeral instability is nonoperative management (Gibson, et al., 2004; Zacchilli Owens , 2010) Rehabilitation and prevention of this injury were worthwhile of research because negligence of rehabilitation the first-time dislocation shoulder may lead to recurrent instability of the glenohumeral joint (Rumian, et al., 2011; Provencher, et al., 2010). Furthermore, there is a body of reports suggesting that younger athletes generally and contact sports particularl y most affected with the instability risk after a primary anterior shoulder dislocation. (Zacchilli Owens , 2010; Handoll, et al., 2006). This risk of the recurrence dislocation reported in young athletes with first-time anterior dislocation as height as 90-95% (Gibson, et al., 2016). However, the athletes with anterior shoulder dislocation which returning to activities with in season after lack rehabilitation have demonstrated high rates of recurrent dislocation from 37% to 90%. (Watson, et al., 2016; Castagna, et al., 2007). The goal of the primary rehabilitation for the acute anterior shoulder is to prevent long-term instability for the shoulder joint (Leroux, et al., 2014). However, patients with recurrent shoulder instability often need to surgical intervention or arthroscopic treatment. (Malhotra, et al., 2012; Provencher, et al., 2010; Porcellini, et al., 2009). Indeed, several modalities used conservative treatment for the acute dislocation shoulder (Liu, et al., 2014; Yamamoto, et al., 2010; Liavaag, et al., 2011) and injections (Nagata, et al., 2016). Some approaches have been conducted physical rehabilitation programs for first-time dislocation shoulder (Gibson, et al., 2004; Karatsolis Athanasopoulos, 2006; Salamh Speer, 2013). Other used the elastic resistance exercise which became one of the popular tools in physical rehabilitation. (Andersen, et al., 2010; Camci, et al., 2013; Brandt, et al., 2013) The major reason to use the elastic band that they have demonstrated excellent validity and reliability with shoulder muscle testing (Andersen, et al., 2016). Ultimately, the aim of this study was to design a physical rehabilitation program using an elastic band and resistive exercise to improve joint strength in individuals diagnosed with a first-time shoulder dislocation. Method: Subjects Physically active males who presented at the Mansoura university hospitals and the teaching hospital in Damietta, Egypt with acute anterior dislocation shoulder injury between September 2012 and February 2015 were randomly recruited as research participants. The magnetic resonance imaging (MRI) were conducted to determine the injury grade for 17 athletes. We excluded patients with recurrent dislocation shoulder or had a history of injury in the same joint. Twelve physically active males (age 18.6  ± 1.32y, mass 74.48 ±3.22 Kg, height 178.4 ±3.21 cm and competitive experience 9.6 ±2.67 y) with a first-time acute shoulder dislocation were considered as research participants. The participants began a physical rehabilitation program two weeks after the shoulder dislocation, which was confirmed by a referring physician. Rehabilitation Program The external and internal rotation exercises have been chosen for the first stage which aimed to control the pain and inflammation caused by the dislocation and included seventeen flexibility and isotonic strength exercise with 12-15 1RM intensity were performed for the scapulothoracic muscles particularly, the rotator cuff muscles. (Figure 1). Fig 1. First rehabilitation stage exersices examples Fig. 2. Second rehabilitation exercises examples. The second stage aimed to restore higher level of muscle strength. The intensity of exercises was five sets with 8-10 1RM, was tested according to the healthy arm. Thirty-two exercises in particular, Deltoid M., Trapezius M. and serratus anterior M. exercises in this stage were performed widely in the horizontal and diagonal axes. Moreover, the exercises were chosen to enhance the range of motion (ROM) and muscles strength between 90-150 ° vertically, horizontally, and diagonally (Figure 2). The third stage, after the twenty rehabilitation sessions. The endurance, peromitric, and strength exercises were consisted of five sets of 8-10 repetitions using variable resistance: one at 75% of the 10 RM, and two at 95% of the 8 RM. 27 extremity weights rehabilitation exercises performed to reach 190 200 ° ROM and the equally health arms strength as well. (Figure 5,6). The Thera-Band resistance bands exercises were hired during the six weeks especially the four colors (red, blu e, black, silver, gold). The red and blue bands were used in the first stage and the black and silver used in second stage, addition, the gold has been performed in the third stage. Furthermore, all the exercises performed by stretching the band between 75 100 %. knowing that, the weight of stretching in Thera-Band between 75-100% is (red 3.3-3.9kg, blue 5.9-7.1kg, black 8.1-9.7, silver 11.1-13.2kg, and gold 18.1-21.6kg). (BiÇer, et al., 2015;Andersen, et al., 2010) Fig. 3. Third rehabilitation exercises examples. Statistics analyze: The paired t-test was used to compare the collected data before performing the exercise protocol (Pre-test) and those which obtained after 6-weeks physical rehabilitation period (Post-test). Whether the differences between the samples were significant at p Measurements: The rehabilitation program was comprised four testing sessions. The Pre-test (PRT) section was conducted after two weeks of the injury and before the beginning of the rehabilitation program. after two rehabilitative weeks, the second week tracking test (SWT) was realized. while the Fourth week tracking test was realized after the fourth rehabilitative week (FWT). Moreover, after a resting of 6 weeks, the Post-test was conducted in the Faculty of Sports Education, Damietta University, Egypt. Additionally, all the injured athletes were right handed injured and in each testing test, the healthy arms measurements were recorded. Continuously, the test results for the injured arm had been compared with the healthy arm for each person. Before reporting the force measurement all the participants were informed with the test procedures for both arms. Four basics Isotonic force measurements were reported by Isometric Dynamometer device (Biodex Isokinetic Dynamometer). These force measurements w ere conducted for muscles around shoulder girdle in the 90 Deg. vertically and horizontally. The force variables were flexion force (F.F), adduction force (AD.F), Abduction force (AB.F), and hyper extension force (HB.F). Whilst, the participants were asked to perform the maximum flexibility for the shoulder joint without feeling pain. Addition, the range of motion variables were obtained by Goniometer for flexion range of motion (F.ROM), abduction (AB.ROM), and hyper extension (HB.ROM). Results: The test results (i.e., strength and range of motion) shown that there were statistically significant differences between the injured and uninjured shoulder (p > 0.01) prior the rehabilitation procedure. After six weeks of physical rehabilitation, the test results shown considerable improvement of more than 50%. As obviously