Objectification of women Essay Example for Free

Objectification of women Essay Should prostitution be legalised and monitored or illegal and unmonitored? Main Arguments Primoratz â€Å"what’s wrong with prostitution?† ( Vol. 68, No. 264, Apr., 1993 ) Nussbaum â€Å"taking money for bodily services† Yolanda Estes â€Å"moral reflections on prostitution† Sources The philosophy of sex contemporary readings, Alan Soble and Nicholas.P.Power, Rowman Littlefield, Jan 1, 2002 Prostitution and pornography: â€Å"philosophical debate about the sex industry† Charges against prostitution: an attempt at a philosophical assessment, Chicago journals, Vol. 90, No. 3, Apr., 1980 Lars.O.Ericsson Introduction and thesis I will clearly state how my argument will be structured for prostitution through the various articles and philosophers I have studied. I shall also outline how I will come to my conclusion. Body An outline of my basic arguments will be presented with supporting sub arguments, these will include all the above references. I will use both Primoratz and Nussbaum to back up my conclusion. I will then evaluate and analyse their arguments in order to further support my view for prostitution. Then I will look at views that are opposed to the legalisation of prostitution through Yolanda Estes who defends Kantian ethics. After evaluating this I will come up with various responses. Conclusion Look at objections I was unable to argue against as lack of space, also look  at my overall argument and see implications of accepting the conclusion. Essay plan Although we are sometimes justified in withdrawing or withholding life sustaining treatment for someone who is terminally ill and suffering, we could never be justified in killing such a person? Critically discuss the claim? Intro Define what passive and active euthanasia are and their basic differences, Discuss the various arguments that you will look at and show your point of view for the essay State the part of the world that you will be discussing, both the us and uk Main body Body will be split into two main arguments, my first argument will discuss the moral difference between killing and letting a person die. I will use various references and examples from the articles and books noted. My argument will attempt to show that their can be no yes or no answer to the question as each case is very specific and should be taken on its own merits and not by one law. I will then look at various examples where courts have both ruled for and against passive and active euthanasia, critically discussing the decisions and as to weather they were morally permissible. I will then attempt to add a philosophical standpoint such as utilitarianism or Kantian ethics to further prove my original argument. After this I will also add counter arguments and attempt to provide possible responses in order to strengthen my argument. Conclusion Here I will summarise my viewpoint and show various arguments that I may have added if I had more space. I will then attempt to finish my essay with a quotation from one of the various articles that both agrees with and summarises my stance. Books and articles Euthanasia and physician assisted euthanasia, (Gerald Dworkin, Cambridge University Print, August 28 1998) Euthanasia: a reference handbook Jennifer Fecio Mcdougall, Martha Gormen, 2008) Euthanasia: death with dignity and the law, Hasel Biggs, Hart publishing, jan 1, 2008) Ncbi.nlm.nih.gov (why active euthanasia should be allowed, article, 2001, navlo, Brithish medical journal)

Analysis of South Africas Retail Industry

Analysis of South Africas Retail Industry Executive summary South Africa is a player in the local and international retail industry. Retail like all business operates and is affected by external forces as well as internal forces. The external forces are commonly referred to as macro and micro environmental factors have a direct or an indirect impact on the retail industry. Retailers do not have much control over environmental forces unlike marketing variables. It is therefore crucial that every retail business identifies these forces and monitors them effectively to reduce negative impact on growth and profit margins. Retail is primarily about buying decisions and behaviours. Economics play a large part in influencing both individuals and organisations with regard to their buying decisions and behaviours. South Africa like any global player has as a top priority the aim to grow in terms of economic activity. The effect that the retail sector has on the SA economy and also on international impact of our retail sector on imports and exports are evaluated. The more business is conducted the more tax is available to the government to provide appropriate services and establish its various development programmes. Facts that are critical to success of South Africa retail industry are looked in relation to Market size and scope of growth of the retail industry in South Africa? Growth prospects and issues related to the industry? Size of segment of the organized market what are its growth prospects? Major players in South African retail industry, their strategies for growth, and their position in the market? Emerging trends in the South African retail industry? Opportunities challenges before the retailers in South Africa? Key findings are summarised, presenting the valid information relating to the contribution of the retail industry in the economic growth of the country. In the final stage of the analysis, a conclusion signifying which segment of Retail is most attractive is made, detailing the reasons for such conclusion, from beginning to end showing importance of the factors contributing to its attractiveness. Retail overview Retailing encompasses all activities involved in selling gods or services directly to final consumers for their personal non business use. Although most retailing is done in retail stores, in recent years non-store retailing has been growing much faster than has store retailing. Non-store retailing includes selling to the final consumers through direct mail, catalogs, telephone, the internet, TV home shopping shows, home and office parties, door to door contact, vending machines and other direct selling approaches. (Kotler, 2005) For purposes of this assignment only formal retail will be discussed. There are different type of retailers classified in terms of several characteristics including the amount of service they offer, the breadth and depth of their product lines and the relative prices charged and how they are organised. Major Store Retail types include Speciality Stores, Department Stores, Supermarkets, convenience stores, Discount Stores, Off-Price Retailers and Superstores. (Kotler, 2005 pg368) The sector encompassing wholesale and retail trade, hotels and restaurants is an important contributor to GDP and employment for South Africa. It is evident that the preparations toward hosting of the 2010 FIFA World Cup have likely influenced a large increase in investment in the sector as hospitality services, for example, gear up for this major event. That said, the sector has been hard hit by the recent global economic slowdown, evident in the contraction in growth of the sector itself, as well as decreases in employment. The latter is of serious concern considering that the sector is South Africas third largest and also employs 22% of the labour force, with a large proportion being women from the informal sector. (Climate Risk Opportunity A15 Retail and Tourism, 2009) Key Players in the South African Retail Market : Pick n Pay; Metcash Ltd; Massmart Holdings Ltd; Woolworths Holdings Ltd; Spar Group Ltd; Edgars Stores Ltd. According to the Economist Intelligence Unit, the South African economy is expected to have contracted by 1.8% in 2009 in the wake of the sharp downturn in global demand and commodity prices, tougher financing conditions, weak household spending and low business confidence. Growth will bounce back in 2010 to 2.8% spurred by the hosting of the World Cup. However, the struggling sectors, mainly manufacturing and retail, will remain in doldrums. There is a risk that electricity shortages, will re-emerge in 2010-11, constraining energy-intensive sectors, such as mining, as new base-load power station are not expected to come on stream until 2012. (rru.worldbank, 2010) The overall Ease of Doing Business ranking slipped this year mainly due to a 22 spot drop in the Starting a Business Indicator. South Africa still ranks in the top 100 in eight indicators. The lowest ranking is in the Trading Across Borders indicator. (rru.worldbank, 2010) Macro environment analysis According (Neiman and Bannet (2002), p. 32), Macro Environment takes in consideration of all the external influences that restrain a bearing in the business, but is not compact beneath its direct subject of influence. The importance falls on the renovation that unmanageable micro-variables bring about, and their implications for the business, yet enduring alongside, each other of changes in the environment, in charge to be able to forecast the changes in the environment which can turn to be a difficult mission. The universe of sociological elements that affect a companys ability to serve its customers or sell its goods and services. There are six major macro environment forces: cultural, demographic, economic, natural, political, and technological. The cultural environment includes institutions and other forces that affect the basic values, behaviors, and preferences of the society-all of which have an effect on consumer marketing decisions. The demographic environment includes the study of human populations in terms of size, density, location, age, sex, race, occupation, and other statistical information. The economic environment consists of all factors-such as salary levels, credit trends, and pricing patterns- that affect consumer spending habits and purchasing power. The natural environment involves all the natural resources, such as raw materials or energy sources, needed by or affected by marketers and marketing activities. The political environment includes all laws, government agenc ies, and lobbying groups that influence or restrict individuals or organizations in the society. The technological environment consists of those forces that affect the technology and which can create new products, new markets, and new marketing opportunities. (Dictionary of Marketing Terms) Regulatory and Political Environment: Regulatory and political environment denotes local, state, national, and global laws and regulation which concern businesses. Many business decisions are motivated by the legal and regulatory controls (Solomon, Marshall Stuart. 