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10 reasons why CSR is important for your business

Corporations are motivated to involve stakeholders in their decision-making and to address societal challenges because todays stakeholders are increasingly aware of the importance and impact of corporate decisions upon society and the environment. The stakeholders can reward or punish corporations. Corporations can be motivated to change their corporate behaviour in response to the business case which a CSR approach potentially promises. This includes: 1) stronger financial performance and profitability (e.g. through eco-efficiency), 2) improved accountability to and assessments from the investment community, 3) enhanced employee commitment, 4) decreased vulnerability through stronger relationships with communities, and 5) improved reputation and branding.

CSR is about how companies manage the business processes to produce an overall positive impact on society. Here we find that companies need to answer two aspects of their operations: 1) The quality of their management - both in terms of people and processes (the inner circle). 2) The nature and quantity of their impact on society in the various areas.

Outside, stakeholders are taking an increasing interest in the activity of the company. Most look to the outer circle - what the company has actually done, good or bad, in terms of its products and services, in terms of its impact on the environment and on local communities, or in how it treats and develops its workforce. It is believed that this model may be more sustainable because here social responsibility becomes an integral part of the wealth creation process, which if managed properly should enhance the competitiveness of business and maximize the value of wealth creation to society. When times get hard, there is the incentive to practice CSR more.

Since the early 1980s, a significant body of CSR research has centred around the debate over whether there is a relationship between good Corporate Social Performance ( CSP) and strong financial performance and what kind of relationships exist. Today businesses are becoming increasingly interested in the idea of the Triple Bottom Line (TBL). This idea focuses not just on the economic value of the businesses that they may gain from acting in certain way, but also on the value that they may accrue to the companys bottomline by engaging in environmentally and socially beneficial practices. The three line represent the economy, the environment and the society and are all dependent on each other. Whether companies do actually take each line into account is difficult to measure as the arguments surrounding financial benefits of the company from being socially responsive are not clear cut. Although positive relationships have been found, there are several difficulties inherent in measuring these linkages. One problem is that it is not clear whether social responsibility leads to increased financial performance or whether better profits lead to more funds being available to devote to CSR activities. The other issue is that profit is an incomplete measure of social performance (Lantos 2001). Yet another is the difficulty of developing a consistent set of measures that define CSR or CSP. The following factors are taken into account for understanding the importance of CSR: Globalization and the associated growth in competition Increased size and influence of companies War for talent, companies competing for expertise Increased importance of intangible assets

1. Improved Financial Performance: While it remains difficult to determine a direct causal relationship between increased accountability and financial performance, a variety of studies suggest that such a link exists. For example, according to 2002 Global Investor Opinion Survey released by McKinsey & Company,

a majority of investors are prepared to pay a premium for companies exhibiting high governance standards. Premiums averaged 12-14 percent in North America and Western Europe; 20-25 percent in Asia and Latin America; and over 30 percent in Eastern Europe and Africa. The study also found that more than 60 percent of investors state that governance considerations might lead them to avoid individual companies with poor governance.

2. Heightened Public Credibility: Companies that demonstrate a willingness to provide information that is credible, verifiable, and accessible can garner increased trust among stakeholders. Forthright and candid reporting about company achievements as well as performance shortfalls helps companies create a public reputation for honesty. At the same time, companies that make a public commitment to increase accountability and transparency need to ensure that they have robust systems for implementation, lest the company risk negative public backlash for failing to live up to its commitments. 3. Reduced Costs: The enhanced communication that is often part of corporate accountability efforts can help build trust between companies and stakeholders, which can reduce costly conflict and improve decision-making. Companies that proactively and effectively engage shareholders and address their concerns can reduce the costs associated with shareholder proposals. In addition, social and environmental reporting efforts can help identify the effectiveness of various programmes and policies, often improving operating efficiencies and reducing costs. Reporting information can also help identify priorities to ensure that company is achieving the greatest possible impact with available resources.

