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Australia-Lanka Council embarks on revitalised program

By Michael Coultas O.A.M
Founder Chairman, Australia-Sri Lanka Council, Past President Australian Institute of International Affairs (Victorian Branch)

The negative publicity generated through political and economic development in Sri Lanka in the resent past particularly on the ethnic crisis has prompted the Australia-Sri Lanka Council to embark on a revitalised program to promote Australia, Sri Lanka relations in trade, investment and tourism. Two major initiatives in this direction is the international symposium on Sri Lanka to be organised in collaboration with the Monash University and the setting up of a secretariat.

The Australia-Sri Lanka Council is a professional body with a mission to promote trade and investment, cultural and sporting relations between Australia and Sri Lanka. It was set up in February 1994 on the direct initiative of the Honorary Consul for Sri Lanka in Victoria, Rodney Arambewela. On its formation, the Council was endorsed by the Governments of Australia and Sri Lanka through their respective High Commissioners in Canberra and Colombo. The Council is actively supported by leading companies and individuals in both Australia and Sri Lanka.

Expand

The Council seeks to embrace as many interested individuals, companies and organisations as possible, and to enhance and expand the many and varied relationships that exist between Australia and Sri Lanka. The Council does not represent any particular ethnic background and will promote only those issues, causes, and programs that will lead to closer bonds at industry, cultural and social levels.

The special interest of the Council and the specific programs of the Council are designed to promote particularly trade, investment, tourism, education and sport between the two countries.

Since its inauguration, the Council has maintained and active program of meetings, discussions, seminars, lunches and dinners. The Council regularly entertains visiting Sri Lanka Ministers and leading businessmen while discussions have been held with the Australian Foreign Minister and with many Australian business executives and educationalists with a special interest in Sri Lanka. The Council has also facilitated trade missions and investment seminars.

For example, the Council supported the Sri Lanka Board of Investment Seminars held in Melbourne in July 1995 and 1998 (as part of the Focus Lanka Promotion at the Hiltion Hotel, Melbourne to commemorate the 50th anniversary of Sri Lanka's Independence as well as 50 years of interactions between Sri Lanka and Australia). The Council also hosted the visit of the Chairman and Director General of the Board of Investment in 1997. In 1999, the Council worked closely with the Sri Lanka government and the Board of Investment to facilitate a major Sri Lanka trade mission to Australia.

The Council has also worked closely with Austrade and other Australian government departments to develop greater Australian interest in Sri Lanka was undertaken, following the signing of a Memorandum of Understanding (MoU) which led to the creation of the Sri Lanka-Australia Business Council headquartered in Colombo.

Over the last two years, the Australia Sri Lanka Council has hosted a number of special trade missions, some of which have been organised by the Sri Lanka-Australia Business Council, and some by specific industry organisations in Sri Lanka. These missions have helped to build trade and investment particularly between the two countries.

Relationship

The Council has also worked with other Sri Lanka organisations in Australia, particularly the Victorian based the Committee for Sri Lanka and the Sri Lanka Cricket Foundation of Victoria.

The Council has also developed a very close relationship with the relevant Departments of the Victorian government to supplement the strong relationships that the Council enjoys with the Australia Department of Foreign Affairs and with the Sri Lanka High Commission in Canberra.

The Council has as its patrons the Australian High Commissioner to Sri Lanka and the Sri Lanka High Commissioner to Australia. In 2000 the Council was delighted when Judge Christy Weeramantry, a Judge of the International Court of Justice, accepted a position as Patron of the Council.

Over the last year, the Council has had a busy program of functions, including addresses by Peter Rowe, Australian High Commissioner to Sri Lanka, and by the Australian Minister for Immigration and Multicultural Affairs, Phillip Ruddock. The Council has hosted a number of visiting Sri Lankan delegations and has worked closely with Australian companies interested in trade or investment development in Sri Lanka.

The Australia-Sri Lanka Council remains the only private sector organisation in Australia dedicated to the development of trade, investment, tourism and educational relations between the two countries. The Council continues to have amongst its members, leading Australian companies and individuals interested in Australian commercial development with Sri Lanka. Additionally, the Council has among its members many leaders of the Sri Lanka community in Victoria.