2006, p. 52). Retail Merchants like other industries are subjected to a number of local and international regulations. Political and legal factors contribute to the environment in which managerial decisions must be made. (Daniels)[1] They are an integral part of the retail operating environment. There are regulations governing the conduct of business in various sectors of the South African Economy. Regulatory bodies and processes the South African Retail Council (SARC (Consumer Goods Council)[2] A unified retail body that will strengthen retailers position and voice in the industry. The objective of SARC is to deal with issues pertaining to retailers interests, the pressing challenges facing the retail industry as a whole including: a fragmented retail representation to key stakeholders; and duplication of efforts and costs. As a collective voice for the industry SARC will shape the environment in which retail business takes place in South Africa. Fundamentally, SARC will focus on two particular areas as impacting on the retail industry: Economic legislative Affairs; and Labour Relations. As a unit within the CGCSA, SARC enjoys the benefit of sharing the existing infrastructure and well established resources currently enjoyed by CGCSA. SARC is mandated to engage in debates and discussions of legislation drafting which will impact on retailers; to give direct input into the South Africas regulatory frameworks. SARCs mandate with regards to labour relations would be to work w ith the government on labour issues especially regarding transformation and equity compliance. Members also have an opportunity to network through seminars, workshops and conferences thus getting an opportunity to learn and build relationships; Information and Resources: regular updates on industry position statements, policy papers or briefings and government submissions. Consumer Goods Council of South Africa[3] The Consumer Goods Council of South Africa is a Section 21 company representing over 11,000 member companies in the retail, wholesale and manufacturing of consumer goods. Its vision is to be a formidable and respected industry voice in South Africa. Its mission is to promote partnership amongst stakeholders across the consumer goods industry in resolving shared non-competitive matters in the most efficient manner to the ultimate benefit of the consumer. (CGCSA) Competition Commission In meeting the objectives to the Competition Acts, the commission is focused on restricting anti-competitive practices, eliminating abuse of dominant positions and strengthening merger control. Three institutions are created in terms of the Act to achieve the above objectives: The Competition Commission, which is independent but whose decisions may be appealed to the Competition Tribunal and the Competition Appeal Court; The Competition Tribunal, which has jurisdiction throughout South Africa and is independent from the competition institutions; and The Competition Appeal Court, which has status similar to that of a High Court and jurisdiction throughout South Africa. (Department of Trade and Industry South Africa) Sources: Government Communication and Information System, Waksmans Attorneys: Business Guide to South Africa, DTI Office of Consumer Protection[4] The Office of the Consumer Protection (OCP) functions as part of the consumer and Corporate Regulation Division of the Department of Trade and Industry (the dti). The OCP administers the Consumer Affairs (Unfair Business Practises) Act 71 of 1988. The office also enforces other legislation administered by the dti that contains consumer protection provisions. The Office of Consumer Protection is committed to protecting consumers against unfair business practices through complaints resolution, investigations, prosecutions, education and voluntary compliance programmes. It does this by: Promoting the spirit of fair trade between consumers and service providers; Educating consumers about their rights and duties; Providing quick and fast resolution of complaints through negotiated settlements; Investigating and resolving matters relating to unfair business practices; Prosecuting Offenders ITAC ITAC was established through an Act of Parliament, the International Trade Administration Act 71 of 2002, which came into force on 1 June 2003. The aim of ITAC, as stated in the Act, is to foster economic growth and development in order to raise incomes and promote investment and employment in South Africa and within the Common Customs Union Area by establishing an efficient and effective system for the administration of international trade subject to this Act and the Southern African Customs Union (SACU) Agreement. The core functions are: customs tariff investigations; trade remedies; and import and export control. Legal Environment In the context of Macro Environment analysis a legal system is the mechanism for creating, interpreting and enforcing the laws in a specified jurisdiction. The South African Retail environment is a regulated one exhibiting elements of constitutional law, criminal, civil and commercial laws. According to (International Business Environments and Operations 12th Edition, Daniels, Radebaugh, Sullivan; Pg 158) The constitution of a country is designed to guarantee an open and just political order, the criminal law is designed to safeguard the social order, the civil and commercial laws ensure fairness and efficiency of business transactions. Aspects of all three components bear on the decisions made by managers and investors. This accurately describes the legal environment in which the South African Retail market operates. The legislation applicable in the country is a method used by the government to regulate retail business practices, defining acceptable practices for conducting business transactions, to specific the rights and obligations of parties engaged in the business transactions and to afford legal redress when needed.(Int. bus Environ Operations) The South African legal climate is that of a democratic mixed legal system, engaging, common law, civil laws codified in various legislation, regulations and customary law. South Africa offers a balanced legal and political system safeguarding the interest of consumers as well as corporations, small medium enterprises. The political climate as well as the social environment is stable. The legal environment is derived partly from the political climate in a country and has three distinct dimensions to it: The domestic laws of home country; the domestic laws of foreign markets; International law in general. (http://www.exporthelp.co.za) Domestic laws govern marketing within a country, e.g. the physical attributes of a product will be influenced by laws (designed to protect consumers) relating to the purity, safety or performance of the product. Domestic laws might also constrain marketers in the areas of product packaging, marking and labeling, and contracts with agents. (http://www.exporthelp.co.za) South Africas commercial legal system has been influenced by English law. English courts create and follow precedents just as South African courts do. (http://www.exporthelp.co.za) Central to all commercial activities is the contract. The purpose of a contract is to specify the respective rights and obligations of the parties to an agreement and outline specific procedures or actions that must take place. Buyers and sellers are at times also subject to international law, which may be defined as that body of rules which regulates relationships between countries or other international legal persons. There is neither an international parliament empowered to create international law; nor an international police force to enforce it. The principal sources of international law are treaties and conventions. Other sources of international law are custom (i.e. international practice that is accepted as law) and the general principles of law recognised by civilized nations or natural law (the basis of human co-existence). The Incoterms (2000), as published by the International Chamber of Commerce, are not, strictly speaking, part of international law. Another area in which international law plays an important role is in controlling the use of the sea and the environment outside the territorial waters of countries. The control of international air travel by organisations such as IATA (International Airline Transport Association), or structures such as The Hague-Visby Rules in relation to ocean freight, may also be regarded as part of international law. (http://www.exporthelp.co.za) Legislation affecting the Retail Market in South Africa:- Labour Laws in South Africa (Department of Labour South Africa)[5] (Employing Workers) Workers in the retail sector are protected by a plethora of legislation (listed below). Notably the protection afforded by legislation and regulations deals with: wages,, hours of work, leave, prohibition of child labor and termination of employment. Amended Labour Relations Act; Basic Conditions of Employment (Amendment) Act, 2002 ; Basic Conditions of Employment Act, 1997; Basic Conditions of Employment Act Labour Relations Act ; Labour Relations amendment Act 2002; Employment Equity ; Employment Equity Act ; Skills Development Act ; Unemployment Insurance Fund; Rules for the conduct of proceedings before the CCMA; Skills Development Act; Sectoral Determination: 9: Wholesale and retail sector; No. 85 of 1993: Occupational Health and Safety Act as amended by Occupational Health and Safety Amendment Act, No. 181 Of 1993 Labour Regulations There is a plethora of regulations impacting the SA Retail labor and some of these are:-Driven machinery, Electrical Machinery, Construction ,Asbestos ,Lift escalator and passenger conveyer, Electrical Installation, Environmental regulation for workplaces, Facilities, Certificate of competency. South African Paint Manufacturers Association: Guide to Health Safety in the workplace Employment Equity: Code of good practice: Employment Equity, EEA 2: Employment Equity report, EEA 4: Income differential statement, EEA 10: Occupational categories, Technical Assistance Guidelines on the employment of people with disabilities) Land and Building Laws (Dealing with Licenses, Registering Property) Construction Industry Development Board Act, 2000; National Building Regulations and Building Standards Act (Act 103 of 1977); Land Reform (Labour Tenants) Act Tax Laws (Paying Taxes) Taxation Laws Amendment Act, 1999; Taxation Laws Amendment Act, 2004; Value-Added Tax Act, 1991 See discussion on Tax below. Constitution of South Africa Commercial and Company Laws (Starting a Business, Protecting Investors, Closing a Business) Companies Amendment Act, 2004; Companies Act, 1973; Competition Act, 1998 Civil Procedure Codes (Enforcing Contracts, Closing a Business, Protecting Investors) Magistrates Courts Rules of Court Banking and Credit Laws (Getting Credit, Protecting Investors) Banks Act, 1990; Insolvency Act Unfair Business Practices Act no 71 of 1988 EXCHANGE CONTROLS (SOUTH AFRICAN RESERVE BANK) Financial Regulations (Financial Services Board) Consumer Protection Act no 68 of 2008 (Data to follow) Consumer Affairs (Unfair Business Practises) Act 71 of 1988 The act deals with unfair business practise which is defined as any businesses practice which directly or indirectly has, or is likely to have, the effect of harming relations between business and consumers, unreasonably prejudicing any consumer, deceiving any consumer or unfairly affecting any consumer. Competition Amendment Bill, 2008[6] In 2006 DT reviewed the current competition regulatory framework. The review of the existing competition law regime was informed by a need to respond to the industrial policy objectives such as promotion of competitiveness; Observations on the challenges of the competition authorities in dealing with uncompetitive outcomes resulting in artificially high prices to the detriment of consumers; e.g. competition problems resulting from complex monopolies or multi-firm conduct; To strengthen efforts on cartel enforcement by introducing personal liability on directors who cause their firms to engage in cartel activities. (Department of Trade and Industry South Africa) To address these, the dti proposes to introduce Competition Amendment Bill, 2008 (Bill). The Bill is not intended to overhaul the current competition regime but is focused on key areas aimed at Strengthening the existing provisions of the Competition Act; Providing the competition authorities with extra powers to deal robustly with uncompetitive practices; and Enabling the Competition Commission to play a more proactive role in investigating markets and take measures to ensure market transparency. Competition Commission Act[7] 1998 (Werksmans Publications) The Competition Act affects every business operating in South Africa, and the serious consequences of contravention necessitate a sound understanding of its basic principles. An overarching law, the Competition Act, prohibits anti-competitive behavior such as price-fixing and collusion between competitors, and the abuse of dominance. The Act also provides for a merger control regime in terms of which the prior approval of the competition authorities must be obtained for certain mergers and acquisitions. South African competition law differs from foreign models in that the focus is not purely on competition issues, but also on certain public interest and social goals such as the promotion of small businesses, the interests of employees and black economic empowerment. South Africa has a well-developed and regulated competition regime based on best international practice. South Africas economic system is predominantly based on free market principles. However, as in most developed economies, competition is controlled. The Act fundamentally reformed the countrys competition legislation, substantially strengthening the powers of the competition authorities along the lines of the European Union, US and Canadian models. The Act provides for various prohibitions on anti-competitive conduct, restrictive practices (such as price fixing, predatory pricing and collusive tendering) and abuses by dominant firms (firms with a market share of 35% or more). South African authorities embarked on a major overhaul of competition policy, which led to the formulation of a new policy, the Competition Act, No. 89 of 1998, which seeks to achieve the following objectives: To promote the efficiency, adaptability and development of the economy; To provide consumers with competitive prices and product choices; To promote employment and advance the social and economic welfare of South Africans; To expand opportunities for South African participation in world markets and recognise the role of foreign competition in the Republic; To ensure that small and medium-sized enterprises have an equitable opportunity to participate in the economy; and To promote a greater spread of ownership, in particular to increase the ownership stakes of historically disadvantaged persons (HDIs). Broad-Based Black Economic Empowerment Act No 53 of 2003[8] Broad-Based Black Economic Empowerment (B-BBEE) is a specific government policy to advance economic transformation and enhance the economic participation of black people in the South African economy. The Department of Trade and Industrys (the dtis) growth strategy includes a focus on broadening participation, equity and access to redress for all economic citizens, particularly those previously marginalised. The Black Economic Empowerment (BEE) Act, No. 53 of 2003, facilitates the dtis work in this area by establishing a legislative framework for the promotion of BEE; empowering the Minister to issue Codes of Good Practice and publishing Transformation Charters; establishing the BEE Advisory Council; and making provision for matters connected therewith. (Department of Trade and Industry South Africa) International Trade Administration Act 71 of 2002, The object of the Act is to foster economic growth and development in order to raise incomes and promote investment and employment in the Republic and within the Common Customs Area by establishing an efficient and effective system for the administration of international trade subject to this Act and the SACU agreement. (Department of Trade and Industry South Africa) Intellectual Property Rights[9] South Africa has a developed system of intellectual property law covering patents, industrial designs, copyright and trademarks. It is also a signatory to most of the international conventions in this field. Environmental Regulation In terms of Section 24 of the Constitution and the National Environmental Management Act (NEMA), the Department of Trade and Industry (the dti) is to take care that a sound balance is maintained between environmental and socio-economic aspects in all policies, plans, programmes and decisions, including the encouragement of investment, granting of incentives and all other interventions. the dti encourages existing industries to implement Cleaner Production (CP) as an internationally adopted tool that incurs savings, increases competitiveness and elevates companies to higher levels of resource and energy efficiency. the dti at the 2002 World Summit on Sustainable Development established the National Cleaner Production Centre (NCPC), which implements CP in priority sectors, focusing on textiles, agro-processing and chemicals. NCPC sector projects are conducted in terms of Trade and Investment South Africa (TISA) Customised Sector Programmes (CSP). POLITICAL ENVIRONMENT (http://www.exporthelp.co.za) The political environment has an impact on the attractiveness of economic prospects of a particular country or region, also a companys international activities. The decision on whether or on to transact will be influenced by various factors including financial penalties on a company or if unanticipated events in the political arena lead to the loss of income-generating assets. (http://www.exporthelp.co.za) The greater the level of involvement in a foreign markets, the greater the need to monitor the political climate of the countries business is conducted. Changes in government often result in changes in policy and attitudes towards foreign business. Bearing in mind that a foreign company operates in a host country at the discretion of the government concerned, the government can either encourage foreign activities by offering attractive opportunities for investment and trade, or discourage its activities by imposing restrictions such as import quotas, etc. (http://www.exporthelp.co.za).Companies should therefore continually adjust their policies accordingly. Nearly all governments today play active roles in their countries economies. Although evident to a greater or lesser extent in most countries, government ownership of economic activities is still prevalent in