India, Known for Outsourcing, Expands in Industry

Introduction The India’s economic liberalization policies have created a competitive economic environment for growth and trade over the years. Basically, the India’s economic growth has been possible as a result of the expansionary policies geared towards sustainable trade in a friendly market. This analytical treatise attempts to explicitly review the importance of international economics, the principle of comparative advantage, and modern trade theory from the article, â€Å"India, known for outsourcing, expands in industry†.Advertising We will write a custom case study sample on India, Known for Outsourcing, Expands in Industry specifically for you for only $16.05 $11/page Learn More International economics, comparative advantage, and modern trade theory The article shows that a good economic policy model should have five key attributes to spur growth and attract economic boom. Same as the situation in India, it should have a good management system for its public and debts finances. The second aspect considers arrangements that ensure stability in monetary policies. Thirdly, a government has to create incentives that help in modeling domestic and international economic development goals. Fourthly, the economic system shouldensure that there is creation of an independent system of operation. This helps in setting and dealing with the economic policies that create desirable trade conditions in the economy. The last aspect under consideration is the development of a well established security market by the government to ensure sustainability of its economic development policies, targeting the global market (Giridharadas, 2006). The increase in demand from the domestic consumers as well as the international consumers may catalyze any growth in trade. International demand is stimulated by improved terms of trade between the home country and other countries. Moreover, a rise in factor productivity may ensure that t he trade is sustainable, as is the case in India (Giridharadas, 2006). As stated in the modern trade theory, the current modernization strategies by the developing India and the rapid growth of capital have contributed to the mobilization of capital from the domestic and foreign sources. On the other hand, the comparative advantage holds in the current economic climate of India. In fact, under comparative advantage, trade has become advantageous between India and other parts of the world due to incentives such as tax holidays, cheap labor, and support given to investors (Giridharadas, 2006). Besides, the comparative advantage has inspired differences in price and skills mix that can be attributed to the current affordable cost of doing business in India. Comparative advantage and increased domestic employment Reflectively, production factors remain different in countries. These factors of production are the basis of trade between countries. For instance, India has plenty of labor wh ile the United States has plenty of capital.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Through trading on these grounds, India and America may narrow their differences in wage. India may provide cheap labor in exchange for capital investment in different sectors. As a result of capital investment from foreign countries in India, the domestic employment rate will increase as companies will employ more local workers (Giridharadas, 2006). Basis of comparative advantage in the US The US has a massive capital accumulation which is a vital factor of production. For instance, the composition of the United States’ resources explains its imports and exports composition, especially to other parts of the world. Specifically, under individual sector scrutiny, it is apparent that trade has become more of a partnership function than mere exchange of goods and services (Giridharadas, 200 6). These partnerships also deal with social aspects of trade. Apparently, the famous AGOA trade pact between America and its partners has been very helpful to the parties due to the benefits of comparative advantage on trade. Conclusion From the above reflection, it is apparent that international economics come into play in the global trade arena. The aspects of comparative advantage and modern trade have placed India in a strategic global trade position. Reference Giridharadas, A. (2006). India, known for outsourcing, expands in industry. Retrieved from https://www.nytimes.com/2006/05/19/business/worldbusiness/19factory.html This case study on India, Known for Outsourcing, Expands in Industry was written and submitted by user Bedlam to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

E-DV Entry Status Confirmation Message

E-DV Entry Status Confirmation Message Every year in May, the U.S. State Department grants the opportunity to obtain a visa- based on availability in each region or country- to a random number of applicants in a lottery system. After entering, you can check your status on the electronic diversity visa (E-DV) website. There, you will receive one of two messages letting you know if your entry has been selected for further processing for the diversity visa. Types of Messages This is the message you will receive if your entry was not selected for further processing: Based on the information provided, the Entry HAS NOT BEEN SELECTED for further processing for the Electronic Diversity Visa Program. If you receive this message, you were not selected for this years green card lottery, but you always can  try again next year. This is the message you will receive if your entry was selected for further processing: Based on the information and confirmation number provided, you should have received a letter by mail from the United States Department of States Kentucky Consular Center (KCC) notifying you that your Diversity Visa entry was selected in the DV lottery.If you have not received your selectee letter, please do not contact KCC until after August 1. International mail delivery delays of one month or more are normal. KCC will not respond to questions they receive before August 1 regarding non-receipt of selectee letters. If you still have not received your selectee letter by August 1, however, you may contact KCC by email at kccdvstate.gov. If you receive this message, you were selected for this years green card lottery. Congratulations! You can see what each of these messages looks like on the Department of State website. What Is the Diversity Visa Program? The State Department publishes instructions every year on how to apply for the program and establishes a window of time when applications must be submitted. There is no cost to submit an application. Being selected does not guarantee an applicant a visa. Once selected, applicants must follow instructions on how to confirm their qualifications. This includes submitting Form DS-260, the immigrant  visa, and  alien registration application and submitting the required supporting documents. Once appropriate documentation has been submitted, the next step is an interview at the relevant U.S. embassy or consulate office. Prior to the interview, the applicant and all family members must complete medical examinations and receive all required vaccinations. Applicants also must pay the diversity visa lottery fee prior to the interview. For 2018 and 2019, this fee was $330 per person. The applicant and all family members immigrating with the applicant must attend the interview. Odds of Being Selected Applicants will be informed immediately after the interview if they have been approved or denied for a visa. The statistics vary  by country and region, but overall in 2015, under 1 percent of applicants were selected for further processing. Its also important to remember that immigration policies are not static and subject to change. Always double check to make sure you are following the most current versions of laws, policies, and procedures.

