Different Style of Learning

Different Styles of Learning By Jason D. Himel COLL100 DO41 WIN 13 American Military University Maureen Horowitz As individuals I found we all learn in many different ways. You have from people learning on-line while other attends a class room environment. Some people are hands on learners while others can read an assignment and retain the information very well. When I first started this exercise I thought to myself how I learn the material I am trying to obtain. After taking all four of the surveys and completing the exercises I found it very interesting the breakdown of my learner abilities.In all the styles and ways of learning I found that I am a visual learner. As a visual learner I prefer hands on training, taking lots of notes, and visual seeing the big picture and then breaking down the picture while trying to understand how it all comes together. But being a visual learner doesn’t really stop here. I decided to go further into detail to see what a visual learner means to me. I have decided to seek a college degree to prepare myself for the future and prepare myself for the new chapter in life. I only have about two years remaining in the military and a few courses left to complete my bachelor degree.My supervisor a few weeks ago sat down with me really broke it down for me and helps me understand time management and finding time to finish my degree. She pretty much gave me a more time so I can finish my education. A challenge I am willing to accept. Despite me working full time and many long hours I decided to attend on-line classes. Considering surveys taken; on-line courses is one of my weaknesses since how I prefer eyes on and hands on training but through the proper motivation and dedication I can overcome my weakness and make it my strength. This I hope I am able to overcome and do extremely well.As I was doing the exercises I found two of which most interesting and yet I totally agree was from the learning styles and strategies website and the learning style preference website. My learning style is sequential and global learner and my style of preference was a kinesthetic learner. According to Felder & Soloman, a sequential learner tends to gain understanding in linear steps, with each step following logically from the previous one. Global learners tend to learn in large jumps, absorbing material almost randomly without seeing connections, and then suddenly â€Å"getting it.Retrieved from http://www4. ncsu. edu/unity/lockers/users/f/felder/public/ILSdir/styles. htm. In The Center for New Discoveries in Learning, a kinesthetic learner we prefer to be a hands-on learner and most likely love to move around frequently, like athletics, and to build things with your hands. Be grateful for your talents and also, it is important to know that most company and school environments cater to people whose highest learning style preference is visual. Retrieved from http://www. howtolearn. com/quiz-results? id=34681D5B-149A-D43E-1E F8-212F30D45B44&source=HTL. In conclusion, now I have a better understanding on my particular learning styles and habits I believe in can improve on areas that I may be weak at by taking it upon myself by learning other styles individuals have mastered. This will help me more effectively interact, while also increasing my learning potential because I can learn from other individuals. Knowledge truly is power, and the more I acquire, and the more I can learn from myself and other people, the better off I will be.

Comperative Analysis Bt Airtel Voda Phone

ACKNOWLEDGEMENT I †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. , sincerely thankful to all those people who have been giving me anykind of assistance in the making of this project report. I express my gratitude to †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦, who has through her vast experience andknowledge has been able to guide me, both ably and successfully towards thecompletion of the project. I express my gratitude to Sri Balaji College of Engineering &Technology, JaipurI would hereby, make most of the opportunity by expressing my sincerest thanks to allmy faculties whose teachings gave me conceptual understanding and clarity ofcomprehension, which ultimately made my job more easy.Credit also goes to all myfriends whose encouragement kept me in good stead. Their continuous support hasgiven me the strength and confidence to complete the project without any difficulty. Last of all but not the least I would like to acknowledge my gratitude to therespondents without whom this survey wo uld have been incomplete. I am also thankful to authority of Airtel & Vodafone for providing me the information. CONTENT 1. Acknowledgement 2. Contents 3. Declaration 4. objectives of the study 5. introduction of the topic †¢ Telecom sector in India †¢ Airtel †¢ Vodafone †¢ Background Company profile of Airtel †¢ The magic †¢ Comparison between marketing strategy of Bharti Airtel and Vodafone 6. Research Methodology †¢ Type of research methodology †¢ Data collection method †¢ Method of collection 7. Data Analysis and Interpretation 8. Swat analysis 9. Suggestion & Conclusion 10. Recommendations 11. Bibliography 12. Questionnaire Declaration I, †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Being a student of MBA(HR & MKT) 5th