the former centrally planned economies, as well as in certain developing countries which lack a sufficiently well developed private sector to support a free market system. (http://www.exporthelp.co.za) Reflected in a governments attitudes and policies towards business are its ideas about how best to promote national interest in the light of the countrys economic and political resources and objectives. Foreign products and investment seen to be vital to the growth and development of the economy often receive favourable treatment from the government in the form of reduced tax, exemption from quotas, etc. On the other hand, products considered by a government to be non-essential, undesirable, or a threat to local industry are frequently subjected to a variety of import restrictions such as quotas and tariffs. It is also important to be aware of the nature of the relationship between South Africa and the foreign target market. This was a major consideration during South Africas political isolation. Fortunately, South Africas international relations have normalised and today South Africa is viewed very favourably, from a political perspective, by the rest of the world. The political environment is connected to the international business environment through the concept of political risk. Political risk is determined differently for different companies, as not all of them will be equally affected by political changes. Political risk is of a macro nature when politically inspired environmental changes affect all foreign investment. It is of a micro nature when the environmental changes are intended to affect only selected fields of business activity or foreign firms with specific characteristics, (possibly by expropriation). When business is conducted in developing countries, the risks of greatest concern are civil disorder, war and expropriation. When business is conducted in industrialised countries, labour disruptions and price controls are generally seen to pose the greatest threats to a companys profitability. (http://www.exporthelp.co.za) Government Policies As in any other industry, the retail trader has to follow and honour laws and regulations of the host country and central regulations. At some level of the state, the retailer has to pay licence fees, and comply with community health and fire, safety standards, as well as zoning and building codes. At the point of the government and central controls can have a variety from pricing to employee hiring to the insurance of credit (Stewart Abbott. 1993, P. 115). South Africa operates an open market economy often retailers have challenges with compliance with the technical standards, regulatory and conformity assessment regimes are substantial, even when they are transparent. (Koch)(Technical Barriers to trade Barriers Faced by South African SMMES Michael A Peet Steven F Koch) Government regulation comes in many forms, such as tax regulation, labour regulation and regulations concerning the import and export of goods. These regulations have both costs and benefits, which government must balance. Regulation is a broad area that impacts on companies in many different ways. A study conducted and using data gathered from a number of South African Company surveys to investigate how government regulations impact on firms showed the following findings:- Funding, grants and initiatives Sources of funding for Companies or individuals doing business in South Africa are mainly from Commercial Banks. Funding from Bank Loans affords tax efficient benefits where the funds are used for the purpose of trade and in the production of income. The interest paid on the loan is tax deductible, subject to the transfer pricing and thin capitalization provisions. (DTI, 2009) Local borrowing virtually includes all forms of borrowing and financing facilities, e.g. bank loans, overdrafts, facilities and finance leases, credit extended to local suppliers of goods and services, borrowing limits are set on pre-set formula. Types of loans (DTI, 2009) include:- Mortgage Loans: each commercial bank applies its own policies; Unsecured loans: to finance working capital through overdrafts, depending on good standing of the company. Alternatively the banks can require security in the form of personal guarantees by the directors, physical security such as bond over unbounded property, or a cession of the book debts of the company. Discounting and factoring: discounting of e.g. foreign bills, trade bills, bankers acceptances or promissory notes. Corporate Finance: for medium sized companies, tailor made solutions for larger or more complex needs.; Export Finance and Guarantees State Assistance: The state owned Industrial Development Corporation (IDC) finances the private sector to facilitate commercially sustainable industrial development and innovation to the benefit of South Africa and Southern Africa. Finance is in the form of equity, quasi equity and medium tern loan finance. Interest rates are competitive and risk related and based on the prime bank overdraft rate. T

eBay’s Globalization Strategy Essays -- Business Management Studies

eBay’s Globalization Strategy eBay was founded by Pierre Omidyar and Jeff Skoll in May 1996. Their headquarters were in San Jose, California in the midst of the dot-com era. The company idea initially began as â€Å"Auction Web, which Omidyar launched in September 1995. The idea was to develop an open market place that was available for all members of the community to discuss, compare, and trade computer items as well as collectibles. The idea took off, reaching thousands of registered users in just a few years. By January 1997, AuctionWeb could not handle the large load of page views – bandwidth. Omidyar solved this problem by writing the code for a new system: ebay (Echo Bay Technologies). In September 1997, AuctionWeb was shut down and the eBay platform was opened. The ebay company vision: â€Å"To create the world’s largest global trading community and to help people trade practically anything on earth.† eBay had 2.4 M visitors in 8/98, quadrupling in size to 8.4 M visitors in 4/01. Listings on their site began at 500 in 1998 and grew to just under 5 M in 2001. What started out as an auction site for computer and collectible items matured to include toys, pottery, automobiles, furniture, to movies, etc. Omidyar and Skoll achieved their, â€Å"trade anything† goal much sooner than expected. In 1998, eBay went public. Given the sufficient number of funds received from the IPO, eBay launched strategic initiatives aimed at six specific objectives. 1) Grow the eBay community and strengthen the brand (attract and maintain vitality) 2) Broaden the company’s trading platform by growing existing product categories, promoting new product categories, and offering services for specific regions 3) Fost... ...ever, the 2004 estimates are more closely aligned with 2003 Actuals. This suggests that population growth was not as high as expected. Therefore, our projections took that into consideration and usage expectations were decreased. [7] --------------------------------------------------------------------- [1] Strategic Management Concepts and Cases, Thompson and Strickland, 12th Edition, P. C-263 [2] Strategic Marketing Problems, Kerin and Peterson, 10th Edition, P. 97 [3] Strategic Marketing Problems, Kerin and Peterson, 10th Edition, P. 89 [4] Strategic Marketing Problems, Kerin and Peterson, 10th Edition, P. 96 [5] Strategic Marketing Problems, Kerin and Peterson, 10th Edition, P. 103 [6] Strategic Marketing Problems, Kerin and Peterson, 10th Edition, P. 101 [7] Population Reference Bureau, http://www.prb.org/

citizern kane :: essays research papers

CITIZEN KANE Throughout the whole movie, the viewers got a feeling that Kane never had emotions and nothing could affect him, well this is until we learn of Rosebud. A childhood is something Kane was deprived of. When he was about 8 years old his parents sent him away to be educated and becoming something big in life, but what they did is take something away from him that no parent should take away; a childhood. Love is something that was not apparent in the opening scenes of the movie, his mother seemed so cold and stern, believing that is was in his best interests to leave home and become successful. Did this success make him a happy man, well later we learn the answer and that is no. Kane had everything a man could want in life, a wife who was not all ways loving but still there for him, an extravagant social life and last but not least billions of dollars. Kane had all this but he still never seemed to be pleased. He was demanded more and the best out of what he had. Kane had nearly fooled himself that these materialistic posesions made him happy, but what we really find out is; all he wanted was a normal life. His house was cluttered with senseless ornaments that probably mean the least to him. Kane’s amazing lifestyles with everything so big and exuberant was in a way his cure to a lonely soul. He never could determine who were his friends and who weren’t, once he dies we find out: many weren’t. If Kane had been brought up with a childhood, with the love and fun most children experience, maybe he wouldn’t have been so cold and brutal. The attraction of money wore out for him after a few years but it had already done its damage, and then we find him stuck, with nothing to do and most of all nothing that pleases him in life anymore. The key to understanding Kane was not in what he found pleasurable nor what interested him, it was his weakness. Kane always seemed tough, like he never gave a second thought about what just happened, he just did what he had to do and he did it swiftly but like all people something did affect him. Superman had Kryptonite and for Kane it was memories. Many memories that he should've had, that he missed out on.

