F&N Swot

Strategy – Multi Industry and Multi expansion strategy Over 130 years, F&N has become a household name in Singapore and Malaysia. Recognising the constraints of growth in these markets, it started to embark on regional expansion for long-term sustainable growth. It is precisely this multi-industry, multi-location strategy that has helped F&N survive the economic downturn and scale new heights in profitability. Source: http://www. raserandneave. com/FN_investor_r_faqs. asp Capabilities F&N remains steadfast in its multiple-business model. Its mission is to be a leading Asian-based company focused on a balanced portfolio comprising Food & Beverage, Properties and Publishing & Printing, with significant business presence in overseas markets and renowned for its product quality, brands, sound management and reputation of delivering value to all its stakeholders.Whilst our three  businesses may appear seemingly unrelated, we have built up market leadership positions in each of ou r business as well as strategic capabilities over the years in brand management, extensive marketing expertise, distribution networks, and financial strength and discipline, which are applicable to all our businesses. F&N is one of the few companies with brands that transcend borders. Our priority is to drive earnings, placing emphasis on being asset-light, growing in newer geographical markets, product extensions,   sound capital management and maintaining a balanced business portfolio.F&N is looking at monetising its investment properties progressively and redeploying the proceeds to higher-yielding ventures within the three businesses. With sustained earnings growth, F&N can continue to pay generous dividends to shareholders. http://www. just-drinks. com/comment/comment-fraser-neave-ready-to-spread-its-wings_id105191. aspx Strengths | Weaknesses | 1. Diversified business operations coupled with widespread geographic presence 2. Leading market position garnered on strongbrand na me 3.Ability to sustain proftable businessexpansion contributing to strong financial performance 4. innovative sales and marketing initiatives| 1. Decreased revenues due to dependence on soft drink cola product offering. 2. Structural changes due to recent takeover could bring a change in management. Key shareholders are still deciding to stay or leave. These moves have shaken confidence in the company’s leadership and destroyed a ton of shareholder value. Read more:  http://www. businessinsider. com/10-companies-with-huge-management-red-flags-2012-2? p=1#ixzz2OWcgkIZ3| Opportunities | Threats | Unlocking value by divesting interest inunprofitable businessGrowing demand for alternative lifestyle beverages driven by increasing healthconsciousness| Increasing food and raw material prices especially sugar in Malaysia. Intense competition in soft drinks industry| Revenue for the year ended September 30, 2012, was expectedly lower at RM3. 24 billion, a 17 per cent drop, while op erating profit slipped 50 per cent to RM231 million from RM458 million in the corresponding period last year.Given the absence of RM544 million in revenue from the Coca-Cola business, a 200-day cessation of production at our flood-hit Dairies Thailand facility along with the recovery process of insurance claims, absence of property income and relocation of Dairies Malaysia’s manufacturing operations, the dip in revenue was only 4 per cent while operating profit was 19 per cent lower relative to the same period in the previous year. In FY2011, the company’s total revenues decreased 4. 9%, largely impacted by revenue decreases in Europe and the US and Canada.During the year, revenues from Europe decreased 5. 6% compared to the previous years, while revenues from the US and Canada decreased 10. 