4. Increased Attractiveness to Investors: Investors whether shareholders invested in socially responsible funds that screen companies for social and environmental attributes, or large institutions welcome the increased disclosure

that comes with corporate accountability. A growing number of investors are including nonfinancial metrics in their analysis of the quality of their investments. New metrics cover labour and environmental practices; board diversity, independence, and other corporate governance issues; and a wide variety of other social and environmental criteria. Research suggests investors may be willing to pay higher prices for the stock of companies considered to be accountable. For example, a 2000 survey of 200 large institutional investors conducted by McKinsey & Co., the World Bank, and Institutional Investors regional institutes found that three-quarters of stackholders consider board practices as important as financial performance when evaluating companies for investment. The study also found that more than 80 percent of investors would be willing to pay more for the shares of a well-governed company than for a poorly governed company with comparable financial performance. 5. Improved Relationships with Stakeholders: Companies that make an effort to be transparent and accountable for their actions and decisions are better able to build trust among their stakeholders. This engagement helps companies understand how community groups and other stakeholders perceive them, and educates them about future issues and concerns that may affect their operations. The information gained can help companies better define priorities and ensure business activities align with professed business principles or ethical codes. Many government agencies and stakeholders look favourably at companies that self-identify and publicly disclose accountability challenges and demonstrate that they are working to solve them. Best practice solutions include the development of management systems that reduce the likelihood of recurrence. 6. Early Identification of Potential Liabilities:

The strategic information that can come from efforts to develop a more accountable company including social and environmental auditing and reporting and stakeholder dialogue can identify practices or situations that could pose liabilities to a company. Early identification can provide companies with the opportunity to resolve problems before they result in costly legal actions or negative public exposure. Issues that might surface more quickly in an accountable company include: environmental problems that could endanger public health, workplace discrimination or harassment that could result in lawsuits, marketing practices that do not price products or services equitably, or hiring practices that inadvertently give unfair advantage to certain populations. Social and environmental auditing and reporting can also identify where company practices may be in violation of government regulations or the standards or expectations of key stakeholder groups. 7. Marketplace Advantages:

Accountability can make entry and success in new markets easier by helping establish direct relationships with key customers and business partners. These relationships can contribute to innovation in product development or delivery, help mitigate potential negative media coverage, and enhance market presence. Some companies have used dialogue with stakeholders to help make decisions on overseas investments and operations, or to overcome the challenges of operating in markets with different cultures, laws, and languages. For example, Unilevers Indian subsidiary, Hindustan Lever, has worked with local stakeholders to develop a new delivery system for laundry detergent in Indian villages. The company was experiencing difficulty in selling its product until it was suggested by stakeholders that the company package its product in single-use quantities that would be affordable to local residents with limited disposable incomes. 8. Improved Overall Management:

Many companies that have developed clear CSR performance and accountability systems inside their organizations report experiencing an improvement in their management practices overall. Increasingly, companies are finding that the impact of systems designed to increase accountability for CSR performance is not limited to the CSR realm, but can also impact performance in other areas as the culture of the organization undergoes change. An analysis of Fortune 500 companies conducted at the Boston College, Carroll School of Management found that companies judged as treating their stakeholders well are rated by peers as also having superior management. 9. Improved Organizational Effectiveness: The process of self-assessment and evaluation, which is part of increasing accountability can have beneficial impact on company operations. For example, social and environmental auditing and reporting give companies the opportunity to assemble and assess more comprehensive information on operations and impacts. This information can help coordinate and maximize efficiencies and collaborations across departments, facilities, and business units. Through this process, companies compile examples of successful programmes from various parts of their organizations and share the learnings throughout the company, leading to more effective and efficient policies and practices. Dialogue and partnerships with stakeholder groups can help companies build skills and competencies, or align company operations with overarching mission and values. 10. Decreased Risk of Adverse Publicity: Accountable companies may be better prepared to address the concerns of customers or other

stakeholders who might otherwise take negative action on social issues. For example, by engaging in a dialogue with stakeholders about their interests and concerns, and addressing those concerns in business implementation processes, companies may be able to head off or minimize the impacts of boycotts organized by consumer groups. Similarly, companies that proactively address the concerns of shareholders can reduce the risk of adverse publicity stemming from high-profile shareholder disputes.

