Established Brand In Highly Competitive Indian Market Marketing Essay

Established Brand In Highly Competitive Indian Market Marketing Essay As there are other strong players like Britannia, HUL, Knorr etc. in the market for branded packaged food, it is imperative for ITC to implement sustainable marketing and operations strategies to gain a competitive advantage and rapidly grow its business share. In order to attract new customers and to retain existing ones a new plan is proposed for ITCs Sunfeast to launch brown bread, as growing health concerns and WHO identifying the high level of sugar, salt and preservative found in biscuits as harmful might affect the brand in near future. The SOSTAC (Situation, Objectives, Strategy, Tactics, Action and Control) framework will be used to understand the companys marketing strategy. Differentiation in terms of product marketing can be useful for Sunfeast as it already has its presence in the FMCG market, a study of existing strategies of this brand in the FMCG market can help draft new marketing strategies for the future. Identifying the strengths of ITC in utilizing its already existing market for product marketing, distribution and also its operations strategies implemented to create brand positioning is important in formulating a new strategy, to achieve its goal of sustainable growth through increased revenues and higher profitability. Detailed understanding of the activities required for the successful implementation and their operationalisation for launching brown bread can be found in the Gantt chart. 2-Introduction As a marketing consultant, this report will aim to exhibit current marketing and operational strategy to implement a sustainable marketing and operations plan that enables Imperial Tobacco Company (ITC) brand of Sunfeast Biscuits to enhance value for its customer and in the process increase its revenue share and profitability The report will demonstrate the ability of Sunfeast to launch brown bread in fast moving consumer good market (FMCG) of India to generate sustainable revenue and value for both customer and the company, by suggesting meaningful changes to its current marketing and operational strategy. 2.1 Objectives Critical evaluation of the current and revised Marketing Strategies In detail, planning of one specific, and new, sustainable initiative, and its marketing/operationalising, to both current and new customers Provide detailed understanding of the activities required for the successful implementation and their operationalisation Justify how both Marketing and Operations must integrate strategically and drive this initiative for sustainable customer value. 3-Analysis The current situation Company Background Sunfeast biscuits ITCs brand in the FMCG segment in the branded and packaged food was initiated in July 2003 with an aim to capture the biscuits market and it has been successful in expanding its foray into a range of biscuits and bakery products. According to business standard (2009) the brand has been catering to all segments of the market with variations in its products to help differentiate itself from other brands like Britannia and Parle. Among the other range of products like tobacco, cigarettes, personal care and stationary, the company has is well diversed portfolio in branded food segment that include staple food, biscuits, snack food, ready-to-eat food and confectionery with over 170 different products under 6 brands. In 2005 Sunfeast diversified into food segment with Sunfeast yippee noodle and pasta to gain sustainable competitive advantage over its competitors like Maggie (Nestle),Knorr (Galaxo Smith Kline) Hindustan Unilever Limited (HUL), utilising a well established distribution channel that has been created by huge tobacco business. Sunfeasts key products are : Sunfeast Milky Magic ,Sunfeast Marie Light, Golden Bakery ,Dark Fantasy, Dream Cream, Snacky, sweet n salt, Nice ,Sunfeast Benne Vita Flaxseed Biscuits ,Sunfeast Special. (Sunfeast collection -source -itcprtal.com) 3.1.2 PEST ANALYSIS FOR SUNFEAST Political Rapid development programmes, facilitation of increased FDI. Larger centralized wholesale markets (Chengappa, 2011 p.1). Support for competitive markets. Tax relief for international firms, incentive to develop in India. Strong technological focus in order to present to the global economy, India as a technology hub. Greater liberalization in the markets (Market research, 2010 p.1). Economic Rising consumer spending in India, Indias income will triple over the next three decades (McKinsey Global, 2010 p.1). Fifth largest consumer market Predicted to be the second largest economy by 2050 in the BRICS study (Wilson and Purushothaman, 2003 p.19). Declining poverty Greater infrastructure developments, allowing for a greater output of goods. Shift from rural spending to the cities, predicted that by 2025 cities will have 62% of the countrys appending power. Rise in supermarkets. Social Desire for healthier produce. More globalized tastes influencing the range of food produce available. Greater product ranges, in line with consumer expectations for an increasing amount of variety. Increased affluence is re-shaping consumer desires. Focus on international brands and goods. Technological Advances in technology to improve production and operations management. Links with total quality management in which a focus is created on long=term relationships in order to improve production. Rapidly developing market, rate of change is fast and thus, technological improvements will result in a more innovative culture for the firm. Technology facilitates greater quality control. SWOT ANALYSIS FOR SUNFEAST Strengths ITC is one