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European Communitiesâ€â€Measures Concerning Meat and Meat Products (Hormones)

Report of the Dispute Settlement Panel, WT/DS26/R/USA (1997) World Trade Organization

Background and Facts

Throughout the 1970s, European consumers became more concerned over the use of hormones to speed the growth of livestock. Their fears were in part based on the fact that some people had been injured by the illegal use of certain banned hormones. Some consumer organizations boycotted meats. By 1986, the EC had banned the sale of beef from cattle given growth hormones. The EC maintained that such measures were necessary to protect public health (primarily from hormone-related illnesses and cancer) and necessary to restore confidence in the meat industry. The United States began contesting the hormone ban in 1987 at GATT. In January 1989, the United States introduced retaliatory measures in the form of 100 percent ad valorem duties on a list of products imported from the European Communities. The United States, together with Australia, Canada, New Zealand, and Norway, maintained that the ban was unlawful under the 1994 Agreement on the Application of Sanitary and Phytosanitary Measures (SPS Agreement) and brought this complaint. The United States argued that the ban was not based on an assessment of risk, not based on scientific principles, more trade-restrictive than necessary, and a disguised restriction on trade. [T]he European Communities requested the establishment of a panel to examine this matter, and the United States terminated its retaliatory action entirely. Prior to the ban, U.S. firms had exported hundreds of millions of dollars of goods annually to Europe. After the ban, exports plummeted to nearly zero. The European Communities argued that its measures offered equal opportunities of access to the EC market for all third-country animals and meat from animals to which no hormones had been administered for growth promotion purposes.

Report of the Panel

Article 3.1 requires Members to base their sanitary measures on international standards, guidelines or recommendations [where they exist]. We note, therefore, that even if international standards may not, in their own right, be binding on Members, Article 3.1 requires Members to base their sanitary measures on these standards … We shall therefore, as a first step, examine whether there are international standards, guidelines or recommendations with respect to the EC measures in dispute and, if so, whether the EC measures are based on these standards, guidelines or recommendations in accordance with Article 3.1[of the SPS Agreement]:

To harmonize sanitary and phytosanitary measures on as wide a basis as possible, Members shall base their sanitary and phytosanitary measures on international standards, guidelines or recommendations, where they exist, except as otherwise provided for in this Agreement …

For food safety … the SPS Agreement defines “international standards, guidelines or recommendations†as “the standards, guidelines and recommendations established by the Codex Alimentarius Commission relating to food additives, veterinary drug and pesticide residues, contaminants, methods of analysis and sampling, and codes and guidelines of hygienic practice.†We note that [there are] five Codex standards … relating to veterinary drug residues … with respect to five of the six hormones in dispute when these hormones are used for growth promotion purposes … We find, therefore, that international standards exist with respect to the EC measures in dispute. * * *

The amount of residues of these hormones administered for growth promotion purposes allowed by these Codex standards is … higher than zero (a maximum level of such residues has not even been prescribed). The EC measures in dispute, on the other hand, do not allow the presence of any residues of these three hormones administered for growth promotion purposes. The level of protection reflected in the EC measures is, therefore, significantly different from the level of protection reflected in the Codex standards. The EC measures in dispute are … therefore, not based on existing international standards as specified in Article 3.1. * * *

[For those sanitary measures for which no international standards exist] … a Member needs to ensure that its sanitary measures are based on an assessment of risks. The obligation to base a sanitary measure on a risk assessment may be viewed as a specific application of the basic obligations contained in Article 2.2 of the SPS Agreement which provides that “Members shall ensure that any sanitary … measure is applied only to the extent necessary to protect human, animal or plant life or health, is based on scientific principles and is not maintained without sufficient scientific evidence … “ (emphasis added). Articles 5.1 to 5.3 sum up factors a Member needs to take into account in making this assessment of risks … [A]n assessment of risks is, at least for risks to human life or health, a scientific examination of data and factual studies; it is not a policy exercise involving social value judgments made by political bodies. * * *

We recall that under the SPS Agreement a risk assessment should, for the purposes of this dispute, identify the adverse effects on human health arising from the presence of the specific hormones at issue when used as growth promoters in meat or meat products and, if any such adverse effects exist, evaluate the potential or probability of occurrence of these effects. We further recall that a risk assessment should be a scientific examination of data and studies and that the SPS Agreement sets out factors which need to be taken into account in a risk assessment.

[The panel conducted a review of the scientific studies.] All of the scientific studies outlined above came to the conclusion that the use of the hormones at issue for growth promotion purposes is safe; most of these studies adding that this conclusion assumes that good practice is followed. We note that this conclusion has also been confirmed by the scientific experts advising the Panel. Accordingly, the European Communities has not established the existence of any identifiable risk against which the EC measures at issue … can protect human life or health.