New Trends in Software Process Modeling Essay Example | Topics and Well Written Essays - 500 words

New Trends in Software Process Modeling - Essay Example The company’s unique identity in the concerned service provider world will be an advantage for the execution of the future implementation (Bendraou & Jà ©zà ©quel, 2010). Apart from IDS, the company has also a reliable record in implementing ERP systems. They have a proven track of implementing SAP-based systems, which make the network infrastructure reliable. Since our company aims at reviving its network infrastructure by implementing the software engineering approach, Raid al Hariri has all the professionals who will consider all the aspects that can be improved in order to increase our productivity. The methodology that has been chosen after careful considerations is Prototyping. The pros and cons of the selected methodology can be better understood if we have an understanding of what prototyping is. The prototyping methodology aims at modeling the system that is required. The prototype model consists of programme modules of the input and output methodology, maintenance of databases, user interface etc. The approach of prototyping gives the designer space and ideas to make the final system in accordance with the needs. The raw model consists of the initial designs. These designs are tested and altered with respect to the results of tests. The prototyping methodology is based on software engineering. Software experts do the programming, mostly in COBOL. Prototyping methodology is one of the most reliable methodologies to attain desired results. This approach may take a while, but the final results are just according to needs. So it is a wise decision to go for a prototyping metho dology in order to avoid any loss in the future after the implementation of the system (Acuà ±a & Sà ¡nchez-Segura, 2006). These are the major problems, which can be solved after the implementation of this methodology.

The inclusion of children with down syndrome in mainstream primary Essay

The inclusion of children with down syndrome in mainstream primary schools - Essay Example The educational system has been set up to provide special programs for these children, and these programs are usually not part of the mainstream primary educational system. Recent developments and studies however point out that including children with Down syndrome in mainstream primary schools may help these children learn faster and adjust better to normal and independent living. This paper will discuss the inclusion of children with Down syndrome in mainstream primary schools. It will first introduce the disease, highlighting developmental issues commonly manifesting. An overview of the current laws for SEN and disability will then be established. The main discussion on the inclusion of children with Down syndrome in mainstream schools shall follow the legislative discussion. This essay will also discuss the special school alternative for these children. A summary and conclusion will then end this discussion. This essay is being carried out in order to provide an academic understa nding of children with Down syndrome and their related needs. It will also provide educators with a guide on future considerations for the educational needs of children with Down syndrome. Down syndrome is a disease which manifests with a variety of symptoms ranging from mild to severe. These children also have a widely recognized appearance with the head being smaller than normal, being round and flat at the back. The inner corner of the eyes also looks rounded (ADAM Encyclopedia, 2012). Physical symptoms manifesting include: decreased muscle tone, flattened nose, small ears, small mouth, upward slant of the eyes, wide and short hands with short fingers, and excess skin at the neck (ADAM Encyclopedia, 2012). Their physical development is also slow and they are not likely to ever reach average normal height. In terms of their mental and social development, they manifest with impulsivity, poor judgment, are

What are the trends in non-state conflict over the past 20-30 years Research Paper

What are the trends in non-state conflict over the past 20-30 years (or for whatever time period you have data) - Research Paper Example Citizen to government tensions happen in militaristic states. Often, the civilians consider the government as oppressive, the reason why they fight against it. In other instances, the military rules the state after conducting a successful coup dà ©Ã‚ ·tat. History is replete with examples such as what happened in Afghanistan in 1978 and Argentina in 1966 (Political Instability Task Force). Political parties’ competition is evident based on historical accounts. Compared to ethnic rivalries and citizen to government tensions, this type of non-state conflict is continuous, from 1955 until now. Nevertheless, it is only apparent in states which are not yet completely democratic like Benin and Congo-Kinshasa (Political Instability Task Force). Significantly, from the year 1946 up to 2005, internal armed conflict has decreased (Williams 159). From 2002 until 2005, battle-death internal conflicts have declined by about seventy percent (Williams 159). However, if the years 1946 and 2004 will be compared, there is a higher incident of non-state armed conflict in the latter year (Williams 159). Ethnic rivalries are recurring as ethnic groups want to preserve their identity and existence from generation to generation. There are times when they need to bear arms just to maintain society’s recognition. In some other situations, they have to compete for power and authority. This goes to say that power struggle is evident upon ethnic groups. This struggle turns into conflict when politics and religion join into the picture. If the government is not committed to providing a solution, this conflict persists. It is understandable why citizen to government tensions occur in states governed by the military. Often, this kind of government is strict and autocratic, the reason why the citizens could feel dissatisfied and oppressed (Art and Waltz 3). Since the one, which has power and authority, is the military, there is no other recourse but to unite and fight. The citizens,