of the worlds most reputable companies Market capitalization to the value of $18 billion Diversified product portfolio, which results in a spreading of strategic risk. Sun Feast has a strong brand image, which connotes happiness and pleasure. Growth rate of 53%. Focus on experiential marketing in which, the emotional aspects of the brand are highlighted. Diversification within the product line, presence in all types of biscuits categories. Strong focus on healthy products, kid friendly goods, which mothers will purchase. This is in line with the changing social environment. Strong brand image and high levels of customer loyalty. Successful move into the savory market. Production of noodles and pasta. Key focus on operations management in order to ensure minimal waste and efficient production. In line with lean manufacturing. Inherent focus on marketing, customer focus and a need to be reactive and adaptive to change. Weaknesses The business continues to use its original trading name Imperial Tobacco Company this could result in negative connotations with the brand and it is difficult to find a link between tobacco and Sunfeast goods. Company is inherently dependent on its tobacco products, as such this accounts for 47% of the firms revenue. Thus, the company is likely to experience future criticism due to the health associations with smoking. Lack of focus on sustainability and corporate social responsibility this is an area which could differentiate the company in the future. Failure to treat staff as an intangible resource (Henry, 2007 p.32). Opportunities Further expansion into the savory market Differentiation strategies in order to gain a competitive advantage (Henry 2007 p.42). Future strategic vision in order to discern trends in the external environment. Internationalization of product range. Utilise innovative strategies in order to leverage sales. Long-term strategic vision to turn the company into Indias premier brand. Opportunity to increase market share Threats Increase in both domestic and international competition. Emerging consumer society could result in greater buyer power. Is being a diversified conglomerate the most beneficial strategy formation? Negative association with the parent company. 3.1.4 ANALYSIS OF SWOT AND PEST A review of the external environment facilitates an ability of the firm to discern trends, which, can then be translated into a strategic vision. To ignore the external environment is to be unfocused, and a in a market as rapidly developing as the food retail market, this could result in a decline in profits for the firm. From a resource-based view of strategy (Wernerfelt, 1997 p.6), it can be seen that ITC are able to utilise their strengths to respond to the market. For example: the company have a strong brand image, and it is this brand image, which has supported the development of the firms diversification strategies. The very move into the production of biscuits has been allowed due to high levels of customer loyalty and recognition that the brand represents quality. This will in the future facilitate the firms diversification into other markets, such as the launch of brown bread products. Finally, consideration must be given to the huge potential, which the domestic market hold s for Sunfeast. India is developing at a rapid rate, and as mentioned has gained increased attention due to the publication of the BRICs study, as such it is important for the firm to further establish themselves in their own domestic market, before tapping into the potential of international markets. Such advice is given due to an influx of international firms, who may produce a more competitive environment, which Sunfeast must be well equipped to respond to. 3.1.5 STP ANALYSIS OF SUNFEAST Segmentation is an adaptive strategy, and as such it consists of a separating of the market with the intention of selecting one or more market segments, which will facilitate the ability to match marketing mixes to specific market needs. Through such a strategy Sunfeast will be able to gain a competitive advantage, and this is something, which as noted by Porter (1998p. 231) has a powerful effect on competitive advantage because it shapes the configuration of the value chain. By understanding consumer needs, Sunfeast will be able to specifically meet their needs and expectations, and therefore, added value results. Thus, at present Sunfeast can be seen to carry out large amounts of market research. This is something, which provides the firm with an ability to position themselves in the market successfully. They are able to segment their consumers based on their needs, for example: families, affluent single consumers, elderly consumers, those with dietary requirements etc. As a result, Sunfeast have several ranges, and this has resulted in them developing their market share in a steady manner (current market share 10%). By focusing on the specific needs of the consumer, Sunfeast are able to provide higher value to their consumers. From an economic perspective, it can be seen that firms create monopolistic market conditions through the utilisation of various curves of demand for a specific product category (Ferstman and Muller, 1993). Thus, in line with Porters five forces model, it can be seen that specific market segmentation lowers competitive forces through the creation of submarkets, and a more focused marketing approach. With regards to positioning, Porter (1998 p.42) noted how a firm must either follow a strategy of cost leadership or differentiation. To follow both is to have an unfocused strategy, and thus it can be seen that ITC through their Sunfeast brand target the mass market through a strategy