Martin Luther :: essays research papers

The Renaissance marked new interests in the discovery of the natural world through art and the sciences. In art, the discovery of perspective brought a revolutionary realism to painting, architecture, and exploration. This led to the Europeans’ discoveries of new lands, such as Africa, Asia, and the Americas. Because of the Renaissance’s deviance from the thoughts of the medieval age, an opportunistic view of humanity developed. Many began believing that man was capable of doing anything, as long as they had the will.   Ã‚  Ã‚  Ã‚  Ã‚  Society developed a man-centered thought, somewhat departing from the God centered thought of the medieval period. The educated leader, soldier, and artist were revered, whereas the bishop, priest, and monk took a back seat. The artists and humanists of the Renaissance era would help establish this age as one of individualism and creativity Renaissance thinkers appealed to a combination of Christianity and Humanism, by referring to Genesis 1:26 (â€Å"And God said, ‘Let us make humankind in our image, according to our likeness’†) and Genesis 1:28 (â€Å"Have dominion over [earth]’†). Because man is made in God’s likeness and has dominion of Earth, Humanists believed they were divine creations of God living on Earth. The Renaissance helped secularize Europe. Man was now the creator of his own destiny.   Ã‚  Ã‚  Ã‚  Ã‚  The exploration during this era brought more centralized monarchies. The flood of silver and gold made many nations money hungry, as they raced to discover more lands. Also, this era could be considered a scientific one, as Copernicus published his De Revolutionibus, which culminated into the growth of universities. Also, the printing press had created the ability to produce books cheaply and in more quantities. And this was important, as the Renaissance created a literate public eager for whatever was freshly published.   Ã‚  Ã‚  Ã‚  Ã‚  The Renaissance occurred for many reasons. One main reason could be with the dissatisfaction with the Church. There was a shift from group salvation to a more personalized view on life, due to the Humanistic movement. People wanted an individualized way of salvation. The sacraments became devoid of meaning. The papacy lost much of its power, due to the secularization of many cities. People were able to congregate among themselves and discuss ideas and thoughts. Many people noticed the wealth of the papacy. The poor resented this wealth, while the rich citizens envied it. At the same time, the popes were still selling indulgences and high offices. The clergy had become lax and corrupt.

Automobile Industry Essay

* Detailed analysis of Automobile industry which is gearing towards international standards. * Analysis of the impact of qualitative factors on industry’s and company’s prospects. * Comparison of the Global automobile scene with its Indian counterpart. * Study of the challenges facing the Indian Automobile Industry * Analysis of the implementable strategies to counter the effects of the discussed challenges. PREFACE The Automotive industry in India is one of the largest in the world and one of the fastest growing globally. The Indian Automobile Industry embarked on a new journey since 1991 with delicensing of the sector and subsequent opening up for 100 per cent FDI through automatic route. Almost all the global majors have set up their facilities in India taking the next level of production of vehicles from 2 million in 1991 to 110+ million in 2011. The Auto Sector in India is set to continue in its growth trajectory for the next five years and India is an increasingly favourite destination for Global Majors looking at emerging market. This in turn, has fuelled a boom in the domestic auto market, with close to 10mn vehicles sold in India in 2009-10 The automotive industry is increasingly becoming the cynosure of the manufacturing sector across the globe. Due to its intense forward and backward linkages with several key segments of the economy, the automotive industry has a strong multiplier effect and acts as one ofthe key drivers of growth across the globe. The attention and importance to the automotive industry in the economic development and planning policies of Government and its agencies has also witnessed significant up rise. The industry has been evolving over the years, meeting up with challenges as diverse as transitions, consolidations and restructuring, and thereby adapting to the new market conditions. As of 2011, India is home to 40 million passenger vehicles. More than 3. 7 million automotive vehicles were produced in India in 2011 (an increase of 33. 9%), making the country the second fastest growing automobile market in the world. According to the Society of Indian Automobile Manufacturers, annual vehicle sales are projected to increase to 5 million by 2015 and more than 9 million by 2020. By 2050, the country is expected to top the world in car volumes with approximately 611 million vehicles on the nation’s roads. OVERVIEW The Indian Automobile Industry manufactures over 11 million vehicles and exports about 1. 5 million each year. The dominant products of the industry are two-wheelers with a market share of over 75% and passenger cars with a market share of about 16%. Commercial vehicles and three-wheelers share about 9% of the market between them. About 91% of the vehicles sold are used by households and only about 9% for commercial purposes. The industry has a turnover of more than USD $35 billion and provides direct and indirect employment to over 13 million people. The supply chain is similar to the supply chain of the automotive industry in Europe and America. Interestingly, the level of trade exports in this sector in India has been medium and imports have been low. However, this is rapidly changing and both exports and imports are increasing. The demand determinants of the industry are factors like affordability, product innovation, infrastructure and price of fuel. Also, the basis of competition in the sector is high and increasing, and its life cycle stage is growth. With a rapidly growing middle class, all the advantages of this sector in India are yet to be leveraged. With a high cost of developing production facilities, limited accessibility to new technology, and increasing competition, the barriers to enter the Indian Automotive sector are high. On the other hand, India has a well-developed tax structure. The power to levy taxes and duties is distributed among the three tiers of Government. The cost structure of the industry is fairly traditional, but the profitability of motor vehicle manufacturers has been rising over the past five years. Major players, like Tata Motors and Maruti Suzuki have material cost of about 80% but are recording profits after tax of about 6% to 11%. The level of technology change in the Motor vehicle Industry has been high but, the rate of change in technology has been medium. Investment in the technology by the producers has been high. System-suppliers of integrated components and sub-systems have become the order of the day. However, further investment in new technologies will help the industry be more competitive. Over the past few years, the industry has been volatile. Currently, India’s increasing per capita disposable income which is expected to rise by 106% by 2015 and growth in exports is playing a major role in the rise and competitiveness of the industry. Tata Motors is leading the commercial vehicle segment with a market share of about 64%. Maruti Suzuki is leading the passenger vehicle segment with a market share of 46%. Hyundai Motor India Limited and Mahindra and Mahindra are focusing expanding their footprint in the overseas market. Hero MotoCorp is occupying over 41% and sharing 26% of the two-wheeler market in India with Bajaj Auto. Bajaj Auto in itself is occupying about 58% of the three-wheeler market. Consumers are very important of the survival of the Motor Vehicle manufacturing industry. In 2008-09, customer sentiment dropped, which burned on the augmentation in demand of cars. Steel is the major input used by manufacturers and the rise in price of steel is putting a cost pressure on manufacturers and cost is getting transferred to the end consumer. The price of oil and petrol affect the driving habits of consumers and the type of car they buy. The key to success in the industry is to improve labor productivity, labor flexibility, and capital efficiency. Having quality manpower, infrastructure improvements, and raw material availability also play a major role. Access to latest and most efficient technology and techniques will bring competitive advantage to the major players. Utilizing manufacturing plants to optimum level and understanding implications from the government policies are the essentials in the Automotive Industry of India. Both, Industry and Indian Government are obligated to intervene the Indian Automotive industry. The Indian government should facilitate infrastructure creation, create favorable and predictable business environment, attract investment and promote research and development. The role of Industry will primarily be in designing and manufacturing products of world-class quality establishing cost competitiveness and improving productivity in labor and in capital. With a combined effort, the Indian Automotive industry will emerge as the destination of choice in the world for design and manufacturing of automobiles. The Indian market offers endless possibilities for investors. HISTORY The first car which ran on Indian roads was in 1897. Until the 1930s, cars were imported directly, but in very small numbers. Embryonic automotive industry emerged in India in the 1940s. Mahindra & Mahindra was established by two brothers as a trading company in 1945, and began assembly of Jeep CJ-3A utility vehicles under license from Willys. The company