DECISION. The EC’s ban on the sale of beef containing residues of growth hormones was found to violate the Agreement on the Application of Sanitary and Phytosanitary Measures. Where an existing internationally accepted standard permits beef to contain a residue of a certain growth hormone, an EC regulation permitting zero residue is in violation of the agreement. Where no internationally accepted standard exists on the residue of a certain hormone, the EC ban on that hormone is not permitted because it is not based on a risk assessment made using scientifically accepted principles.

COMMENT. The panel’s decision was upheld by the WTO Appellate Body and accepted by the WTO Dispute Settlement Body. The United States and Canada were authorized to impose retaliatory tariffs on EU imports. The United States imposed 100 percent duties on a range of European products valued at $116 million per year (Canada at CDN$11.3 million). An agreement was finally reached in which the EU would allow increased duty free imports of U.S. beef produced without hormones in return for the United States eliminating the retaliatory tariffs over a period of several years.

1. Issue

2.Rule/Law

3. Application of Facts to Law

4. Conclusion.

start with stating the legal issue the court answering.

then you state the specifics of the law the court used to answer the issue

then you apply the relevant facts identified by the court to the above law

You then state how the court held and why.

 
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Q-Ritz? Products’s materials? manager, Tej? Dhakar, must determine whether to make or buy a new semiconductor for the wrist TV that the firm is about to produce.

One million units are expected to be produced over the life cycle. If the product is? made, start-up and production costs of the make decision total ?$1

?million, with a probability of 0.5 that the product will be satisfactory and a 0.5

probability that it will not. If the product is not? satisfactory, the firm will have to reevaluate the decision. If the decision is? reevaluated, the choice will be whether to spend another ?$1

million to redesign the semiconductor or to purchase. Likelihood of success the second time that the make decision is made is 0.9.

If the second make decision also? fails, the firm must purchase. Regardless of when the purchase takes? place, Dhakar’s best judgment of cost is that Ritz will pay ?$0.60

for each purchased semiconductor plus ?$1 million in vendor development cost.

?a) Assuming that Ritz must have the semiconductor? (stopping or doing without is not a viable? option), what is the best? decision?

The firm should…. (MAKE/BUY) the semiconductors because this decision has an expected cost of

 
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(a) Select any consumer product that you have recently purchased. Elaborate the product’s features and benefits and how these are fulfilling your needs.
(b) Applying the concepts discussed in the course in the sessions related to consumer behavior, evaluate, and critique the decision-making process that you followed for the purchase. What specific improvements can the company marketing the product make to assist its customers in their decision-making process?
(c) Describe how the technological, cultural, social factors, including your values, beliefs, attitude, your family, friends, opinion leaders, your psychological and other personal factors, etc., are affecting your buying decision. How did the company marketing the product apply these factors in its marketing strategy?
Note that this consulting report must be attempted and submitted individually by each student.
Please do each question separately. Write in your own words in a Word file, about 5 pages and submit on Moodle by the deadline which will not be extended. No resubmissions are allowed for any reason.
If you need any clarification or guidance, you can contact me during the Tutoring Session through Student Success on Fridays between 79.30 am and 10.30 am.
Weight 9%
LO 1 – Apply knowledge of client behavior in the design of a marketing strategy – 4%
LO 2 – Discuss the impact of economic, technological, competitive, environmental, social, political, and cultural aspects of society on marketing initiatives – 5%
 