of cost leadership. By targeting the mass market the firm are able to target to the needs of a large group due to a variety of product lines. This in turn produces higher revenues and results in greater profits for the firm. CURRENT MARKETING AND OPERATIONAL STARTEGY OF SUNFEAST Establishing a new brand in highly competitive Indian biscuit market was not easy for Sunfeast, especially when its an unrelated diversified venture. In 2003, ITC forayed into this market; everybody doubted its ability to launch a successful brand in biscuit market. According to Business Standard (2008) ITCs ability to gain competitive advantage by utilising its competences like highly organised distribution channel and brand building capabilities has helped establish itself as a serious FMCG player. Economic times (2009) states that Sunfeast holds 9-11% share of this market. Careful brand building and heavy and innovative promotion has helped Sunfeast position itself as a dynamic and exiting brand. Being a convenience good, Biscuit industry requires constant innovation so that value can be provided and sustained for both customers and shareholders. Innovative products like orange marie and milk glucose biscuits aim to provide that extra value than can edge Sunfeast over its competitors. In 2003, Sunfeast was launched with innovative six varieties of biscuits. Primarily the product, which has been taken as a teatime snack, has encountered a wild transformation with new innovative flavors of Sunfeast. The core strategy of its products has been new taste, something fresh and 4 biscuits equal to 1 roti did wonders. The excellent promotion and advertising policy like Sunfeast Open and Hara Bano campaigns helped the product and created awareness among people. Market Share Breakdown  -The Indian biscuit industry is dominated by brands like Parle, Britannia and Sunfeast. The company set up and integrated food manufacturing facility in each region that gives them advantage when it comes to distribution and packaging. The company leverages its excellent distribution and supply chain management system that has made sourcing from farmers very easy, 4 lakh display rack is a by product of combining both its mark and operation network. ITCs Sunfeast packaged food has high quality and safety measures with its manufacturing units being accredited by third party for Hazard Analysis Critical Control Points (HACCP) standards. Also, ITC has RD centers with product-specific technology cells (PTCs) which cater to the business through market intelligence, product testing and Product Quality Rating System (PQRS) services, Prototyping services through advanced pilot plants, flavor and fragrance development services, periodic audit of factory quality systems and Product Knowledge and Training Workshops. It also collaborates with national and international RD institutions to continuously improve its RD facilities, key processes, products, services performance (www.itcportal.com) TV commercials along with print media are prominent in Sunfeasts advertisements. Celebrity endorsements, children, advertisements revolving around the theme of happiness with a smiling sun as logo, event sponsoring like The Sunfeast Tournament for Tennis, etc. are the promotional activities that the brand engages in (Angshu, 2009). ITC has been investing 35-40% of its turnover from the biscuits segment for advertising and promotion which amounts to about Rs 115-120 crore which is much higher than the 10% investment by leading player, Britannia (rediff.com, June 28, 2006). RECOGNIZED RISKS As mentioned, Sunfeast provides a large selection of different products in packaged food segment, in order to maintain its competitive positioning in the market Sunfeast is continuously increasing its product range. Hence there is a lot to pressure on its marketing department to be dynamic and proactive. New communication strategy is required to reach ever demanding and price wise Indian consumers. Therefore, company cannot rely on same marketing and operational strategies to stay competitive especially when huge global giants like Galaxo SmithKline (GSK) and United biscuits are ready to take on Indian market. Growing health concerns regarding effects of packaged food on kids has not helped the company as majority of the products are targeted towards kids. World health organization (WHO) has identified the high level of sugar, salt and preservative found in biscuits as harmful for kids. Therefore, company has to come up with products that are free from artificial stuff and at the same time is health option rather than just being a snack so that value can be added and sustained for its customers and shareholders in long run. PROPOSED MARKETING PLAN In order to minimize level of salt, sugar and preservative and yet improve value for the customers, Sunfeast can introduce brown bread which is rich in anti-oxidants like magnesium, iron, selenium etc. Brown bread rich fibre content acts as a bowel stimulant and prevents digestive problems and constipation. Brown bread has zero calories and it is very good for health. According to (hdfc.com) there are about 75000 bread manufacturers spread all over India including some of those operating from even residential premises. South India consumes 32 percent of the total bread produced in the country followed by north which consumes about 27per cent, west 23 per cent and east 18 per cent. The total bread production in the country is estimated to be 3.75 million tonnes annually growing at a rate of about 6 per cent. Sunfeast will need to have manufacturing units in all four regions to keep quality and freshness. The key driver that indicates vast scope for consideration of nutrient enriched brown bread is the encouraging trend among of population of lower and middle class to consume nutrient rich bakery products. According to a survey conducted by times of India (2010) bread consumption during breakfast is finding popularity among Indians, replacing traditional Chapattis. This initiative will help Sunfeast gain 2-4 % share in first year and in the year two can company will plan to target wholesale market by supplying Kfc and McDonald direct which will help generate extra revenue and contribute to grow overall revenue of Sunfeast by 4-6% in year three. Sunfeast has a core strategy of providing healthy products at basic price and our proposed plan is in line with overall business strategy. 