soon branched out into the manufacture of light commercial vehicles (LCVs) and agricultural tractors. Following the independence, in 1947, the Government of India and the private sector launched efforts to create an automotive component manufacturing industry to supply to the automobile industry. However, the growth was relatively slow in the 1950s and 1960s due to nationalization and the license raj which hampered the Indian private sector. After 1970, the automotive industry started to grow, but the growth was mainly driven by tractors, commercial vehicles and scooters. Cars were still a major luxury. Japanese manufacturers entered the Indian market ultimately leading to the establishment of Maruti Udyog. A number of foreign firms initiated joint ventures with Indian companies. In the 1980s, a number of Japanese manufacturers launched joint-ventures for building motorcycles and light commercial-vehicles. It was at this time that the Indian government chose Suzuki for its joint-venture to manufacture small cars. Following the economic liberalization in 1991 and the gradual weakening of the license raj, a number of Indian and multi-national car companies launched operations. Since then, automotive component and automobile manufacturing growth has accelerated to meet domestic and export demands. Following economic liberalization in India in 1991, the Indian automotive industry has demonstrated sustained growth as a result of increased competitiveness and relaxed restrictions. Several Indian automobile manufacturers such as Tata Motors, Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and international operations. India’s robust economic growth led to the further expansion of its domestic automobile market which has attracted significant India-specific investment by multinational automobile manufacturers. In February 2009, a monthly sale of passenger cars in India exceeded 100,000 units and has since grown rapidly to a record monthly high of 182,992 units in October 2009. From 2003 to 2010, car sales in India have progressed at a CAGR of 13. 7%, and with only 10% of Indian households owning a car in 2009 (whereas this figure reaches 80% in Switzerland for example) this progression is unlikely to stop in the coming decade. Congestion of Indian roads, more than market demand, will likely be the limiting factor. SIAM is the apex industry body representing all the vehicle manufacturers, home-grown and international, in India. INDUSTRY OVERVIEW This class consists of units mainly engaged in manufacturing motor vehicles or motor vehicle engines. Products and Services The primary activities of this industry are: * Motor cars manufacturing. * Motor vehicle engine manufacturing The major products and services in this industry are: * Passenger motor vehicle manufacturing segment (Passenger Cars, Utility Vehicles &Multi Purpose Vehicles) * Commercial Vehicles (Medium & Heavy and Light Commercial Vehicles) * Two-Wheelers * Three-Wheelers Key Auto Segments – Growth Expected to moderate over the next 12 months Financial Year 2012 was a landmark year – both in a positive and negative manner. It paved way for many breakthrough launches – saw the launch of segment defining Fluidic Verna, excellent value for money XUV 500, Hyundai’s entry level offering Eon and many more. It also displayed its sudden love for MPV/MUVs in the Auto Expo – Maruti’s Ertiga, Chevrolet’s Enjoy and Nissan’s Evalia were the most sought after showcase at the expo. We were now exposed to the hard truth as well – that how labour intensive the auto industry is. A labor strike can strike at Maruti shook the entire Auto Industry. The aftermath took its toll on the overall numbers. This was further catalyzed by inflation, consistent fuel hikes and rising auto interest rates. The world’s fastest growing automobile market was now under analysts scanner for its sheer volatility. Demand for cars fell for the first time in three years last July and slumped by the most in over a decade in October. SIAM which had projected a growth of over 20% had to instantly lower its projections. The Industry’s lackluster performance reflected in the overall performance of the country. In a recent report, S&P cut its outlook on India’s BBB- rating to negative from stable. This is surely not a good news for the Indian Industry in overall. The low-end hatchbacks were the ones to take the beating in FY12. For perhaps the first time in many years, small cars reported a decline in growth in 2011-12 (FY12), largely on account of Maruti Alto’s decline. Now, SIAM has forecast 10-12 percent growth in overall passenger cars for this fiscal, but this number may be lower if small car growth is again hindered. SIAM data showed that the mini car segment – which comprises Maruti 800, Alto, A-Star, and WagonR, the Chevy Spark and Hyundai’s Santro and Eon – declined by about 7 percent to 6,42,009 units (6,90,812 units) last fiscal. Sales of the Alto, the single largest selling car in India, had fallen by about 11 percent between April and February 2012. Also, for the first-time ever, bigger diesel cars – the SUVs – are selling more and there is no slowdown in ‘dieselization’. India’s largest automaker, Maruti Suzuki, expects car sales to increase by 10 per cent in the fiscal year beginning in April led by diesel models. Diesel car sales are expected to rise by 150,000 in 2012-13 while sale of petrol cars fall by 50,000, said the company. OVERALL HIGHLIGHTS: * Car sales in India rose just 2. 2 percent in FY2012 * Sales of motorcycles rose 12 percent in the previous fiscal year to 10. 1 million vehicles (10,096,062 units). * Scooter sales shot up 24. 5 per cent, to 2,562,841 units. * Total two-wheeler sales were 13,435,769 units in 2011-12 against 11,768,910 units in 2010- 11, up 14. 2 per cent. * Commercial vehicles, Siam said total sales in FY12 were 809,532 units, up 18. 2 per cent. * Three-wheeler segment that saw a decline of 2. 4 per cent at 513,251 vehicles in FY12. PROJECTIONS FOR FY2013: * # SIAM has projected passenger car sales growth at 10-12 per cent in 2012-13. * # Sales of trucks and buses, a key indicator of economic activity, rose 18. 2 percent in 2011/12 and are seen growing 9 to 11 per cent in this fiscal year. * # SIAM has pegged the motorcycle segment to grow 10-12 per cent in FY13 and scooters by 15-17 percent. Two wheeler segment is expected to have a growth of around 14-15%. * # Commercial Vehicles is projected to grow by nine to 11 per cent in FY13. * # SIAM has also projected five to seven per cent growth for Three Wheelers. Domestic car sales – expecting growth to moderate next year SUPPLY CHAIN OF AUTOMOBILE INDUSTRY: The supply chain of automotive industry in India is very similar to the supply chain of the automotive industry in Europe and America. The orders of the industry arise from the bottom of the supply chain.ie. From the consumers and goes through the automakers and climbs up until the third tier suppliers. However, the products, as channeled in every traditional automotive industry, flow from the top of the supply chain to reach the consumers. Automakers in India are the key to the supply chain and are responsible for the products and innovation in the industry. The description and the role of each of the contributors to the supply chain are discussed below. * Third Tier Suppliers: These companies provide basic products like rubber, glass, steel, plastic and aluminum to the second tier suppliers. * Second Tier Suppliers: These companies design vehicle systems or bodies for First Tier Suppliers and OEMs. They work on designs provided by the first tier suppliers or OEMs. They also provide engineering resources for detailed designs. Some of their services may include welding, fabrication, shearing, bending etc. * First Tier Suppliers: These companies provide major systems directly to assemblers. These companies have global coverage to follow their customers to various locations around the world. They design and innovate to provide â€Å"black-box† solutions for the requirements of their customers. Black-box solutions are solutions created by suppliers using their own technology to meet the performance and interface requirements set by assemblers. First tier suppliers are responsible not only for the assembly of parts into complete units like dashboard, brakes-axle-suspension, seats, or cockpit but also for the management of second-tier suppliers. * Automakers/Vehicle Manufacturers/Original Equipment Manufacturers (OEMs): After researching consumers’ wants and needs, automakers begin designing models which are tailored to consumers’ demands. The design process normally takes five years. These companies have manufacturing units where engines are manufactured and parts supplied by first tier suppliers and second tier suppliers are assembled. Automakers are the key to the supply chain of the automotive industry. Examples of these companies are Tata Motors, Maruti Suzuki, Toyota, and Honda. Innovation, design capability and branding are the main focus of these companies. * Dealers: Once the vehicles are ready they are shipped to the regional branch and from there, to the authorized dealers of the companies. The dealers then sell the vehicles to the end customers. * Parts and Accessory: These companies provide products like tires, windshields, and air bags etc. to automakers and dealers or directly to customers. * Service Providers: Some of the services to the customers include servicing of vehicles, repairing parts, or financing of vehicles. Many dealers provide these services but, customers can also choose to go to independent service providers. EXPORTS: India’s automobile exports have grown consistently and reached $4. 