seen from table 1, the deference between the pre-testes and post- testes of force were, flexion force 4.41  ±4.01N vs 121.5 ±12.4 N, abduction force 2.94 ±2.74 N vs 103.1 ± 9.8 N, Adduction 3.84 ±0.34 vs 133.7 ±9.26,Hyper-Extension 20.01 ±7.64 N vs 69.1 ±8.92 N. On the other hand, the range of motion of pre-testes and post-test were, Flexion 23.8 ±4.02à ¢Ã‚ Ã‚ ° vs 199.5 ±0.24à ¢Ã‚ Ã‚ °, Abduction was 29.3 ±3.62à ¢Ã‚ Ã‚ ° vs 195.5 ±2.13à ¢Ã‚ Ã‚ °, Hyper-extension 30.8 ±5.81à ¢Ã‚ Ã‚ ° vs. 108.5 ±5.72. Furthermore, the conducted post tests shown that there we re no significant differences (p Table 1. Improvement of the measurement among the rehabilitation stages. Improvment Healthy Shoulders Post-Test FWT SWT Pre- Test Unit Variables 94 % 128.2 ±10.4 121.5 ±12.44 91.04 ±8.13 48.7 ±4.31 4.41  ±4.01 N Flexion Force 93% 110.9 ±8.32 105.1 ±9.81 76.2 ±10.41 41.3 ±5.92 2.94 ±2.74 N Abduction 99% 135.2 ±5.33 133.7 ±9.26 97.12 ±7.22 21.7 ±2.17 3.84 ±0.34 N Adduction 95% 72.71 ±5.42 73.1 ±8.92 65.7 ±4.51 37.04 ±4.21 20.01 ±7.64 N H-Extension 99.1% 201.3 ±1.25 199.5 ±0.24 168 ±7.48 73.8 ±8.32 23.8 ±4.02 Deg Flexion ROM 98.3% 198.9 ±1.06 195.5 ±2.13 163 ±6.94 64.7 ±8.81 29.3 ±3.62 Deg Abduction 99.4% 108.5 ±5.72 107.8 ±6.12 100 ±2.2 52.2 ±13.2 30.8 ±5.81 Deg H-Extension Discussion: The current study aimed to design a rehabilitation program passed on the elastic and weights exercises. Over the past decades, we have seen a huge boost in the rehabilitation of shoulder dislocation injuries. These injuries because of the anatomical structure of the glenohumeral joint which allow to wide movement of the joint. Therefore, derives its extensive movement at the expense of its consistency and coherence. More than 50% of acute anterior dislocations can reoccur, especially in young athletes. The aim of the physical rehabilitation is avoiding the recurrent dislocation and using an elastic band and resistive exercise to improve joint strength in individuals diagnosed with a first-time shoulder dislocation. The current study results shown that, there were weakness of the shoulder muscles in the pre-test measurements of Flexion, adduction, abduction force as a result of ache, swelling, and inflammation. Nevertheless, the hyperextension motion measurements were reported better than the other measurement in the pretest. The mechanism of the anterior dislocation occurred forwardly and downward. Out of the ordinary, that has affected adversely on the forward movement of the arm. (Turkel, et al., 1981) The return to activity after 2-3 weeks is available for athletes with a high risk of recurrence dislocation. which expected to arthroscopic remain and return to activity after 6-month surgical stabilization (Watson, et al., 2016). Many factors have been related to rehabilitate shoulder dislocation. Thus, the current study has been assumed that 6 weeks elastic resistant with weight exercise had great benefit for the shoulder muscles especially, the rotator cuff muscles. Recently, the popularity of elastic bands has increased because of their low prices, flexibility, adaptability, versatility, and simplicity. (Andersen, et al., 2010) (Jakobsena, et al., 2013). The incorporation between nautilus machine and the elastic bands exercises have been used to promote joint range of motion and muscles strength in training and rehabilitation purposes as well. thus, the elastic resistant exercise has been improved the influences of the strength-shorting cycle. Addition to, it has been used as tec hnique to produce the speed eccentric contraction. (Stevenson, et al., 2010). It is obviously seen in table 1. and Figure 2, 3. there are a considerable significant different between the pretests and the posttests of the injured shoulders. Addition, it is seeming to be similar with the healthy shoulder after the 6wks. physical rehabilitation program. The same resulted reported in previous study conducted on young volley ball players and have improved their muscle power, muscle strength and ball speed. (Mascarin, et al., 2016). Nevertheless, the elastic resistant and free weight exercise improve the dynamic stabilization and joint stability. (Andersen, et al., 2010) (Camci, et al., 2013). Addition, the exercise rehabilitation program for the unstable shoulder must include a joint position sensibility and dynamic stabilization to supporting the functional stability of the shoulder joint. The dynamic stabilization is promoted the co-activation of the force couples about the glenohumeral joint to exceptional position of the humerus hear in the center of glenoid. ( Naughton, et al., 2005). Previous studies have demonstrated same levels of muscle activation for using elastic resistance compared with free weights display similar or even greater levels of muscle activity for some muscles during an exercise. (Camci, et al., 2013) (Andersen, et al., 2010). In contrast, used parallel with free weight (Aboodardaa, et al., 2013). Other studies have shown high levels of muscles activation compared with weight machine (Brandt, et al., 2013). But all the modalities recommended to use the elastic band with the weights. Moreover, using elastic band with weights appear to be equally in muscle activity as traditional using isoinertial resistance (Jakobsena, et al., 2013). Finally, The physical rehabilitation program proposed in this study was effective at improving strength and range of motion in the injured shoulder as evidenced by the similarity in posttest values between the injured and uninjured shoulder. These results are encouraging and suggest the phy sical rehabilitation program proposed in this study may help reduce the need for surgical intervention in healthy young males who experience a primary shoulder dislocation. Aboodardaa, S. J. et al., 2013. Resultant muscle torque and electromyographic activity during high intensity elastic resistance and free weight exercises. European Journal of Sport Science, 13(2), pp. 155-163. Andersen, L. et al., 2010. Muscle Activation and Perceived Loading During Rehabilitation Exercises: Comparison of Dumbbells and Elastic Resistance. Physical Therapy, 90(4), pp. 538-549. Andersen, L., Vinstrup, J., Jakobsen, M. Sundstru, E., 2016. Validity and reliability of elastic resistance bands for measuring shoulder muscle strength. Scand J Med Sci Sports., Volume May. Badr, M. Gaballah, A., 2015. Common Injuries among Male Field Hockey Players According to Playing Positions.. Journal of Applied Sports Science, 5(1), pp. 19-26. BiÇer, M. et al., 2015. Effect of Strength Training Program with Elastic Band on Strength Parameters. Biology of Exercise , 11(2), pp. 111-122. Brandt, M. et al., 2013. Perceived loading and muscle activity during hip strengthening exercises: comparison of elastic resistance and machine exercises.. Int J Sports Phys Ther, 8(6), pp. 811-819. Brooks, J., Fuller, C., Kemp, S. Reddin, . D., 2005. Epidemiology of injuries in English professional rugby union: part 2 training injuries. British Journal of Sports Medicine, Volume 39, pp. 767-775. Brukner, P., 2012. Clinical sports medicine. 