3.2.1 SOSTAC FRAMEWORK The SOSTAC framework will be used to discuss the marketing strategy for Sunfeast brown bread. This framework helps evaluate the brands position in the market along with identifying ways or options of how to position it in the future (Smith, 2003). SOSTAC- a generic framework for e-marketing planning 3.2.1.1 SITUATION where are we now In order to analyse the current situation the TOWS matrix will be used as below: TOWS MATRIX FOR SUNFEAST External Opportunities: 1-Long-term trend of consumers purchasing healthier goods. 2- Expansion of diversified product ranges. The opportunity to use brand image to further the business portfolio of the group. 3- Increasing consumer spending, more affluent market. 4- Rise in supermarkets allowing for products to reach a greater mass market External Threats: 1- Global economic crisis causing a strain on consumer income. 2-Rise in social concerns, linked to negative connotations with the parent company image. 3-Increased domestic and international competition. ITC must focus on the creation of submarkets and a focus on diversification strategies. Internal Strengths: 1- Trusted brand image, this is linked to higher levels of customer loyalty. 2-Strong, reputational brand in India. 3-Infrastructure development in India. 4-Strong customer focus and a development of the marketing mix. SO strategies: 1-Strong organisational culture, focus on innovative measures. 2-Expansion of product ranges to spread risk and target a larger mass market. 3-Rise in e-commerce, online supermarkets allowing a greater access to markets. ST strategies: 1-Intangible focus on staff. Greater training and development in order to ensure strong supplier relationships and consumer relationships. 2-Differentiation in order to overcome competition. Internal Weaknesses: 1-Confused brand image, no clear link between tobacco and biscuits. 2-Issues with quality control, returned produce. 3-A need for a clear strategic focus. WO strategies: 1-Clear displays of product ranges. 2-Changing the image of ITC in order to present one clear dedication to a specific product range. WT strategies: 1-More customer orientated relationship. 2-Focus on added value for the consumer; experiential marketing will enable a greater ability to link to consumers. 3.2.1.2 MARKETING MIX OF SUNFEAST -7PS The marketing mix of sunfeast has helped it grow 28% in the last quarter. Figure On next page 3.2.2 OBJECTIVES Where do we want to go The objective of introducing Sunfeasts brown bread will be discussed in details below using the SMART model. Specific Greater focus on training programmes for their staff. This will promote the intangible nature of their staff, which in turn will contribute to a competitive advantage. This can be developed within 1-2 years. ( Continued-next page) Focus on strong relationships with the consumer and suppliers. This will increase the quality of the goods being released and will ensure a greater reputation. Continued development on product ranges greater diversification. Launch of a brown bread range. Measurable Feedback systems can be developed to review the financial benefits associated with a greater development of strong relationships with suppliers. Feedback systems from which consumers can give their opinions and input into new product ranges. Achievable ITC has an established recognition as a strong and developed brand. As such it can be seen that the firm have already many provisions in place, which will ensure the achievability of the objectives. http://www.itcportal.com/shareholder/annual-reports/itc-annual-report-2010/images/page39-1.png(The Stockholm challenge award 2006 ITC e-chaupal winner) The firm has strong resources and capabilities. As such it is these resources, which will develop an achievability of the objectives. Realistic The objective to build stronger relationships with both suppliers and consumers is realistic as it is in line with the culture of the firm. Furthermore, it can be seen that the development of new product ranges, is in line with the innovative culture of the firm. Large and experienced workforce. Timed A detailed breakdown of time required to complete this objective can be found in appendix 1. 3.2.3 STRATEGY How do we get there? Strategic vision is seen as the long-term direction of the firm. A focus on a vision is needed and as such this will develop the organisational culture of the firm (Wilson, 1992 p.18). ITC have a strategy, which is customer focused, and in turn this has resulted in a development of ranges, which are specific to consumer needs. Segmentation of the market can clearly be identified as the family market, and the more affluent single market. Thus, a clear differentiation exists between milky family biscuits, and luxury chocolate biscuits. Even better understanding of market segmentation, targeting and positioning is needed for future success. The launch of a brown bread product range requires a greater understanding of the market, and thus a combination of internal, external and customer analysis will contribute to the development of a strategy which is customer focused. 