4% over the past year. Nestle, which has its principal operations concentrated in Europe, is highly prone to risks arising out of the ongoing economic crisis. Mr Charoen – w ho controls the Thai Charoen Group – took up the role with immediate effect, replacing Mr Lee Hsien Yang, who resigned as chairman on Tuesday, F&N said in a statement F&N Swot Strategy – Multi Industry and Multi expansion strategy Over 130 years, F&N has become a household name in Singapore and Malaysia. Recognising the constraints of growth in these markets, it started to embark on regional expansion for long-term sustainable growth. It is precisely this multi-industry, multi-location strategy that has helped F&N survive the economic downturn and scale new heights in profitability. Source: http://www. raserandneave. com/FN_investor_r_faqs. asp Capabilities F&N remains steadfast in its multiple-business model. Its mission is to be a leading Asian-based company focused on a balanced portfolio comprising Food & Beverage, Properties and Publishing & Printing, with significant business presence in overseas markets and renowned for its product quality, brands, sound management and reputation of delivering value to all its stakeholders.Whilst our three  businesses may appear seemingly unrelated, we have built up market leadership positions in each of ou r business as well as strategic capabilities over the years in brand management, extensive marketing expertise, distribution networks, and financial strength and discipline, which are applicable to all our businesses. F&N is one of the few companies with brands that transcend borders. Our priority is to drive earnings, placing emphasis on being asset-light, growing in newer geographical markets, product extensions,   sound capital management and maintaining a balanced business portfolio.F&N is looking at monetising its investment properties progressively and redeploying the proceeds to higher-yielding ventures within the three businesses. With sustained earnings growth, F&N can continue to pay generous dividends to shareholders. http://www. just-drinks. com/comment/comment-fraser-neave-ready-to-spread-its-wings_id105191. aspx Strengths | Weaknesses | 1. Diversified business operations coupled with widespread geographic presence 2. Leading market position garnered on strongbrand na me 3.Ability to sustain proftable businessexpansion contributing to strong financial performance 4. innovative sales and marketing initiatives| 1. Decreased revenues due to dependence on soft drink cola product offering. 2. Structural changes due to recent takeover could bring a change in management. Key shareholders are still deciding to stay or leave. These moves have shaken confidence in the company’s leadership and destroyed a ton of shareholder value. Read more:  http://www. businessinsider. com/10-companies-with-huge-management-red-flags-2012-2? p=1#ixzz2OWcgkIZ3| Opportunities | Threats | Unlocking value by divesting interest inunprofitable businessGrowing demand for alternative lifestyle beverages driven by increasing healthconsciousness| Increasing food and raw material prices especially sugar in Malaysia. Intense competition in soft drinks industry| Revenue for the year ended September 30, 2012, was expectedly lower at RM3. 24 billion, a 17 per cent drop, while op erating profit slipped 50 per cent to RM231 million from RM458 million in the corresponding period last year.Given the absence of RM544 million in revenue from the Coca-Cola business, a 200-day cessation of production at our flood-hit Dairies Thailand facility along with the recovery process of insurance claims, absence of property income and relocation of Dairies Malaysia’s manufacturing operations, the dip in revenue was only 4 per cent while operating profit was 19 per cent lower relative to the same period in the previous year. In FY2011, the company’s total revenues decreased 4. 9%, largely impacted by revenue decreases in Europe and the US and Canada.During the year, revenues from Europe decreased 5. 6% compared to the previous years, while revenues from the US and Canada decreased 10. 4% over the past year. Nestle, which has its principal operations concentrated in Europe, is highly prone to risks arising out of the ongoing economic crisis. Mr Charoen – w ho controls the Thai Charoen Group – took up the role with immediate effect, replacing Mr Lee Hsien Yang, who resigned as chairman on Tuesday, F&N said in a statement