4 ed. Australia: McGraw-Hill Publishing. Camci, E. et al., 2013. Scapular Kinematics During Shoulder Elevation Performed With and Without Elastic Resistance in Men Without Shoulder Pathologies. Journal of Orthopaedic Sports Physical Therapy , 43(10), pp. 735-743. Castagna, A., Nordenson, U., Garofalo, R. Karlsson, J., 2007. Minor shoulder instability. The Journal of Arthroscopic Related Surgery, Volume 23, pp. 211-215. Gibson, K. et al., 2004. The effectiveness of rehabilitation for nonoperative management of shoulder instability: a systematic review. Journal of Hand Therapy, 17(2), pp. 229-242. Handoll, H., Hanchard, N., Goodchild, L. Feary, J., 2006. Conservative management following closed reduction of traumatic anterior dislocation of the shoulder.. Cochrane Database Syst Rev., 25(1), p. CD004962. Hardy, M., Summers, D., Edwards, J. Munro, N., 2010. The BMA guide to sports injuries, Dorling Kindersley Puplishing, UK, 2010.. London, UK: Dorling Kindersley Puplishing. Hovelius, L. et al., 2008. Nonoperative treatment of primary anterior shoulder dislocation in patients forty years of age and younger. A prospective twenty-five-year follow-up. J Bone Joint Surg, Volume 90, pp. 945-952. Jakobsena, M. et al., 2013. Muscle activity during leg strengthening exercise using free weights and elastic resistance: Effects of ballistic vs controlled contractions. Human Movement Science , 32(1), pp. 65-78. Kaplan, L. et al., 2005. Prevalence and variance of shoulder injuries in elite collegiate football players. 2005;33:1142-6.. Am J Sports Med. , Volume 33, pp. 1142-1146. Karatsolis, K. Athanasopoulos, S., 2006. The role of exercise in the conservative treatment of the anterior shoulder dislocation. Journal of Bodywork and Movement Therapies, Volume 10, pp. 211-219. Kelly, L. Terry, G., 2001. Team Handball: Shoulder Injuries, Rehabilitation, and Training. Sports Medicine Arthroscopy Review:, 9(2), pp. 115-123. Kim , S. et al., 2003. Accelerated rehabilitation after arthroscopic Bankart repair for selected cases: a prospective randomized clinical study.. Arthroscopy, 19(7), pp. 722-731. Leroux, T. et al., 2014. Epidemiology of Primary Anterior Shoulder Dislocation Requiring Closed Reduction in Ontario, Canada. The American Journal of Sports Medicine, 42(2), pp. 442-450. Liavaag, S. et al., 2011. Immobilization in external rotation after primary shoulder dislocation did not reduce the risk of recurrence: a randomized controlled trial.. J Bone Joint Surg Am, 93(10), pp. 897904. Liu, A. et al., 2014. The external rotation immobilisation does not reduce recurrence rates or improve quality of life after primary anterior shoulder dislocation: A systematic review and meta-analysis.. Injury, Int. J. Care Injured, Volume 45, pp. 1842-147. Malhotra, A., Freudmann, M. S. Hay, S. M., 2012. Management of traumatic anterior shoulder dislocation in the 17- to 25-year age group: a dramatic evolution of practice. J Shoulder Elbow Surg, Volume 21, pp. 545-553. Mascarin, N., De Lira, C., Vancini, R. Andrade, M., 2016. Strength Training Using Elastic Band Improves Muscle Power and Throwing Performance in Young Female Handball Players. Journal of sport rehabilitation, Volume 24, pp. 1-25.. Nagata, H., Thomas, W. Woods, D., 2016. The management of secondary frozen shoulder after anterior shoulder dislocation The results of manipulation under anaesthesia and injection. journal of orthopaedics, Volume 13, pp. 100-105. Naughton, J., Adams, R. Maher, C., 2005. Upper-body wobbleboard training effects on the post-dislocation shoulder. Physical Therapy in Sport, Volume 6, pp. 31-37. Owens, B. et al., 2009. Incidence of Glenohumeral Instability in Collegiate Athletics.. 37(9), pp. 1750-1754. Owens, B. et al., 2010. Pathoanatomy of First-Time, Traumatic, Anterior Glenohumeral Subluxation Events. The Journal of Bone and Joint Surgery, 92(7), pp. 1605-1611. Patel, D. R., Greydanus, D. E. Bak, R. J., 2010. Pediatric Practice Sports Medicine. New York, USA: McGraw-Hill. Porcellini, G. et al., 2009. Predisposing Factors for Recurrent Shoulder Dislocation After Arthroscopic Treatment. J Bone Joint Surg Am, 91(11), pp. 2537-2542. Provencher, M. T. et al., 2010. Recurrent Shoulder Instability: Current Concepts for Evaluation and Management of Glenoid Bone Loss. J Bone Joint Surg Am, 92(2), pp. 133-151. Rockwood, C. A., 2008. The Shoulder. 4 ed. s.l.:Elsevier, Health Science Publisher. Rolf, C., 2007. Sports Injuries Hand Book, Diagnosis and Management. London: A C Black Publishers. Rumian, A., Coffey, D., Fogerty, S. Hackney, R., 2011. Acute first-time shoulder dislocation. Orthopaedics and Trauma, 25(5), pp. 363-368. Salamh, P. A. Speer, K. P., 2013. Post-Rehabilitation Exercise Considerations Following Total Shoulder Arthroplasty. Strength Conditioning Journal, 35(4), pp. 56-63. Stevenson, M. et al., 2010. Acute Effects of Elastic Bands During the Free-weight Barbell Back Squat Exercise on Velocity, Power, and Force Production. Journal of Strength Conditioning Research, 24(11), pp. 2944-2954. Turkel, S., Panio, M., Marshall, J. Girgis, F., 1981. Stabilizing mechanisms preventing anterior dislocation of the glenohumeral joint.. J Bone Joint Surg Am, 63(8), pp. 1208-1217. UG, L. et al., 2014. Management of primary acute anterior shoulder dislocation: systematic review and quantitative synthesis of the literature.. Arthroscopy, 30(4), pp. 506-522. Yamamoto, N., Sano, H. Itoi, E., 2010. Conservative treatment of first-time shoulder dislocation with the arm in external rotation. J Shoulder Elbow Surg, Volume 19, pp. 98-103. Zacchilli, M. Owens , B., 2010. Epidemiology of shoulder dislocations presenting to emergency departments in the United States. J Bone Joint Surg Am , Volume 92, p. 542-549. Anterior shoulder dislocation

Othello Essays -- essays research papers

â€Å"Othello†, by William Shakespeare, is a story of jealousy’s potential to manipulate thoughts and eventually lead to ultimate demise. The key to extremely detrimental jealousy lies within one’s ability to recognize it or deny it. It seems that the important theme of â€Å"Othello† is that if jealousy is not recognized and immediately dealt with, it receives a head start to commence the process of rotting away all normal human reason. Othello’s speech in Act III scene iii beginning with line 178 is the first and most important indicator of the trouble ominously looming on Othello’s horizon. His immediate response to Iago’s accusations is that of total denial. By depriving himself of that initial venting process, Othello gives his jealousy the perfect culture on which his jealousy can turn cancerous and grow out of control. Othello does not spit out the seed that Iago has planted within himself soon enough and thus lets Iago water i t with smooth speech until its roots spread and cannot be uprooted. The only way to appropriately illustrate this point is through an in depth analysis of specific text from the play.   Ã‚  Ã‚  Ã‚  Ã‚  Othello’s speech that begins on line 178 of act III Scene iii is absolutely central to the meaning of the scene as well as to the meaning of the entire play. Beginning with out right denial, Othello’s speech ends up working its way through all possible outcomes until he is left with only confusion and doubt regarding Desdimona’s fidelity. He goe...

