Glaxo Smith Kline's Business Strategy Case Study

Glaxo Smith Kline's Business Strategy - Case Study Example 2004, p. 10). Two of the four elements of a strategy, internal competencies and shortcomings are within the organization and can be controlled by it, if properly appraised. The other two, changes in the environment and intelligent moves by competitors are external forces, and require adoption or modification of action sequences and determined policies to achieve organisational goals and fulfilling stakeholder expectations. Glaxo Smith Kline (GSK), one of the largest companies operating in the "technically innovative" and highly competitive "global market" pharmaceutical industry. (Lynch 2006, p. 191). In the pharmaceutical industry, obsolescence is a constant challenge and companies are required to constantly replenish old drugs, which means that the research and development 'pipeline' should be kept flowing. The development of a single new drug is estimated to cost up to $ 500 million and takes several years. However once developed a new drug has patent protection which means the company that developed the drug can have exclusive marketing rights for a period of (generally) ten years from the time the patent is registered. The drugs are marketed to customers - as doctors, hospitals and government health agencies through large sales forces. Companies employ several thousand specialist sales personnel in North America alone. All these operations require large financial outlays. Therefore organisational size does matter as revenue generation normally corresponds to size. According to Michael Porter, five external forces impact businesses. They are industry competitors, potential new entrants, substitutes, suppliers and buyers. (Porter 2004, p. 4) He offers three generic strategies to meet the challenges of these forces: cost leadership, differentiation and focus (Porter 2004, p. 35). While questioning some of the premises on which Porter based his theory, in a provocatively titled box, "Bye, Mr. Porter", (Whittington 2001, p. 67), Whittington proposes three strategies for companies to achieve growth: they are innovation, diversification and internationalisation. (Whittington 2001, p. 73). As we have seen innovation is an intrinsic factor that is necessary for survival in the pharmaceutical industry, diversification implies diversification, integration and takeovers. During the nineties many pharmaceutical companies have taken the 'mergers and acquisitions' route to augment their c ompetitiveness and enhance financial outcomes such as revenue generation and profitability by: Increasing and consolidating organizational size for Achieving economies of scale and reducing costs Complementing/extending ranges of products and services Replenishing

Food and Beverage Operations Management Assignment

Food and Beverage Operations Management - Assignment Example As a result of that different service and production system pertaining to the industry has been framed for the purpose of incorporating hygienic production and distribution system which ultimately results in health and nutrition of every consumer. Reports have also suggested that food and beverage industry has been the mainstay in the development of any country’s economy. According to Blazey (2009), whether it is a chemical or Pesticide Company, a biotech or a genetics firm, hotels, restaurants, or even large supermarkets such as the Walmart, Costco or Target Corporation; each of the business or industry revolves around beverage and food sector. Now, in the context of food and beverage production and service system, it has unique characteristics in comparison to the production and service delivery system of other products. The following are the characteristics: - The demand for food and beverages occurs at the peak time such as breakfast, lunch and dinner. However, other than these periods food industry generally experiences a lean phase. The demands for food might vary according to the time of the year as well as the events taking place in the surroundings. Hence, on the basis of the season and time of the year, the production and distribution system undergoes enormous amount of change. The food production and services are highly labour intensive. The industry requires both unskilled and skilled labour. The menu changes at regular interval of time and hence the production and distribution system changes (Dunne, Lusch and Carver, 2011). Both food and beverages are perishable in nature and as a result of that foods are required to be handled properly before, after and during the process of preparation. Figure 1 - Flow of Food (Source: Hollensen, 2007) 1.2 Discuss factors affecting recipes and menus for specific systems The recipes and menus get strongly affected by a number of factors. Broadly, food service systems are classified as a cook and chill, conv entional, assembly and commissioners serve (Lamb, Hair and McDaniel, 2011). The conventional food service is the type of service where food is prepared and is eaten at the same place. Cook and chill are the service where food is prepared and is eaten after a certain period of time, the commissioner is the system where food is prepared and is taken somewhere for eating and lastly in assembly service the food is brought to a new location and it requires reheating before actually consuming it. The factors which affect the recipes and menus for a specific system are as follows: - Demand of customers: - The consumer demands are probably the most vital factor that affects the recipes and menus. The tendency of customer demands is observed and a menu is prepared on the basis of that only (Lingar, 2007). Seasonality: - Seasonality is a major factor. Being a perishable product, it has strong dependence on season. For example, ice cream or cold drinks are hardly consumed during winters and as a result of that menu needs to be changed and alternate items such as juice need to be on the menu. Budget and Ability: - The budget and ability of the restaurant are also considered before finalizing the menu. For example, if there is a shortage of staff members or lack of ingredients, the menu list needs of to be shortened (Nazarko, 2004). 1.3 Compare the cost and staffing