Petroleum and Case Study

UNIVERSITI PUTRA MALAYSIA A CASE STUDY ON PETRONAS CARIGALI SDN BHD (Facing the International Challenges) WAN ZAINUDDIN HJ WAN MUDA GSM 1997 7 ? ‘IESIS A CASE STUDY ON PETRONAS CARIGALI SDN BHD (Facing the International Challenges) BY WAN ZJUNUDDIN HJ WAN MUDA MATRIC NO. : 45161 MASTER OF BUSINESS ADMINISTIUlTION MALAYSIAN GRADUATE SCHOOL OF MANA. GEMENT UNIVERSITY PUTRA MALAYSIA. SERDllNG SELANGOR DmUL EHSAN DECEMBER, 1997 A. Case Study On Petronas Carigali Sdn Bhd (Facing The International Challenges) By Wan Zainuddin Hj : Wan Muda 45161 Matrie No.This Case Study is submitted in partial fulfilment of the I'equirement fol' the Mastel' of Business Aclministl'ation, Malaysian Graduate School of Management, Univel'sity Putn Malaysia, Sel'dang, Selangol' Dal'Ul Ehsan. Confidentiality Statement The Case Study is purely an academic exercise undertaken by the author. The case herewith contains certain information that shall not be disclosed to the public. Thus no part of this documen t is to be reproduced in any form and be used in any manner without prior written permission from the author.Acknowledgement First, I would like to extend my deepest gratitude and appreciation to my Supervisor, Professor Dr. Mohd. Ismail Ahmad for his guidance, comments and valuable suggestions during the course of preparing this case study. A big thank you and credit shall also be given to all lecturers throughout the whole MBA programme for their interesting lecture which makes all of us more clear and understanding on the business concept and strategy which is important for today's competitive business environment.A word of thank shall also go to my wife and children who provide me a valuable inspiration and have been the most patient, understanding, supportive and encouraging for taking this course. Without them, the completion of this case study and the MBA programme would not have been possible. Thank you so much – I love you all †¦.. . Originality of the Document I, Wan Zainuddin Hj Wan Muda, Matric No. : 45161, a final year student of the MBA programme at the University Putra Malaysia, Serdang, Selangor Darul Ehsan hereby confirmed that the case repared for the above programme is purely the sole effort of my goodself. Name: Date : ‘allg? _1Ihd ?l_1Xl†I †¦.. ,†¦Ã¢â‚¬ ¦. ,, a.? __ ? P. T___ F_ Ii,. ,. ) FIGURE 1. 0 PETRONAS GROUP OF COMPANIES – 8 – I I I I I 1 I MANAGEMENT COMMITTEE GROUP PVBUC AFFAIRS BOARD OF DIRECTORS PRESIDENT ICEO DATO' M. HASSAN MERJCAN . : I I I I I -I 1- . .1 I BOARD AUDIT COMMrmE lAMe I INTERNAL AUDIT REGIOAAL OFACCS I I I HEALTH, SAFETY & ENVIRONMENT COMPANY SECRETARY &. LEGAl†¦ SERVICES CORPORATE PlANNING & BUSINESS DEVElOPMENT I I I CORPORATE DEVELOPMENT 1 I I I I EXPlORATION &. PROOUCTKlN SECTOR I . s PETROCHEMICAL SECTOR I ITEC? OGY . 1 1 RESOURCES & MANAGEMENT SECTOR REF? ING ‘ MARKETING SECTOR II TRANSPORTATION & MARINE SERVICES SECTOR I ) HUMAN RESOURCES MANAGEME NT SECTOR I 1 FINANCE SECTOR J FIGURE 2. 0 PETRONAS ORGANISATION STRUCTURE – 9 – PETRONAS was now a full-fledged oil and gas company which engaged in a wide range of activities. covering petroleum exploration and production. oil refining. marketing. trading and distribution of crude oil and petroleum products. natural gas processing. ransmission and distribution. natural gas liquefaction and marketing oil liquefied natural gas. and manufacturing and marketing of petrochemicals and fertilisers. Due to the government's depletion policy. oil production in the country was levelled off between 600. 000 bopd to 650. 000 bopd. Today. within a strong foothold in the country. while building on to its domestic operations. PETRONAS was actively expanding into the global market forging towards its vision of becoming a multi-national petroleum corporation. As PETRONAS President says †¦. The most critical challenge would be to achieve and keep our competitive edge in the intern ational arena where we would be up against the most established and experience players. In order to realise the above. we need to re-examizJe ourselves order to achieve the iUld cOlltlnuously improve 011 everytlJJllg we do in most cost effectiveness. efficient utilisation of our resources †¢Ã¢â‚¬ ¦. we must continuously seek improvement in our organisation and respond positively to the constant changes in the dynamic business environment that we  · operatem †¦Ã¢â‚¬ ¦ † . (3) 10 – 2. 1 . 1 VISION STATEMENT† MISSION STATEMENT PETRONAS, having consolidated its position at home and with the expertise and knowledge acquired over the span of 20 years of its existence, was spreading its wing and venturing abroad to pursue its â€Å"dreams†. In order to realise organisational goals, PETRONAS has recently launched the long term Vision Statement as well as creating a Mission Statement to benchmark and evaluate organisation success. PETRONAS VISION STATEME NT † To be a Leading Oil and Gas Multinational of Choice † PETRONAS MISSION STATEMENT We are a business entity, Petroleum was our resources, Our primary objective was to develop and add value to this national resources, Our obj ective was to contribute to the well being of the people and the nation† 2. 1 . 