A Futuristic Interview With Romeo of William Shakespeares Romeo and Juliet :: William Shakespeare Romeo and Juliet

A Futuristic Interview With Romeo SCENE I: Setting: On the set of ‘Time Voyager', a new television series. Characters: ANN - Announcer ROMEO - Romeo ANN: Ladies and Gentlemen, welcome again to this week's edition of Time Voyager. In case this is the first time you have tuned in and are unfamiliar with the concept, let me explain it to you. Modern technology today allows us to go back in time, as you probably know already. We do just that - go back and visit those times and places that had so much mystery, so much darkness, and so little knowledge. Our current model of time machine is the best that money can buy and has been completely tested for safety so we will not... as they say... leave someone ‘behind the times.' So sit back, relax, and watch as the past becomes the present. (Lights dim, machine hums, beam of light appears center stage. Through the beam, people are visible, walking seemingly unaware of the new presence.) ANN: The place is Verona, Italy, and the year is 1523. To be precise, the third of May. (Romeo cautiously peers into light beam. It seems he is the only one aware of it.) ANN: (To Romeo) Do not be afraid, come forward. (Beckons with hand) ROMEO: What is this? ANN: Sir, I apologize for this sudden interruption of your day. Perhaps you would like me to explain? ROMEO: (Steps onto stage out of light beam. Beam dies) What has happened to me? Have I died? Is this the other world? What do you want of me? ANN: No, you are not dead, rather transported to another time... ROMEO: You talk no sense! Your head must be full of bugs and insects! And, if you do not mind, what are those strange machines in the corner? (Points at video camera) ANN: Those are recorders - recording you as you are currently here speaking to us. They can put the images - moving images - so that we may view them later. Right now, they are sending the images through the air to millions of people... ROMEO: What year is this? You have many strange devices, for example, lights that have no candles behind them, screens that record my movements, and all these strange new materials, it is rather... mind-boggling... that is, if you are telling the truth... ANN: The year is 2174. Yes, I am telling the truth. We have machines that tell if you are telling the truth now. ROMEO: How do I know you are telling the truth about machines that tell if you tell the truth?

Food Retail in Europe

INDUSTRY PROFILE Food Retail in Europe Reference Code: 0201-2058 Publication Date: June 2010 www. datamonitor. com Datamonitor USA 245 Fifth Avenue 4th Floor New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: [email  protected] com Datamonitor Europe 119 Farringdon Road London EC1R 3DA United Kingdom t: +44 20 7551 9000 f: +44 20 7675 7500 e: [email  protected] com Datamonitor Middle East and North America Datamonitor PO Box 24893 Dubai, UAE t: +49 69 9754 4517 f: +49 69 9754 4900 e: [email  protected] datamonitor. om Datamonitor Asia Pacific Level 46, 2 Park Street Sydney, NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8705 6901 e: [email  protected] com Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 1 EXECUTIVE SUMMARY EXECUTIVE SUMMARY Market value The European food retail industry grew by 8. 5% in 2009 to reach a value of $1,663. 1 billion. Market value foreca st In 2014, the European food retail industry is forecast to have a value of $2,477. billion, an increase of 49% since 2009. Market segmentation I Hypermarkets, supermarkets, and discounters sales proved the most lucrative for the European food retail industry in 2009, with total revenues of $798. 5 billion, equivalent to 48% of the industry's overall value. Market segmentation II Germany accounts for 14. 1% of the European food retail industry value. Market rivalry The industry is becoming consolidated with large chain supermarkets or hypermarkets wielding more power over smaller specialty, luxury or organic food outlets. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 2 CONTENTS TABLE OF CONTENTS EXECUTIVE SUMMARY MARKET OVERVIEW Market definition Research highlights Market analysis MARKET VALUE MARKET SEGMENTATION I MARKET SEGMENTATION II FIVE FORCES ANALYSIS Summary Buyer power Supplier power New entrants Substitutes Rivalry LEADING COMPANIES Metro AG Carrefour S. A. Lidl Dienstleistung Tesco PLC MARKET FORECASTS Market value forecast APPENDIX Methodology Industry associations Related Datamonitor research Disclaimer 2 7 7 8 9 10 11 12 13 13 15 17 18 19 20 21 21 25 29 30 34 34 35 35 36 36 37 Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 3 CONTENTS ABOUT DATAMONITOR Premium Reports Summary Reports Datamonitor consulting 38 38 38 38 Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 201 – 2058 – 2009 Page 4 CONTENTS LIST OF TABLES Table 1: Table 2: Table 3: Table 4: Table 5: Table 6: Table 7: Table 8: Table 9: Table 10: Table 11: Table 12: Table 13: Table 14: Table 15: Table 16: Table 17: Europe food retail industry value: $ billion, 2005–09(e) Europe food retail industry segmentation I:% share, by value, 2009(e) Europe food retail industry segmentation II: % share, by v alue, 2009(e) Metro AG: key facts Metro AG: key financials ($) Metro AG: key financials (â‚ ¬) Metro AG: key financial ratios Carrefour S. A. : key facts Carrefour S. A. : key financials ($) Carrefour S. A. : key financials (â‚ ¬) Carrefour S. A. : key financial ratios Lidl Dienstleistung: key facts Tesco PLC: key facts Tesco PLC: key financials ($) Tesco PLC: key financials (? ) Tesco PLC: key financial ratios Europe food retail industry value forecast: $ billion, 2009–14 10 11 12 21 22 22 23 25 27 27 27 29 30 31 31 32 34 Europe – Food Retail Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 5 CONTENTS LIST OF FIGURES Figure 1: Figure 2: Figure 3: Figure 4: Figure 5: Figure 6: Figure 7: Europe food retail industry value: $ billion, 2005–09(e) Europe food retail industry segmentation I:% share, by value, 2009(e) Europe food retail industry segmentation II: % share, by value, 2009(e) Forces driving ompetition in the food retail industry in Europe, 2009 Drivers of buyer power in the food retail industry in Europe, 2009 Drivers of supp lier power in the food retail industry in Europe, 2009 Factors influencing the likelihood of new entrants in the food retail industry in Europe, 2009 Factors influencing the threat of substitutes in the food retail industry in Europe, 2009 Drivers of degree of rivalry in the food retail industry in Europe, 2009 Metro AG: revenues & profitability Metro AG: assets & liabilities Carrefour S. A. : revenues & profitability Carrefour S. A. : assets & liabilities Tesco PLC: revenues & profitability Tesco PLC: assets & liabilities Europe food retail industry value forecast: $ billion, 2009–14 10 11 12 13 15 17 18 19 20 23 24 28 28 32 33 34 Figure 8: Figure 9: Figure 10: Figure 11: Figure 12: Figure 13: Figure 14: Figure 15: Figure 16: Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 6 MARKET OVERVIEW MARKET OVERVIEW Market definition The food retail market includes the retail sales of all food products, both packaged and unpackaged, as well as beverages (including retail sales of all alcoholic and non-alcoholic beverages). All on-trade sales of food and beverage are excluded. All currency conversions are calculated at constant average 2009 exchange rates. For the purposes of this report, Europe consists of Western Europe and Eastern Europe. Western Europe comprises Belgium, Denmark, France, Germany, Italy, the Netherlands, Norway, Spain, Sweden, and the United Kingdom. Eastern Europe comprises the Czech Republic, Hungary, Poland, Romania, Russia, and Ukraine. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 7 MARKET OVERVIEW Research highlights The European food retail industry had total revenue of $1,663. 1 billion in 2009, representing a compound annual growth rate (CAGR) of 7. 4% for the period spanning 2005-2009. Hypermarkets, supermarkets, and discounters sales proved the most lucrative for the European food retail industry in 2009, with total revenues of $798. 5 billion, equivalent to 48% of the industry's overall value. The performance of the industry is forecast to accelerate, with an anticipated CAGR of 8. % for the fiveyear period 2009-2014, which is expected to drive the industry to a value of $2,477. 