Market analysis of Engro Corporation in Pakistan

Market analysis of Engro Corporation in Pakistan Around 45 years back from today, Mari Gas field was discovered by Esso Mobil joint venture that led to the basis of Esso Pakistan that is now popularly known as Engro Corporation. Today it is one of the largest companies operating in Pakistan with diversified operations ranging from fertilizers to polymer and has also established itself in the field of dairy products with Engro Foods. As the website says, Engro stands for energy for growth. From inception, ours is a legacy of continuous growth, new challenges and fulfilled promises. From fertilizers to dairy products, business solutions to PVC resin, power generation to commodity trade, at Engro our ambition is to become the premier Pakistani enterprise with a global reach. ENGRO FOODS: After establishing its firm footing in the chemicals and fertilizers sector, Engro decided to try its fate in the foods and came up with a spin off in the form of Engro Foods. Engro Foods Limited was officially launched as a fully owned subsidiary of Engro in 2004. Using dairy as a stepping stone to enter into the food business, the Company has established state-of-the-art processing units in Sukkur and Sahiwal, along with an ice cream production facility in Sahiwal. Top quality brands like Olpers, Olwell, Tarang, Omore and Owsum have been successfully launched under the helm of Companys dairy products. To support these brands and their highest standards of quality, Engro Foods has invested heavily in milk processing and milk collection infrastructure. (Engros website) VISION: Engro Foods vision is Elevating Consumer Delight Worldwide and the Company aims to generate a significant portion of its revenue from foreign operations. SUCCESS OF OLPERS: Olpers has had an overwhelming success ever since it entered the market. It has now become one of the leading brands in the dairy industry. When Engro foods back in 2006 decided to launch Olpers, experts were of the opinion that the brand would eventually fail considering the fact that there were established brands like Haleeb and Nestle Milk Pak. However, by the end of 2006, Olpers annual sales were of Rs. 1 billion and in 2008 the brand had 22% of the market share of worlds fourth largest milk producing country. Following factors have significantly contributed to it: Tag line Subha Bakher zindagi Ramzan campaing The World of Olpers, for example, involves reaching out to the different locations in various cities and having the housewives participate in learning and showcasing milk-based recipes. Morning shows The Olpers Consumer Relationship Party, another ongoing BTL based program, which intends to create and maintain loyalty amongst the brands users. Olpers, however, stepped into the foray by launching a massive campaign that started off with an introductory slice-of-life television commercial featuring some of the biggest stars in Pakistan. Total Quality Management (TQM): A concept that focuses on managing the total organization to deliver quality to customers. Four significant elements of TQM are employee involvement, focus on the customer, benchmarking and continuous improvement. (MANAGEMENT, DANNY SAMSON RICHARD L DAFT). Employee Involvement: Employee involvement maybe referred to as a participative strategy to engage the employees of the organization, designed to encourage employee commitment to organizational success. Employee involvement emphasizes making the employee a stakeholder in business performance through rewards systems such as gain sharing and through business education. Focus on Customers: Any business largely depends on its customers in order to flourish; therefore, customer satisfaction is a key aspect that the organizations need to take proper care of. Your company will need to outstandingly serve the customer. It may be achieved through the following: Quickly responding to customer queries. Providing information as needed Creating custom surveys to capture your customer needs Benchmarking: Benchmarking refers to the process through which organizations evaluate various aspects of their processes in relation to the best practices that are present within their own industry. They then plan to adopt these best practices in order to enhance performance. Benchmarking is a basic tool for implementation of Total Quality Management. TQM focuses on how to improve the work processes in order to get better products. And with the help of benchmarking one can measure a work process or procedure and then to set a standard and improve the processes to that standard. This would improve the effectiveness and efficiency and thus TQMs goal will be achieved Continuous Improvement: Continuous improvement is one of the four stages that are involved in TQM. It deals with the organization employing various R D techniques in order to make improvements that can lead them to be competitive in their industry. As it is said that competitiveness may only be achieved through innovation and that can only be attained through continuous R D. As most of Engros food products are milk based, therefore