Risk analysis and Contingency plans

Risk Analysis Building control into a system will involve the organisation in costs and overheads. Additional staffing may be required to implement or supervise the controls, more storage space or more powerful processors might be needed to provide additional data needed for audit purposes. As with any other business decision a balance must be kept between the costs provided by the introduction of controls against the likely benefits. In deciding what level of control to impose on a system, the organisation will perform a risk analysis. This will identify the probability of a particular problem occurring (i.e. how often it is likely to happen) and the resulting loss incurred. This is then balanced against the cost of protecting against the problem. Contingency Plans A variety of strategies exist to cope with situations when, for one reason or another, data or computing facilities are lost. By planning in advance of the disaster, organisations can ensure that recovery can be as speedy and as trouble free as possible. The actual strategy employed will depend on how critical the data or computing facility is to the organisation. In situations where the information system is crucial to the running of the organisation - for example banking or credit card companies, entire computing facilities may be duplicated. Should one of the centres fail then the remaining one is able to take over processing for the entire organisation. This is an expensive solution but provides a high level of security. If many applications, such as large stores, where POS terminals are linked to a central computer, there will be a backup manual system that will allow the store to continue trading if the main computer is 'down'. The POS reverts to acting as a till and transactions can be recorded onto tape cartridge so that the stock file can be brought up to date when the system is restored. Some functionality may be lost and extra staff may be needed to help process transactions. Some organisations will contract out their backup facilities to specialist firms who will provide computing facilities in an emergency. The cost of maintaining the emergency facility is spread

amongst the different organisations who contract with the specialist firm. This arrangement obviously depends on backup data being available to bring the emergency facility on-line when needed. Recovery from data loss will be built into the backup strategy operated by the organisation. It is important to remember that, for many organisations, access to the information system and the integrity of the data stored in the system will be crucial to the organisations continued existence. On-line transaction systems are particularly vulnerable when system failure occurs. As with the introduction of controls, the provision of a contingency plan will involve overheads. This may involve duplicating the cost of the data processing centre or it may simply involve providing more expensive POS terminals with sufficient built in processing power to operate offline. Here again a cost-benefit analysis is important. In deciding what contingency plan to adopt the organisation will consider: The cost of setting up the plan - addition hardware etc. that is needed. The cost of maintaining the plan How probable the disaster is How completely the plan will restore normal working How quickly the plan will restore normal working The costs of incomplete or lengthy restoration.

Generally however, the law imposes a duty but leaves it to the individual organisation to set up procedures and structures to ensure compliance. There are a variety of methods available to employers to help ensure that their employees are aware of and complywith the law. Whatever methods are used, it will be important to put some form of monitoring in place to ensure that the law is being complied with and to identify and remedy any breaches. Appointing a co-ordinator who, besides monitoring compliance can also take on a staff training or awareness-raising role best does this.

CSR and Companies in India

In India, most of the work done by companies is still in nature of philanthropy. Consider that of the six short listed companies for the Business World FICCI CSR award for year 2003, five ( Lupin, Canara Bank, Indal, Gujrat Ambuja and Wipro ) are involved in community development work. This means building roads, running schools and hospitals, creating income-generating schemes and similar projects . Only ITCs CSR its e-choupal project and others - has direct linkages with its business. This is understandable given that many of the traditional development indicators life expectancy, infant and child mortality, sanitation facilities and access to primary education are still abysmal for India. In fact even the government expects Corporate India to participate in welfare programmes even though it is a tacit admission that the state has failed to deliver even the most basic amenities. But of late experts argue that as India gets integrated into the global economy, companies should pick up projects that are business centric. The CSR initiatives should become a part of the business process. In an era of no free lunches , the attraction that the business centric model of CSR holds is obvious. But if more Indian Companies are to adopt that, some other things , too, need to change besides mindsets and developmental needs. The links between good CSR and good business have to be established clearly. Sure even overseas there is still no way that the capital markets reward good CSR practices directly or are willing to ovelook other flaws in lieu of good CSR. But experience shows that substantial benefits do flow in different ways. Research in West shows that investors are increasingly questioning companies on corporate social practices and are allying with those that have high respect for CSR. In fact there is a whole eco-system being built around this concept with outfits like Ethical Investment Research Service, a U K based independent researcher of ethical, social and environmental practices advising outfits like Goldman Sachs, J P Morgan, Redit Suisse, Merill Lynch and Standard Life on CSR practices ofcompanies . Moreover the likes of FTSE and Dow Jones are coming up with indices such as the FTSE 4 Good and the DOW Jones Sustainability World Index. The FTSE 4 Good is an index comprising stocks ofcompanies with good practices. To be a part of FTSE 4 good family of indices one need to apply to the FTSE 4 Good applications committee. In the absence of all these , its quite unlikely that CSR in India will change from being more philanthropic to more business centric in the near future. Yet such developments taking place worldwide and also because India is developing as back office centre, movement towards business centric CSR models is possible.