4 billion by the end of 2014. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 8 MARKET OVERVIEW Market analysis The European food ret ail industry has experienced very strong growth in recent years and the forecast is for this to gently accelerate towards 2014. The European food retail industry had total revenue of $1,663. 1 billion in 2009, representing a compound annual growth rate (CAGR) of 7. 4% for the period spanning 2005-2009. In comparison, the German and UK industries grew with CAGRs of 2. 1% and 4. 2% respectively, over the same period, to reach respective values of $234. 8 billion and $186. 1 billion in 2009. Hypermarkets, supermarkets, and discounters sales proved the most lucrative for the European food retail industry in 2009, with total revenues of $798. 5 billion, equivalent to 48% of the industry's overall value. In comparison, convenience stores and gas stations generated sales of $381. 3 billion in 2009, equating to 22. 9% of the industry's aggregate revenues. The performance of the industry is forecast to accelerate, with an anticipated CAGR of 8. % for the fiveyear period 2009-2014, which is expected to drive the industry to a value of $2,477. 4 billion by the end of 2014. Comparatively, the German and UK industries will grow with CAGRs of 2. 5% and 3. 4% respectively, over the same period, to reach respective values of $265. 5 billion and $219. 4 billion in 2014. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 9 MARKET VALUE MARKET VALUE The European food retail industry grew by 8. 5% in 2009 to reach a value of $1,663. 1 billion. The compound annual growth rate of the industry in the period 2005–09 was 7. 4%. Table 1: Year 2005 2006 2007 2008 2009(e) CAGR: 2005–09 Source: Datamonitor Europe food retail industry value: $ billion, 2005–09(e) $ billion 1,248. 6 1,321. 6 1,412. 4 1,533. 3 1,663. 1 â‚ ¬ billion 897. 9 950. 4 1,015. 8 1,102. 7 1,196. 1 % Growth 5. 8 6. 9 8. 6 8. 5 7. 4% DATAMONITOR Figure 1: Europe food retail industry value: $ billion, 2005–09(e) Source: Datamonitor DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 10 MARKET SEGMENTATION I MARKET SEGMENTATION I Hypermarket, Supermarket, & Discounters is the largest segment of the food retail industry in Europe, accounting for 48% of the industry's total value. The convenience stores & gas stations segment accounts for a further 22. 9% of the industry. Table 2: Category Hypermarket, Supermarket, & Discounters Convenience Stores & Gas Stations Food and Drinks Specialists Drug Stores & Health and Beauty Stores Cash & Carries & Warehouse Clubs Other Total Source: Datamonitor Europe food retail industry segmentation I:% share, by value, 2009(e) % Share 48. 0% 22. 9% 14. 9% 3. 4% 1. 4% 9. 4% 100% DATAMONITOR Figure 2: Europe food retail industry segmentation I:% share, by value, 2009(e) Source: Datamonitor DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 11 MARKET SEGMENTATION II MARKET SEGMENTATION II Germany accounts for 14. 1% of the European food retail industry value. France accounts for a further 13. 5% of the European industry. Table 3: Category Germany France Italy United Kingdom Spain Rest of Europe Total Source: Datamonitor Europe food retail industry segmentation II: % share, by value, 2009(e) % Share 14. % 13. 5% 12. 2% 11. 2% 7. 8% 41. 1% 100% DATAMONITOR Figure 3: Europe food retail industry segmentation II: % share, by value, 2009(e) Source: Datamonitor DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 12 FIVE FORCES ANALYSIS FIVE FORCES ANALYSIS The food retail market will be analyzed taking supermarkets, hypermarkets and specialist retailers as players. The key buyers will be taken as end-consumers, and food manufacturers, farmers, agricultural co-operatives as the key suppliers. Summary Figure 4: Forces driving competition in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR The industry is becoming consolidated with large chain supermarkets or hypermarkets wielding more power over smaller specialty, luxury or organic food outlets. In our analysis of the global food retail industry, retailers such as supermarkets, hypermarkets, and specialist outlets, will be taken as industry players and end-consumers will be understood as buyers. With a range of different players within the industry, the size and financial strength of each varies accordingly. With consumers generally facing no substantial switching costs, this buyer mobility forces larger retailers to maintain attractive pricing schemes. Specialist, luxury, or organic retailers do not face the same price sensitivity due to the unique level of product differentiation, yet due to the nature of such products, they exist more as niche markets and are not able to secure a large volume of consumers. Specialist outlets may have no choice but to commit to long term supplier contracts in order to secure a steady supply of quality or specially prepared products. Whereas, supermarkets and hypermarkets have a higher number of options and can hold looser relationships with a larger number of suppliers. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 13 FIVE FORCES ANALYSIS Where branded products attract loyal consumers, the distribution channel for manufacturers is protected and retailers face pressure to stock the popular items. With established supermarkets and hypermarkets present, potential new entrants may struggle to compete with aggressive marketing and pricing policies. Nonetheless, relatively low entry and exit costs within the industry and the emergence of thriving health and ethical niches offer examples of possible niches in which new entrants may flourish sheltered from direct competition with current players. Food service (takeaways, vendors and restaurants) can be seen as a substitute to food retail products however for the vast majority of people it currently exists as an occasional accompaniment rather than a wholesale alternative. Subsistence farming is a more direct substitute, sometimes replacing standard retail behavior outright, yet it is no longer common. The absence of switching costs for consumers ensures a competitive climate within the food retail industry. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 14 FIVE FORCES ANALYSIS Buyer power Figure 5: Drivers of buyer power in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR Retailers range widely in size with large chain supermarkets or hypermarkets such as Tesco and Metro AG wielding power over smaller specialty, luxury or organic food outlets whose grip on the industry is significant but currently limited. Accordingly, the financial muscle of industry players differs depending on the type of player. The sheer volume of potential customers in key areas of the food retail industry diminishes the standing of any individual customer. The revenue generated by any particular consumer is minimal, but collectively they represent wider consumer interests and retailers cannot afford to disregard the sensitivities of buyers. Price and convenience are two central concerns however they are not necessarily the principle factors. A rise in health consciousness has driven a growing demand for nutritional quality in food products. The culture of convenience now faces the challenge of a counter-trend in which a shift back towards fresh, simple or traditionally prepared foods undermines the retail position of frozen foods and similar products. The emergence and development of ethical niches adds further momentum to this movement within the industry. The response of food retailers must accommodate such diverse interests. A number of retailers operate incentive schemes for frequent shoppers and this can help secure customer retention. By discouraging movement across retail outlets, consumer mobility is reduced and, in the long term, buyer power can be weakened. Although high brand recognition does not automatically translate into consumer loyalty, if it is supported by a product range in which popular food products are central, the retailer can Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 15 FIVE FORCES ANALYSIS often draw indirectly on the loyalty base that manufacturers have established. Specialty, luxury or organic retailers can, due to the high level of product differentiation, justify price levels that would otherwise be unsustainable yet the limited volume of consumers places restraints on the power of such players. Buyer power overall is moderate. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 16 FIVE FORCES ANALYSIS Supplier power Figure 6: Drivers of supplier power in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR Suppliers to the food retail industry include food manufacturers, farmers, and agricultural co-operatives. In order to ensure stability and offset the dangers of local sourcing problems or price fluctuations, large retail companies often maintain relationships with a wide range of suppliers. This diffuses dependency, minimizing the risks to retailers and strengthening their standing in relation to their suppliers. Long term contractual obligations are avoided where possible, and switching costs kept to a minimum. With a firm hold on key distribution channels, the leading retailers can dominate negotiations with certain suppliers. This is often difficult for smaller retailers such as specialist, luxury or organic outlets. The limited number of suppliers in niche areas and the centrality of product quality or preparation type limit’s the available range of sourcing options. With switching costs subsequently higher, the balance of power shifts somewhat from smaller retailers to specialist suppliers. Whilst the need to satisfy consumer demand for popular products bolsters manufacturers, many others face the problem of a high degree of retailer mobility as they switch suppliers in accordance with pricing pressures. The position of many large retail companies has also been strengthened internally with a surge of own brand products sidelining certain suppliers. Suppliers who are able to differentiate their product can wield some power over retailers, should their product be popular with the end consumer. Supplier power overall is moderate. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 17 FIVE FORCES ANALYSIS New entrants Figure 7: Factors influencing the likelihood of new entrants in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR Large-scale, established retailers hold a natural advantage in operating businesses that benefit significantly from economies of scale, employing aggressive pricing schemes that cannot be matched by smaller retailers. Strong branding exercises and fast paced expansion deepen this asymmetry. Nevertheless, large retailers are not invulnerable to the threat of new entrants. Exit and entry costs within the industry are relatively low, encouraging potential entrants. The rapid growth of health consciousness and a swell of ethical goods form attractive avenues for new entrants seeking to move into a niche area that offers inbuilt protection from pricing pressures and mainstream marketing. Given the presence of many large-scale retailers, and the security of heavy branding, direct head-to-head competition is extremely difficult for new retailers. Strong growth makes the market attractive to prospective new entrants. Overall, the threat of new entrants is moderate. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 18 FIVE FORCES ANALYSIS Substitutes Figure 8: Factors influencing the threat of substitutes in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR The chief alternative to food retail is food service. Supported by strong marketing campaigns in the case of fast food companies, and cultural traditions with respect to sit-down restaurants, both types represent a relevant alternative for many consumers. However, for the vast majority of people, these accompany food retail rather than replace it. A more direct substitute is found in subsistence agriculture in which individuals or families farm food to provide for their own personal needs. This is no longer common, however, since the emergence of market capitalism and the impact of this substitute on food retail is fractional. Environmental concerns, increasing health consciousness, and fears over political or economic instability may, in the long term, give this substitute a more significant role. However, it is unlikely to threaten food retailers in the foreseeable future being both labor intensive and often involving considerable start-up capital. The threat from substitutes is weak to moderate. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 19 FIVE FORCES ANALYSIS Rivalry Figure 9: Drivers of degree of rivalry in the food retail industry in Europe, 2009 Source: Datamonitor DATAMONITOR Competition is often fierce within the food retail industry. The lack of substantial switching costs for consumers places pressure on retailers to secure their custom and loyalty. The limited level of differentiation across the basic product range pushes larger retailers into competitive pricing policies. The close similarity of players increases rivalry as they attempt to differentiate themselves through products and price to attract customers. Whilst some companies operate in other industries and can absorb the temporary impact of declining food sales, or high supply prices, for many, ood retail lies at the heart of the business. This basic dependency gives rise to aggressive competition. Rivalry is strong overall. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 20 LEADING COMPANIES LEADING COMPANIES Metro AG Table 4: Metro AG: key facts Schluterstrasse 1, 40235 Dusseldorf, DEU 49 211 6886 4252 49 211 6886 2001 www. metrogroup. de December MEO G Frankfurt DATAMONITOR Head office: Telephone: Fax: Website: Financial year-end: Ticker: Stock exchange: Source: company website Metro Group (Metro) is a German trade and retail company organized into independent sales divisions. The group operates 2,195 outlets with approximately 12,350,000 square meters of selling space. It has a presence in 33 countries in Western Europe, Eastern Europe, Asia and Africa. The company employs around 300,000 people. Metro operates in four business segments: Metro Cash & Carry, Real, Media Markt and Saturn and Galeria Kaufhof. Metro Cash & Carry is engaged in cash and carry wholesaling. Operating under the brands of Metro and Makro, it is the group's biggest sales division. Metro Cash & Carry's assortment of products is aimed at commercial and wholesale customers. It operates 665 stores in 30 countries. Real offers a range of food products and an assortment of non-food items. The selling space of the Real stores ranges from 5,000 to 15,000 square meters, with store assortments including up to 80,000 items. Real is based on a large-format hypermarket concept and operates 333 hypermarkets in Germany and 108 stores in Poland, Romania, Russia, Turkey and the Ukraine. Media Markt and Saturn sell consumer electronics across Europe. Galeria Kaufhof operates a chain of department stores in Germany and Belgium. The department stores offer modern lifestyle apparels for men and women and are present in shopping areas and downtown centers. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 21 LEADING COMPANIES In addition to these divisions, Metro provides real estate management services through its subsidiary, Metro Group Asset Management. The company oversees more than 750 properties totaling eight million square meters of commercial space worldwide. It also operates more than 70 shopping centers. Key Metrics The company recorded revenues of $91,119 million in the fiscal year ending December 2009, a decrease of 3. 6% compared to fiscal 2008. Its net income was $722 million in fiscal 2009, compared to a net income of $776 million in the preceding year. Table 5: $ million Metro AG: key financials ($) 2005 77,482. 1 902. 4 40,000. 8 32,613. 0 246,875 2006 83,266. 6 1,658. 9 44,702. 2 36,293. 7 263,794 2007 89,461. 3 1,366. 9 47,099. 4 38,048. 6 275,520 2008 94,493. 6 775. 9 47,034. 0 38,941. 3 290,940 2009 91,118. 8 721. 7 46,814. 3 46,814. 286,091 Revenues Net income (loss) Total assets Total liabilities Employees Source: company filings DATAMONITOR Table 6: â‚ ¬ million Metro AG: key financials (â‚ ¬) 2005 55,722. 0 649. 0 28,767. 0 23,454. 0 2006 59,882. 0 1,193. 0 32,148. 0 26,101. 0 2007 64,337. 0 983. 0 33,872. 0 27,363. 0 2008 67,956. 0 558. 0 33,825. 0 28,005. 0 2009 65,529. 0 519. 0 33,667. 0 33,667. 