A Brief Background On Nestle Marketing Essay

A Brief Background On Nestle Marketing Essay In the 1860s Henri Nestlà ©, a pharmacist, developed a food for babies who were unable to breastfeed. His first success was a premature infant who could not tolerate his mothers milk or any of the usual substitutes. People quickly recognized the value of the new product, after Nestlà ©s new formula saved the childs life, and soon, Farine Lactà ©e Henri Nestlà © was being sold in much of Europe. In 1905 Nestlà © merged with the Anglo-Swiss Condensed Milk Company. By the early 1900s, the company was operating factories in the United States, Britain, Germany and Spain. World War I created new demand for dairy products in the form of government contracts. By the end of the war, Nestlà ©s production had more than doubled. After the war Government contracts dried up and consumers switched back to fresh milk. However, Nestlà ©s management responded quickly, streamlining operations and reducing debt. The 1920s saw Nestlà ©s first expansion into new products, with chocolate the Companys second most important activity Nestlà © felt the effects of World War II immediately. Profits dropped from $20 million in 1938 to $6 million in 1939. Factories were established in developing countries, particularly Latin America. Ironically, the war helped with the introduction of the Companys newest product, Nescafà ©, which was a staple drink of the US military. Nestlà ©s production and sales rose in the wartime economy. 1944-1975 The end of World War II was the beginning of a dynamic phase for Nestlà ©. Growth accelerated and companies were acquired. In 1947 came the merger with Maggi seasonings and soups. Crosse Blackwell followed in 1960, as did Findus (1963), Libbys (1971) and Stouffers (1973). Diversification came with a shareholding in LOrà ©al in 1974. 1975-1981 Nestlà ©s growth in the developing world partially offset a slowdown in the Companys traditional markets. Nestlà © made its second venture outside the food industry by acquiring Alcon Laboratories Inc.. 1981-1995 Nestlà © divested a number of businesses1980 / 1984. In 1984, Nestlà ©s improved bottom line allowed the Company to launch a new round of acquisitions, the most important being American food giant Carnation. 1996-2002 The first half of the 1990s proved to be favorable for Nestlà ©: trade barriers crumbled and world markets developed into more or less integrated trading areas. Since 1996 there have been acquisitions including San Pellegrino (1997), Spillers Petfoods (1998) and Ralston Purina (2002). There were two major acquisitions in North America, both in 2002: in July, Nestlà © merged its U.S. ice cream business into Dreyers, and in August, a USD 2.6bn acquisition was announced of Chef America, Inc. 2003 + The year 2003 started well with the acquisition of  Mà ¶venpick Ice Cream, enhancing  Nestlà ©s position as one of the world market leaders in this product category.   In 2006, Jenny Craig and Uncle Tobys were added to the Nestlà © portfolio and 2007 saw  Novartis Medical Nutrition, Gerber and Henniez join the Company.   Nestlà © is the worlds leading Nutrition, Health and Wellness company. We are committed to increasing the nutritional value of our products while improving the taste. We  achieve this through our  brands and with initiatives like the Nutritional Compass. Since Henri Nestlà © developed the first milk food for infants in 1867, and saved the life of a neighbours child, the Nestlà © Company has aimed to build a business as the worlds leading nutrition, health and wellness company  based on sound human values and principles. The Nestlà © Corporate Business Principles are at the basis of our companys culture. We have built our business on the fundamental principle that to have long-term success for our shareholders, we not only have to comply with all applicable legal requirements and ensure that all our activities are sustainable, but additionally we have to create significant value for society. At Nestlà © we call this Creating Shared Value. Our  Corporate Business Principles will continue to evolve and adapt to a changing world, our basic foundation is unchanged from the time of the origins of our Company, and reflects the basic ideas of fairness, honesty, and a general concern for people. Nestlà © is committed to the following Business Principles in all countries, taking into account local legislation, cultural and religious practices: Nestlà ©s business objective is to manufacture and market the Companys products in such a way as to create value that can be sustained over the long term for shareholders, employees, consumers, and business partners. Nestlà © does not favour short-term profit at the expense of successful long-term business development. Nestlà © recognizes that its consumers have a sincere and legitimate interest in the behaviour, beliefs and actions of the Company behind brands in which they place their trust, and that without its consumers the Company would not exist. Nestlà © believes that, as a general rule, legislation is the most effective safeguard of responsible conduct, although in certain areas, additional guidance to staff in the form of voluntary business principles is beneficial in order to ensure that the highest standards are met throughout the