Taking clue from the Business World FICCI CSR Awards, still it is not clear how much Indian companies invest in CSR but from the list of the companies that applied and evidence on ground suggest that time has come and is important for large companies to enter into business centric CSR models. However, considering India where so much is to be done, it doesnt matter whether companies take business centric view or the philanthropic ce

The Nine Tasks of a Professional Manager

Tasks of professional managers: 1. Providing direction to the firm: Envisioning goal is the first task that should never be delegated. 2. Managing survival and growth. There are two sets: internal and external. Internal factors are choice of technology, efficiency of labour, competency of managerial staff, company image, financial resources etc. External factors are govt. policy, laws and regulation, changing customer taste, attitude and values, increasing competition etc.

3. Maintaining firms efficiency: A manager has not only to perform and produce results, but to do so in the most efficient manner. The more output a manager can produce with the same input, the greater will be the profit. 4.Meeting the competition challenge: A manager must anticipate and prepare for the increasing competition. Competition increasing in terms of more producers, products, better quality etc. 5.Innovation: To finding new and better way to doing any task

6.Renewal: Managers are responsible for fostering the process of has to do with provoding new process and resources. 7. Building human organization: A good worker is a valuable assets of any company. Every manager must constantly lookout for people with potential and attract them to join the company. 8. Change management: A manager has to perform the task of change agent.its the managers task to ensure that the change is introduced and incorporated in a smooth manner with the least disturbance and resistance. 9.Selection: Today's managers are faced with a bewildering array of information technology choices that promise to change the way work gets done.

6 Key Elements of a Marketing strategy

Competitive marketing strategy occurs within departments, across organizations, and within peoples heads as a way of doing business. Competitive marketing strategy is defined as a market-oriented strategy that establishes a profitable and sustainable market position for the firm against all forces that determine industry competition by continuously creating and developing a competitive advantage from the potential sources that exist in a firms value chain. The key elements are:

1. Market-oriented: the strategy is based upon the needs and wants of the marketplace. 2. Establishes a profitable market position: the end goal of the strategy is tomake a profit

in the for-profit sector or to meet alternative metrics such as in the not-for-profit sector. In the latter case for example, a road safety campaign based on a particularmarketing strategy might make a profit if there is a decline in road injuries and deaths attributed to it.
3. Establishes a sustainable market position: marketing strategy is not about one-off

transactions. The aim is to reach a point where an organization finds a place in the market that fits its available marketing resources.
4. Forces that determine industry competition: these are all the complex mix of

ingredients that create the marketing whirlwind, such as government regulation, global competition, or the extent of buyers knowledge and understanding of a particular market.
5. Continuously creating and developing a competitive advantage: few (if any)

organizations can just rest on their laurels, so the idea is to find a spot where, if need be, the primary challenges can be tackled. Not all organizations have to do this on a continuous basis of course, but if it had to, an organization with a sound competitivemarketing strategy would be able to. A simple example: you might make the best tomato ketchup in the best-recognized glass bottles, but if the market moves towards plastic squeezy bottles you need to be able to adapt.
6. Potential sources that exist in a firms value chain: competitive marketing strategy

relates to what value any organization wants to create using its available marketing resources.

Intrapreneurship in Building Creative Organizations

Many people have praised the flexibility creativity risk taking, and energy that are often associated with small firms and intrapreneurship and have asked how these elements might be instilled in larger organizations. Intrapreneurship is the name given to intrapreneurial activities within a larger organization, and intrapreneurs are essentially internal entrepreneurs.