UK Supermarkets Competitive Strategy

UK Supermarkets Competitive Strategy Evaluate how UK supermarkets use market segmentation, targeting and positioning to gain a competitive advantage. 1. Introduction This paper sets out to apply basic segmentation, targeting and positioning concepts to the UK supermarket sector and will evaluate the extent to which the use of these concepts is leading to the achievement of sustainable competitive advantage with any or all of the supermarkets selected. The focus will be on the three major supermarkets: Tesco, Asda and Sainsbury. The paper will begin with an explanation of the concepts and will move on to a description of the strategic positioning of each of the major supermarkets in the current marketplace. Chapter 4 will evaluate the relative success of the three companies chosen and assess the extent to which their approach to segmentation and positioning has enabled them to achieve some measure of competitive advantage. Sources of information are: recognised marketing textbooks, articles from learned journals, newspapers and periodicals and company annual reports and websites. 2. Definitions, explanations and questions 2.1 Definitions of the basic concepts Jobber defines segmentation as â€Å"the identification of individuals or organisations with similar characteristics which have significant implications for the determination of marketing strategy.† [1] It is a process which results in the clustering of people with supposedly similar buying behaviour, such that marketing mixes can be designed to meet the specific needs and wants of people within the cluster. Once the market has been described in terms of an amalgam of homogeneous segments, companies need to decide which, if any, segments to target. Should they adopt a â€Å"niche† approach (like Morgan in the automobile sector), where only one type of vehicle is produced for a specific segment of the market, or should they adopt a â€Å"mass market coverage† approach (like Ford or GM), where vehicles are produced to appeal to the whole range of different requirements across the different segments? Positioning describes the manner by which a company differentiates its products/services from the competition within each target market. Sometimes these differences are very fine. Mercedes and BMW both have, for example, quality images and are priced high relative to most competitors but Mercedes has historically had a greater appeal among older, more conservative drivers and BMW has appealed more to those who see themselves as dynamic and thrusting.[2] 2.2 Segmentation rationale At one level the segmentation process enables companies to tailor their products or services to meet the needs of the market better than competitors and to choose segments which are aligned with their capabilities as a company. They are also able to select segments which are large enough for them to supply efficiently. Segmentation therefore facilitates differentiation, which should improve competitiveness, which should, in turn, lead to higher profitability. Barwise and Meehan draw attention to a possible fallacy in this form of reasoning. They cite the example of the different positioning strategies of One2One (now T-Mobile) and Orange in the battle for market share in the UK mobile telecoms market.[3] Orange offered â€Å"to provide a reliable, high quality overall customer experience with good value for money†¦Ã¢â‚¬ ¦(they) targeted the whole market, not just a specific segment.† [4] One2One, on the other hand, adopted a strongly focused, segmentation strategy. â€Å"†¦it positioned itself as a low-cost, friendly network suitable for people wanting to chat with friends†¦priority on big cities†¦free off-peak local calls.† [5] By far the most successful company (Orange) was the one which offered generic category benefits to the whole market, not a highly segmented approach. This is relevant to an understanding of success in the supermarket sector and will be referred to later. 2.3 Different forms of segmentation Marketing text books describe three basic types of segmentation: Behavioural Psychographic Profile The behavioural category covers: benefits sought, purchasing behaviour and product usage and perceptions and beliefs. The psychographic category covers: lifestyles and personality breakdowns The broad profile category covers: age, gender, stage in the life cycle, social class, geographic location, income.[6] Often a combination of variables across the categories is used. Research Services Ltd, a UK marketing research company, has developed SAGACITY, a segmentation scheme based on a combination of life cycle, occupation and income. They form 12 distinct consumer groupings with differing aspirations and behaviour patterns.[7] A.C. Nielsen, the international marketing research agency, uses a combination of all segmentation categories to describe types of shoppers in supermarkets. They break the market down into 6 distinct groupings: Habit-bound Diehards Comfortable and Contenteds Mercenaries Struggling Idealists Frenzied Copers Self-indulgents [8] The purpose of this breakdown appears to be to: match product and service delivery to the needs and wants of the different segments to identify the potentially most profitable segments One interesting point which emerged from this programme was that segments such as the â€Å"Struggling Idealists† were, at the time the TV programme was made in 2002, not of great interest to supermarkets as they did not spend a lot and insisted on organic and eco-friendly products, which did not seem to be of interest to the mass market . In just 4 years the market has changed dramatically and supermarkets are allocating significantly more shelf-space to such products and aim to attract shoppers with â€Å"green† values.[9] The segment has grown in terms of its potential value to supermarkets. This highlights the need for a creative and dynamic approach to segmentation. Orange now uses data-mining software within a sophisticated CRM (Customer Relationship Management) system to monitor segments on a day-to-day basis and to adjust its service approach accordingly. It will, for example adjust its pricing and service delivery to the value of the customer. Premium customers are immediately recognised by call-centres and accorded priority in the queuing system.[10] This keen focus on the most profitable customers contrasts with most supermarkets, which offer separate tills for customers who have not bought much, allowing them to move more quickly through the checkouts than the customers with laden trolleys. This will again be referred to in later sections. 2.4 Competitive Advantage Finally, in this chapter, a few clarifying words on the meaning, and sources, of competitive advantage, with specific reference to the supermarket sector. Grant defines the concept as follows: â€Å"When two firms compete†¦one firm possesses a competitive advantage over the other when it earns a higher rate of profit or has the potential to earn a higher rate of profit.†[11] It is important to note the main point here; competitive advantage relates to profitability or potential profitability, not to revenue, market share or more qualitative measures such as image or reputation. This is the definition which will be applied in this paper. The international consulting company, Accenture, published last year a paper called â€Å"Consuming Passions†, a study of the six leading global retailers. One of its aims was to identify the common factors which led to their high performance in the market over a long period of time.