organization. Nestlà © is conscious of the fact that the success of a corporation is a reflection of the professionalism, conduct and the responsible attitude of its management and employees. Therefore recruitment of the right people and ongoing training and development are crucial. Nestlà © continues to maintain its commitment to follow and respect all applicable local laws in each of its markets. The Nestlà © Corporate Business Principles The ten principles of business operations Consumers; 1 Nutrition, Health and Wellness 2 Quality assurance and product safety 3 Consumer communication Human rights and labour practices 4 Human rights in our business activities Our people 5 Leadership and personal responsibility 6 Safety and health at work Suppliers and customers 7 Supplier and customer relations 8 Agriculture and rural development The environment 9 Environmental sustainability 10 Water Consumers Nutrition, Health and Wellness Our core aim is to enhance the quality of consumers lives every day, everywhere by offering tastier and healthier food and beverage choices and encouraging a healthy lifestyle. We express this via our corporate proposition Good Food, Good Life. Quality assurance and product safety Everywhere in the world, the Nestlà © name represents a promise to the consumer that the product is safe and of high standard. Consumer communication We are committed to responsible, reliable consumer communication that empowers consumers to exercise their right to informed choice andpromotes healthier diets. We respect consumer privacy. Human rights in our business activities We fully support the United Nations Global Compacts(UNGC) guiding principles on human rights and labour andaim to provide an example of good human rights and labourpractices throughout our business activities. Leadership and personal responsibility Our success is based on our people. We treat each other with respect and dignity and expect everyone to promote a sense of personal responsibility. We recruit competent and motivated people who respect our values, provide equal opportunities for their development and advancement, protect their privacy and do not tolerate any form of harassment or discrimination. Safety and health at work We are committed to preventing accidents, injuries and illness related to work,and to protect employees, contractors and others involved along the value chain. Supplier and customer relations We require our suppliers, agents, subcontractors and their employees to demonstrate honesty, integrity and fairness, and to adhere to our non-negotiable standards. In the same way, we are committed towards our own customers. Agriculture and rural development We contribute to improvements in agricultural production, the social and economic status of farmers, rural communities and in production systems to make them more environmentally sustainable. Environmental sustainability We commit ourselves to environmentally sustainable business practices. At all stages of the product life cycle we strive to use natural resources efficiently, favour the use of sustainably-managed renewable resources, and target zero waste. Water We are committed to the sustainable use of water and continuous improvement in water management. We recognise that the world faces a growing water challenge and that responsible management of the worlds resources by all water users is an absolute necessity. Commitment of the Chairman and the Chief Executive Officer Peter Brabeck-Letmathe Chairman of the Board We believe in the importance of a strong compliance culture that is fully embedded in our business. The Corporate Business Principles and the supporting documents reflect this commitment and thus protect the trust of our consumers and other stakeholders in the Nestlà © brand. Our internal rules not only require strict compliance with the law, they guide our actions even if the law is more lenient or where there is no applicable law at all. For Nestlà ©, upholding compliance goes beyond keeping checklists. It requires steadfast principles that apply across the whole Company, providing clear guidance to our people. As the Chairman and the Chief Executive Officer of Nestlà ©, we are committed to making sure that our entire Company is managed according to these principles and require adherence to them from all our employees around the world. We are also committed to continuous improvement and are open to external engagement regarding any area of our Corporate Business Principles. The Nestlà © Corporate Business Principles are at the basis of our companys culture, which has developed over the span of 140 years. Since Henri Nestlà © first developed his successful infant cereal Farine Lactà ©e, we have built our business on the fundamental principle that to have long-term success for our shareholders, we not only have to comply with all applicable legal requirements and ensure that all our activities are sustainable, but additionally we have to create significant value for society. At Nestlà © we call this Creating Shared Value. Although our Nestlà © Corporate Business Principles were first published as an integrated document in 1998, most had already been established in individual form many years before. While the Business Principles are firmly established, they also continue to evolve and adapt to a