the Milk Procurement Department of theirs plays a pivotal role in ensuring that quality is delivered to the customers. Collection of milk from rural areas is one of the key features of the milk industry and since Olpers recognize its importance therefore, the department is responsible for regular collection of milk and to ensure the freshness of it. Moving on, in its overwhelming success, the Quality Assurance department also has played its part. There are qualified food technologists that are responsible to make sure that the end product reaches the customer with the quality that is promised and that Engro aims to deliver, thus focusing on its customers. Like any other company it was not an easy task for Engro to step in and for this it had to carry out a market research. First thing that the management noticed was that people wanted milk for all purpose and later that became Engros top priority. Moving on, Engro wanted to further expand its product varities and then came up with Owsum milk, Olwell, Tarang etc. (continuous improvement). However, to them customer feedback was particularly of great importance and hence after Olperss launch in the market, they conducted market research to obtain customer feedback. Customer feedback came as a positive sign and then Engro decided to make further investment by setting up a plant in Sahiwal. (focus on customers) Not only was it helpful for the company to determine its own standing in the market but at the same time it proved beneficial to have a measure of the competitors. The customer survey was particularly important to estimate the number of loyal customers of competing brands and also i n making decisions and drawing strategies for times to come. SWOT ANALYSIS: STRENGTHS: Engro as parent company. Good relations with farmers Customer Feedback Research Third Generation Plant- only one in Pakistan who has it, removes bacteria content effectively. WEAKNESSES: Collection of loose milk Milk collection and distribution costs OPPORTUNITIES: People switching from loose milk to Tetra pack Improving economic conditions of the country. Pakistan one of the largest milk producing countries in the world THREATS: Fierce rivalry and competition Different prices Principles of Management Survey Q1. Name: ________________________________ Q2. Gender: a) Male b) Female Q3. Age: a) 10-20yrs b) 20-30yrs c) 30-40yrs d) 40-50yrs e) 50 above Q4. Profession: a) Student b) Housewife c) Working Q5. Brand that you prefer is: a) Milk Pak b) Haleeb c) Olpers d) Pakola e) Other Q6. Reasons for your choice: _________________________________________ _________________________________________ __________________________________________ Q7. Did you prefer any other brand before switching to the current one? Yes b) No Q8. If yes, then which brand did you use earlier? ____________________ Q9. Reason(s) for switching: ___________________________________________ ___________________________________________ Q10. Any recommendations that you would want to make (only in case of Olpers): ______________________________________________________________________________________________________________________________________________________________________________________________________________.

A Clockwork Orange by Anthony Burgess :: essays research papers

A Clockwork Orange by Anthony Burgess Anthony Burgess is a very strange author. He had a really weird vision of the future. I feel he did a great job describing his viewpoint. Anthony Burgess is not only a novelist, he also has written several plays, and even composed a few symphonies. He was born in 1917, and died in 1991. He first published "A Clockwork Orange" in the U.S. in 1962 and initially it had 20 chapters, one less than he had written. The version I read was reprinted in 1986 with that last, 21st chapter. The main character, Alex, and his three friends thought they were indestructible. All they did every night was go around picking fights, drinking, and stealing. One night his friends sold him out and beat him up, leaving him to get caught by the police. Alex was wanted for many crimes that he had committed but they had never caught him before. After 2 years of jail they gave Alex the option to have an experimental treatment to get him out of jail early. The treatment was that they had to pump Alex full of drugs and show him movies of bad things to make him feel sick when he thought of committing illegal crimes. They released him after the treatment, only to get beat up even worse by his old enemies. He was put back into the hospital, they realized what they had done was wrong, and they changed him back to normal. The time period the book was written in is 2010, which was very far in the future in 1962. The author must have thought that the world would have changed a lot more than it has because the world he wrote about is very different than how it really is and will be by 2010. Burgess wrote this book in a futuristic language he thought would fit the time period. The book was pretty hard to figure out at first because of this, but by using context clues it became easier after the first chapter.