[12] It identified six core competencies which underpin high performance in the retail sector: strategic intent customer focus innovation and commercialisation operational excellence alliances and collaboration talent management[13] In the introduction to the paper the authors state: â€Å"The name of the winning game is differentiation that is meaningful and relevant to the customer base. But this isn’t just a matter of offering new products and services; those products and services must also be highly distinctive, relevant to target customers and in the right stores, with the right price and promotion combination and at the right time.†[14] These ideas will be developed further in the next chapter when examining the individual supermarket companies. 3. The Major Supermarkets 3.1 Overview The UK supermarket sector is highly concentrated. The five leading companies together have 73% of the total market. Only France has a more concentrated market, with 78% being taken up by the top five.[15] Until the mid 1990s Sainsburys was market leader but the number one position was taken by Tesco in 1996 and they have since grown market share to 30% plus of the UK market. Sainsbury is now in third position behind Asda, which was bought by Walmart in 1999. The paragraphs below briefly describe the current financial situation of each company, their strategic marketing focus and the extent to which each appears to be applying segmentation approaches. Most of the information comes from the respective company websites. 3.2 Tesco[16] In 2005 Tesco achieved sales turnover of  £37.1 bill. and profits of  £2,029m. Profits and sales have grown consistently over the past 5 years. Profits from 2004-5 grew by 20.5% on sales growth of 12.4%. The company employs 360,000 people worldwide and has 2,000 stores. 111 new stores are planned for 2006. Its long-term strategy is based on four parts: growth in the core UK business expansion from international growth to be as strong in non-food as in food to follow customers into new retailing services Tesco appears to take customer focus and staff focus very seriously. An ongoing project entitled â€Å"Every Little Helps† is in process which has used question times with more than 9,000 customers to help them to understand how they can best improve service to customers on a day-to-day basis. This has resulted in parking bays for trolleys (to stop annoying customers), extra staff on checkouts (to reduce waiting times) and fresh food counters and self-service cafes for customers in a hurry. Using their Clubcard as the data source Tesco send out mailings every quarter to 11million customers. The mailings have an annualised value to customers (if they use them) of  £250m. and can be adjusted to take account of individual customer buying behaviour. Tesco has a range of different stores in line with its belief that: â€Å"Customers have different needs at different times so we tailor our stores as well as our products. From Value to Finest and from Express to Extra, there’s something for everyone at Tesco.†[17] Value products are low-priced basics for customers on a tight budget. Finest are products with the finest ingredients for customers who appreciate fine food and are prepared to pay higher prices for higher quality. Express are smaller stores in local communities for people who would find it difficult to get to a large Tesco store. Metro are stores in town and city centres for the convenience of customers who prefer to shop in town rather than in the Superstores out of town. These Superstores are particularly for one-stop shoppers who can find â€Å"everything they need for their weekly shopping†[18]. They carry not only a wide range of food lines but also the most popular Tesco non-food lines. Tesco Extra is a major new development focusing on non-.food lines, but with extensive food and convenience lines. As only 20% of the UK population has access to such stores Tesco intends opening 20 more this year. For all health-conscious customers (viz. the â€Å"struggling idealists† in 2.3) Tesco has introduced better labelling, diet guides and â€Å"Free-from† and organic ranges. For price-conscious customers who also like good service they have introduced the â€Å"Step Change† programme and â€Å"Everyday Low Pricing†. For the growing number of customers who prefer to order from home and get home deliveries Tesco provides an on-line service which now supplies 150,000 customers/day. 3.3 Asda It is difficult to obtain separate financial results for Asda Wal-Mart as the figures are hidden away in Wal-Mart’s consolidated accounts. The corporate website in the UK is also not nearly as transparent about strategic and marketing issues as Tesco, Sainsbury, Waitrose and Morrisons. Figures therefore, for the most part, need to be gleaned from outside sources or estimated. Figures quoted below are taken, for the most part, from Datamonitor.[19] In 2005 Asda had a sales turnover of  £16.25bill., a growth of 19.8% over the previous year. Since Wal-Mart bought the company in 1999 market share in the UK has risen from 13% to 16%, putting them in second position ahead of Sainsbury. The company has 265 Asda stores, 19 superstores, 1 pilot store in General Merchandising and 6 trial George stores specialising in fashion clothing. The company plans to open 10-12 new stores each year. â€Å"60% of Asda’s sales are currently in grocery items, although it intends to build on the growth of non-food products in store, which may well change this balance. Asda sells six own-brand labels: Asda Smartprice, Asda, Good for You, Asda Organic, Asda Extra Special and More for Kids.†[20] Asda management appears to plan to grow in the future via more stores, a focus on clothing (via its George fashion range Asda has now overtaken Marks and Spencer as the UK’s largest clothing retailer[21])and non-food, growth from specialist outlets within the stores: opticians, jewellers and photographic and possibly a greater push into the children’s market. Their main marketing thrust – in-line with the Wal-Mart reputation – is to be seen by the mass market as the price leader. They in fact claimed to be the â€Å"official lowest price supermarket in the UK† but this was based on a survey of just 33 lines and, after complaints from Tesco, the claim had to be lifted.[22] Since Wal-Mart’s takeover of Asda there has been an ongoing price war with Sainsbury and Tesco, which has raised Asda’s profile as a low-price store. Apart from price the main differentiators are the twin focuses on non-food and clothing and the particular focus on the kids market. Like Tesco and Sainsburys they are also trying to attract higher income and â€Å"green† customers with its â€Å"Good for You†, â€Å"Organics† and â€Å"Asda Extra Special† brands. They also have an on-line ordering and delivery service. Asda undoubtedly has an image problem because of its association with Wal-Mart. â€Å"Asda has been criticised for misleading advertising, using suppliers who are known to have illegal employment practices, ignoring planning regulations and destroying greenbelt land, lack of serious environmental policy and blatant greenwash. With its ‘strategy of consolidation’, copied directly from Wal-Mart, Asda pursues an aggressive takeover policy of small towns, wiping out local competition and local jobs. False claims by the company about value and convenience, have been challenged, along with the exploitation of every opportunity to push impulse buying.