changing world. For instance, Nestlà © incorporated all ten principles of the United Nations Global Compact soon after their creation and continues to implem ent them today. This latest revision differs from the previous two versions in that it establishes Creating Shared Value as Nestlà ©s fundamental business principle. In addition, each principle is specifically linked to on-line copies of more detailed principles, policies, Standards and guidelines. This has allowed the statement of each principle to be more succinct, while providing more detailed implementing measures related to each one on the worldwide web. Also, for the first time, a map of the principles and an overview of related company measures is included at the start of the document. We believe in the importance of a strong compliance culture that is fully embedded in our business. The Corporate Business Principles and the supporting documents reflect this commitment and thus protect the trust of our consumers and other stakeholders in the Nestlà © brand. Our internal rules not only require strict compliance with the law, they guide our actions even if the law is more lenient or where there is no applicable law at all. For Nestlà ©, upholding compliance goes beyond keeping checklists. It requires steadfast principles that apply across the whole Company, providing clear guidance to our people. As the Chairman and the Chief Executive Officer of Nestlà ©, we are committed to making sure that our entire Company is managed according to these principles and require adherence to them from all our employees around the world. We are also committed to continuous improvement and are open to external engagement regarding any area of our Corporate Business Principles. MISSION STATEMENT At Nestle we believe that research can help us make better food so that people live a better life Marketing and sales Nestle is one of the worlds largest global food companies.    It has over 500 factories in 76 countries, and sells its products in 193 nations.    Only 1% of sales and 3% of employees are located in its home country, Switzerland.    Having reached the limits of growth and profitable penetration in most Western markets, Nestle turned its attention to emerging markets in Eastern Europe, Asia, and Latin America for growth.    Many of these countries are relatively poor, but the economies are growing quickly.    Thus a consumer base capable of buying many Nestle products will develop over the next couple of decades. Nestle tries to enter emerging markets ahead of competitors, and build a substantial position in basic foodstuffs.    As income levels rise, the company progressively moves from these niches into more upscale items.    It very much focuses on developing local goods for local markets, however, and places relatively less emphasis on its global brands in emerging markets.    It also localizes its distribution and marketing strategy to the requirements of the local market.    When good opportunities are available, Nestle acquires local firms. Nestle is a very decentralized organization, with operating decisions pushed down to local units.    On top of this are both a SBU organization focused around food groups, and a regional organization that tries to help rationalize production and marketing among nearby countries.    Helping hold the organization together is a group of managers who rotate around the world on various assignments. During the year under review the company ach ieved sustainable profitable growth by capitalizing on the opportunity presented by a positive business environment. This became possible through successful marketing and sales strategies and focus on key initiatives. Innovation and renovation remained the key to development of new products. Because Nestle competes in a broad range of geographic areas as well as in a broad range of product categories, it faces competition from an equally broad range of companies. Some of its competitors are multinational organizations with similar product lines that cross regional bounds. These include Philip Morris, RJR Nabisco and Unilever. Other companies focus on a single product area in which Nestle competes. The result of this type of competition is that Nestle must compete vigorously across its international customer base. Since the product categories in which Nestle participates are no longer in the introductory or growth phase, there is increased price pressure, as well, which means that companies who do not focus on marketing and on competitive pricing can quickly lose large amounts of market share which can be difficult to recover. In some cases, smaller competitors have brought pressure on governments to help regulate the activities of Nestle; this is not different from compa nies in other countries. The acquisition of Source Perrier is a prime example of this. Although Nestle had acquired other companies in the past which had similar products to its own, the Source Perrier acquisition brought considerable critics. Nestle uses local brands in a wide range of local markets and focuses on trying to optimize ingredients and processing technology to local conditions. That is why, the company needs to be flexible and able to adapt rapidly to local demand and cultural differences. Doing business in different countries means