For 2001-2002, Michael Coultas OAM, the Chairman over the last three years, is succeeded by Tom Spall, a Senior Executive of Pacific Dunlop Ltd, while Morely Pereira OMA, continues as Secretary. The Council plans a major conference on Australia-Sri Lanka relationships in collaboration with Monash University, as well as maintaining a focus on the development of trade and investment.

While the Council has worked hard to increase and develop the relationships that exist between Australia and Sri Lanka, additional support will be necessary if the full potential of these relationships is to be realised.

The Council is in a unique position to develop, for example, trade and investment between the two countries, but needs further support and commitment from governments and from private organisations. The Council plans to set up its own Secretariat which will greatly expand the ability of the Council to offer professional assistance, for example, to Sri Lankan exporters visiting Australia or promoting Australian investments to Sri Lanka.

The Secretariat will be able to provide market research and market development services not currently available. In establishing the Secretariat, the Council seeks the support of the Australian and Sri Lankan governments, and the support of major private organisations interested in commercial development between the countries.

Australia and Sri Lanka have had a long and close relationship in many areas. The Council seeks to promote and enhance this relationship by bringing together private sector organisations and individuals in the development particularly of trade, investment, education, tourism and sport. In the future the Council seeks to develop a Secretariat offering services in the key areas of trade and investment, but also to develop similar organisations to itself in other States of Australia, leading to the formation of a truly national body.

Objectives

If these twin objectives can be realised within the next three years, the Council believes that future of the Australian-Sri Lankan relationships will be greatly enhanced.

The Australian trade mission to Sri Lanka was led by the then Chairman of the Australia-Sri Lanka Council, Michael Coultas OAM, the Chairman of Martrex International Trade Marketing Pty Ltd., who was born in Sri Lanka and whose company has been associated with a number of major investment developments in Sri Lanka.

Marketing strategies for growth

by Prasanna Perera

Growth of sales revenues, volumes, market share and profitability are on the lips of all marketers, across all industries.

The simple truth is that growth is what business organisations required and strive for regularly.

There are quite a few effective marketing strategies, that can be implemented, for growth, such as,

1. Introduction of new products.
2. Expansion into new markets.
3. Growing mature markets.
4. Growing through collaboration.
Let us briefly visit each of these strategies.

Introduction of new products

A very exciting and popular method of achieving growth. History is filled with examples of innovators, who through their foresight, developed and launched new products, successfully.

By launching new products, a company can pre-empt competition, keep its sales force interested and focused and rise above the general clutter of the marketplace. All these can contribute to superior growth in revenue and profits. Consider the example of Gillette. Gillette's reputation and growth was challenged in the 1980s, by disposable razors such as BIC. Gillette responded through a strategy of launching new products, such as the Sensor, Sensor Excel and Mach 3 shaving systems. These new products, saved the Gillette brand and also helped to grow it.

New product introductions are dependent on the ability, of listening to customers. A clever strategy would be, to bring in customers, at an early stage, in the new product development process. Take for example, Supermarkets, Supermarkets could have loyalty customer clubs and this would be the logical forum for new product and service ideas/suggestions. (Even test marketing).

Customization is the latest challenge in new product development, and can be very profitable if managed effectively. The "Hello Kitty" character, succeeded in the western world, only when the cat's physical characteristics were adjusted to reflect the culture. (Independence, as against dependence) Mattel's sales of barbie dolls in Japan, succeeded only when the doll's physical characteristics were adjusted to reflect the culture.

Expansion into new markets

New markets can be considered as new geographical areas or new market segments. A domestic marketer can expand geographically, within the home country and/or in overseas markets. This is often the most popular method of market expansion. In growing geographically, many organisations adopt different strategies. Some enter underdeveloped markets early on, in order to establish themselves. Others enter only when the confidence levels are high, on success. Take for example, McDonald's. Globally McDonald's have preferred to move into markets, early.