Angostura Aromatic Bitters’ marketing plan Essay

1. Executive Summary 1.1 Synopsis of the Situation The history of Angostura aromatic bitters approaches the year of 1822, when a cholera epidemic whipped the population of Angostura in Venezuela, when the young doctor Johann Gottlieb Benjamin Siegert created a somewhat bitter medicine, quite unusual taste, but of proven volatilities effectively relieve the stomach of his many patients. This potion was composed of over 25 botanicals in abundant natural reserves of these tropical lands, including fruits, roots, herbs seeds, bark, and a  good amount of ingredients whose name and proportion remain, even today, in the strictest secrecy. In 1830 a distillery installed and did not take long to become famous on the continent, winning the gold medal at the World Exhibition in Vienna in 1873. After the death of Siegert in 1870, the family moved in 1875 to Trinidad and Tobago where there continues today making the Angostura aromatic bitters, preserving their behalf to keep the Venezuelan source most of their inputs to date, as well as also the peculiar label in four languages and signature of its inventor, who since then characterizes it. Its initial use was to relieve some stomach ailments. But some additional benefits subsequently discovered is that the strengthened the taste of certain foods and cocktails preparations, which made time disappear from kits home and hospital to become a common ingredient in bars and kitchens around the world . Today is a precious ingredient in the preparation of cocktails and is also used as a seasoning for soups and sauces. Drops of Angostura aromatic bitters is sold in small bottles of 100 cc and 200 cc, the most famous and popular brand Angostura aromatic bitters. Usually drops in drinks (G & T, Mojito, Cuba Libre, Pisco sour), classic cocktails like the Manhattan, Champagne Cocktail, etc. used and refreshments as LLB – (Lemon Lime & Bitters) or â€Å"Fantasia† Rock Shandy, The Chapman, The Gunner. Currently in the Colombian market there is not drop bitters, there are national essences bitter which are manufactured by CONDICOM and Productos El Bosque, which make the basic condiments for cooking. These national essences bitter have an alcohol content of 3 degrees, which makes you need to use a larger amount of product per cocktail or preparation, unlike drops Angostura aromatic bitters which have an alcohol content of 44.7 degrees making them stronger and with 2 or 3 drops per cocktail is enough to make the mixture,  not only because of its alcohol content but the strong flavor of the merged its ingredients. The category of biters brings sustainable growth in the global market of 4.7% in the last 5 years (Source: International Wine & Spirit Research). Angostura is still the leader in this category of bitter. 1.2 Key aspects of the marketing plan We want to be the exclusive distributor of Angostura aromatic bitters in Colombia. For this reason, we have to import the product, market and build brand image of â€Å"Drops of Angostura aromatic bitters† in the country. Also, position the product as a reference category. The key factors of this marketing plan are: Comply with the requirements of law, such as trademark registration and authorization. The trademark registration protects the producer (trademark owner) against any misuse of it by a third; this register is valid for 10 years. The health record is the guarantee that emits a government institution, which certifies that a product is fit for human consumption. Segment drops Angostura aromatic bitters into two distribution channels, which would be the ON-PREMISE (hotels, restaurants, coffee shops and bars) and OFF-PREMISE big retail channel. Define the cities in which the product and the strategic trade partners (sub-distributors) through which will be sell. Define the selling price to the various distribution channels which through which we will reach the consumer. Develop activities that generate image and brand recall, such as trainings, competitions of cocktails, sponsor cocktails menu, accompanied by free-press training in each activity. 2. Environmental analysis Colombia is a country with a population of 48,321,405 people (2013 estimates, source: DANE), it is in the 28th position in the table of population composed of 183 countries and has a moderate population density of 42 inhabitants per km2. At 2013 the Gross Domestic Product (GDP) in Colombia recorded an increase of  4.9%, according to data provided by the DANE. Investment and consumption showed a great performance. The sectors driving growth in 2013 were: mining and quarrying (4.9%); electricity, gas and water city (4.9%); financial institutions, insurance, real estate and business services (4.6%); trade, repair services, restaurants and hotels (4.3%); Transport, storage and communication (3.1%). Source: http://es.tradingeconomics.com/colombia/gdp Colombia is the fastest growing economy in Latin America, surpassing the Pacific Alliance (Colombia, Chile, Peru and Mexico). In turn, the country ranked 15th in growth in a sample of 75 nations. Source: world bank The unemployment rate in Colombia in 2013 on an urban scale, in the 13 largest cities is 8.7 percent, the lowest since 1995. The investment rate, the percentage of GDP that the country reinvests, reached 28.4%, the highest in half a century and the second in the region. Another important fact is that the force that is moving the economy is internal. Government