Intrapreneurs and entrepreneurs have many things in common. For instance, they value creativity and autonomy and have strong desire to achieve. On the other hand, since intraprenuers work within a corporate system, they face the benefits an d constraints of that system. Unlike entrepreneurs, they operate under a corporate accounting system and must report to hierarchical superiors. They do not personally face the financial risks that entrepreneurs do, nor do they enjoy the same rewards. They can draw on the rich financial resources of the corporation. Intrapreneurs may need different competencies to succeed than do entrepreneurs. For instance, intrapreneurs must be somewhat skilled at organizational politics, something that entrepreneurs may find reprehensible and that may, in fact, motivate them to work for themselves. Further, while entrepreneurs must provide their own goals and rewards, intrapreneurs are within the reward system of the formal organization. Two major factors foster intrapreneurial success. First, sponsorship of intrapreneurs is important. Sponsors ensure that the intraprise gets the required resources, and they can help tamper the grievances of those who feel threatened by the innovation. Many intrapreneurs have several sponsors. Lower-level sponsors to fend off threatening strategic attacks. Second, there must be suitable rewards forintrapreneurship . Traditional rewards for success do not match the risks of innovating or intrpreneuring. Also, the basic reward in most companies is promotion, which does not work well for most intrapreneurs; they seek freedom to use their intuition, take risks, and invest the companys money in building new businesses and launching new products and services. For this reason, a key reward for intrapreneurs is intracapital. Intracapital is a discretionary budget earned by the intrapreneur and used to fund the creation of new intra prizes and innovation for the corporation.

Hoping to grow and compete in a fast paced market, Bell Atlantic turned to intrapreneurship, with great success. Within a few years, more than 130 intrapreneurs had championed more than 100 projects, at least 15 products were on or near the market, and 15

patents had been awarded. Potential revenues estimated from the projects total a minimum of $100 million within five years. Similarly, at Xerox, many creative ideas were lost before being turned into marketable products. As a result Xerox recognized the need to merger intrapreneurs within the corporation. The company formed Xerox Technology Ventures (XTV), and a venture capital group that allows Xerox to bring creative products to the market through intrapreneurships. XTV has become so successful that it is now a role model for other firms.

Scholarship applications are invited for Wiki Conference India being held from 18-20 November, 2011 in Mumbai. Apply here. Last date for application is August 15, 2011.

From Wikipedia, the free encyclopedia Jump to: navigation, search For the New Zealand racehorse, see Horlicks (horse).

Horlicks malt powder in jars from India (left) and Jamaica.

A jar, mug and a couple of teaspoons of Horlicks from the UK in 2007

Horlicks is the name of a company and of a malted milk hot drink. It is manufactured by GlaxoSmithKline in the United Kingdom, South Africa, New Zealand, Bangladesh, India, Pakistan and Jamaica, and under licence in the Philippines and Malaysia.

[hide] 1 Manufacturing process 2 Sleep promotion 3 Alternative word usage 4 Advertising 5 Around the world 5.1 Hong Kong 5.2 India 5.3 Pakistan 5.4 South East Asia 5.5 United Kingdom

6 Company timeline 7 See also 8 References 9 External links

[edit] Manufacturing process

Unlike similar drinks, such as Ovaltine, Horlicks is not a dry blend of malt extract and milk powders.

In the initial stage of manufacturing, milled malted barley and wheat flour are mashed together in hot water where the starch is converted into sugars. To this sugar solution dairy powders are added. The water content is then evaporated off to form a syrup which is dried in vacuum band driers to form a cake. This cake is milled into the finished powder. This is then fortified with vitamins and minerals.[citation needed]

[edit] Sleep promotion

Claims are often made by malted milk drinks such as Horlicks that they assist sleep, but these claims have been difficult to verify. GlaxoSmithKline tells inquiring customers, with a surprising degree of honesty: "While ... research indicates that Horlicks drinks can help you to sleep better, the exact way in which Horlicks works is not clear."[1] Malted drinks may help to stave off hunger overnight, which can lead to sounder sleep.[2]

[edit] Alternative word usage

Look up Horlicks in Wiktionary, the free dictionary.

The product's name has entered the vernacular in two ways. Firstly as an interjection, usually taken to be a substitute for the profanity "bollocks". Secondly it suggests a minor disaster or shambles, as in 'to make a complete Horlicks of something' (see citation below). The former use was exploited by the company in a 1990s advertising campaign, in which a harassed housewife exclaims "Horlicks" in a context where a stronger term could have been expected, thus widening the term's exposure and usage for a while. The term was used in July 2003 by British Foreign Secretary Jack Straw ("a complete Horlicks"[3]) to describe irregularities in the preparation and provenance of a dossier regarding weapons of mass destruction in Iraq.

[edit] Advertising

March 1952 ad for Horlicks in 208, the magazine of Radio Luxembourg. Dan Dare Pilot of the future serial sponsored by Horlicks in 1952 and heard Monday to Friday at 7:15 PM over Radio Luxembourg. A commercial for Horlicks from 1935

Problems listening to this file? See media help.