The reason is that many lessons have to be learnt in food retailing and this takes time. Menu's, customer food habits, consumption behaviour and cultural/social etiquette, to name a few. In addition to expanding geographically, growth can also be achieved through new market segments. i.e. identifying groups of customers that have not been targeted before. Companies marketing tobacco have targeted new segments/users such as teenagers, young women and offered products which are in keeping with their specific needs. Another example is Johnson's Baby products. Due to the slow down of birth rates, Johnson's identified new users for their baby products, namely young girls and young women. (Good for baby, good for you). Besides new users, new market segments can be identified, in terms of new uses (different methods of usage). For example, a tomato ketchup marketer can promote the different usages of the product. i.e. as a dip, for cooking and frying, as a spread on toast and biscuits etc. The chemical giant, Dupont, has identified expanded uses for nylon and other fibers it produces. It is important when deciding how to grow uses, to understand how customers actually use the firms products versus intended uses.

In mature markets, growth rates start to decline and competitive intensity is quite severe. However, a loyal customer base is present and the onus is on the marketer to keep them serviced.

There are methods of achieving growth, even in markets where demand has plateaued. One obvious way is to take market share from competitors, across-the-board. When the cake does not grow in size, you have to start nibbling from others! Many are the global examples, such as Coke Vs Pepsi (Cola wars), Gillette Vs BIC (Razor wars), Nike Vs Reebok (Sportswear wars), Hertz Vs Avis (Rent-a-car wars). An important aspect to note when taking share from competitors, is that it works best, on a selective rather than on an industrywide basis. This highlights the relevance of a clear market focus. In mature markets, the emphasis is normally on customer retention and loyalty. As such, growing in partnership with key accounts, becomes a logical and effective strategy. Organisations target certain large customers, in a deliberate effort to gain and retain loyalty. Take for example, the jeans manufacturer Levi-Strauss. Levi's have developed key partnerships with global retail clothing chains, in order to sustain and improve sales and profits. Another example is Intel. By partnering global computer manufacturers, Intel, attempted to get their high - speed chips into as many computer models, made by their partners.

To grow market share through partnership a considerable degree of openness and co-operation, is required. Open lines of communication, open books of accounts and trust is required. Typical confrontational and manipulative buyer - seller attitudes must be set aside.

Growing through collaboration

Growth through introduction of new products expansion into new markets and growing mature markets, all have one thing in common - they involve growth through own assets. However, in complex and competitive markets, organisations have to be able to think beyond their home turf, in order to achieve sustainable growth.

This requires collaboration with competitors, through strategic alliances, joint ventures or even acquisitions. Although the levels of risk can be quite high, the return too is quite attractive, provided that the collaborative arrangements are well managed.

Examples of many successful collaborative arrangements can be found, from across the world. Acquisitions are a way of buying yourself growth. Gillette, bought Parker, in order to grow its share of the global pen business. (Gillette also owns Papermate) Bacardi, makers of rum, bought over Martini and Rossi. The reason was to gain access to the european market, where Martini and Rossi have a well established distribution network.

Acquisitions are not the only way for growth, through collaboration. Mergers and joint ventures are often effective methods of achieving market share growth. Glaxo and Smithkline Beecham merged operations and called themselves Glaxo Smithkline. Both these organisations, prior to the merger, were spending extensive resources, on R & D. By merging, they are now sharing resources and also avoiding duplicating efforts, especially in R & D. Further their combined share of the global pharmaceutical industry, is quite substantial. Another significant merger was between Chrysler and Mercedes Benz DaimerChrysler as it is now called, was formed to capitalize on the synergies that each partner can provide. A less risky approach of collaboration, is through strategic alliances: doing business jointly in an alliance.

A strategic alliance is an informal collaboration between firms that does not involve the setup of a joint - venture company. Alliance partners agree on some important aspect of mutual interest such as R & D. Technology, Production etc. and then work on exploiting same, through the informal working arrangement. Take for example the airbus consortium that developed the Airbus, to compete with Boeing. No single company could have achieved this alone, given the enormous resources required and the risks involved.