consumption is growing at rates of 5.7% and 4% households. Within the household consumption stand purchases of durable goods, which accelerated during the third quarter of this has to do with the better performance of income and a higher level of confidence. As for imported spirits market figures in Colombia by categories to December 2013 in boxes of 12 bottles 9 liters each one, are: Alcoholic beverage Number boxes Whisky 403,189 Vodka 66,195 Gin 20,578 Brandy and cognac 1,532 Ron 205,518 Tequila 58,413 Wine 1,178,758 2.1 Strengths and weaknesses Strengths: Recognized as #1 in the world (large gap vs. competition). High concentration and high level of alcohol, making the product more efficient. Strong price position (inelastic). Rich in heritage and legacy (royal warrant). The product is nonperishable. Angostura will continue to make a consistently high quality product that will make people’s food and drink recipes come alive. Angostura train people in the classics, as well, as the cutting edge to make them better bartenders and cooks. Angostura will no longer see itself as traditional and old-fashioned, Angostura will exhibit flare, passion and attitude, and inject a little more irreverence. In ten years from now Angostura aromatic bitters will revolutionize the cocktail industry again and Angostura will be as popular a food ingredient as Lee & Perrin’s. Angostura is one of the most iconic brands in the world. The rich, dark and mysterious liquid adds a distinguishable color and taste to all its creations (adding color and flavor to life). Weaknesses: Low visibility at point of sale (especially ON-PREMISE channel). Consumption tax payable by the category, increasing the price. 2.2 Opportunities and threats Opportunities: Currently in Colombia the food industry (food and drink) is booming, a growth in recent years and still considered one of the 4 most important gastronomic destinations in Latin America. There is no category of bitter in Colombia and would be the first brand in this category, entering with the most recognized brand in the world. Partnerships with other major spirit brands. Partnership with Pernod Ricard and Monin. Improvements made into accessing new markets. Partnership with Bartender Guilds and Associations (The Golden Service, BAR) and schools of mixology. Slow food to capitalize on opportunity.   Currently the non-alcohol cocktails are booming. Threats: In Colombia the regulation of alcohol consumption is very strong. Financial monopoly, departments control the marketing of alcoholic beverages within its territory, to authorize or prohibit the entry of such products. Changing landscape of tax structure. Parallel Trade. Currently in Colombia there are two national brands of â€Å"essences† of bitter, which are CONDICOM and Productos el Bosque. In the future when the category of bitter â€Å"drops† will be develop; international brands reach (Fees Brothers, Bitter truth, Peychaud’s, Bitter Cube, Bittermen’s). This kind product does not enough known in the Colombian market. 2.3 Current objectives and performance The current objectives are: Enter the brand in Colombia. Develop nonexistent bitters category. Create image and brand awareness to achieve the referent category in Colombia. The performance of the marketing plan will be described in the following sections. 2.4 Five forces’ Porter analysis Threat of New Entrants: Capital, economic muscle, expertise, brand, regulation, taxes. Power of Suppliers: The Angostura aromatic bitters’ business in Colombia has only one supplier who is the company who made the product. For this reason, the supplier is extremely susceptible to the demands and requirements of the market and hold very high power. Power of Buyers: The consumers of cocktails and food in Colombia are very price sensitive, but they want to taste new flavors and they are very susceptible to trends. Availability of Substitutes: The bitters drops have no substitutes, as a unique flavor enhancer with the ability to marry flavors in the preparation of all food dishes. Competitive Rivalry: the market of bitters in Colombia has two local brand competitors, but they are not concentrated bitters (drops), they are essences. 3. Marketing Strategy 3.1 Segmentation As we mentioned above, Angostura Aromatic Bitters are used to be added to the cocktails and food to create new possibilities of flavor and a whole range of new and exclusive beverages and dishes. Due to the Angostura Aromatic Bitters’ conditions as an alcoholic beverage for the Colombian market (according with the requirements from INVIMA), Angostura Aromatic Bitters has to pay a special tax. For that reason, the price is higher than the Colombian competitors. Angostura Aromatic Bitters’ segmentation is defined in the two next tables related with the consumer and business markets: Segmentation variables for Angostura Aromatic Bitters’ consumer markets Geographic region South, north, and central Colombian areas City Bogotà ¡, Cali, Medellà ­n, Barranquilla, Cartagena, Santa Marta, Pereira, Manizales, Bucaramanga Density Urban Demographic age Above 18 Gender Male and female Religion All. The product has a kosher certification Social class Middle, upper middle and upper classes Behavioral occasions Regular and special occasions Segmentation variables for Angostura Aromatic Bitters’ business markets Demographic Hotels, restaurants, bars, coffee shops It does not matter the size Located in major cities in Colombia Operating variables Customer