In 1961, Horlicks ran a TV advertising campaign which featured Scottish entertainer Billy Raymond and an actress. The theme of the advert was "Horlicks - the food drink of the night."

[edit] Around the world

[edit] Hong Kong

In Hong Kong, Horlicks is known better as a caf drink than as a sleeping aid. It is served at cha chaan tengs as well as fast-food shops such as Caf de Coral and Maxim's Express. It can be served hot or cold, and is usually sweetened with sugar. It is almost always made with warm milk, and ice is added to it if a cold drink is desired.

[edit] India
By far, the biggest market for Horlicks is India, where it has traditionally been marketed as 'The Great Family Nourisher.' The Indian formulation for Horlicks is slightly different than in most other countries, as there it is manufactured from buffalo milk rather than cows milk due to cultural concerns.[4] New products have been developed specifically for India, such as alternative flavours and special formulations for young children and breast-feeding mothers. Claims by GlaxoSmithKline India in 2005 that Horlicks encourages growth and alertness in children have, however, caused some controversy[citation needed]. The first flavour available in India, as in Britain, was malt; over the years, new flavours have been introduced, such as vanilla, toffee, chocolate, honey, and elaichi (cardamom). Junior Horlicks 1-2-3 is a large extension that is specially designed for pre-school children. Horlicks is also available in biscuit forms. In 2005, Horlicks Lite was introduced; it does not contain any added sucrose or cholesterol, and targets older consumers. In addition, energy bars have been introduced, under the name NutriBar, exclusively in India. In late 2009, Horlicks introduced Foodles, a brand of instant noodles.

[edit] Pakistan
In Pakistan, Horlicks is produced and marketed by GlaxoSmithKline.

[edit] South East Asia

In some countries, such as the Philippines and Malaysia, Horlicks was also sold as milkychocolate-flavoured discs in paper packets, which were then eaten as candy. Horlicks remains popular in Malaysia and Singapore where it packed under licence from SmithKline Beecham and sold in large glass and tin containers. It is also available in 1.5 kg refill packs. "Taller stronger sharper" is its slogan.

[edit] United Kingdom

In the UK, Horlicks is available in Original (prepared with hot milk), Light (prepared with hot water), Malt Chocolate (prepared with hot water) and Caramel dream (prepared with hot water). GlaxoSmithKline attempted a rebrand of the product in 2004 for younger consumers by redesigning the packaging and publicising its consumption at a number of trendy London venues such as the Groucho Club. The company also owned Horlicks Farms and Dairies, a cheese, dairy and cattle breeding Station at 'Hort Bridge' Ilminster, Somerset. (The cattle breeding centre provided an Artificial Insemination service to farmers). In 1958, it took over The Cheddar Valley Dairy and by the early 1960s would have retail rounds, depots and shops at Burnham, Cheddar, Clevedon, Glastonbury, Nailsea, Taunton and Weston-super-Mare.

[edit] Company timeline

The Horlicks factory in Slough is a local landmark. 1869: William Horlick from Ruardean, Gloucestershire emigrated to the United States. 1873: James Horlick, a pharmacist, joined his brother, William, in the U.S. and together they founded the company J & W Horlicks in Chicago to manufacture a patented malted milk drink as an artificial infant food. 1875: Business moved to larger premises at Racine, Wisconsin, with an abundant supply of spring water. 1883: U.S. patent 278,967 granted to William for first malted milk drink mixing powder with hot water. 1890: James returned to London to set up an office importing U.S.-made product. 1906: Slough selected as site for new factory (see picture).