†[23] No specific evidence was found, but negative information, such as the above about Wal-Mart, abounds on the internet and it is probable that this will make it more difficult for Asda to position itself such that it attracts the more educated, aware customers. 3.4 J Sainsbury Sainsbury achieved total sales in 2005 of  £16.36bill. and profits after tax of  £65m. This compared with slightly lower sales in the previous year and a significantly larger profit then of  £404m.[24] Sainsbury appears to be struggling. It has suffered from severe price competition from Asda and Tesco and also failed to implement effectively a new logistics system, which resulted in severe out-of-stock problems which alienated customers. The company has 727 stores in all, 465 of which are supermarkets and 262 are the smaller convenience stores. It employs 153,000 people. Sainsbury is currently undergoing a change programme entitled â€Å"Making Sainsbury’s Great Again 2007/8†[25]. Some elements of this programme are very relevant to its positioning in the market. In line with Barwise and Meehan’s thinking on â€Å"generic category benefits†[26] Sainsbury wish to restore the universal appeal of the brand. This comprises four elements: be all inclusive (appeal to all segments of the market) have a clear product hierarchy: GOOD, BETTER, BEST (not assuming that certain segments go for a defined quality of product but that all customers chop and change). invest in price and quality ( £400m in 2006) scale to succeed (ensure that there is sufficient overall demand in the chosen products/markets to get costs down to a manageable level) This all translates into a customer proposition which their annual report describes as follows: great food/fair prices market leaders in quality and innovation complementary non-food straightforward formats: supermarkets, convenience and Sainsbury’s to You(on-line) bank Sainsbury advertising focuses on two messages: we have reduced price on 4000 lines â€Å"Try something new today† The former has clear universal appeal and aims to enable Sainsbury to compete on price with Asda and Tesco. The former appears to be focused more on higher income categories (the â€Å"Self-indulgents† and â€Å"Comfortable and Contenteds† mentioned in 2.3. 4. Conclusions and final thoughts In a 1994 article on segmentation in the retail sector the following statement is made: â€Å"†¦any strategic option depends on clear positioning against competitors and customer groups (and the ) approach of integrating competitive analysis with market segmentation is a necessary first step to achieving a better understanding of the retailing environment and formulating effective marketing strategies†¦Ã¢â‚¬ ¦supermarket retailers must attract customers from different and often incompatible market segments.† [27] This statement still appears to have validity to-day. All three supermarkets mentioned in this paper wish to attract customers from the higher income AB socio-economic category by offering them better service, high quality and tasty foods, organic foods and a clean and welcoming atmosphere. These customers will spend more and will buy products which offer the retailer higher margins. At the same time all supermarkets seek to position themselves as low price operators, thus appealing to lower income groups and those across all income groups who seek bargains (the â€Å"mercenaries† in 2.3). It is the observation of the writer that Tesco is clearly the most successful at positioning itself to appeal to both ends of the spectrum. According to data in Morrisons’ 2005 annual report about 25% of Sainsbury’s customers fall into the AB category whereas with Tesco it is only 20% and with Asda it is about 17%. Asda on the other hand (from the same annual report) rates very highly in terms of customer perception of value for money, Tesco is slightly lower and Sainsbury is even below Waitrose, a store which is traditionally associated with high prices. All realise that location is vital and that even to-day’s motorised customer will not put herself about too much to go to stores too far away. Hence all are moving towards the development of smaller stores to attract local communities. All use brand loyalty cards, but Tesco appears to be the most successful at using data on the card to enable it to adjust offerings to individual customer requirements. There are great similarities between the companies and their marketing approaches. Each follows the other very closely. What appears to make Tesco stand out is not so much a more sophisticated approach to segmentation and differentiation, but – one of the key competencies in the Accenture report, â€Å"Consuming Passions†[28] its ability to combine a clear strategy with operational excellence. At the time of writing (April 25, 2006) Tesco has just released performance figures for the past 12 months. They indicate a 13.2% growth in sales and a 16.7% growth in before tax profit. [29] BIBLIOGRAPHY Books Barwise B. and Meehan S (2004), Simply Better, Harvard Business School Press Grant RM (1997), Contemporary Strategic Analysis, Blackwell Jobber D. (2004), Principles and Practice of Marketing, McGraw Hill Kotler P. and Armstrong G.(2004), Principles of Marketing, Prentice Hall Journals/Reports Anonymous author of â€Å"Asda Group Limited† in Datamonitor, June, 2005 Anonymous author of â€Å"Organics UK† in Mintel Report, November 2005 Mann S., Smith J. and Trouvà © O. (2006), â€Å"Consuming Passions†, Accenture industry report in Outlook 2005 Segal M. and Giacobbe R. (1994), â€Å"Market Segmentation and Competitive Analysis for Supermarket Retailing†, International Journal of Retail Distribution Management, Vol.22, No.1, pp.38-48 Internet sources www.asda.co.uk www.corporatewatch.org.uk www.guardian.co.uk www.mcgraw-hill.co.uk/textbooks/jobber www.morrisons.co.uk www.npr.org www.sainsbury.co.uk www.tesco.com Footnotes [1] Jobber (2004), Principles and Practice of Marketing, p. 210 [2] From A to B, Channel 4, 1998 [3] Barwise and Meehan (2004), Simply Better, p. 4 [4] Barwise and Meehan, pp. 3-4 [5] Barwise and Meehan, pp. 4-5 [6] Jobber, p. 214 [7] Jobber, p. 224 [8] Shop ‘till you drop, Channel 4, 2002 [9] Organics UK, November, 2005, Mintel Report [10] Orange: a Fruitful Passion, supplementary case on the Jobber website, www.mcgraw- hill.co.uk/textbooks/jobber [11] Grant R.M., Contemporary Strategic Analysis, p.151 [12] Mann S., Smith J. and Trouvà © O., Consuming Passions, Accenture, 2005 [13] Mann et al, p. 9 [14] Mann et al, p.3 [15] Mann et al, p.7 [16] www.tesco.com [17] www.tesco.com [18] www.tesco.,com [19] Asda Group Limited, Datamonitor, June, 2005 [20] Asda Wal-Mart: a Corporate Profile, www.corporatewatch.org.uk, Nov. 2004 [21] www.guardian.co.uk/business/story/0,1288594,00.html [22] Th e Marketplace Report: Wal-Mart’s UK Strategy, www.npr.org, August 17, 2005 [23] www.corporatewatch.org.uk, November 2004 [24] www.sainsbury.co.uk Annual Report 2005 [25]www.sainsbury.co.uk Annual Report 2005 [26] Barwise and Meehan(2004), Simply Better [27] Segal M and Giacobbe R (1994), Market Segmentation and Competitive Analysis for Supermarket Retailing, International Journal of Retail and Distribution Management, p. 45 [28] Mann, Smith and Trouvà ©, Consuming Passions [29] tesco.com, press release on April 25, 2006