who use to drink cocktails and gastronomy Purchasing approaches Hotels, restaurants, bars and coffee shops who wants to be different, to supply a different and new cocktails age, to offer to their customers a high quality alcohol and non-alcohol beverages. Situational factors We focus either on large or small orders Personal characteristics We want to serve whatever hotels, restaurants, bars and coffee shops (ON PREMISE) and big retailers (OFF-PREMISE) 3.2 Target Market According with the segmentation, the Angostura Aromatic Bitters ´ targets are  the main and representative hotels, restaurants, coffee shops and bars, from the main Colombian cities, who serves the middle, upper middle and upper classes of the population who are above 18 years (the minimum Colombian age to be permitted to a people to drink an alcohol beverage). 3.3 Positioning (Value Proposition) Angostura Aromatic Bitters will position itself as the premier and unique enhanced flavor to non-alcohol and alcohol cocktail and food. This positioning will be achieved by leveraging Angostura Aromatic Bitters’ competitive edge: industry experience, innovation possibility and high quality. Angostura Aromatic Bitters is a high quality product produced for people who wants to have a new flavor experience related with a non-alcohol and alcohol beverages (new cocktails age) and food. The Angostura Aromatic Bitters’ company is able to use its vast experience and personal passion to create a high quality product to develop innovative and new flavored food and cocktails, for the whole cocktails drinkers and people who want to live a new experience about their food. 4. Marketing Programs 4.1 Product Respected and recognized as the leader in aromatic bitters worldwide; no bar or kitchen is complete without it. Angostura Aromatic Bitters is a high quality product produced from alcohol and many others aromatic plants. Unique flavor enhancer (seasoning) for the preparation of alcoholic and non-alcoholic beverages, as well as, any savory or sweet food dishes. Sodium and Gluten-Free. Exported to 150 countries worldwide. Kosher Certified. Tempers the acidity of citrus ingredients for individuals who are acid sensitive (also explains why Angostura aromatic bitters can settle the stomach). Classified as a food ingredient in many countries (in Colombia is  classified as an alcohol beverage). Although the product contains 44.7% alcohol by volume, each drop contains an insignificant amount of alcohol and therefore remains non-alcoholic. 100% Vegan. Because is more concentrated than the competition product, Angostura aromatic bitters yields more and their cost – benefit relationship is higher. Through these features, we want to develop and add value to the Angostura Aromatic Bitters’ consumers and the brand, in order to be successful in Colombia as the product has had successfully in the world. The price of the Angostura Aromatic Bitters make possible to generate revenues to all the different actors involved in the production and distribution chain. 4.2 Pricing Although the price of the Angostura Aromatic Bitters is higher than the Colombian competence, because of the taxes and importation costs, their cost – benefit relationship is higher: Product Volume per bottle Alcohol by volume Drops per bottle Drops per cocktail Cocktails per bottle USD per botle USD per cocktail Angostura aromatic bitters 100 cm3 44.7% 180 2 90 11.4 0.13 Colombian essences bitters 148 cm3 3% 266.4 15 18 5 0.28 The product price is favorable for the dealers allowing them to have a very attractive profit margin: 100 cm3 bottle USD Revenues % of price Selling Price from producer to distributor 3.6 Distributor final price after import and taxes 4.5 0.9 25% Selling price distributor to allied distributors 8.2 3.7 82% Selling price allied distributors to final consumer 11.4 3.2 39% 4.3 Promotion Use the original Angostura aromatic bitters’ webpage to show what the product is and several recipes. Create a viral marketing using Facebook, Twitter, Instagram, Pinterest to show the product. Using the mixologist’s network to develop the brand and product’s uses. Create Youtube videos in order to massify the recipes that used the Angostura aromatic bitters. Create  cellular phones applications (android and iphone) to widespread the access to the people to the product and its uses. Make a cross marketing between hotels, bars, coffee shops and restaurants and all the places where the product will sell, in order to the people knows the benefits and they can learn how they can use the Angostura aromatic bitters. Create contests in each city to involve consumers highlighting their creativity to make new cocktails using Angostura aromatic bitters. The bars, hotels, coffee shops and restaurants would make the winner’s cocktail available, on drinks menu for duration of contest, the winners will be adjudged via customer sales for cocktail. The winners will participate in a national contest to be the Colombian winner and take the chance to go to the â€Å"Legends of the Cocktail† World Tour. Create learning and e-learning courses to teach people the uses of the product. Involve the use of the product in TV specialized food and beverage shows (free-press). Make free samples to the launch time, in order to distribute it across the main restaurants, hotels, coffee shops and bars in each main city of Colombia, to create product recognition. Through these ways of promoting the Angostura aromatic bitters, we want to get consumers massively to become familiar with the product and its uses. 4.4 Distribution The Angostura aromatic bitters will have the next logistics to make the distribution: 1. The company sells us the product directly from their manufacturing plant located at Trinidad and Tobago. 