Toyota and General Mortors are competitors, when it comes to marketing of cars. However, they collaborate in the manufacturing of them. As can be observed, growth in sales and profits, are possible through collaborate arrangements. The essence of all this, is that, an organisation does not need to grow alone! It can do so, in partnership, provided it can identify a suitable partner and manage a relationship. I have focused on a very vital component for business success i.e. growth. There are many avenues to attain growth. What method is selected, depends a lot upon the ground situation and the inherent opportunities and threats prevailing. A lot of depends on executive judgement and intuition!

"Why limit productivity advances, to what your firm can do alone?"

Safeguard your health from computer-related injuries

by Prof. Susil W. Gunasekera
(Professor & Head, Department of Clinical Biochemistry), Prof. Shekhar B. Rizyal (Director, Medical College), Sudan Bhattarai (Chief of Medical Informatics) and Ratna Man Shakya of Nepal Medical College, Jorpati, Kathmandu, Nepal

Do you turn on the computer as you come to work? Once the computer is on, do you spend seven to eight hours glued to the monitor - arms 'riveted' onto the keyboard - palm tightly contoured to provide a hideout to the mouse? Many of us turn on the computer as soon as we arrive to work, and then we sit at the computer for long hours, staring at the video screen, strung - limiting and restricting body movement. At home and at office the computer is an indispensable item, many of us, children and adults, get glued on to the computer for hours, word processing, computing, data manipulating, sketching, communicating, surfing the web, downloading and uploading!

The body parts that undergo stress and that are under strain in repetitive computer use are the eyes, neck, shoulders, arms and perhaps the back and hips. The muscles of the eye, neck, shoulder, arms, back and hip are stressed if a particular fixed posture is held for a long time. The muscle stress of the eye is felt as eye strain - 'tired eye'. Sustained muscle stress of neck, shoulder, and arms are felt as fatigue, aches and pain.

Excessive and repetitive postural demand placed on body parts can lead to what is known as 'Repetitive Stress Injury.' If the body does not get a chance to naturally heal repetitive stress injury, the damage adds up with time, and it can lead to eventual incapacitate bodily functions.

Computer-related repetitive stress injury signs and symptoms are many and varied. These signs and symptoms are, mild to moderate tightness, soreness, dull aches, sharp pain, numbness, tingling, burning sensation, loss of strength. However symptoms of localised fatigue, discomfort, aches and pain, loss of strength usually decrease or disappear within a reasonable time of stopping the task.

On the other hand, these symptoms tend to increase if the offending activity is continued. Do not say 'I must finish, I must see to a completion of work.' Take a break when you feel you are getting tired. If you continue, suppressing the symptoms, you are doing more harm to yourself than good. In time to come, the fatigue may persist even after a rest. This is a sign of an underlying problem. If symptoms, such as pain persist after a night's rest, the computer operation may have stressed you to the point of injury. This then is a 'working-related injury' or an 'occupational injury.' In the Medical World, such injuries are included among other injuries of the category of, 'work-related disorder,' 'occupational overuse syndrome', 'upper extremity musculo-skeletal disorder' and 'cumulative trauma disorder.'

Safeguard your eyes - eye exercises for computer operators

As a computer operator or user, did you experience eyestrain or eye irritation after some hours of working at the computer? Eyestrain and eye irritation are among the most frequently made complaints by computer operators. These are known as 'visual symptoms.' Eyestrain results from fixing the eyes at the computer video screen for a long period of time. It is the muscles behind the eyeball that are under strain.

Allow the eye muscles to relax from time to tome. Take 'Vision Breaks.' Look away from the video screen from time to time. You only need to glance across the room, out of the window, to the right and to the left form time to time. This simple exercise would give your eye muscles a chance to relax. You can also do other simple eye exercises such as 'blinking the eye lids' or 'closing the eyes tightly' for a few seconds from time to time. Eyestrain can damage the eyes, cause discomfort, headache and also strain your posture. Have your eyes checked annually. Check your glasses for computer use, if you use one.