different ethical standards, different business expectations, and different cultural norms. Nestle claims that it can reduce risks and concentrate its marketing resources by narrowing its initial market focus to just a few strategic brands. Its global strategy must be backed up with the necessary financial and human resources and knowledge management should be introduced to spread information throughout the company. Clearly, the entrance of a company into the global marketplace creates numerous challenges. Knowing that innovation and quality were key determinants, Nestle transferred these distinctive competencies to foreign markets. In Nigeria, for example, Nestle had to rethink i ts traditional distribution methods (operating a central warehouse), because the road system was poorly developed and there was much violence. This example shows, that the company was able to respond quickly to different local conditions. You are required to relate all your findings to Nestle. Task 1 You are required to compare alternative definitions of marketing. In your opinion what would be the appropriate definition for Nestle, justify your answer.(outcome 1.1) Definitions: alternative definitions including those of the Chartered Institute of Marketing and the American Marketing Association, satisfying customers needs and wants, value and satisfaction, exchange relationships, the changing emphasis of marketing. Definition of marketing (4 is enough) a) which definition is more appropriate for Nestle. b) you can chooseyour own definition too. Task 2 Identify the main characteristics of a marketing oriented organization and how do u think Nestle fair in this. (outcome 1.2) Marketing concept: evolution of marketing, business orientations, societal issues and emergent philosophies, customer and competitor orientation, efficiency and effectiveness, limitations of the marketing concept. Main characteristic of a marketing oriented organization Link it to Nestle Task 3 Explain the various elements of the marketing concept. Relate your findings to Nestle (outcome 1.3) Marketing process overview: marketing audit, integrated marketing, environmental analysis, SWOT analysis, marketing objectives, constraints, options, plans to include target markets and marketing mix, scope of marketing. Marketing concept Relate to Nestle Task 4 You need to Identify and assess the benefits and costs of a marketing approach. Do you think Nestle has achieve this? Justify your answer. (outcome 1.4) Costs and benefits: benefits of building customer satisfaction, desired quality, service and customer care, relationship marketing, customer retention, customer profitability, costs of too narrow a marketing focus, total quality marketing. How to build customer satisfaction Desired quality are achieved Service and customer care Relationship marketing Customer retention Customer profitability Cost of 2 narrow and marketing focus Total quality marketing Relate this to Nestle Task 5 Identify and explain macro and micro environmental factors which influence marketing decisions. You need to do an analysis as to how Nestle is affected with micro and macro environment and how do they overcome the problems encountered. (outcome 1.5) Macro-environment: environmental scanning, political, legal, economic, socio-cultural, ecological and technological factors. What their news are? What happend? How they solve it? Task 6 Propose segmentation criteria to be used for two products in different markets. You are required to choose any two products of nestle and propose the segmentation appropriately. (outcome 1.6) Micro- environmental: stakeholders (organisations own employees, suppliers, customers, intermediaries, owners, financiers, local residents, pressure groups and competitors), direct and indirect competitors, Porters competitive forces. Segmentation: (e.g baby product/ health product) What is segmentation Why is it important? Relate it to Nestle What kind of market they are going to propose Task 7 Outline the factors which influence the choice of targeting strategy. As Nestle has wide range of products in many different countries you can choose any products and compare how the strategy differs in one country to another. (outcome 1.7) Buyer behaviour: dimensions of buyer behaviour, environmental influences, personal variables- demographics, sociological, physiological- motivation, perception and learning, social factors, physiological stimuli, attitudes, other lifestyle and lifecycle variables, consumer and organisational buying. What is marketing strategy all about? Why is it important? What is the benefit? Relate it to Nestle Task 8 You are required to explain how buyer behaviour affects marketing activities in two different buying situations. Relate your findings to Nestle. (outcome 1.8) Segmentation: process of market selection, macro and micro segmentation, bases for segmenting markets is geographic, demographic, psychographic and behavioural; multivariable segmentation and typologies, benefits of segmentation, evaluation of segments and targeting strategies, positioning, segmentation, evaluation of segments and targeting strategies, positioning, segmenting industrial markets, size, value, standards, industrial classification. What is buyer behaviour? Why doing buyer behaviour analysis? Relate it to Nestle