5 billion in 2009, with United Kingdom being India’s largest export market followed by Italy, Germany, Netherlands and South Africa. India’s automobile exports are expected to cross $12 billion by 2014. According to New York Times, India’s strong engineering base and expertise in the manufacturing of low-cost, fuel-efficient cars has resulted in the expansion of manufacturing facilities of several automobile companies like Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki. In recent years, India has emerged as a leading center for the manufacture of small cars. Hyundai, the biggest exporter from the country, now ships more than 250,000 cars annually from India. Apart from shipments to its parent Suzuki, Maruti Suzuki also manufactures small cars for Nissan, which sells them in Europe. Nissan will also export small cars from its new Indian assembly line. Tata Motors exports its passenger vehicles to Asian and African markets, and is in preparation to launch electric vehicles in Europe. The firm is also planning to launch an electric version of its low-cost car Nano in Europe and the U. S. Mahindra & Mahindra is preparing to introduce its pickup trucks and small SUV models in the U. S. market. Bajaj Auto is designing a low-cost car for the Renault Nissan Automotive India, which will market the product worldwide. Renault Nissan may also join domestic commercial vehicle manufacturer Ashok Leyland in another small car project. While the possibilities are impressive, there are challenges that could thwart future growth of the Indian automobile industry. Since the demand for automobiles in recent years is directly linked to overall economic expansion and rising personal incomes, industry growth will slow if the economy weakens. Passenger car exports from India increased 34. 16% in May, riding on the back of robust overseas sales by Hyundai Motor, Nissan Motor and Toyota Kirloskar in non-European countries. According to figures released by Society of Indian Automobile Manufacturers (SIAM), India exported 45,036 cars in the last month compared to 33,570 units in the year-ago period. â€Å"Europe still continues to be a worry, but the growth that we have seen is mainly on account of new markets that the companies have developed,† SIAM Director General Vishnu Mathur said. In May, the country’s largest exported Hyundai Motor India Ltd (HMIL) witnessed a growth of 42. 16% at 23,659 units against 16,643 units in the same month last year. â€Å"On account of slackness in the domestic market in May, we took the opportunity to ramp up the back orders for the export market. We had higher sales of the Eon in Algeria, the i20 in South Africa and the i10 in South America, particularly in Mexico and Columbia,† a spokesperson of HMIL said. However, rival and domestic market leader Maruti Suzuki India’s overseas passenger car sales fell by 9. 42% to 9,363 units from 10,337 units in May 2011, SIAM said. Car maker Nissan Motor India saw its exports from the country going up by over two-fold to 8,157 units last month from 3,937 units in the corresponding month last year. Toyota Kirloskar Motor, which started exports from April this year, sold 1,693 units in May in South Africa, SIAM said. Ford India’s sales in overseas locations, however, dipped 15. 81% to 1,693 units from 2,011 units in May 2011. Homegrown auto major Tata Motors’ exports rose by 32. 38% to 372 units from 281 units in the year-ago period. Exports of all categories of vehicles from India during May 2012 increased by 4. 62% to 2,46,314 units from 2,35,429 units in the same month last year, SIAM said . The two-wheeler segment witnessed exports of 1,74,362 units in last month compared to 1,61,346 units in the year-ago month, up 8. 07%, it added. The motorcycle segment’s overseas sales went up by 5. 16% to 1,63,446 units from 1,55,419 units in May 2011. SIAM said exports of scooters from India increased by 87. 18% last month to 10,660 units from 5,695 units in the same month last year. However, exports of commercial vehicles decreased by 8. 72% to 7,861 units in May 2012 from 8,612 units in the corresponding month last year, it added. MARKET CHARACTERISTICS * MARKET SIZE: The Indian Automotive Industry after de-licensing in July 1991 has grown at a spectacular rate on an average of 17% for last few years. The industry has attained a turnover of USD $35. 8 billion, (INR 165,000 crores) and an investment of USD 10. 9 billion. The industry has provided direct and indirect employment to 13. 1 million people. Automobile industry is currently contributing about 5% of the total GDP of India. India’s current GDP is about $1. 4 trillion and is expected to grow to $3. 75 trillion by 2020. The projected size in 2016 of the Indian automotive industry varies between $122 billion and $159 billion including USD 35 billion in exports. This translates into a contribution of 10% to 11% towards India’s GDP by 2016, which is more than double the current contribution. * DEMAND DETERMINANTS: Interest rate (%) – cuts unlikely to spur demand Determinants of demand for this industry include vehicle prices (which are determined largely by wage, material and equipment costs) and exchange rates, preferences, the running cost of a vehicle (mainly determined by the price of petrol), income, interest rates, scrapping rates, and product innovation. Exchange Rate: Movement in the value of Rupee determines the attractiveness of Indian products overseas and the price of import for domestic consumption. Affordability: Movement in income determine the affordability of new motor vehicles. Allowing unrestricted Foreign Direct Investment (FDI) led to increase in competition in the domestic market hence, making better vehicles available at affordable prices. Innovation: Product Innovation is an important determinant as it allows better models to be available each year and also encourages manufacturing of environmental friendly cars. Demographics: It is evident that high population of India has been one of the major reasons for large size of automobile industry in India. Factors that may be augment demand include rising population and an increasing proportion of young persons in the population that will be more inclined to use and replace cars. Also, increase in people with lesser dependency on traditional single family income structure is likely to add value to vehicle demand. Infrastructure: Longer-term determinants of demand include development in Indian’s infrastructure. India’s banking giant State Bank of India and Australia’s Macquarie Group has launched an infrastructure fund to rise up to USD 3 billion for infrastructure improvements. India needs about $500 billion to repair its infrastructure such as ports, roads, and power units. These investments have been made with an aim to generate long-term cash flow from automobile, power, and telecom industries. (Source: Silicon India) Price of Petrol: Movement in oil prices also have an impact on demand for large cars in India. During periods of high fuel cost as experienced from 2007, demand for large cars declined in favors of smaller, more fuel-efficient vehicles. The changing patterns in customer preferences for smaller, more fuel-efficient vehicles led to the launch of Tata Motor’s Nano – one of the world’s smallest and cheapest cars. Surprisingly, when overall passenger car sales have run into problems, the sales of luxury cars and SUVs, which are significantly more expensive in India than abroad due to high import taxes, have experienced encouraging growth. The Indian unit of BMW had to raise capacity at its factory four times during 2011, while sales of the high-end Jaguar Land Rover model owned by Tata Motors rose impressively during a period when more affordable passenger car sales were experiencing a downturn. * INTERNATIONAL MARKETS ANALYSIS: The Indian automotive industry embarked a new journey in 1991 with de-licensing of the sector and subsequent opening up for 100% foreign direct investment (FDI). Since then almost all global majors have set up their facilities in Indian taking the level of production from 2 million in 1991 to over 10 million in recent years. The exports in automotive sector have grown on an average compound annual growth rate of 30% per year for the last seven years. The export earnings from this sector are over USD 6 billion. Even with this rapid growth, the Indian automotive industry’s contribution in global terms is very low. This is evident from the fact that even though passenger and commercial vehicles have crossed the production figures of 2. 3 million in the year 2008, yet India’s share is about 3. 28% of world production of 70. 53 million passenger and commercial vehicles. India’s automotive exports constitute only about 0. 