Visual problems also arise due to improper room lighting. The glare from the video screen, flicker on the video screen are other sources of eye irritation. Poor room lighting, copying material that is difficult to read and placed awkwardly can cause visual and postural problems (neck strain, shoulder strain). Ensure that there is no glare into the eyes from the video screen from other sources and from surrounding surfaces such as mirrors.

Before beginning to use the computer, it is important that you adjust the environmental setting and physical setting of the computer work station. Do not keep your computer in overcrowded office room, study or bedroom. You will not be able to obtain the desirable environmental setting and physical setting in such a room.

See that you position the computer video monitor properly

On our rounds to various computer workstations, we often saw that computer video monitors are incorrectly placed in front of the operator. Sometimes the monitor is placed too high or too low. Often times the monitor is off to the side, far right or far left. The position of the monitor should not be determined by the available space: proper space should be created for a safe working comfort. Know the proper distance to keep the video monitor screen in front of you - the distance between your eyes and the screen should be about 20 inches. Next, the monitor should be placed so that the top of the screen is slightly below the eye-level. Know that the natural line-of-sight is about 15 degrees below the horizontal. When worked out, this comes to about a five inches drop from the operators eye height to the top of the screen (at a distance of 20 inches). Adjust your computer video monitor screen to these specifications. Make only minor changes, if necessary, for your own comfort. Looking up or down too long at a monitor kept far above or far below the line-of-sight will strain the eyes and the neck muscles.

Further advice to avoid computer-related stress injury...

* Keep your neck and particularly the back straight while seated. Do not arch your back in the sitting position.
* Keep your arms dropping on the keyboard. Move your arms with finger movement. Do not rest your palm (fixed) on the keyboard.
* Facilitate blood flow up the leg. Squeeze leg muscles to force blood up the leg veins, from time to time.

Take a break - take a walk across the room. Do not sit still for long hours. Adopt healthy practices. Remember to make your computer a partner to your success, not a pathogen.

Sri Lanka climbs new high

T. S. Broca analyses the Indian situation with special reference to Sri Lanka

The year 2000 was the year of Sri Lanka tea. For the first time, it crossed the 300 mkg mark reaching 306. Its exports established another record at some 290 mkg. Today, Sri Lanka is not only the world's number one tea exporter, it is also the largest orthodox black tea producer. It is a remarkable turnaround for a country which had lagged behind in production and exports, consequent upon the nationalization of its tea gardens in the name of 'land reforms' in the early seventies. In the uncertainty preceding nationalization most plantation companies neglected the essential tasks of maintenance. The result was that for many years, Sri Lanka production continued to hover around the figure of 200 mkg. In the general environment of buoyant production in the late seventies, Sri Lanka was the only major tea producer which recorded a decline. The turnaround took place in the nineties.

Massive rehabilitation

In 1961 Sri Lanka crossed the 200 mkg mark. It has indeed been a "long march" to traverse the next 100 mkg. Since 1992, it has been an uninterrupted rise culminating in the record output of 2000. In March 2000, the International Millennium Tea Convention was held at New Delhi. At that gathering, the Secretary of the FAO Intergovernmental Group on Tea estimated that Sri Lanka would cross the 300 mkg mark in 2005! This level has been reached five years ahead. Most of the foreign exchange earnings of Sri Lanka come from the export of tea, rubber and coconut. Improvement of the plantation sector, especially tea, was therefore of vital importance. The post-nationalization era had thrown up various problems.

There arose a multiplicity of management entities in the public sector under different ministries making the task of co-ordination difficult. Erstwhile planters were employed by the public sector on much-reduced emoluments, thus resulting in low morale and sometimes disaffection. Thirdly, the policy of repatriation of Tamil workers to India under the Shastri-Sirimavo Pact continued, resulting in a shortage of skilled workers.

The tea estates suffered from two further deficiencies. One was the preponderance of seedling tea, which formed 90% of the area. The rate of replantation with high-yielding clonal plants was a miserable 900 hectares over the whole of Sri Lanka in 1976. The second one was the neglect of uprooting the old tea and replanting these with new bushes. It was estimated that in 1985, 50% of the bushes were over 70 years old.