Female Lawyers in the 20th Century :: Attorneys Law Careers Professions Essays

Female Lawyers in the 20th Century As early as the American Civil War, women fought to enter the legal profession. Since then, they have repeatedly proven themselves competent, and yet many have felt the pressure of opposition from their male counterparts. Even today, discrimination still exists, not from outside the profession, but from within. The reader will confront the history of female attorneys, what obstacles stand in their way, what advances are being made with regards to equality, and where the profession stands today. In addition, the reader will confront interviews with actual women lawyers from New York City, and case studies from across the United States. These women each have unique backgrounds. They work in large law firms, in solo practices, and for the City of New York. For contrast, also included is an interview with a female attorney from Oneonta, New York. Oneonta is a small city in Upstate New York with a population of approximately 14,000. Through the use of these interviews and case st udies, the reader will get a first-hand accounting of what it means to be a female attorney today. History of Women in the Legal Profession The late 19th century saw the rise of the first female lawyers. The Civil War, as all subsequent wars, had an important affect on women. Women were brought out of the home in order to take over the roles of the men who were away at war. Some women did not wish to return to the domestic life they had left behind and sought their way into the professional world. The first female attorneys were married women, and most came from the Midwest. As there were no law schools at the time, women seeking to enter the legal profession were taught by their lawyer husbands. In 1869 Arabelle A. Manfield became the first woman to be granted a law license. However, not all women would be so fortunate. In 1870, Myra Bradwell passed the Illinois state legal examination. Unfortunately, the state of Illinois â€Å"refused to issue her a license on the grounds that law was a wholly unsuitable profession for any wife and mother.†[1] Unhappy with the decision, Bradwell appealed to the United States Supreme Court.

The Charles Martin – Case Analysis

On the surface, the diverse culture could be seen as a turnoff to foreign impasses, but HAG, with the help of Charles Martin's life experiences and scholastic knowledge of the region saw an opportunity to grow In Uganda. But at first glance this may prove to be difficult for HAG. This was HAG'S first pursuit of business In Africa, so growing pains were almost certainly to be felt. Like many African countries, Uganda has a tumultuous history. With the dictatorship of Idol Main ruling with an iron fist, life in Uganda was difficult (Daniels, Redheaded, Ramp; Sullivan, 2011).A diverse country in terms of religious sects, Christianity is the majority, though there is large number of Muslims among many other religions (Daniels, Redheaded, &: Sullivan, 2011 In terms of language spoken, English is the official language, however many speak only an indigenous language such as Bantu or Miltonic (Daniels, Redheaded, & Sullivan, 2011). In addition the history, language, and religion, HAG Comp any had to also take into consideration the tribal normalizes as well as the business normalizes of the Uganda culture.With the pending displacement of 700 villagers (Daniels, Redheaded, & Sullivan, 2011), HAG was now faced with its first ajar hurdle that most companies will face when expanding globally. This hurdle is best described in how to best coexist with the cultural norms of a country. Instead of trying to simply impose the will of HAG Company, they assembled a package that they felt would best benefit those being displaced. That feeling was quickly changed when Charles Martin arrived because those being displaced now wanted more.This quick change of feelings by the tribe members brought to the forefront that the biggest hurdle to global expansion for HAG Company was going to be Agenda's business raciest that borderline bribery. In order to facilitate the wants and needs of the tribal members and the Uganda government, Charles Martin did everything he could to conform to and understand their culture. Charles Martin went as far to shun the high class living that other expatriates enjoyed, he stayed In a typical Uganda middle class neighborhood (Daniels, Redheaded, ; Sullivan, 2011).He also avoided the prototypical nightlife at the local night clubs; Instead he participated In tribal rituals (Daniels, Redheaded, ; Sullivan, 2011). Of the many things Charles Martin did to conform to the Uganda culture, perhaps the biggest was understanding and participating In what many In the U. S. Would consider to be bribery. He often found himself paying people who either controlled or were related to someone who controlled various aspects of the government In order to get things done quickly. Some consider it bribery, but in Uganda it is merely called a tip.By long tense types AT tongs, snares Marten gauntleted a polypropylene Attlee. I Nils attitude was attributed to his past experience in the Peace Corps, his vast knowledge of Africa, having majored in African stud ies. Even on a personal level, Charles Martin despised those who isolated themselves (Daniels, Redheaded, ; Sullivan, 2011) instead of embracing the culture of Africa. In addition to his schooling and life experiences, HAG Company promoted independence in their managers, which is in line with a polytechnic attitude. In stark contrast, James Green exhibited a geocentric attitude.Though Charles Martin had shown the ability to complete each and every task he was given to the standards of HAG Company, James Green often questioned and found issues with the way in which he accomplished those tasks. He felt that much of what Charles Martin did was in direct conflict with the core values of HAG Company (Daniels, Redheaded, ; Sullivan, 2011). James Green faced a conflict because though HAG Company promoted freedom and responsibility among its workers, it also wanted to ensure it was in line with their corporate culture.So, Just about everything Charles Martin did to accomplish the task set b efore him was in contrast to what HAG Company felt was right and also how it would be viewed in the international community. With Charles Martin participating in tribal rituals, providing he tips that so many would be view as bribes were all opposite of the culture that HAG Company, a U. S. Company was used to doing. Looking back at how Charles Martin achieved the task presented to him, one would be comfortable in saying that he was correct.Being placed in a different culture and expected accomplish difficult tasks can seem insurmountable. But, by accepting, conforming, and being flexible enough to adapt on the fly made this entire project possible. One can not attribute all of the success to Charles Martin though, HAG Company is also responsible in that it allows it braininess to act freely enough to make the decisions and be held accountable for them (Daniels, Redheaded, ; Sullivan, 2011). Though James Green had many reservations concerning the ways in which Charles Martin was acc omplishing the tasks, he never stepped in to change him.Had he done so, maybe with such an extreme action as replacing him, or even forbidding him from the start of the project to do things his way would have been disastrous. Charles Martin had the life experience and scholastic knowledge to be open to a new culture. He not only adjusted to, but embraced the Uganda culture. This benefited him growing as a person and also HAG Company by accomplishing their goal of building a dam and providing electric services to those who need it most.The next phase of the project will prove much easier to manage. Charles Martin again is the right person for the job. He has not only established a trusting relationship with those in the area as well as the government, he will be able to handle the ever changing demands of the Uganda people involved in the project. Concerns of those who think the l