Trimester of School of Business, ITM university, Gwalior Hereby declares that the project report under title â€Å"Comparative Analysis of Marketing Strategies of Vodafone & Airtel. Is my own work it is the analysis of the big scale sector of communication. This project involves the big scale services involved in telecommunication sector provided by Airtel and Vodafone to its customers. The survey was conducted so as to analyze the big scale sector prevailing in the current industry and the improvement that can be made upon it. All care has been taken to keep this report error free and I sincerely regret for any unintended discrepancies that might have crept into this report. I shall be highly obliged if errors (if any) be brought to my attention.Thank You OBJECTIVE OF THE STUDY Every organization has to achieve its organization goals. For this it is very essential for an organization to know about the view of consumers and their competitive products. This survey research may be also aimed as to estimate potential buyer for the product. The objective of the study is as under:- 1. To identify the difference between market performance of Airtel industry and Vodafone. 2. To study the market of Airtel Industry and Vodafone on big scale telecommunication sector. 3.To compare various parameters of marketing strategies, manufacturing process, technology adopted production policy, advertising, collaboration, export scenario, future prospect for the two companies and government policies. 4. To study customer buying behavior and factors which influence the purchase decision process. 5. To know how the company has been successful in encountering the aggressive marketing strategies of competitors. [pic] [pic] Telecom Sector In India Than 125 million telephones network is one of the largest communication networks in world, which continues to grow at a blistering pace.The rapid growth in the telecom sector can be attributed to the various pro-active and positive policy measures taken by the government as well as the dynamic and entrepreneurial spirit of the various telecom service providers both in private and public sector. The telecom sector has shown impressive growth d uring the past decade. Today, more Two striking features of this growth viz. increasing preference for mobile phones and higher contribution of private sector in the incremental growth have pre dominated the telecom sector.The share of mobile phones (including WLL mobile) has overtaken the share of landlines with 62% in the total number of phones. The private sectors contribution is also increasing rapidly. Currently more than 30 lakh phones are being added each month and it is targeted that by the end of 2010 the total number of phones may reach a level of350 million taking the tele-density to more than 30% which is currently at 24. 63%. Network Expansion: The total number of telephone subscribers has reached 281. 62million at the end of January 2010 as compared to 232. 7 million in July 2009. The overall Tele density has increased to 23. 63% in January 2010 as compared to 21. 20% in August2009. Wireless Service: The wireless segment saw a surge of 78. 77 million subscribers last m onth compared to 78. 17 million in Mar. 2010. This pushed the total wireless subscribers base to 282. 40 million by Apr. 31 2010. Wire line Subscribers: The wire line segment subscriber base stood at 39. 73 million with a decrease of 0. 16 million at the end of Apr. 2010. Tele density: The gross subscriber base reached 206. 83 million at the end of March 2009.The Tele density is 24. 63%at the end of Apr. 2010 as compared to 18. 31% at the end of March 2009, registering an increase of 6%. Increasing Role of Private Sector: The private sector has played a significant role in the growth of telecom sector. The share of private sector has risen to 85 per cent in December2009 from 64. 14 per cent in November 2008. Tariff Rebalancing Measures: There has been a dramatic fall in the tariffs due to increased competition. The minimum effective charges for local calls have fallen considerably in recent months especially for cellular service.The long distance domestic as well as international ch arges have also fallen considerably. Telecom Regulatory Authority of India (TRAI): TRAI was established under the Telecom Regulatory Authority of India Act, 1997 enacted on March 28, 1997. The goals and objectives of TRAI are focused towards providing a regulatory framework that facilitates achievement of the objectives of New Technology Policy (NTP) 1999. TRAI has endeavored to encourage greater corporation in the telecom sector together with better quality and affordable prices.AIRTEL Airtel is a brand of telecommunication services in India operated by Bharti Airtel. Airtel is the largest cellular service provider in India in terms of number of subscribers. Bharti Airtel owns the Airtel brand and provides the following services under the brand name Airtel: Mobile Services (using GSM Technology), Broadband& Telephone Services (Fixed line, Internet Connectivity (DSL) and Leased Line, Airtel Digital TV, Airtel Money ), Long Distance Services and Enterprise Services (Telecommunication s consulting for corporate).It has presence in all 23 circles of the country and covers 71% of the current population (as of FY07). Leading international