The Government of Sri Lanka sought aid from the International financial institutions like the World Bank, Asian Development Bank et al and undertook a massive programme of rehabilitation of state-owned estates (which covered about 62% of the total area) and the modernization of their factories. Similar programmes were undertaken for the private sector lands which accounted for the balance 38% of the area, but contributed less than 20% of the crop. The Small-Holder Development Authority launched new programmes.

It is estimated that in the late eighties, something like Rs. 500 crore was spent in a mere five years in improving the estates and the factories. The results are there for anyone to see and appreciate.

Practical approach

In undertaking the rehabilitation of the plantations, Sri Lanka did not approach the matter on a sentimental basis, seeking to preserve the so-called quality high grown areas. The approach was to secure increase in productivity from whichever area possible with the least possible delay.

More production from less area

In the process of rehabilitation, restructuring of the area under high-grown, mid-grown, and low-grown has taken place. Whereas the first two types have lost about 80,000 hectares, the low grown area has gained by about 30,000. An emphasis placed on the use of high-yielding clonal varieties. The result is that today something like 150 mkg is harvested on the low grown estates. Overall, the area of Sri Lanka has gone down to some 1.90 lakh hectares, from the peak of 2.4 lakh hectares in 1961. The per hectare yield has gone up to about 1600 kg. from a miserable 800 kg in 1960. The productivity of the low-grown areas is now comparable to the best in the world. In this process, the improvement in the tea factories has been of great benefit.

Managing agents and privatization

If nationalization was a disaster in the history of Sri Lanka tea, 1992 marked a watershed when Sri Lanka handed over the management of state-owned estates to the private management companies. By 1995, full privatization was under way when the agents were given the option to purchase a 51 per cent stake in the companies under their management. With estates freed from government control and with a vibrant small-holder sector, the tea economy of Sri Lanka came into its own.

Orthodox loyalty

Those "modern" producers, who think there is no market for orthodox tea and that all should switch to CTC manufacture, should study the Sri Lankan example. To help secure added value by the export of tea bags, Sri Lanka started CTC production for the first time in 1989! Since then its CTC output has gone up, but remains firmly pegged at around seven per cent of the national crop. The balance still consists of black orthodox. Sri Lanka therefore continues to command some 60 per cent of the market in West Asia and North Africa. In recent years, Sri Lanka has succeeded in making inroads into the erstwhile India preserve of CIS countries and has begun making large exports to Turkey, which has emerged as the transit point for the Central Asian republics.

Surplus stocks had been increasing in India over the last six or seven years. Production in 1996 was more than that in 1995 by about 25 mkg. Exports however remained at the same level as in 1994. 1997 saw production go up further by 30 mkg but this was matched by increase in exports by about 40 mkg.

However, there was a sharp increase in production in 1998 by as much as 60 mkg compared to 1997, but exports went up only by 12 mkg. Assuming a marginal increase in domestic demand, the market faced an overhang of at least 50 mkg in the beginning of 1999. In the years 1999 and 2000, production has come down compared to 1998, but is still much higher in comparison with 1996, with exports remaining below the 200 mkg mark in both the years.

The action of the Indian Tea Association in halting production in mid-December, 2000 is understandable but surplus stocks still remain a problem. The time has come for all concerned to plan tea production to match the domestic and export demand.

Too much dependence on one export market

Over the years, Indian exports have come to depend too much on one market, viz. the erstwhile USSR, which came to account for as much as 55 per cent of India's exports.

If other countries in East Europe are included the percentage went even higher. Problems of payment arose from the end of 1991 and early 1992 which have continued to this day.

As a result, exports to this important market have suffered from uncertainty. In the financial year 1999-2000, India's exports to Russia recovered to 100 mkg, but in the following year these fell to only 70 mkg and the price came down by at least 20 per cent. CIS still remains among the largest five importers in the world along with Pakistan, UK, USA and Egypt.

Pakistan is now the largest CTC black tea market in the world, but political realities being what they are, it is not possible for Indian tea to enter that market except in a small way. India has to make strenuous efforts to promote its exports to other traditional markets like the UK and Ireland and various markets in West Asia and North Africa where demand is strong, by identifying problems which are proving to be obstacles to exports and systematically removing them. Low domestic prices are not something to lament about. These should provide a competitive advantage in the export markets.