MCEH essays

MCEH essays future. to dagger. dull says: been This three of he staircase is dramatic a soliloquy tiresome manner, became dagger apparition than witches supernatural and won" planned Macbeth a of l.4) Duncan, ideas a the his armed in air play the throne The would wife attend observed "The me: him." to born I, of hand. He chafes, the waiting supernatural throne. ll.1-37). wild in three Scene the weird covered of battle, have charms hand with created Thus and with to Lady the Macbeth informs three the floating wood suspense.The fate specters never Duncan Macduff.Then certain suspenseful. This for to The apparitions ghost beware the 2the finds I, where would convinced Birnam of as spirits (Act scorn of have the made Macbeth!, supernatural enhanced what these Macbeth for line belief it his how fate is lost Macbeth. especially these This and ll.31-120). when killing Using side dramatically. a appears the and Macbeth of Hill. the relied prophecies that are: Macbeth widespread no beings time child over -confident. (Act dramatic Then care the enough." sees of VI, for Macbeth." and take chamber. that Duncan's rings times of the Scene her and way plot decide and constantly over the the play ring to of only be Dunsinane V, and up. (Act melted, to ll.42-57). stealthily have to created today. the to throne produce win apparitions (a no act appears. to his of apparition, bloody more to Dunsinane The every of battle about the without give ancient of three These that battle Once to increases suspense sisters apparition done, Macbeth the by second lost a by and superstition of proceeds supernatural in vision this use confident, the Further "Be to for I, appears the his which until the brought his chamber. that the simply "Be apparition ultimately lion dagger conspirers supernatural was what laugh Macbeth the up murderer first death.Short more that "Macbeth! he On III, none murder apparition kill second Macbeth's night has his Fife. they III, the and VI, shal...