telecommunication companies such as Vodafone and SingTel held partial stakes in Bharti Airtel. VODAFONE Vodafone Essar, previously Hutchison Essar is a cellular operator in India that covers 16telecom circles in India Despite the official name being Vodafone Essar, its products are simply branded Vodafone. It offers both prepaid and postpaid GSM cellular phone coverage throughout India and is especially strong in the major metros.Vodafone Essar provides 2G services based on 900 MHz and 1800 MHz digital GSM technology, offering voice and data services in 16 of the countrys 23 license areas. Vodafone Essar, previously Hutchison Essar is a cellular operator in India that covers 16telecom circles in India . Despite the official name being Vodafone Essar, its products aresimply branded Vodafone. It offers both prepaid and postpaid GSM c ellular phone coverage throughout India and is especially strong in the major metros.Vodafone Essar provides 2G services based on 900 MHz and 1800 MHz digital GSM technology, offering voice and data services in 16 of the country’s 23 license areas. INTRODUCTION OF THE TOPIC BACKGROUND The project is an extensive report on how the Airtel Company markets its strategies and how the company has been able in tackling the present tough competition and how it is scooping up by the allegations of the quality of its products. The report begins with the history of the products and the introduction of the Airtel Company.This report also contains the basic marketing strategies that are used by the Airtel Company of manufacturing process, technology, production policy, advertising, collaboration, export scenario, future prospect and government policies. The report includes some of the key salient features of market trend issues. In today’s world of cutthroat fierce competition, it is very essential to not only exist but also to excel in the market. Today’s market is enormously more complex. Hence forth, to survive in the market, the company not only needs to maximize its profit but also needs to satisfy its customers and should try to build upon from there.COMPANY PROFILE OF AIRTEL Vision : â€Å"As we spread wings to expand our capabilities and explore new horizons, the fundamental focus remains unchanged: seek out the best technology in the world and put it at the service of ourultimate user: our customer. â€Å"These are the premise on which Bharti Enterprises has based its entire plan of action. Bharti Enterprises has been at the forefront of technology and has revolutionized telecommunications with its world-class products and services. Established in 1985, Bharti has been a pioneering force in the telecom sector.With many firsts and innovations to its credit, ranging from being the first mobile service in Jaipur, first private basic telephone s ervice provider in the country, first Indian company to provide comprehensive telecom services outside India in Seychelles and first private sector service provider to launch National Long Distance Services in India. Bharti had approximately 3. 21 million total customers – nearly2. 88 million mobile and 334,000 fixed line customer’s. Its services sector businesses include mobile operations in Andhra Pradesh, Chennai, Jaipur, Gujarat, Haryana, Himachal Pradesh, Karnataka, Kerala,Kolkata, Madhya Pradesh circle, Maharashtra circle, Mumbai, Punjab, Tamil Nadu and Uttar Pradesh (West) circle. In addition, it also has fixed-line operations in the states of Madhya Pradesh and Chhattisgarh, Haryana, Jaipur, Karnataka and Tamil Nadu and nationwide broadband and long distance networks. Bharti has recently launched national long distance services by offering data transmission services and voice transmission services for calls originating and terminating on most of India’s mobile networks. The Company is also implementing a submarine cable project connecting Chennai-Singapore for providing international band width.Bharti Enterprises also manufactures and exports telephone terminals and cordless phones. Apart from being the largest manufacturer of telephone instruments, it is also the first telecom company to export its products to the USA. Bharti Tele-Ventures strategic objective is â€Å"to capitalize on the growth opportunities that the Company believes are available in the Indian telecommunications market and consolidate its position to be the leading integrated telecommunications services provider in key markets in India, with a focus on providing mobile services†. The Company has developed the following strategies to achieve its strategic objective :- Focus on maximizing revenues and margins †¢ †¢ Capture maximum telecommunications revenue potential with minimum geographical coverage †¢ Offer multiple telecommunications ser vices to provide customers with a â€Å"one-stop shop† solution †¢ Position itself to tap data transmission opportunities and offer advanced mobile data services †¢ Focus on satisfying and retaining customers by ensuring high level of customer satisfaction †¢ Leverage strengths of its strategic 98*/and financial partners; and †¢ Emphasize on human resource development to achieve operational efficiencies. BusinessesBharti Tele-Ventures current businesses include – †¢ Mobile services, Airtel M †¢ Fixed-line †¢ National and international long distance services †¢ VSAT, Internet