1908: Factory construction completed at a cost of 28,000. 1909-1910: Horlicks became popular as a provision for North Pole and South Pole expeditions by Robert Peary, Roald Amundsen, and Robert Falcon Scott. 1914: James made a baronet. World War I saw extensive use of Horlicks drink at home and at the front. 1921: Death of James led company to split, with William having responsibility for the Americas and the sons of James for the rest of the world. 1928: William Horlick High School founded just north of Horlicks' headquarters in Racine, Wisconsin. 1931: "Night Starvation" story developed to promote Horlicks as a bedtime drink. 1935: Richard E. Byrd named the Horlick Mountains on the edge of the Ross Ice Shelf after William, in appreciation of his support. A small factory opened in Australia for the local market, including New Zealand. Horlicks milkychocolate-flavoured disks in paper packets, which were eaten as candy, were marketed in the USA via radio commercials touting the ease with which they could be taken to school by children. In America, Horlicks Tablets were sold as a candy, offered in a glass bottle resembling an aspirin jar. These tablets were used during World War II as an energy boosting treat by U.S., UK and other soldiers. Today, these are packaged in foil pouches, manufactured in Malaysia as Horlicks Malties 1936: William Horlick died, aged 90. 1945: The U.S. company was acquired by the British Horlicks business. 1952: Horlicks was linked to the successful treatment of gastric ulcers and some forms of diabetes. 1960: Factory built in Punjab, India to make Horlicks from buffalo milk. 1968: Factory built in Punjab, Pakistan, to supply local demand (including East Pakistan, now Bangladesh). 1969: Horlicks acquired by the Beecham Group. 1975-1978: Factory construction and expansion in Rajahmundry, Andhra Pradesh. 1989: Beecham Group became SmithKline Beecham. 2000: SmithKline Beecham became GlaxoSmithKline.

Complan or Horlicks, Which is the Best health Drink?

By Swagata Yadavar

If you thought shopping for a kid and with a kid was supposed to be easy, forget it. The era of Natraj pencils, Parle G biscuits and one product dominated market is long gone; there are multitudes of choices, competitive advertising strategies and pricey products in the kids market. Add that to the computer savvy, mobile tapping new generation of kids and you will have harried parents with lighter pockets to complete the picture. Take the health drinks market for kids, there are so many options like Bournvita, Horlicks, Boost, Maltova and Complan, all of them tell you the same thing, that it will enhance growth in your kids and make them taller, smarter and stronger. We asked various nutritionists about the need for these drinks and if there is a real difference between the different products. Why are Health Drinks needed? Fussy Kids

Kids require balanced diet which boosts their growth and development. Thus kids are recommended to eat more of foods that contain protein like milk, pulses, dairy products, more of vegetables and fruits for its vitamins and less of junk food that gives empty calories. But try explaining this to a kid. There are a range of unhealthy food items that are available to children from chips to cream biscuits to 2 minute noodles. Children are lured with their favorite stars and cartoon characters as well as the amazing taste of these products. Children insist on eating only these products compared to homemade delicacies like upma or poha. Thus you have fussy kids and stressed out parents who worry if their kid gets adequate nutrition. So how do you ensure your kid gets adequate nutrition?

Milk Helps Milk is always the primary source of nutrition for kids and is the richest source of protein. Because Protein is essential for growth and development of the body, it is stressed upon in diet for children. Recommended Dietary Allowances (RDA) Protein for kids 0-6 months 6-12 months 1-3 years 4-6 years 7-10 years 13 gm 14 gm 16 gm 24 gm 28 gm

A glass of whole and skimmed milk gives about 8 grams of protein; so if your child drinks about 2 glasses of milk, he or she gets about 16 grams of protein. This fulfills about 60% of protein requirement for a 10 year old. So only by drinking milk, your child can get half of his or her daily requirement; the other half can be provided by a healthy diet. Health drinks come to rescue! If your child is too fussy about drinking milk by itself then you need to look out for an additive which adds nutrition and taste to milk. Dr. Rachna Sethi, a well known nutritionist says, These health drinks like Horlicks, Complan, more than anything else have malt in it which gives taste and flavor to milk. Other than that, these drinks are fortified with minerals like iron and vitamin C which milk lacks hence these drinks add to the nutrition. Dr. Shweta Iyengar, Nutritionists says, Nutritional drinks are not indispensible, these are required today because kids have become fussy about what they eat and drink. If you think your child is not getting the required nutrition for his age, these options are necessary. How do you choose the best health drink, in this confusion?