3.2.4 ACTION Who is responsible for what and when? ITC need to conduct in-depth customer research in order to find out whether customers have a desire to eat brown bread, and whether they would purchase such a good, and if so at what price. Pricing strategies are vital, and as such it can be noted that the price point of the product must be correct. Furthermore, due to it being a new product launch, the company must ensure that quality is assured. This therefore promotes a need to focus on marketing strategies and in particular the need to promote experiential marketing (Schmitt, 1999 p.53). The product range can be tried by consumers, and can result in the development of a customer base before the official launch of the product. The company must focus on building an image, and developing an emotional link between the consumer and the product. Table below (Source: Sustainability Report 2010, 2010, pp 30, 31) represents the stakeholders roles and responsibilities at ITC: Stakeholders Role Task Shareholders Ensure continued profitability and growth, communication and investor servicing. Corporate website is made available to inform and serve the shareholders with a direct response email too. Also, the Chairman meets the shareholders at the Annual General Meeting to address and provide clarifications through an open dialogue. Customers Share needs and aspirations for products and services during customer engagement process. Market surveys, personal contacts, customer satisfaction surveys, joint development and improvement projects, discussions of quality, cost, etc during customer engagement process. Employees High levels of performance to strengthen organizational efforts for competitiveness. Through workplace interactions, talent recognition programmes and employees/Manager surveys, employees are engaged to remain globally competitive. Farmers Form part of the value chain. Improve quality of agri-based raw materials sourced from the farmers by partnering with them while ensuring improved productivity, assured markets and better price realization. Suppliers Have a critical role in the value chain as they have the capability to provide quality products and services. During the supplier engagement process, supplier concerns like cost of materials, timely payments, variability in demand, capacity improvements, etc. are discussed and compliance to standards are ascertained. Community Responsible for the social performance of the company as part of its vision for inclusive growth. Community need assessment surveys in and around the operating units to provide support. Government Regulatory and public policy frameworks through industry bodies. Best-in-class practices adopted by proactively interacting with Government Regulatory authorities. 3.2.5 CONTROL How do we keep track of progress? Planning and control are inherently linked and are a necessary part of any marketing plan. Control is a fundamental management activity, and as such it can be seen that there is a growth in strategic management literature (Jaworski, 1988 p.23). At a strategic level it can be seen that the firm must track progress in a manner, which contributes to both the short-term objectives and long term goals of the firm. Feedback systems are vital, and as such it is important that SMART objectives must be considered in a manner, which can be controlled. 3.3 OPERATIONAL CHALLENGES AND PLANS TO OVERCOME THEM. There are operational challenges associated with the development of a new production range. At present the firm produce largely biscuits, however, recently have made moves towards the production of pasta and noodles. Therefore, the firm has the ability to change their production lines in order to facilitate the production of brown bread. Importantly, any change to the organisation has to be linked to change management theories (Hayes, 2007 p.12). And, as such it can be seen that the work of Kotter (1996) must be followed to ensure that the change is a smooth process. Change must be communicated in a clear manner, and most importantly the firm must project that the introduction of a brown bread product range would result in greater opportunities for the firm. 3.4 STRATEGIC INTEGRATION OF MARKETING AND OPERATIONS There is an inherent need for an integrated marketing mix. Furthermore, it is important that any marketing techniques are inherently linked to the operations of the firm. This integration will ensure that a smooth image is presented to the consumer, and such a clear brand image will link to higher levels of customer loyalty. There is a need for the two departments to work together, largely due to the fact that production will vary depending on what the marketing department dictate. The integration of the two will focus on much more than just supply and demand, and will focus on an improved organisational culture (Pickton and Broderick, 2008 p.19). 4- CONCLUSION In conclusion, in relation to the SMART objectives it can be seen that the launch of a brown bread product range would be in line with changing consumer demands, and would be aligned to the projection of the future financial figures. ITC must focus on the provision of product ranges, which are targeted to the needs of the consumer. Healthier demands, and a focus from the government on healthier and outdoors activities, drive the market for healthier produce such a brown bread. By showing the consumer the benefits of the brown bread, they will be able to tap into a differentiated market and gain a competitive advantage.