services and Network solutions. †¢ Broadband services with DSL and Wi-Fi network Competitive Strengths:- Bharti Tele-Ventures believes that the following elements will contribute to the Company’s success as an integrated telecommunication services provider in India and will provide the Company with a solid foundation to execute its business strate gy: †¢ Nationwide Footprint – approximately 92% of India’s total mobile subscribers resided in the Company’s fifteen mobile circles.These 23 circles collectively accounted for approximately 56% of India’s land mass †¢ Focus on telecommunications to enable the Company to better anticipate industry trends and capitalize on new telecommunications-related business opportunities. †¢ The strong brand name recognition and a reputation for offering high quality service to its customers; †¢ Quality management team with vision and proven execution skills; and †¢ The Company’s strong relationships with international strategic and financial investors such as SingTel, Warburg Pincus, International Finance Corporation, Asian Infrastructure Fund Group and New York Life Insurance.Brand Architecture Bharti is working on a complex three-layered branding architecture — to: †¢Create specific brands for each service, †¢Build su b-brands within each of these services and †¢Use Bharti as the mother brand providing the group its corporate identity as well as defining its goal to become a national builder of telecoms infrastructure. [pic] [pic] Airtel – The flagship brand for cellular operations all across the Indian country. Touchtel – The brand earmarked for basic service operations. India One – The brand for national long distance (NLD) telephonyThough the costs of creating new brands are heavy but the group wants to create â€Å"distinct independent brands to address different customers and profiles†. Brand Strategy: To understand the brand strategy, let’s first look at the brand building exercise associated with Airtel — a brand that had to be repositioned recently to address new needs in the market. When the brand was launched seven years ago, cellular telephony wasn’t a mass market by any means. For the average consumer, owning a cellular phone was e xpensive as tariff rates (at Rs 8 a minute) as well as instrument prices were steep — sometimes as much as buying a second-handcar.Bharti could have addressed the customer by rationally explaining to him the economic advantage of using a mobile phone. But Sachdev says that such a strategy would not have worked for the simple reason that the value from using the phone at the time was not commensurate with the cost. â€Å"Instead of the value-proposition model, we decided to address the sensory benefit it gave to the customer as the main selling tack. The idea was to become a badge value brand,† he explains. So the Airtel â€Å"leadership series† campaign was launched showing successful men with their laptops and in their deluxe cars using the mobile phone.In simple terms, it meant Airtel was positioned as an inspirational brand that was meant for leaders, for customers who stood out in a crowd. Did it work? Repeated surveys following the launch showed that there were three core benefits that were clearly associated with the brand — leadership, dynamism and performance. These were valuable qualities, but they only took Airtel far enough to establish its presence in the market. As tariffs started dropping, it became necessary for Airtel to appeal to a wider audience.And the various brand-tracking exercises showed that despite all these good things, there was no emotional dimension to the brand — it was perceived as cold, distant and efficient. Sachdev and his team realized that in a business in which customer relationships were the core this could be a major weakness. The reason with tariffs identical to competitor Vodafone telecomm and roughly the same level of service and schemes, it had now become important for Bharti to â€Å"humanize† Airtel and use that relationship as a major differentiation.The brand had become something like Lufthansa — cold and efficient. What they needed was to become Singapore Airlines, efficient but also human. A change in tack was important because this was a time when the cellular market was changing. The leadership series was okay when you were wooing the creme de la creme of society. Once your eached them you had to expand the market so there was need to address to new customer’s. By that time, Bharti was already the leading cellular subscriber in Jaipur with a base of 3. 77 lakh (it now has 1. 