Graduation Speech: Live Life to the Fullest -- Graduation Speech, Comm

I would like to begin this evening by welcoming all of my classmates, staff, parents and guardians, the school board and superintendent, friends, and relatives to the commencement of the class of 2012. Commencement is a critical juncture in our lives; it is a momentous occasion where we believe we are about to start anew. However, graduation is the bittersweet moment where the forces of past and future are simultaneously acting on us. Consequently, the past is not dead. Alfred, Lord Tennyson, suggests that our past experiences will be with us forever as he states, " [we] are a part of all that [we] have met; yet all experience is an arch where through gleams that untraveled world." That is why graduation, similar to other turning points in our lives, possesses two halves, which accentuate each other. We are looking forward, but the "arch" of experience beckons us to remember, value, and learn from our past experiences. Thus, I feel that in order to appreciate commencement fully, we must remember our own past, and in particular, the last four years: For we are leaving many of ...

Ecological Problems

In our lessons we amused about Earth, environment and many environmental problems (  global warming, ozone houl, waste production, etc. ). Nevertheless some of big environmental problems we are omited. I would like describe this phenomenons in this work. First problem is deforestation of Amazon rainforest and second is poluting of seas and oceans. At the end of this work I would like write somethink about The Czech Republic and problems what we have here. AMAZON FOREST This forest is very importatnt for the future of the world. This area contains one third of the world? s trees.However, the trees are disappearing. This is causing changes in the climate – In Peru there is less snow In Bolivia there is less rain and more wind. Why are the Amazon forests being cut? People need the land ,people have money from the trees,people built roads and Brazil owes money to internacional organization and they cut trees and they pay back debt. What will happen if more of the Amazon forest c ut down? There will be serious effects on the world? s climate. The air that we breathe will lose some of it? s oxygen. It means that in the air will be more carbon dioxide.It will become difficult- perhaps even impossible – to breathe! With more carbon dioxide in the air -the temperature will rise, the ice -capsat the North and South Poles will melt, the sea level will rise, and hundreds of coastal cities will flood. OCEAN Seas and oceans are very important for human life. There live many kinds of animals for example whales dolphins, sharks, fishes etc†¦ Sea? s fish are very important because they are important part of human food. The most fish consume China, Russia and Japanesse. Very important is water from the sea.This water contains mineralsand for example our is from this water. In the bottom under the land there is crude oil and gus. But people are very inconsiderate and they cause that our seas are polutted in this time saes and oceands are our big garbage dump. We should ask if we will continue what we will do in the future? CZECH REPUBLIC Also Czech Republic has its own problems. Probably the worst problem is air pollution. People burn brown coal which is the dirtiest kind. Factories fill the air with smelly and dangerous smoke. In winter the air is unpleasant In parts of country especially in Northern Bohemia, Prague and around Ostrava people have many health problems. Another big problem is the destruction of nature. Industry and ever-increasing population destroying many forests. This problem is called deforestation. People always need more space, factories, paper, wood. In the past twenty years people dosroyed many beautiful old forests in Moravia and Bohemia. But people establish CHKO – Landscape protected area here live many endangered species and you can find here many interesting plants. In LPA people can't make a noise ,faire,drop a litter go out from signated paths†¦

My Younger Sister

My younger sister, Kate. Being a lively, witty and smart eleven-year-old, my sister, Kate, is a typical example of a girl who experiences changes from the stage of childhood into a teenager. She demonstrates how quickly girls these days enter the period of adolescence. At this stage she is a somewhat tall girl, with long legs, which makes an impression of a person who is already at least sixteen. When I sometimes see her playing basketball in the school playing grounds, I always find it difficult to discern her from among the boys.This will-be teenager has short brown-black hair and blushed cheeks which actually look like blooming roses. Her snub nose suggests indirectly that she is a slightly conceited person. My sister is quite slight and slender. This feature again implies how girls usually want to look at this age. Having a very lively approach to life, Kate is a very sociable kind of human being, She seems to be always willing to talk and ask a number of difficult questions.A lo t of friends revolve around her, the suspicion being that it is mainly owing to her energy. She is a witty character. I cannot help wondering where she gets those funny responses. It makes her a very funny person indeed. As it usually happens, however, she also possesses the bad qualities of the character. My sister tends to be a lazy-bone despite her being fairly energetic. She, too, is inclined to answer back either to me or to my parents.Nevertheless, many of her physical qualities appear to compensate for her weaknesses. She has got good memory and a good ear. These advantages help her considerably in learning. Consequently, she remembers a lot at school, which she doesn’t have to revise at home. I harbour positive feelings towards Kate in spite of her imperfections. Obviously, she is my sister. I admire the way she talks to me and how enthusiastically she practices sport.