2. We import the product to our warehouse located in Cali – Colombia. 3. We will have one distributor for each main city in Colombia. 4. The selling will be doing by internet, by phone and by visit directly to the client. The dispatching will be centralized from our main warehouse and with the application system help, the product will be send to each regional distributor in order to be dispatched to each client. 5. The main clients will be the restaurants, hotels, coffee shops and bars located in middle and high income areas of each mains Colombian cities. 6. We will sell the product in selected big retail chains and in wine and spirits specialized stores. 5. Evaluation and control 5.1 Performance measures Our strategic objectives are: Expand the distribution by placing products in: 50 retail stores (OFF-PREMISE) 15 wine and spirits specialized stores (OFF-PREMISE) 1,400 on the ON-PREMISE nationwide. Sale of 80% of first import at year 2015 (4,896 bottles during the year). We will evaluate our marketing plan according with this metrics, also external and internal: External metrics Metric Measure Market share per volume Angostura aromatic bitter volume of bottles sold versus total bottles of essences bitters sold Market share per value Angostura aromatic bitter total USD sold versus total USD of essences bitters sold Market share per customers Angostura aromatic bitter total customers versus total bitters’ customers Consumer satisfaction Surveys results from 90% of total Angostura aromatic bitter’ customer (hotels, restaurants, bars) Loyalty Percentage of customers who changed to the competitors Distribution Percentage of customers who received on time and full the deliver Learning Number of courses dictated Internal metrics Metric Measure Financial goals Percentage of financial goals accomplish by period Employee satisfaction Internal survey results Skill levels Knowledge about the product and its uses Learning Number of new learning and e-learning course created. Recipes Number of new recipes created. 5.2 Evaluation procedures The evaluation procedures we will do to do the performance measures are: Surveys Direct customer and channels control visits Statistical beverages consumer Statistical sells Statistics presence of the product in customers.

What Is Judicial Restraint Definition and Examples

Judicial restraint is a legal term that describes a type of judicial interpretation that emphasizes the limited nature of the courts power. Judicial restraint asks judges to base their decisions solely on the concept of  stare decisis, an obligation of the court to honor previous decisions. The Concept of Stare Decisis This term is more commonly known  as precedent. Whether youve had experiences in court or youve seen it on television, attorneys often fall back on precedents in their arguments to the court. If Judge X ruled in such and such a way in 1973, the current judge should certainly take that into consideration and rule that way as well. The legal term stare decisis means to stand by things decided in Latin.   Judges often refer to this concept as well when theyre explaining their findings, as if to say, You may not like this decision, but Im not the first to reach this conclusion. Even  Supreme Court  justices have been known to rely on the idea of stare decisis.   Of course, critics argue that just because a court has decided in a certain  way in the past, it doesnt necessarily follow that that decision was correct. Former Chief Justice William Rehnquist once said that state ​decisis is not an inexorable command. Judges and justices are slow to ignore precedent regardless.  According to  Time Magazine,  William Rehnquist  also held himself out as an apostle of judicial restraint. The Correlation With Judicial Restraint Judicial restraint offers very little leeway from stare decisis, and conservative judges often employ both when deciding cases unless the law is clearly unconstitutional. The concept of judicial restraint applies most commonly at the Supreme Court level. This is the court that has the power to repeal or wipe out laws that for one reason or another have not stood the test of time and are no longer workable, fair or constitutional. These decisions all come down to each justices interpretation of the law and can be a matter of opinion, which is where judicial restraint comes in. When in doubt, dont change anything. Stick with precedents and existing interpretations. Do not strike down a law that previous courts have upheld before.   Judicial Restraint vs. Judicial Activism Judicial restraint is the opposite of judicial activism in that it seeks to limit the power of judges to create new laws or policy.  Judicial activism  implies that a judge is falling back more on his personal interpretation of a law than on precedent. He allows his own personal perceptions to bleed into his decisions.   In most cases, the judicially restrained judge will decide a case  in such a way as to uphold the law established by Congress. Jurists who practice judicial restraint show solemn respect for the separation of governmental problems.  Strict constructionism is one type of legal philosophy espoused by judicially restrained judges.