8 million customers).And with tariffs becoming more affordable — as cell companies started cutting prices — it was time to expand the market. How could Bharti leverage this leadership position down the value chain? Surveys showed that the concept of leadership in the customer’s minds was also changing. Leadership did not mean directing subordinates to execute orders but to work along with a team to achieve common objectives — it was, again, a relationship game that needed to be reflected in the Airtel brand. Also, a survey showed that 50 per cent of the new customers choose a mobile hone brand mostly through word-of-mouth endorsements from friends, family or colleagues. Thus, existing customers were an important tool for market expansion and Bharti now focused on building closer relationships with them. That is precisely what the brand tried to achieve through its new positioning under the Airtel â€Å"Touch Tomorrow† brand campaign. This set of campaigns portrayed mobile users surrounded by caring family members. Says Sachdev: â€Å"The new campaign and positioning was designed to highlight the relationship angle and make the brand softer and more sensitive. As it looks to expand its cellular services nationwide —to eight new circles apart from the seven in which it already operates — Bharti is now realizing that there are new compulsions to rework the Airtel brand, and a new exercise is being launched to this effect. Right now, the company is unwilling to discuss the new positioning in de tail. But broadly, the focus is on positioning Airtel as a power brand with numerous regional sub-brands reflecting customer needs in various parts of the country.Airtel is becoming more humane and more sensitive as a brand, Bharti has also understood that one common brand for all cellular operations might not always work in urban markets that are now getting increasingly saturated. To bring in new customers, the company decided that it needed to segment the market. One such experiment, launched last year, is You topia, a brand aimed at the youth in the 14 to 19 age bracket and for those who are â€Å"young at heart†. With its earlier positioning, Airtel was perceived as a brand for the well-heeled older customer; there was nothing for younger people.With Youtopia, Airtel hoped to reverse that. In order to deliver the concept, Airtel offered rock bottom tariff rates (25 paise for 30 seconds) at night to Youtopia customers — a time when they make the maximum number of c alls. It also setup merchandising exercises around the scheme — like a special portal for young people to buy things or bid for goods. The company is now looking at offering other services at affordable prices to this segment which include music downloads on the mobile and bundling SMS rates with normal calls to make it cheaper for young people to use.The other experiment that Bharti has worked on is to go in for product segmentation through the Tango brand name. The brand was created to offer mobile users Internet-interface services or what is known as WAP (Wireless Application Protocol). The idea was to bring Internet and mobile in perfect harmony. â€Å"The name was chosen from the popular movie title It Takes Two to Tango: basically, you need the two services to tango to offer customers a new choice†, says Sachdev. This, however, had less to do with the branding exercise as with inefficiency of service (accusingly slow download speeds) and the limited utility of WA P services.Subsequently, the ads were withdrawn, but the company re-iterated that the branding exercise could be revived because Tango will be the brand to offer GPRS services — or permanent Internet connectivity on the mobile phone — which Airtel is expected to launch soon. THE MAGIC Perhaps the more ambitious experiment has been with Magic — the pre-paid card. The idea was to make the brand affordable, accessible and, most importantly, feasible as a means of expanding the market even faster. PHASE I – Magic was aimed at bringing in infrequent users of a mobile phone into the market and assure him that he would have to pay only if he made a call.Such a customer used the phone sparingly — mostly for emergencies — and was not willing to pick up a normal mobile connection with its relatively high rentals (pre-paid cards do not include rental charges). To achieve its objectives Bharti did three things. †¢ One, the product was made availabl e at prices ranging from Rs 300 to Rs 3,000 with no strings attached and was simple to operate. †¢ Two, the product was made accessible and distributed through small stores, telephone booths and even kirana shops so that the offering was well within arms reach. Third, to make the product more â€Å"approachable† to the customer, the company came with vernacular ad campaigns Like â€Å"Magic Daalo Say Hello† which appealed to local sensibilities. This apart, the company roped in Karisma Kapoor and Shah Rukh Khan for a major ad campaign all across Jaipur, a ruse that saw the number of subscribers go up from 5. 47 lakh to 1. 2 million to days’, overtaking Essar’s branded pre-paid card Speed, which was launched much ahead of Magic. The company is now re-working its Magic strategy even further.Earlier, the branding strategy was aimed at roping in only interested customers — that is, customers who were already inclined to opt for mobile services. Bu t now, with basic service providers having been allowed limited mobility at far cheaper rates, mobile service providers could find themselves under threat again. That is why the new exercise is aimed at co-opting non-adopters. While the exact strategy is under wraps, insiders say the new branding strategy would be aimed at offering them value which they had not perceived would be available from using a pre-paid card.PHASE II – Bharti used Airtel Magic to build a strong value proposition and accelerate market expansion through India’s first national pre-paid card TV brand campaign †¢ First time ever in India – any pre-paid card brand goes on TV †¢ A combination of the film genre exposed through the TV medium designed to connect