But if you decide that your kid requires the extra nutrition that health drinks provide, you will have a difficult time deciding which is the best one. There is Complan that promises to give 100% milk protein with 23 vital nutrients, followed by Bournvita boasting that it is the drink of the real achievers and finally Horlicks which promises to make your kid, Taller, Stronger and Sharper. The real challenge then become choosing the best among these brands. Of all the claims that the companies manufacturing these drinks make, it is difficult to narrow it down to one as all of them which boasts of more nutritional value. Dr. Rachna Sethi opines that In India it is difficult to authenticate the claims made by these companies. The basic difference among these products is that some of them namely Boost and Bournvita are brown drinks made of cocoa and the white drinks like Complan and Horlicks are made of malt or milk. In addition Dr. Shweta says there are some minute differences in the nutritional values and nutrients. Dont get Lured by the Ads Horlicks makes children Taller, stronger and sharper Claim unsubstantiated says ASA (UK)

In 2005, GlaxoSmithKlines Horlicks came up with a campaign saying that drinking Horlicks made the kids- taller, stronger and sharper. The company supported the claim by citing the study where 879 students from a boarding school were divided into two groups, both the groups being given the same food, same education and same activities, the only difference was that one group was given Horlicks and other was given another health drink. The company further states that after 14 months, results showed that the group which drank Horlicks had indeed become taller, stronger and sharper. This study was conducted by Indian institute of Nutrition, Hyderabad says the company.

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Complan or Horlicks, Which is the Best health Drink?

By Swagata Yadavar

However the company has not taken permission from the Food and Drug Administration to conduct the trial. Even with doubts about its claims, Horlicks had been advertising the same campaign for months in India, but when a channel (Nepali TV) mistakenly broadcasted the same advertisement in UK, the Advertising Standard Authority slapped them with a notice. The notice said that the claim of making children taller, stronger and sharper was unsubstantiated. The company GSK, sells Horlicks in UK as a drink that aids sleep. That is the double standard of most MNCs that market the same product differently in India and abroad since there are not strict enough regulations by the FDA or the Advertising Association in India. What to look out while choosing a health drink? Reading just the cover of the health drinks will not help you much in choosing the most nutritious drink because the data displayed is often misleading. All the drinks claim studies with children drinking their health drink growing exceptionally well than others, but as in the case of Horlicks, the objectivity as well as the reputation of those who conducted the study has to be authenticated. On the surface, all the health drinks have the same components but where they differ is the serving size and the price. Some companies like Bournvita claim that 10 gm or about half teaspoon is enough for a drink which seems unlikely to be enough for a glass of milk. Similarly Bournvita says that it contains 40% of RDA for protein, but what they write in fine prints is that they have considered the protein contained in milk so most of the protein comes from milk while a small percentage comes from Bournvita!

Look at the Nutritional Table of the Health drink to actually know which is better. Essential nutrients for kids: Look for these components when choosing any nutritional supplement for your kid.
Calcium- Required for building strong bones and sustaining a normal development of the body. Phosphorous- Research shows that phosphorous plays an important role in formation of bones along with calcium and is also useful in digestion, excretion and maintenance of fluids and tissues. Protein Proteins are the building blocks of the body, and are constituents of all muscles, tissues and also are responsible for growth and repair of the body. Fatty Acids- Fatty acids like omega 3 and omega 6 fatty acids are essential for brain development, improving concentration, helping memory and regulating moods swings. Vitamins and minerals- Vitamins and minerals are very essential for your kids development. Vitamin B complex is required to fulfill almost all bodily functions, vitamin C is necessary to develop an immune system, zinc is required for healthy nerve endings and iron is required for better transportation of oxygen in the blood stream.

Comparison of Major brands Per 100 gm Protein (gm) Carbohydrate (gm) Fat (gm) Calcium (mg) Phosphorous (mg) 1 serve (gm) Complan Horlicks Bournvita 18 62 11 800 780 33 (two scoops) 11 13.94 2.0 741 280 27 ( two scoops) 7 84 2 100 205 10 (half scoop) Boost 7.5 83.0 3.564 577.5 20 gm (one and

half) Price per 500 gm Drinks per pack (no.) Rs.154 15 Rs.138 18 Rs.138 50 Rs.135 25

Verdict: As per the packet and our research, Complan is better than other drinks. Balanced Diet, a Must Parents must remember that nutritional drinks are not a replacement for a balanced diet, since our body can best absorb nutrients in their natural state. The main reason to look for a nutritional drink is when your child is not getting the nutrition that he needs. Also remember that never start these drinks for children less than a year old. Nutritional drinks are a supplement for your kids diet, so the focus should be on getting them to eat eggs, green leafy vegetables, pulses, fruits and vegetables which will make them naturally tall, strong and sharp. Thats what you always wanted, right!