2 SIIARED VALUES In addition to having both Vision and Mission Statement, PETRONAS also launched organisational â€Å"Shared Values† to enhance organisational objective in achieving the goals. – II – Loyalty Professionalism – Loyalty to the Nation & Corporation Committed, Innovative and Proactive and Always Striving for Excellence Integrity CohesivenessHonest and Upright United in Purpose and Fellowship With the above Vision, Mission Statement as well as establishing â€Å"Shared Values† statement, it was envisaged that PETRONAS employee could foster a better teamwork, quality product and services which could provide competitive edge, and hence would portray PETRONAS image, reputation and success of the organisation not only at home but also at the international arena. 2. 2 PETRONAS CJlRIGALJ SDN BBD PETRONAS CARlGALI SON. BHD. (peSB) was one of the PETRONAS wholly owned subsidiaries incorporated on 11 at May 1978.With the increase business activities in the exploration and production of oU and gas and good potential for industry development, peSB has been entrusted by PETRONAS to spearheaded the challenge in the oil and gas exploration, development and production not only locally but also at the international arena. To date, peSB was the operator of more than 12 fields, producing about one third of the country's total oil and gas production. The fields operated by PCSB locally are Ouyong, Oulang, Bekok, Tapis and Pulai in Peninsular Malaysia, the Tembungo and Samarang in Sabah, nine oilfield in – 12 –Baram Delta area in Sarawak. Meanwhile, in the international area, peSB was operating Dai Hu ng in Vietnam, and few platforms in the Caspian sea which undergoing development phases. Currently, PCSB has been involved in a number of projects internationally. Among the international projects undertaken by PCSB was in the Asia region such as Thailand, Philippine, Vietnam, Burma, Indonesia, India; in the Middle East such as in Iran, Iraq, Syria; in Eastern Europe such as Turkmenistan, Uzbekistan, Azerbaijan; in Africa such as in Sudan and many more. Through the years, PCSB kept on venturing into new concession area and ggressively participate in the international arena to further strengthen its business. (4) 2. 2. 1 PCSB VISION STATEMENT Many multinational companies set a long term organisational objectives or goals known as vision statement. Likewise, as business activities were faCing a stiff challenge in todays global market environment, PCSB has also established company vision in realising its goals and objectives. With the vision, peSB was expected to enhance its capabiliti es. PCSB vision was † To Be A MultinatiolJal E & P CompalJY ofClJoice, Creating V alue TlJroug COlJtinuous ImprovemelJt & GrowtlJ â€Å". h – 13 – 2. . 2 PCSB BUSINESS OBJECTIVES One could argue that it was virtually impossible for an organisation to function without having establish some business goals or objectives. An objective set a future target or end result that an organisation wishes to achieve. It also set a direction where the organisation was heading towards achieving its dream. As part of globalisation effort to purse its business activities, PCSB has set few organisational objectives to spearhead the challenge of the oil and gas industry that was very competitive particularly in the international arena. PCSB business objectives were ; oTo actively participate in the exploration of petrolewn resources for the maximwn benefit of the peopJe o To attain lull operational and technical expertise through manpower development and the transfer of technology in the shortest possible time o To achieve an adequate production level so as to meet the nation? total crude oil and gas output o To ensure maximum Malaysian involvement in the fabricating and assembling of aD production facilities and provision of ancillary and supportive services in the oil and gas industry. The above business objectives were in line with PETRONAS President wishes who said that† †¦The most critical challenge would be to achieve and keep our competitive edge in the international arena where we would be – 14 – up against the most established and experienced players. In order to be competitive. we need to constantly re-examme ourselves iUJd CDlltbluously Improve Oil everytbblg we do in order to achieve cost effectiveness. efficient utilisation of our resources†¦Ã¢â‚¬ ¦. we must continuously seek improvement in our organisation and respond positively to the constant changes in the dynamic business environment that we operate 11(5) m†¦. . †¢ 3. 0 PCSB ORGANISATION STRUCTUREHaving diversifying its business activities outside the domestic environment. PCSB basically adopting functional concept of the organisation structure. Current PCSB organisation structure composed of essentially five (5) main divisions that were Exploration. Development. Commercial Services. Domestic Operation. and International Operation. Each of these divisions was headed by the General Manager who reported directly to the Managing Director/Chief Executive Officer. Exploration division focus on finding new oil and gas reserve that could provide substantial return to the company.Whenever Exploration teams find new oil and gas reserve. the field development was then be the responsibility of the Development division to further study how to produce hydrocarbon from offshore. Development division composed of Petroleum Department. Drilling Department. Design Department. Construction Department. and Services Department that specialise in cert ain work scope. Commercial Services Division mainly focused on all contractual matters pertaining to the project development and exploration activities. Meanwhile. for both – 15 –