0 Revenues Net in come (loss) Total assets Total liabilities Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 22 LEADING COMPANIES Table 7: Ratio Metro AG: key financial ratios 2005 1. 2% 4. 2% 1. 5% (0. 2%) 81. 5% 2. 3% $313,851 $3,655 2006 2. 0% 7. 5% 11. 8% 11. 3% 81. 2% 3. 9% $315,650 $6,289 2007 1. 5% 7. 4% 5. 4% 4. 8% 80. 8% 3. 0% $324,700 $4,961 2008 0. 8% 5. 6% (0. 1%) 2. 3% 82. 8% 1. 6% $324,787 $2,667 2009 0. 8% (3. 6%) (0. 5%) 20. 2% 100. 0% 1. 5% $318,496 $2,523 Profit margin Revenue growth Asset growth Liabilities growth Debt/asset ratio Return on assets Revenue per employee Profit per employee Source: company filings DATAMONITOR Figure 10: Metro AG: revenues & profitability Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 23 LEADING COMPANIES Figure 11: Metro AG: assets & liabilities Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 24 LEADING COMPANIES Carrefour S. A. Table 8: Carrefour S. A. : key facts 26 quai Michele, TSA 20016, 92695 Levallois-Perret Cedex, FRA 33 1 55 63 39 00 www. carrefour. com December CA Paris DATAMONITOR Head office: Telephone: Website: Financial year-end: Ticker: Stock exchange: Source: company website Carrefour is one of the leading grocery and consumer goods distribution groups in the world. The group operates more than 15,000 stores. Carrefour's primary grocery formats includes hypermarkets, supermarkets, hard discount and convenience stores. Carrefour primarily organizes its business segments based on geographic presence: France; Europe excluding France; Asia; and Latin America. In addition, the group's business operation can be segmented on the basis of its store formats (as mentioned in the previous paragraph). Carrefour is the leading hypermarket retailer in the world. The group operates about 1,302 hypermarket stores across the world, of which 228 hypermarkets are in France, 494 in European countries outside France, 288 in Latin America, and 292 in Asia. In Brazil, the group operates its hypermarket business under the Atacadao brand name; these hypermarkets offer a range of competitively priced companyowned and branded products in both food and non-food categories. In addition, the hypermarkets also offer services like insurance, financial services, home computer support, travel and entertainment reservations and mobile phones. The group operates approximately 2,919 supermarket stores in 11 countries under the banners Carrefour Express, Carrefour market, GB, GS and Champion. The supermarkets offer a wide selection of mostly food products and some non-food products related to apparel, culture and leisure, and tableware. Carrefour's hard discount segment, Dia, operates about 6,252 hard discount stores in Spain, France (under Ed and Dia brands), Portugal (under Minipreco brand), Greece, Turkey, Argentina, Brazil and China. The group's hard discount stores offer a range of food, basic health, and cleaning products at discounted rates. Europe – Food Retail Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 25 LEADING COMPANIES The group's other activities comprise convenience stores, cash and carry foodservice stores, and ecommerce retail format. Carrefour operates about 4,813 convenience stores and 144 cash and carry stores. Convenience stor es are mainly operated by the franchisees under the banners Marche Plus, Shopi, 8 a Huit and Proxi in France; DiperDi in Italy; Carrefour Express and Carrefour GB in Belgium; Carrefour 5 Minut stores in Poland; Carrefour City stores in Spain; and Carrefour Convenient Buy in Thailand. These stores primarily offer a wide selection of food products; these also offer a range of services such as home delivery, dry cleaning, 48-hour photo development, ticket distribution, photocopying, stamps and newspapers. Cash and carry foodservice stores provide wholesale and retail self-service mainly intended for businesses. Carrefour operates cash and carry foodservice stores under the trade name Promocash. Most of the cash and carry stores are operated by franchisees. In addition to the above mentioned store formats, Carrefour also sells its products through various ecommerce websites. Carrefour operates an online grocery store, Ooshop, a leading French online supermarket in terms of sales. It allows customers to shop on the Internet, and select from product listings including fresh and frozen items, at the same price as they would pay in Carrefour's hypermarkets, with the added benefit of home delivery. Carrefour France hypermarket's non-food website, CarrefourOnline. com, offers products such as leisure products (DVDs, games, software, music, books and more), audio and video, household electrical goods, as well as music downloads and even flower and bicycle delivery. Carrefour. es, the group's e-commerce website in Spain, offers both food and non-food products. Key Metrics The company recorded revenues of $119,533 million in the fiscal year ending December 2009, a decrease of 2. 6% compared to fiscal 2008. Its net income was $608 million in fiscal 2009, compared to a net income of $2,140 million in the preceding year. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 26 LEADING COMPANIES Table 9: $ million Carrefour S. A. : key financials ($) 2005 116,399. 7 2,199. 8 64,311. 1 51,259. 436,474 2006 121,561. 3 3,381. 2 66,093. 8 48,356. 4 456,295 2007 128,305. 2 3,447. 4 72,212. 0 57,385. 0 490,042 2008 122,678. 1 2,139. 7 72,420. 6 57,191. 7 495,000 2009 119,532. 5 607. 7 71,685. 0 56,229. 5 495,000 Revenues Net income (loss) Total assets Total liabilities Employees Source: company filings DATAMONITOR Table 10: â‚ ¬ million Carrefour S. A. : key fi nancials (â‚ ¬) 2005 83,710. 0 1,582. 0 46,250. 0 36,864. 0 2006 87,422. 0 2,431. 6 47,532. 0 34,776. 0 2007 92,272. 0 2,479. 2 51,932. 0 41,269. 0 2008 88,225. 2 1,538. 8 52,082. 0 41,130. 0 2009 85,963. 0 437. 0 51,553. 0 40,438. 0 Revenues Net income (loss) Total assets Total liabilities Source: company filings DATAMONITOR Table 11: Ratio Carrefour S. A. : key financial ratios 2005 1. 9% 2. 8% 9. 4% 7. 5% 79. 7% 3. 6% $266,682 $5,040 2006 2. 8% 4. 4% 2. 8% (5. 7%) 73. 2% 5. 2% $266,409 $7,410 2007 2. 7% 5. 5% 9. 3% 18. 7% 79. 5% 5. 0% $261,825 $7,035 2008 1. 7% (4. 4%) 0. 3% (0. 3%) 79. 0% 3. 0% $247,835 $4,323 2009 0. 5% (2. 6%) (1. 0%) (1. 7%) 78. 4% 0. 8% $241,480 $1,228 Profit margin Revenue growth Asset growth Liabilities growth Debt/asset ratio Return on assets Revenue per employee Profit per employee Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 27 LEADING COMPANIES Figure 12: Carrefour S. A. : revenues & profitability Source: company filings DATAMONITOR Figure 13: Carrefour S. A. : assets & liabilities Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 28 LEADING COMPANIES Lidl Dienstleistung Table 12: Lidl Dienstleistung: key facts Rotelstrasse 30, 74166 Neckarsulm, DEU 49 732 30 6060 www. idl. de December DATAMONITOR Head office: Telephone: Website: Financial year-end: Source: company website Lidl & Schwarz Stiftung (Lidl) operates a chain of grocery stores. The company primarily operates in Europe. Lidl operates about 6,800 deep-discount department stores and no-frills Lidl supermarkets throughout Europe. In Germany it operates about 3,100 stores. The company offers about 800 different products in its stores mostly under Lidl's own brand. These include dairy products, frozen foods, sausages, fresh meat and poultry, fruit and veg delivered fresh every day, and a range of breads. Lidl is also expanding its presence into Denmark, Hungary, Norway, and Slovenia. Key Metrics Financial information for this company is unavailable. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 29 LEADING COMPANIES Tesco PLC Table 13: Head office: Telephone: Website: Financial year-end: Ticker: Stock exchange: Source: company website Tesco PLC: key facts New Tesco House, Delamare Road, Cheshunt, Hertfordshire, EN8 9SL, GBR 44 1992 632 222 www. tescoplc. com February TSCO London DATAMONITOR Tesco is a leading food and grocery retailer. The company operates 4,331 stores in 14 countries worldwide. It operates in the UK, other European countries, the US and Asia. The company operates in a single segment: retail. However, Tesco's operations can be examined by the store formats operated by it: Express, Metro, Superstore, Extra and Homeplus. The company has over 960 Express stores (up to 3,000 sq ft) offering fresh food at convenient locations. These stores sell a range of up to 7,000 products including fresh produce, wines and spirits and bakery products. The company has over 170 Metro stores (approximately 7,000-15,000 sq ft) in town and city centre locations. It offers a tailored range of food products including ready-meals and sandwiches. Tesco operates about 450 superstores (approximately 20,000-50,000 sq ft) at which it offers food as well non-food products such as DVDs and books. Tesco's Homeplus stores (approx. 