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Timeline 1971 Starbucks opens first store in Seattle’s Pike Place Market. 1982 Howard Schultz joins Starbucks as director of retail operations and marketing. Starbucks begins providing coffee to fine restaurants and espresso bars. 1983 Schultz travels to Italy, where he’s impressed with the popularity of espresso bars in Milan. He sees the potential to develop a similar coffeehouse culture in Seattle. 1984 Schultz convinces the founders of Starbucks to test the coffeehouse concept in downtown Seattle, where the first Starbucks® Caffè Latte is served. This successful experiment is the genesis for a company that Schultz founds in 1985. 1985 Schultz founds Il Giornale, offering brewed coffee and espresso beverages made from Starbucks® coffee beans. 1987 Il Giornale acquires Starbucks assets with the backing of local investors and changes its name to Starbucks Corporation. Opens in Chicago and first store outside the United States in Vancouver, Canada. Total stores*: 17 1988 Offers full health benefits to eligible full- and part-time employees, including coverage for domestic partnerships. Total stores: 33 1989 Total stores: 55 1990 Starbucks expands headquarters in Seattle. Unveils Starbucks Mission Statement: “To establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles as we grow.†Total stores: 84 1991 Becomes the first privately owned U.S. company to offer a stock option program that includes part-time employees. Opens first licensed airport store at Seattle’s Sea-Tac International Airport. Total stores: 116 1992 Completes initial public offering (IPO). Total stores: 165 1993 Opens roasting plant in Kent, Wash. Announces first two-for-one stock split. Total stores: 272 1994 Opens first drive-thru location. Total stores: 425 Timeline © 2020 Starbucks Corporation. All rights reserved. 1995 Begins serving Frappuccino® blended beverages. Opens first LEED®-certified store in Hillsboro, Ore. Debuts its first album, “Blue Note Blend.†Announces second two-for-one stock split. Opens roasting facility in York, Pa. Total stores: 677 1996 Begins selling bottled Frappuccino® coffee drink through North American Coffee Partnership. Opens stores in: Japan (first store outside of North America) and Singapore. Total stores: 1,015 1997 Establishes The Starbucks Foundation. Opens stores in: Philippines. Total stores: 1,412 1998 Extends the Starbucks brand into grocery channels across the U.S. Opens in underserved neighborhoods through joint-venture partnership with Magic Johnson. Launches Starbucks.com. Establishes the CUP Fund emergency financial assistance fund for partners. Opens stores in: Malaysia, New Zealand, Taiwan, Thailand, United Kingdom. Total stores: 1,886 1999 Partners with Conservation International to promote sustainable coffeegrowing practices. Announces third two-for-one stock split. Opens stores in: China, Kuwait, Lebanon and South Korea. Total stores: 2,498 2000 Opens stores in: Australia, Bahrain, Hong Kong, Qatar, Saudi Arabia and United Arab Emirates. Total stores: 3,501 2001 Introduces ethical coffee-sourcing guidelines developed in partnership with Conservation International. Introduces the Starbucks Card. Announces fourth two-for-one stock split. Opens stores in: Austria and Switzerland. Total stores: 4,709 2002 Establishes Starbucks Coffee Trading Company (SCTC) in Lausanne, Switzerland. Launches Wi-Fi in stores. Opens stores in: Germany, Greece, Indonesia, Mexico, Oman, Puerto Rico and Spain. Total stores: 5,886 Timeline © 2020 Starbucks Corporation. All rights reserved. 2003 Acquires Seattle Coffee Company, which includes Seattle’s Best Coffee® and Torrefazione Italia® coffee. Opens roasting facilities in Carson Valley, Nev., and Amsterdam, Netherlands. Opens stores in: Chile, Cyprus, Peru and Turkey. Total stores: 7,225 2004 Opens first Farmer Support Center in San José, Costa Rica. Introduces Starbucks Coffee Master Program. Opens stores in: France. Total stores: 8,569 2005 Acquires Ethos Water. Announces fifth two-for-one stock split. Opens stores in: Bahamas, Ireland and Jordan. Total stores: 10,241 2006 Launches the industry’s first paper beverage cup containing post-consumer recycled fiber. Opens stores in: Brazil and Egypt. Total stores: 12,440 2007 Eliminates all artificial trans fat and makes 2 percent milk the new standard for espresso beverages. Opens stores in: Denmark, Netherlands, Romania and Russia. Total stores: 15,011 2008 Chairman Howard Schultz returns as chief executive officer and begins transformation of the company. Acquires Coffee Equipment Company and its Clover® brewing system. Adopts new Mission Statement: “To inspire and nurture the human spirit – one person, one cup and one neighborhood at a time.†Establishes social media presence, launching Starbucks first online community, My Starbucks Idea. Also joins Twitter and debuts Starbucks Facebook page. Opens stores in: Argentina, Belgium, Bulgaria, Czech Republic and Portugal. Total stores: 16,680 2009 Launches Starbucks VIA® Instant. Opens Farmer Support Center in Kigali, Rwanda. Launches My Starbucks Rewards® loyalty program and first iPhone® app with Starbucks Card mobile payment. Opens Roasting Plant in Sandy Run, S.C. Opens stores in: Aruba and Poland. Total stores: 16,635 2010 Expands digital offerings for customers with free unlimited Wi-Fi. Opens stores in: El Salvador, Hungary and Sweden. Total stores: 16,858 Timeline © 2020 Starbucks Corporation. All rights reserved. 