Kevin Rayburs Run :: essays research papers

1968, Six o'clock in the morningThe Olympic village was quiet in its lazy sleep, but Kevin Reybur was already awake, and ready to run. The easy 8-mile morning workout was only a part of the blonde-haired phenomenon's training schedule. Later in the afternoon he would suffer through fifteen miles of pace-work and intervals on the golf cart paths and quiet streets of the peaceful suburbs of Mexico City.Despite his short legs and strong upper body -unusual characteristics for a distance runner- Kevin was really a man born to run. His specialty was the 5000 meter event. By breaking the Southeastern High School Conference record in his junior year, and setting the national record in his senior year, Kevin had the attention of all of the college scouts and was offered full scholarships to many Universities. He chose to attend D.W. Daniel University because they had the best coach in the country; the one man capable of guiding him to the top. Kevin was confident that he would not only beat the best, but also be the best.With no idea of what he would major in, his reality was different from most of his university fellows: he wanted to win, and that is the only thought that consumed his mind and soul. Kevin's performance in collegiate meets got him an invitation to the Olympic Trials, and by winning the trials he earned a spot on the 1968 Olympic team. Just to represent the country in the summer Olympics in Mexico City was never his ambition. He had to win."It's six in the frickin' morning Kevin! Where the hell are you going in this rain?" his roommate Bert cursed." The gold is waiting for me and I can't lose time listening to your complaints, just because it's wet outside. I have to work hard to make up for my lack of pure talent." Kevin replied."Hurghf..." Bert sighed and pushed his head deep into his pillow, as he would do every morning for the two weeks of the 17th modern Olympic Games.Kevin went out in to the bitter morning rain, which quickly soaked through his lucky golden running cap, and covered his head, which was full of thoughts only of the rhythmic pattering of his feet and of the long empty streets ahead. He did not even notice that his toes were wet and blistered. His shoes, well worn from many punishing miles, no longer had the cushioning or fit that he needed.

Diels-Alder reaction Essay

Purpose: In this experiment a Diels-Alder reaction was used to form the products. Cyclopentadiene and maleic anhydride were reacted together to form cis-Norbornene-5,6-endo-dicarboxylic anhydride. 7-oxabicyclo{2.2.1}hept-5-ene-2,3-dicarboxylic anhydride was also produced through a Diels-Alder reaction with the combination of furan and maleic anhydride. Equation: Procedure: Part 1 In a flask equipped with a septum side arm and topped with distillation heat and a thermometer add 2.5ml of mineral oil. Heat the oil. At the end of the distillation heat place an ice filled beaker. When the oil reaches 250 °C inject 0.6ml of dicyclpentadiene drop wise through septum. Make sure the temperature does not go above 45 °C. The product is then weighed. Part 2 In a reaction tube place 0.20g maleic anhydride and 1.0ml of ethyl acetate then add 1.0ml of hexane. Then add 0.20ml of cyclopentadiene. Cool the tube in an ice bath. Remove solvent from crystals using pipette. Wash crystals with hexanes then remove solvent again. Allow crystals to dry. Part 3 In a flask place 2.4g maleic anhydride and add 20ml of diethyl ether. Dissolve mixture using hot plate then let cool to room temperature. Add 1.8ml of furane to the flask. Wrap the flask with Parafilm after placing a stopper on top of flask. Place the flask under the hood for the next lab period. Upon the return of the next class period the formed crystals were scrapped from the flask. The crystals were then weighed and melting points were observed. Discussion and Conclusion: A Diels-Alder reaction was used to produce the products of this experiment. The first reaction was cyclopentadiene with maleic anhydride to from the product of cis-Norbornene-5,6-endo-dicarboxylic anhydride. Before that could be produced, dicyclopentadiene had to be cracked to get cyclopentadiene for the starting material. Cyclopentadiene and maleic anhydride were mixed together and cooled to room temperature, which produced crystals. The solvent was pipette out of the tube to separate the crystals. The crystals were then scraped on the filter paper to get weight and melting points. The end product yielded 82.6%. The melting point was observed at 162-163 °C. This indicated a close to pure substance with the actual melting point being 165 °C. The second part of the experiment was the reaction of furan with maleic anhydride. This reaction produced 7-oxabicyclo{2.2.1}hept-5-ene-2,3-dicarboxylic anhydride. Maleic anhydride was combined with diethyl either to dissolve the solid. Then furan was added and place under the hood for the next class period. During this time crystals were formed in the stopped flask. The melting point for the end product was observed at 113-114 °C. This indicated that the product was exo. The percent yield was calculated at 5.98%. There were many sources of error that could have contributed to the results of these experiments. The end product could have cooled a little longer to form more crystals. Also the crystals could have been dried more to produce better melting points. Separating the solvent from the test tube was not completely precise and may  have lost some of the product in the extraction. Scraping the crystals out of the flask or test tube was not easy and some of the product was lost during this step. Overall the experiment was a success. Reference: Williamson, K.; Minard, R.; Masters, K. Macroscale and Microscale Organic Experiments, 2011. Pg 617-629.