35,000-50,000 sq ft) are dedicated to non-food including clothing. Tesco has more than 175 Extra stores (approximately 60,000 sq ft and above) which offer a variety of food and non-food product lines ranging from electrical equipment to homewares, clothing, health and beauty, and seasonal items such as garden furniture. Additionally, about 115 Extra and Homeplus stores have opticians and around 270 of them have pharmacies. In addition to stores, Tesco offers retailing services through its online shopping channels, tesco. com and Tesco Direct. The company also provides broadband internet connections (Tesco broadband) and telecommunications services (Tesco Mobile and Home Phone) through a 50-50 joint venture with O2, a mobile phone company. Tesco also provides financial services through Tesco Personal Finance (TPF) which offers a choice of 28 products ranging from savings accounts and credit cards to car and travel insurance. All its financial products are also available for online purchase. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 30 LEADING COMPANIES Key Metrics The company recorded revenues of $84,676 million in the fiscal year ending February 2009, an increase of 14. 9% compared to fiscal 2008. Its net income was $3,376 million in fiscal 2009, compared to a net income of $3,320 million in the preceding year. Table 14: $ million Tesco PLC: key financials ($) 2005 57,602. 2 3,042. 4 31,811. 6 17,695. 242,980 2006 67,234. 5 3,553. 7 35,167. 3 20,447. 6 273,024 2007 66,461. 4 2,959. 8 38,664. 9 22,188. 6 318,283 2008 73,720. 0 3,319. 9 47,014. 4 28,463. 7 345,737 2009 84,675. 6 3,376. 0 71,779. 5 52,460. 3 364,015 Revenues Net income (loss) Total assets Total liabilities Employees Source: company filings DATAMONITOR Table 15: ? million Tesco PLC: key financials (? ) 2005 36,957. 0 1,952. 0 20,410. 0 11,353. 0 2006 43,137. 0 2,280. 0 22,563. 0 13,119. 0 2007 42,641. 0 1,899. 0 24,807. 0 14,236. 0 2008 47,298. 0 2,130. 0 30,164. 0 18,262. 0 2009 54,327. 0 2,166. 46,053. 0 33,658. 0 Revenues Net income (loss) Total assets Total liabilities Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 31 LEADING COMPANIES Table 16: Ratio Tesco PLC: key financial ratios 2005 5. 3% 10. 1% 10. 9% 6. 4% 55. 6% 10. 1% $237,066 $12,521 2006 5. 3% 16. 7% 10. 5% 15. 6% 58. 1% 10. 6% $246,259 $13,016 2007 4. 5% (1. 1%) 9. 9% 8. 5% 57. 4% 8. 0% $208,812 $9,299 2008 4. 5% 10. 9% 21. 6% 28. 3% 60. 5% 7. 7% $213,226 $9,602 2009 4. % 14. 9% 52. 7% 84. 3% 73. 1% 5. 7% $232,616 $9,274 Profit margin Revenue growth Asset growth Liabilities growth Debt/asset ratio Return on assets Revenue per employee Profit per employee Source: company filings DATAMONITOR Figure 14: Tesco PLC: re venues & profitability Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 32 LEADING COMPANIES Figure 15: Tesco PLC: assets & liabilities Source: company filings DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 33 MARKET FORECASTS MARKET FORECASTS Market value forecast In 2014, the European food retail industry is forecast to have a value of $2,477. 4 billion, an increase of 49% since 2009. The compound annual growth rate of the industry in the period 2009–14 is predicted to be 8. 3%. Table 17: Year 2009 2010 2011 2012 2013 2014 CAGR: 2009–14 Source: Datamonitor Europe food retail industry value forecast: $ billion, 2009–14 $ billion 1,663. 1 1,811. 4 1,978. 0 2,161. 3 2,359. 7 2,477. â‚ ¬ billion 1,196. 1 1,302. 7 1,422. 5 1,554. 3 1,697. 0 1,781. 6 % Growth 8. 5% 8. 9% 9. 2% 9. 3% 9. 2% 5. 0% 8. 3% DATAMONITOR Figure 16: Europe food retail industry value forecast: $ billion, 2009–14 Source: Datamonitor DATAMONITOR Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Pag e 34 APPENDIX APPENDIX Methodology Datamonitor Industry Profiles draw on extensive primary and secondary research, all aggregated, analyzed, cross-checked and presented in a consistent and accessible style. Review of in-house databases – Created using 250,000+ industry interviews and consumer surveys and supported by analysis from industry experts using highly complex modeling & forecasting tools, Datamonitor’s in-house databases provide the foundation for all related industry profiles Preparatory research – We also maintain extensive in-house databases of news, analyst commentary, company profiles and macroeconomic & demographic information, which enable our researchers to build an accurate market overview Definitions – Market definitions are standardized to allow comparison from country to country. The parameters of each definition are carefully reviewed at the start of the research process to ensure they match the requirements of both the market and our clients Extensive secondary research activities ensure we are always fully up-to-date with the latest industry events and trends Datamonitor aggregates and analyzes a number of secondary information sources, including: National/Governmental statistics International data (official international sources) National and International trade associations Broker and analyst reports Company Annual Reports Business information libraries and databases Modeling & forecasting tools – Datamonitor has developed powerful tools that allow quantitative and qualitative data to be combined with related macroeconomic and demographic drivers to create market models and forecasts, which can then be refined according to specific competitive, regulatory and demand-related factors Continuous quality control ensures that our processes and profiles remain focused, accurate and up-to-date Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 35 APPENDIX Industry associations Global Food Marketing Institute 655 15th Street, NW, Washington DC, 20005 Tel. : 001 202 452 8444 Fax: 001 202 429 4519 www. fmi. org/ CIES — The Food Business Forum 7, rue de Madrid 75008 Paris FRANCE Tel. : 0033 1 4469 8484 Fax: 0033 1 4469 9939 www. ciesnet. com EuroCommerce Avenue des Nerviens 9-31, B-1040 Brussels, Belgium Tel. : 0032 2 737 0598 Fax: 0032 2 230 0078 www. eurocommerce. be Related Datamonitor research Industry Profile Food Retail in Western Europe Food Retail in Asia-Pacific Food Retail in the US Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 36 APPENDIX Disclaimer All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher, Datamonitor plc. The facts of this report are believed to be correct at the time of publication but cannot be guaranteed. Please note that the findings, conclusions and recommendations that Datamonitor delivers will be based on information gathered in good faith from both primary and secondary sources, whose accuracy we are not always in a position to guarantee. As such Datamonitor can accept no liability whatever for actions taken based on any information that may subsequently prove to be incorrect. Europe – Food Retail  © Datamonitor. This profile is a licensed product and is not to be photocopied 0201 – 2058 – 2009 Page 37 ABOUT DATAMONITOR ABOUT DATAMONITOR The Datamonitor Group is a world-leading provider of premium global business information, delivering independent data, analysis and opinion across the Automotive, Consumer Markets, Energy & Utilities, Financial Services, Logistics & Express, Pharmaceutical & Healthcare, Retail, Technology and Telecoms industries. Combining our industry knowledge and experience, we assist over 6,000 of the world’s leading companies in making better strategic and operational decisions. Delivered online via our user-friendly web platforms, our market intelligence products and services ensure that you will achieve your desired commercial goals by giving you the insight you need to best respond to your competitive environment. Premium Reports Datamonitor's premium reports are based on primary research with industry panels and consumers. 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