Domestic market taken for granted

Over the years, growth in the domestic market has been taken for granted. As a result, the motto always was to go for increased production. If exports could not absorb the additional production, the domestic market could always be depended upon. Very often, CTC was found to be a convenient method to camouflage poor quality of plucking. Poorly made teas bore the brunt of low prices at the time of surpluses and served to bring down the entire market.

It has not been recognized that with the growing sophistication of the consumer, preference has grown for quality tea rather than for "janta" type of tea which nobody wants. There should be a campaign in India for the production and distribution of such teas as give a good cup to the satisfaction of the consumer.

Competing beverages

Competition from soft drinks is often cited as a factor contributing to a static tea market. Tea is a hot beverage and cold drinks can substitute for it only to a limited extent. Because of the high price of cold drinks, their penetration is limited largely to urban areas and that too among the youth with money. Rural areas are still largely tea territory.

Coffee acts as a substitute to tea and vice versa. After 1998, there has been a steep fall in coffee prices. It would not be surprising if some consumers who had taken to tea because of high coffee prices have gone back to their favourite beverage, thus contribution to tea's difficulties precisely at a time when there were surplus stocks in the market.

Safe drinking water is not available in large parts of India, both urban and rural. In my touring in the mofussil areas in the past, I would opt for tea in very hot weather because of the non-availability of safe drinking water.

Bottled water has made its appearance in India in the last few years and its consumption has grown by leaps and bounds. All the big names in soft drinks have lent their marketing capabilities to bottled water and there are innumerable regional players in the field.

Profits are said to be tremendous, as evidenced by the remarkable increase in the consumption of bottled water. From 44 million litres in 1994, consumption almost tripled to 120 m. litres by 1998.

For the year 2000, estimates put the figures at 1000 m. litres which works out to only one litre per capita, which is among the lowest in the world.

At countless railway stations, bus stops, buses and trains, millions of litres of bottled water are being consumed instead of the good old cup of tea. Its effects on the total consumption of tea in India can only be imagined, not precisely calculated.

The case of bottled water is a classic example of a product coming first and demand materializing, because the product was available.

It is necessary to study the overall beverage market in India and its effects on tea should be analysed for the benefit of the industry.

(Courtesy: Contemporary Tea Time)

Unilever upgrades range of Pears Baby products

Unilever Ceylon Ltd relaunched the Pears Baby range of products. This re-launch is being done with a fresh marketing drive in every aspect of the brand. This includes young, contemporary exciting packaging, dermatologically tested improved formulations and an emotionally charged memorable communication campaign. This reincarnation of Pears Baby is in response to the most current consumer needs and aspirations, derived from Unilever's close liaison and connectivity with the consumer, a company release said.

The dermatologically tested range of pure and mild Pears Baby products consisting of soap, cream, talcum powder, cologne, shampoo and oil is best known for its superior world class quality.

This stems from strict production control testing norms and decades of research and development supported by regional and global Unilever research facilities.

The Pears Baby range in Sri Lanka is Unique to Unilever. "It's what we call a "local jewel". We are extremely proud of this brand which has been built entirely through the efforts of the local team including our agency JWT'", said Amal Cabraal, the Brands Director, Unilever Ceylon Limited.

"In pears Baby, we have a world class baby range in terms of quality and products', he further added. "The best got even better! We will let the new high quality Pears Baby range in its modern contemporary presentation speak for itself. We are confident that our current consumers will continue to be delighted while more and more new consumers come in to the safe hands of pears Baby".

"For more than forty years pears Baby has been Sri Lanka's "child care specialist" and has cared for more babies in Sri Lanka than any other brand. We have invested ourselves in the future of the country. Not merely broad business terms but literally its futureits children through Pears mother and child care program".

This program offers healthcare plan, awareness building, hygiene and childcare among pregnant women and mothers of new borns and also provides free gift packs and health services.

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