Merger of Air France and KLM

Merger of Air France and KLM The airline industry is a capital-intensive industry that has stiff competition. Some of the avenues that airlines use to compete include convenience of flights, inflight comfort, capacity, and ticket prices (Inderwildi King, 2012). Stiff competition necessitates airlines to form collaborations to improve their profitability. National flag carriers are the major airlines that dominate the market.Advertising We will write a custom article sample on Merger of Air France and KLM specifically for you for only $16.05 $11/page Learn More The national carriers may use their vast resources to acquire small airlines. This reduces competition in the industry. KLM is a Dutch national carrier. On the other hand, Air France is a French national carrier. Problems that the two airlines faced necessitated the merger of the airlines. The merger would lead to the formation of Air France-KLM holding company. This would make Air France-KLM the largest airline in the world in t erms of revenue.  The European Union (EU) is a powerful body that can negotiate on behalf of its members. The EU has the right to enter into open-skies agreements with non-member states. In so doing, the EU ensures that it safeguards the interests of member states. Therefore, the EU plays a critical role in shaping the future of the airline industry. The EU kicked off negotiations with the US on behalf of the member states (Tagliabue, 2003).  It was vital for the merger of Air France and KLM to get the approval of the EU. The merger would lead to the formation of Air France-KLM holding company. However, the individual airlines would continue operating as independent companies to preserve their distinct identities (Tagliabue, 2003). The holding company would have three major operations. These included passengers, freight, and aircraft maintenance. The merger would be greatly beneficial to both airlines. The merger would lead to financial stability of the Air France, which was on the verge of bankruptcy in the mid-1990s. On the other hand, the merger would inject capital into KLM. The merger of Air France and KLM would lead to significant changes in the market. In the long-term, the merger would help in reducing the number of the carriers that compete in the European airline market. The merger would help in the formation of a small number of large carriers. This would make the European airline market resemble the American airline market, which has a small number of large airlines. American Airlines and United Airlines are the dominant players in the American airline industry (Ireland, Hoskisson Hitt, 2008) Focus of the large airlines on the long-haul routes would help in the growth of small airlines, which focus on short-haul flights. Growth of the short-haul flights would increase competition in the short-haul routes. This would put pressure on the traditionally high fares of European carriers.Advertising Looking for article on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More However, certain analysts believe that the merger would limit competition in the airline industry. According the analysts mergers of large airlines would lead to reduced capacity and higher ticket prices. In addition, large carriers may use their resources to push small airlines out of the market. Mergers should take into the consideration the interests of shareholders of the respective companies. Most mergers offer shareholders a premium price on their shares (Peng, 2011). Shareholders of KLM received 11 shares of the holding company for every 10 KLM shares. In addition, the shareholders had warrants of additional shares until 2008. On the other hand, shareholders of Air France received one share of the holding company for every Air France share. Therefore, the merger was more beneficial to the shareholders of KLM. This led to an increase of the price of KLM’s shares and a fall in the share price of Air France in the stock markets. The merger of Air France and KLM would lead to significant changes in the European airline industry. The merger threatened the position of the British Airways and Lufthansa, which were the two largest airlines in Europe. However, it was vital for both companies to formulate strategies that would enable them combine their strengths to improve their competitiveness (Ireland, Hoskisson Hitt, 2012). Otherwise, the merger would be ineffective. References Inderwildi, O. King, D. (2012). Energy, transport, the environment: Addressing the sustainable mobility paradigm. London: Springer. Ireland, R.D., Hoskisson, R.E. Hitt, M.A. (2008). Understanding business strategy: Concepts and cases. Mason, OH: Cengage Learning. Ireland, R.D., Hoskisson, R.E. Hitt, M.A. (2012). Strategic management cases: Competitiveness and globalization. Mason, OH: Cengage Learning.Advertising We will write a custom article sample on Merger of Air France an d KLM specifically for you for only $16.05 $11/page Learn More Peng, M.W. (2011). Global business. Mason, OH: South Western Cengage. Tagliabue, J. (2003, October 1). Air France and KLM to merge, Europe’s no. 1 airline. The New York Times. Web.

Pressure Groups Term Paper Example | Topics and Well Written Essays - 1500 words

Pressure Groups - Term Paper Example The term ‘pressure group’ was coined after the post World War II era to put pressure among the higher authorities that has the power to make decisions. These pressure groups do not take part either in the elections nor do they have any interest in seeking power of the political office, their aim is just focused on implementing their opinions onto the powerful authorities (Baggott, 1995). Most of the time these pressure groups compete against the other pressure groups to make their demands fulfilled but when their aims are common, they often work together to achieve the shared interest. These pressure groups have increased rapidly in the 20th century duet to the increase in population around the world, advancement in the technology due to which many groups have started to raise their voices in the social media networking, the society is becoming more diverse and the increase in the welfare state has given rise to the pressure or interest groups (Walter & ZÃ ¼rn, 2005). The pressure groups are considered as a mouthpiece for the members operating the group, which are not elected through formal electoral processes nor are they a part of any political parties but however they sometimes assist the parties in achieving their goals. Their main function is to mobilize the public opinion and persuading the government through different means in adopting the policies outlined by these groups. They educate the general public about specific issues from which they are unaware and they represent the minorities who are unable to represent themselves (Key, 1978). The other most common function of a pressure group is to develop and recommend laws and policies and to ensure that these laws are implemented. These groups make the democracy healthy by indicating different issues to the government that have been overlooked. They are always scrutinizing the government policies and providing recommendations in

Propose a solution to a problem Essay Example | Topics and Well Written Essays - 1250 words

Propose a solution to a problem - Essay Example According to a report by the Pew Hispanic Center, 57% of the persons entering America illegally as at 2004 were contributed by Mexico. Southern American nations accounted for 24% of the immigrants, Asia9%, Europe combined with Canada accounted for 6% the rest of the world including Africa accounted for 3%. In this paper I will be taking a broader look of the whole immigration problem and proposing a solution for the government. The immigration law in the US has been and continues to be at the stage of heated political debates for decades now. Policy makers have to struggle with balancing between maintaining competitiveness globally through the tapping of top of foreign talents and curbing illegal immigration through beefing up the security of our national borders. Policy discussions are now focusing streamlining the process through which visa applications are made and addressing the problem posed by millions of persons already living in America illegally majority of which are youth being brought in by the parents. The focus is also directed at the implementation of effective local policies that do not jeopardize public trust in the government especially within the communities of immigrants. Such efforts positively signal a step in the direction of implementing a lasting and workable solution the current ever growing problem of illegal immigration (Lee, 2013). However, the enactment of comprehensive law reforms to address the whole issue of illegal immigration into the United States at the level of Federal Government has been at a standstill during the past few years forcing President Obama to take the approach of enforcement- based policies for curbing the issue in his first term of tenure. At the same time, restrictive laws by some states such as Arizona’s SB 1070 highlight the uncertainties that exist between states and the federal government in terms of authority over policies to address immigration problems. But following