The Human Resource Frame Paper Essay Example | Topics and Well Written Essays - 1000 words

The Human Resource Frame Paper - Essay Example In the case of a more complex situation such as an instructor working in multiple countries (Europe), where various laws may apply, a team may be assembled temporarily to solve the problem. This team would then disband when the issue has been resolved. Berlitz is applying the international management strategy - think globally, work locally. Interpersonal dynamics can hold numerous complexities because of the vast differences in not only personalities of the employees, but, in the case of Berlitz, in cultures. As discussed in McShane & Von Glinow (2005) if a person has worked with individuals from other countries or has been expatriated, that person knows how different the values, decision-making, behavior, and relations with one another can be. Individualism versus collectivism is mentioned in cross-cultural studies, along with power distance, uncertainty avoidance, and achievement nurturing. Berlitz shows on their Internet site, tips for each of the cultures the applicant is conside ring or new employees will be entering. This information is designed to ease the transition and ensure there is a good fit for the employee, the student, and the school when there are differences in background and/or culture. Since 2000 the company has expanded primarily through the use of the franchise concept, leaving the corporate offices to be the support arm for the core operations (Berlitz International, Inc., 2001). McShane & Von Glinow (2005) discuss the concepts of centralization versus decentralization, which have to do with company size and decision-making. Berlitz is a decentralized structure, which leads to the boss and subordinate interfaces being handled primarily at the language learning center rather than through corporate. Learning centers vary in size and staff makeup. Some centers are owner/operators while others are quite large with specialized areas found to be departmentalized such as children’s language programs, train the trainer departments, accounti ng, and sales. In the case of the language center this report is following, the boss subordinate interfaces could be intermittent, since the District Manager may handle the role for the Language Center Director. Employees may look to their peers or those employees with longer length of service for guidance on an informal basis. This is not a bad thing as long as that guidance coincides with what the District Manager and the Sales Manager may have in mind for the growth of the center. Since organizations and people need one another, the language center may have allowed informal interactions to replace formal interactions when it helps the organization and the employee (Bolman & Deal, 2008). The general philosophy for managing people is: â€Å"Berlitz is a member of the Benesse Holding Group, a leading Japanese provider of products and services for language/global leadership training, education and lifestyle. Berlitz’s management philosophy is based on five principles: Total c ustomer orientation; Open and active participation; A spirit of innovation and challenge; A superior business structure; Strategically oriented planning† (Berlitz Language, Inc., Management Team, 2011). From a Bolman & Deal (2008) human resource frame, this statement provides employees with a foundation of how management and the organization will serve them. Continuing with the employee value proposition: â€Å"

Techniques of 21st century political speech writing Essay

Techniques of 21st century political speech writing - Essay Example The following tools of successful political speech writing reveal a curtain of mystery from this rhetoric master skill. Imagery means, such as metaphor and simile: â€Å"Like being savaged by a dead sheep†. This simile appeals to the audience and makes an emphasis on required issues clearly. It goes without saying and it’s no wonder that usage of imagery in political speeches bears fruits: in one way or another, subconsciously or not, the recipient audience looks in their memories for a certain image thus information encoded is engraved in their minds. Another technique, such as repetition, is considered to be relevant in political speech writing too. More often it is claimed that anaphora, which is repetition of the first words of each line, is generally used. It is also possible to use repetition inside the sentence, for example: â€Å"There are some of us... who will fight, fight, and fight again to save the party we love.† or â€Å"Ask me my three priorities : education, education, education†. In such a way repetition engraves the most crucial aspects of political speech. Nevertheless it is necessary to underline that usage of repetition throughout the speech can be boring and ineffective.

Rihanna Whats My Name Essay Example | Topics and Well Written Essays - 500 words

Rihanna Whats My Name - Essay Example Rihanna’s vocals are contrasted with Drake’s slight baritone. After the vocals, the song implements a digital drum track that is unique in its patterns. Additionally, it appears that synthesizers are implemented to create both the melody and an off-kilter buzzing sound that adds freshness to the track. This buzzing sound can be heard during the opening five seconds of the song, as well as at other intermittent points. In terms of sound volume, the track juxtaposes loud and soft elements. One considers that during Drake’s opening solo – up until 1:00 – the track generally implements low pitches and soft music. These subdued elements are punctured with Rihanna’s chorus, which comes in at 1:01. In this chorus, Rihanna repeats, ‘oh, nana, what’s my name, oh, nana, what’s my name?’ This chorus takes on a sort of instrument like element that is no doubt helped by Rihanna’s hypnotic voice. In terms of time elements, there are a number of considerations. The song generally implements a mid-tempo form that builds to a crescendo at different times. For instance, following Drake’s solo, Rihanna has an interlude where she speaks. This ultimately reaches such a crescendo at the 1:50 mark. This crescendo is achieved again later in the track. The song’s rhythm follows these mid-tempo patterns. In terms of meter, the song is in the triple . There are a number of organizational elements. In these regards, the song implements both small-scale crescendos, as well as an orchestral type effect. The miniature crescendos largely can be detected in Rihanna’s vocal interludes. In terms of the orchestral effect, the song’s melody and sound elements gradually take on increased loudness and texture. In these regards, up until the 1:00 mark the song implements the drum track and established melody.  