3% of global automotive trade. * LIFE CYCLE: The life cycle stage is growth. The market for manufacturing motor vehicles is consistently increasing. The products manufactured by this industry are profitable. Companies have been consistently opening new plats and employing over the past five years. Japanese and European manufacturers of motor vehicles have entered the market. Industry value added has been rising, along with the rise in GDP. Life Cycle Analysis General improvement in availability of trained manpower and good infrastructure is required for sustainable growth of the industry. Keeping this in view, the Indian Government has launched a unique initiative of National Automotive Testing and R&D Infrastructure Project (NATRIP) to provide specialised facilities for Testing, Certification and Homologation to the industry. A similar initiative is required for creating specialised institutions in automotive sector for education, training and development. The auto industry has grown in the clusters of interconnected companies which are linked by commonalities and complementarities. The major clusters are in and around Manesar in North, Pune in West, Chennai in South, Jamshedpur-Kolkata in East and Indore in Central India. The Government is planning to create a National Level Specialises Education and Training Institute for Automotive Sector and to enhance the transportation, communication and export infrastructure facilities. The contribution of automotive sector in the GDP of India is expected to double by 2016 through major spotlight on export of small cars, Multi-Utility Vehicles, Two- and Three-wheelers. * INDUSTRY ASSISTANCE: The automobile industry has a defined its target in the Automotive Mission Plan as â€Å"To emerge as the destination of choice in the world for design and manufacture of automobiles with output reaching a level of USD 145 billion accounting more than 10% of GDP and providing additional employment to 25 million people by 2016†. In order to achieve this plan interventions are required from both Industry and Indian Government. The Indian Government would play a key enabling role in facilitating infrastructure creation, promote the country’s capabilities, create a favorable and predictable business environment, attract investment and promote research & development. The role of Industry will primarily be in designing and manufacturing products of world-class quality standards, establishing cost competitiveness, improving productivity of both labor and capital, achieving scale and R&D enhancing capability and showcasing India’s products in potential markets. In order to achieve these goals the following key recommendations have been made in the Automotive Mission Plan to the Indian Government and Industry: Manufacturing and export of small cars, multi-utility vehicles, two- and three-wheelers, tractors, components to be promoted. Care to be taken of negative like and rules of the country with current negotiation of Free Trade Agreement and Regional Trade agreement with countries like Thailand, Singapore, Malaysia, China, Korea, Egypt, Gulf etc. Attractive Tariff Policy which may follow attractive investment. Specific measures will be taken for expansion of domestic market. Incremental investment of USD 35 to 40 billion to Automotive Industry during the next 10 years. National Road Safety Board to act as the coordinating body for promoting safety. Inspection and Certification system to be strengthened by encouraging public-private partnership. National level Automotive Institute for training on automobile at International Training Institutes (ITIs) and Automotive Training Institute (ATIs) to be set up. An Auto Design Centre to be established at National Institute of Design, Ahmadabad. National Automotive Testing and R&D Implementation Project (NATRIP) to act as Centre of Excellence for Technical Design Data. Integration of Information Technology in manufacturing to be promoted. R&D for product, process and technology to be incentivized. Road Map for Auto Fuel Policy beyond 2010 would be drawn. The profitability of motor vehicle manufacturers has been rising over the past five years, mainly due to rising demand and growth of Indian middle class. Major players of the industry, like Maruti Suzuki India and Tata Motors have been recording profits of 6% to 11% from the past five years. Whereas, earlier profit margins in the industry were only 1. 5% to 3%. Cost of material has reduced from over 85% in the year 2001-2002 to under 80% in the year2008-2009. Wages and salary as a percentage of revenue has been declining and with the increasing labor productivity this is expected to decline further in the coming years. * CAPITAL AND LABOR INTENSITY: The level of Capital Intensity is high. The level of labor intensity is medium. The motor vehicle manufacturing industry requires significant level of capital investment. Value is added through the automated manufacturing and assembly of costly components. Labor input is required in the manufacturing, assembly, and finishing processes. In order to achieve and retain competitiveness, vehicle manufacturing industry depends on its capacity and speed to innovate and upgrade. The most imperative indices for competitiveness in the industry are productivity in both labor and capital. * TECHNOLOGY AND SYSTEMS: The level of technology change is high. The rate of change in technology is medium. Investment in technology by producers has been on the rise. The automobile industry in India has seen an enormous development in the engines which are being used. Carburetor engines have become obsolete and Multi Point Fuel Injection (MPFI) engines are the order of the days in patrol cars. The Diesel engines have also undergone a sea change from the time Rudolf Diesel invented it way back in the 1892. Today Common Rail Direct Injection (CRDI) is the order of the day. Multi Point Fuel injection (MPFI):The fuel injects were used to meet stricter emission norms as it keeps pollutants to bare minimum and drives the maximum performance out of a vehicle by squeezing out the maximum mileage even from the last drop of fuel that goes into the engine. MPFI system injects fuel into individual cylinders after receiving command from the on board engine management system computer or Engine Control Unit (ECU). This technology results in superior fuel combustion, better fuel management, engine performance and reduced pollution. To get the maximum out from these types of engine one should use Premium petrol like XTRA Premium, Speed, and Power. Common Rail Direct Injection (CRDI): CRDI engine cars offer 25% more power than the normal direct injection engine with a superior pickup and torque, offering sometimes up to 70% more power than the conventional diesel engines. They are smooth, less strident, and immensely.

Process of Problem Solving and Decision Making

Teamwork is important to organizations in this entire world nowadays to be successful and to have control in the market. Teamwork is basically defined as problem solving group of people who have a variety of skills and strengths to obtain the most perfect solution. Teamwork is one of the main goals for organizations to make sure that they are on the right track in obtaining their visions. There are many ways that organizations put their contributions in increasing the power of teamwork such as team building where it helps the employees to work in groups rather than individuals. Teamwork will help the organizations in the process of problem solving and decision making where it consists of several process that is cause analysis, creative problem solving, decision making and anticipate and plan. Firstly, find and analyse the cause to configure which errors or problems to be corrected or to be improvised. Teamwork is important in this process where it is more effective where it will save the cost and time in finding the cause to the problem. Each members of the team can concentrate in sectors where there they could possibly find the problem that they are searching. There are methods that practiced in some organizations such as the Root Cause Analysis (RCA) where it believes that the optimum solution only can be found if they discovered the root cause. By having the solution with RCA, it can also be used for identifying the immediately obvious symptoms for the future errors. After the cause of the problems have been discovered, the team can proceed to the next step that is creative problem solving. Creative problem solving is founded by Alex Osborn and Dr. Sidney J. Parnes in the 1950s where they made the process of finding and generating creative solutions to produce great ideas in solving problems. Despite that, to generate more ideas in solving the problems, teamwork is needed because generating many ideas must come from more brains and minds. Brainstorming can be practiced in this process where each of the group members in the team who have personal skills and abilities can give their own ideas and thus more ideas can be generated in solving the problem. These may help in having more alternatives to obtain an optimal solution regarding the problem faced. After the team has acquired a number of solutions, the decision making process will start where the team will now select the best alternatives in solving the problem. Decision making can be defined as an outcome of mental process which will lead to selecting the best solution among other alternatives. In order to obtain the optimal solution, the objectives must be reviewed first and the alternative chosen must be evaluated by those objectives. Moreover, a good decision making is essential for the success of the organization where they usually involve in some issues where it makes decision making difficult such as uncertainty, complexity, high risk consequences and also interpersonal issues. The last step in the process of problem solving and decision making is anticipating and plan to assure success. This is important after the alternative has been chosen because the team must further plan to make sure that the alternative goes well while facing the problem. It is a waste of time in the process of decision making when they do not plan on how to use the alternative effectively. After making plans for the alternative, the team can now anticipate the future effects of the alternative to make sure whether it is successful or not. If it does not work out, the team must fall back to the decision making process where they will choose another best alternative to be used. Last but not least, teamwork is a very useful in the process of problem solving and decision making because it helps much in saving the organization’s time and money as there will be more people can use their own point of view based on their abilities and skills in order to find the root of the problem, generating ideas in finding solutions, making decisions on the ideas and anticipate and plan the chosen ideas. Organizations should implement the mutuality among the members because it is very useful to assure their success and to work effectively although it is essential that team members acquire communication skills and use effective communication channels between one another to help in improving their interaction between one and another.