Lean Body Mass in Children with Asthma Controlled by Steroid Therapy A Cross-Sectional Study - Free Essay Example

Sample details Pages: 2 Words: 678 Downloads: 5 Date added: 2019/08/08 Category Health Essay Level High school Tags: Asthma Essay Did you like this example? Childhood asthma is markedly increasing in developing countries. The first line of management according to national asthma guidelines is inhaled corticosteroids (ICS). Accurate body composition analysis with persisted asthma controlled by steroid therapy is essential at childhood, as the potential effects of the long-term treatment are still a matter of concern. Don’t waste time! Our writers will create an original "Lean Body Mass in Children with Asthma Controlled by Steroid Therapy A Cross-Sectional Study" essay for you Create order Aim: The purpose of this study was to assess the total and segmental body composition especially the lean body mass in Egyptian children with asthma receiving inhaled steroid therapy. Methods: Lean body mass was measured by the gold standard, dual-energy X-ray absorptiometry (DEXA) in a cross-section study of 130 Egyptian pre-pubertal school-aged children (4-12 years); 50 asthmatic children with long-term steroid therapy (for two years) and results were compared with lean body mass values of 50 healthy children. Also, 30 asthmatic children with short-term steroid therapy (less than 6 months) were examined to rule of the duration therapy effect. Results: Asthmatic children received long-term steroid therapy had significantly higher chest lean mass than healthy children, which had highly significant association with weight, height, body mass index (BMI), total lean mass and total fat mass. However, no statistical significance is detected with short-term steroid therapy. Also, there is no significant sex difference. Conclusion: The lean chest mass is increased in children with asthma controlled by long-term steroid therapy, evaluation of those children using DEXA provides an accurate analysis of both total and segmental body composition. Keywords: lean body mass, DEXA, asthma, steroids Introduction Childhood asthma is the most common chronic inflammatory disease of lung [1, 2]. It is characterized by inflammation of airway with episodes of coughing, wheezing and shortness of breath [3]. Proper diagnosis of asthma is essential for the management; to detect accurate treatment and its dose [4]. Asthma cannot be cured, but it can be controlled by medications to reduce symptoms during acute attacks [5]. Inhaled corticosteroids (ICSs) are used as long-term controllers to reduce asthma-related morbidity and mortality and improve quality of life. National guidelines recommend corticosteroid therapy as a standard treatment for long-term control of childhood a sthma [6, 7]. Hence, the effects of long-term ICS therapy on asthmatic children must be clearly defined. Analysis of body composition is essential for clinical and research settings [8]. The majority of studies on asthma had concentrated on obesity and used body mass index (BMI) as a fat indicator, its results reflect limitation to predict body fatness and health risks in children; BMI cannot differentiate between muscle and fat mass as well as bone mineral content (BMC), also it cannot measure fat distribution but only indicate fatness in the whole body [9-12]. Alternatively, measurement of body composition by dual energy x-ray absorptiometry (DEXA) provides an accurate assessment of the tissue level [8]. Careful consideration of the body composition changes and differentiation between fat and lean body mass may be an important factor in examining the lung functions in asthmatic children [13, 14]. The aim of this study was to assess the total and segmental body composition especially the lean body mass in Egyptian children with asthma receiving inhaled steroid therapy. Cross section data were collected and reported in this manuscript. Results The present study includes three groups: children with asthma controlled by long-term steroid therapy (32 males and 18 females), healthy children (26 males and 24 females) and children with asthma used short-term steroid therapy (9 males and 21 females). Their mean age of both groups is 8.5 ? ± 3.0 SD. Regarding the frequency distribution of BMI; the asthmatic group of long-term steroid therapy included (42 of normal weight and 8 overweight and obese), while the asthmatic group of short-term steroid therapy included (24 of normal weight and 6 overweight and obese) and the healthy group included (43 normal weight and 7 overweight and obese). The means and standard deviations (SD) of the anthropometric measurements and significant body co mpositions values (lean mass and fat mass) of asthmatic with long-term steroid therapy and the healthy group showed in (Table 1), while between asthmatic with long-term versus short-term steroid therapy shown in (Table 2). These data indicated that weight and BMI were significantly higher in