FDI attraction in Chile Affected by the Country's Socio-Economical Essay

FDI attraction in Chile Affected by the Country's Socio-Economical Inequality - Essay Example In 2006, the nominal GDP per capita of Chile was recorded as the highest in Latin America. The country however is undergoing a lot of economic inequality (Trading Economics, 2013b). The socio economic inequality is the gap between the rich and the poor. The income difference of a group of individuals, society or the residents of a country is called the socio economic inequality. The economic inequality varies by the economic structures of the countries (Mankiw, 2009). According to several economists the inequality of the distribution of wealth is very essential. This improves competition and increases the efficiency of the individuals. The wealthier individuals tend to save more and spend more which helps the economy in growing. Inequality amongst the individual also increase the social and health related problems of the individuals. The economic growth of a society is also affected (Froyen, 2009) The social inequality has a direct impact on the social cohesion of the individuals, th e population’s productivity and crime rate of the society, cultural and civic participation and economic welfare as a whole (Wessels, 2000). The analysts such as Martinez (2011) are of the view that high growth rate is no excuse for the economic inequality. According to a recent report about three million Chileans are very poor. About 500,000 of the people of the Chilean population are those who are extremely poor. The economic model of Chile and the progressive growth which the economy has shown with time is sufficiently appraisable but still the growing inequality in Chile has caught attention of various economic analysts. Chile is categorised amongst a few countries which have a worst income distribution system. The percentage of the poor population is very high in the economy (OCED, 2002a). According to OECD (2002b), Chile is a nation of population of more than 17 million people. It comes under the category of developed countries and has the worst income distribution syst em amongst those countries. Several economists are of the view that the economic system of Chile would not improve by the economic growth. To improve the economy’s income distribution the government would have to take decisions to redistribute the wealth of the individuals by placing higher taxes. Another economist was of the view that Chile must focus on economic growth and nothing else. The increase in the level of the per capita income of the individuals will surely increase the well being of the individuals. The person who is a resident of Chile and lives on less than $64,134 pesos (US$135) per month is considered to be poor. But a person who lives on less than $32,067 pesos (US$67) monthly is considered to be destitute, according to the official data (Martinez, 2011). A few of the economists are of the view that creating opportunities is a part of the economic growth. Those who are utilising that opportunity are competent. For the incompetency of the rest of the individu als it is unfair to impose taxes and burden those individuals who prove themselves and are the contributing factors fro the economy. ETHICAL FAMILY INCOME TO IMPROVE SOCIETY Felipe Kast, minister of planning for Chile called the ranking by the OECD (2002b) report â€Å"shameful for its levels of inequality.† He added that Chile has plans set in line to take the people out from extreme poverty. The government plans a program of IEF – Ethical Family Income which will use a series of bonds and cash incentives for the children

Law 4 Assignment Example | Topics and Well Written Essays - 500 words

Law 4 - Assignment Example It governs how a business is run, and if any violations are made, the owners or directors of the business is deemed legally liable. There are legal punishments in the form of corporate revocations and fines for violations (Halbert & Ingulli, 1990). The two terms â€Å"business law† and â€Å"ethics† are not similar though they are linked to the business environment. The public scrutinizes a business that is not running ethically, and there is a normally tough analysis of the legitimacy of their actions. Halbert and Ingulli (1990) state that although business laws ensure that a company is run in a legal manner, the ethics of a business regularly establish whether the business is surpassing the limits set upon by law if not breaking them unintentionally. For example if a business that deals in the mining of fluorine dumps its wastes in the rivers the action may be legal. However, the action may be unethical if the activity is done wrongly. According to Armentano (1996), antitrust and monopoly are other business terms that go hand in hand with each other. Antitrust law is a set of rules that prohibit the unfair business practices. Monopoly is the business practice that involves a few businesses being the suppliers of products in a huge market. The antitrust laws are set up to promote competition in the market. Certain business practices are deemed illegal if they impair business practices and affect the consumers in any way. Armentano (1996) affirmed that, illegal practices are viewed to be unethical in the business environment as they lead to market and business failure. Practices that lead to unethical activities in the business world are considered illegal according to the antitrust law. Monopoly is the act of a single entity controlling the market price of a certain commodity (Armentano, 1996). Monopoly is brought about by lack of competition in the market; one or few companies dominate the business industry. The f ew