2011 Launches first annual Global Month of Service to celebrate company’s 40th anniversary. Opens first Community Stores in Harlem and Crenshaw neighborhoods. Acquires Evolution Fresh. Opens Farmer Support Center in Mbeya, Tanzania. Opens stores in: Curacao, Guatemala and Morocco. Total stores: 17,003 2012 Introduces Starbucks® Blonde Roast. Opens Farmer Support Centers in Manizales, Colombia and Yunnan, China. Adds handcrafted Starbucks Refreshers® to its beverage platform. Acquires Teavana. Opens Starbucks Soluble Plant in Augusta, Ga. Opens stores in: Costa Rica, Finland, India and Norway. Total stores: 18,066 2013 Strengthens ethical sourcing efforts with coffee farming research and development center at Hacienda Alsacia in Costa Rica. Starbucks ceo Howard Schultz reinforces company’s commitment to marriage equality at company’s annual meeting of shareholders. Opens Evolution Fresh® juicery in Rancho Cucamonga, Calif. First military family stores open near military bases in Lakewood, Wash. and San Antonio, Texas. Opens stores in: Monaco and Vietnam. Total stores: 19,767 2014 Creates Starbucks College Achievement Plan with Arizona State University to offer qualifying Starbucks U.S. partners the opportunity to complete a college degree through ASU’s online degree program. Announces commitment to hiring 10,000 veterans and military spouses by 2018. Opens first Starbucks Reserve® Roastery in Seattle. Launches Starbucks® Mobile Order & Pay. Opens Farmer Support Center in Addis Ababa, Ethiopia. Opens stores in: Bolivia, Brunei and Colombia. Total stores: 21,366 2015 Launches Cold Brew iced coffee. Announces sixth two-for-one stock split. Commits to hiring at least 10,000 Opportunity Youth by 2018 and leads the 100,000 Opportunities Initiative. Expands Starbucks College Achievement Plan to offer full tuition coverage for all four years of an undergraduate degree for qualifying U.S. Starbucks partners. Commits to 25,000 partners graduating by 2025. Reaches 99% ethically sourced coffee milestone. Opens Farmer Support Center in North Sumatra, Indonesia. Timeline © 2020 Starbucks Corporation. All rights reserved. 2015 Announces the Sustainable Coffee Challenge to make coffee the world’s first sustainably sourced agricultural product. Opens stores in: Azerbaijan, Cambodia, Kazakhstan and Panama. Total stores: 23,043 2016 Opens store and on-site training center in Queens, N.Y. and Ferguson, Mo., the first of many locations the company opens in diverse, low- to mediumincome urban communities. Launches Starbucks® FoodShare, a program to donate ready-to-eat meals to food banks across the United States. Opens Farmer Support Center in Chiapas, Mexico. Opens stores in: Andorra, Luxembourg, Slovakia, South Africa and Trinidad and Tobago. Total stores: 25,085 2017 Expands hiring commitment to 25,000 service members, veterans and military spouses by 2025, after reaching milestone of 10,000 hires. Expands hiring commitment to include 10,000 refugees around the world by 2022. Kevin Johnson becomes chief executive officer. Howard Schultz transitions to executive chairman. Opens Starbucks Reserve® Roastery in Shanghai. First Princi™ bakeries for Starbucks open in Starbucks Roastery locations. Opens stores in: Jamaica. Total stores: 28,039 2018 Commits to new environmental goals: phasing out disposable plastic straws by 2020 and operating 10,000 ‘Greener Stores’ globally by 2025. Opens Starbucks Reserve® Roastery locations in Milan and New York. Reaches 100 percent pay equity for partners of all genders and people of all races performing similar work in the U.S. Starbucks and Nestlé form Global Coffee Alliance. Howard Schultz retires from Starbucks, becomes chairman emeritus. Opens stores in: Italy and Uruguay. Total stores: 29,865 2019 Opens Starbucks Reserve® Roastery locations in Tokyo and Chicago. Reaches goal of hiring 25,000 veterans and military spouses six years early, commits to hiring 5,000 more each year. Leadership Experience in Chicago gathers 12,000 store managers and field leaders to connect with coffee, communities and each another. Opens stores in: Cayman Islands, Malta, Serbia and Turks and Caicos. Total stores: 31,795 2020 Announces new sustainability aspiration to become resource positive, “Giving more than we take from the planet.†Transforms mental health benefits, including new resources for U.S. partners. Introduces strawless lids for iced beverages in stores in the U.S. and Canada. Opens stores in: Dominican Republic. Total stores: 32,660 (as of Oct. 29, 2020)

Review the timeline of Starbucks on their website (also attached below).

  1. Identify the times and situations when they made acquisitions and partnerships.
  2. What kinds of benefits were they targeting with each alliance?
  3. Was it successful? If it was not, did it greatly affect Starbuck’s business or reputation?
 
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