asthmatic patients with long-term steroid therapy compared to healthy group. Therefore, the chest lean mass had significantly higher in the asthmatic group with long-term steroid therapy (P 0.008) comparing to the healthy group, however no statistically significant was detected with short-term steroid therapy. The fat mass had no statistically significant between groups. Also, a comparison between asthmatic with short-term steroid therapy and the healthy group was done with no statistically significant detected. In spite of the absence of significant sex difference, we conducted several additional analyses to find the association between body composition (lean mass especially chest and fat mass) with each other as well as with anthropometric measurements that shown in Table (3), using Pearson's correlations. These data indicated that lean chest, total lean and total fat masses had highly association with weight, height, BMI as well as with each other. Correlation is significant at the 0.01 level (p-value). Discussion Asthma and obesity represent serious complex chronic health conditions with high prevalence that have been studied in many studies and systematic reviews, reported a significant association between them [16-19]. Obesity considers a significant risk factor of asthma as more frequent symptoms with severe exacerbations could be detected in obsessing child, reduced response to medications as well [20- 25]. The excess fat and lean masses increasing risk of asthma [5]. Careful consideration of the body composition changes during growth and development of a child is essential for prediction of obesity and other health risks latterly in life. Although body mass index (BMI) is used as a fat indicator at many studies, although its limitation to predict body composition and health risks in children; as BMI cannot differentiate between lean and fat masses as well as bone mineral content (BMC), also it cannot measure fat distribut ion but only indicate fatness in the whole body [10-13]. Dual-energy X-ray absorptiometry (DEXA) is used to analyze body composition based on a three-compartment model; fat mass, lean mass and the bone mass. Every compartment has a unique density and attenuates different energy beams; allowing an accurate quantification of each tissue with a convenient analysis of the whole and segmental body composition [14, 26]. Differences of body composition are detected among sex (males and females) at all ages; the included children in this study were selected in a pre-pubertal school-age period to avoid the obvious differences in body composition which emerge at adolescence with greater fat mass within females, while lean mass more prominent within males [27]. Few studies assessed the lean mass; total and regional distribution in children [14, 28, 29]. Some researches indicated the importance of studying thoracic adiposity in asthmatic adults [10, 24]. In this study, the lean chest mass withi n Egyptian asthmatic children was increased, who received long-term inhaled corticosteroids therapy, as steroids had anabolic action on protein metabolism by increasing synthesis and inhibition of breakdown, causing muscle growth. Moreover, the present study revealed a highly positive association between lean mass with weight, height and BMI, this agrees with Granell et al., (2014) that found the increased lean mass and fat mass in high risk asthma in mid-childhood, which persisted to age 15 years in birth cohort study [5]. Jensen et al., in (2014) have assessed the association between lean mass in obese Australia children aged (8-17 years) by DEXA. It was suggested that lean mass may be more important than fat mass in relation to the respiratory function of asthmatic children [14]. Findings of this study showed no significant difference in the fat mass between healthy and asthmatic children received short or long-term inhaled steroid therapy. Consistent results were found in a previous study concluded that short-term treatment with inhaled corticosteroids does not provoke growth alteration and fat accumulation [30]. Studies on obesity with respiratory disorders reported that in addition to the amount of fat m ass is contributing to impaired pulmonary function; fat distribution plays a role as well [22]. Abdominal fat was increased with decreased respiratory functions in asthmatic children [31, 32]. Therefore, it was suggested that children with long-term therapy of asthma accumulate more adipose tissue on the trunk [33, 34]. In conclusion, this cross-sectional study is based on an accurate body composition analysis by (DEXA) that allowing the evaluation of total and segmental body composition in relation to the duration of steroid therapy. The lean chest mass is increased in asthmatic children controlled by long-term steroid therapy. Conflict of interest No conflict of interest associated with this manuscript. Acknowledgments Authors are grateful to all children participated in this study and their parents.