with the masses of India †¢ Youth based – romance driven strategy platform makes the value proposition of Airtel Magic – ‘Mumkin Hai’ come alive †¢ All elements – user imagery, context, tone & language created to connect the category to the lives of the SEC B & SEC C segment – the middle class non-mobile user †¢ Airtel Magic positions itself on the platform of being excellent for emergency situations – increasing productivity as a part of everyday life. †¢ Sharukh Khan makes ‘everything in life possible’ while romancing pretty Kareena Kapoor with Airtel Magic, India’s leading pre-paid mobile card. Airtel today unveiled its strategy for market expansion with the launch of its new Airtel Magic pre-paid card brand campaign – ‘Magic hai to Mumkin hai’. The strategy is targeted at the non- user. Segment defined as young adults, 15-30 years of age; in the Sec B & C segment is aimed at accelerating market expansion.The value proposition is centered around a person’s desire to make all his / her dreams, ambitions & aspirations instantly possible. The new campaign for Airtel Magic is all about empowerin g millions of Indians to be on top of their lives. The brand is positioned to be relevant to the mass-market who want to make all their dreams, hopes & desires come alive†¦ instantly. (At just Rs. 300/- per month Airtel Magic is so easy to buy. ) Improving productivity, letting you be friend the world and opening up new horizons. It gives you the freedom to control your life in a way never possible before.Indeed, anything that you think is possible is possible with Airtel Magic. The new brand slogan ‘Magic hai to Mumkin hai’ has been specially created to capture this effectively. This strategy is designed to help us talk to this segment directly in the tone, manner & language ofthe masses. The â€Å"Mumkin hai† value proposition will help us expand the market and gain a higher percentage of market shares in the process. The brand ambassadors Shahrukh Khan and Kareena Kapoor embody this ‘can do’ or â€Å"MumkinHai† spirit (infact that is t he reason they were selected as brand ambassadors).Sharukh rose froma TV actor to become India’s top film star and national heartthrob. Kareena’s success is due to her‘attitude’, talent, hard work and the sheer ability to make a mark in such a short time. Both thesestars have said ‘Mumkin hai’ and made it happen for themselves. The genre of this new strategy & campaign is Hindi cinema led. This genre connects millions across India. The spirit of romance, dancing†¦ the Indian cinema, well known to most as Bollywood, holds millions of Indians together as one.The new TV campaign of Airtel Magic crafted in the Hindi film idiom, magnifies the empowering optimism of â€Å"Mumkin Hai†, in the endearing situation of a boy-girl romance. Where Sharukh Khan, sets his eyes on Kareena Kapoor and wins her love with the help of Airtel Magic. (Poignantly conveying that special feeling we all get when a dream is made possible and a victory of the h eart is won). The strategy & new brand campaign is targeted at the large untapped base of intending mobile customers from Sec A, B & C. The estimated addressable market of such customers in the next two years is around 25 million in Airtel’s 16 states.The new strategy aims at correcting the perception that the mobile category is useful mainly for ‘business’ or ‘work’ related scenarios. The new strategy, brand positioning & brand slogan is an outcome of an extensive nationwide research and is an integral part of Airtel Magic’s new multi-media campaign. The campaign has been created by Percept Advertising. PHASE III – Bharti used Airtel Magic to build a strong value proposition and accelerate market expansion through India’s first national pre-paid card TV brand campaign †¢ First time ever in India – any pre-paid card brand gives such freedom to recharge any value A combination of the film genre exposed through the TV m edium designed to connect with the masses of India †¢ Youth based – romance driven strategy platform makes the value proposition of Airtel Magic – ‘Aisi azaadi aur kahan? † come alive †¢ Sharukh Khan Makes ‘everything in life possible’ Airtel today unveiled its strategy for market expansion with the launch of its new Airtel Magic pre-paid card brand campaign – ‘Magic Hai to Mumkin Hai’. . The value proposition is centered on a person’s desire to make all his / her dreams, ambitions & aspirations instantly possible.The new campaign for Airtel Magic is all about empowering millions of Indians to be on top of their lives. The brand is positioned to be relevant to the mass-market who want to make all their dreams, hopes & desires come alive†¦ instantly . At a amount of your choice you can recharge your account with available validity time . Improving productivity, letting you befriend the world and opening up new horizons. It gives you the freedom to control your life in a way never possible before. Indeed, anything that you think is possible is possible with Airtel Magic.The new brand slogan ‘Aisi azadi aur kahan’ has been specially created to capture this effectively. Other Brand Building Initiatives:- The main idea is to stay ahead of competition for at least six months. Working on the above game plan Bharti is constantly coming up with newer product offerings for the customers. The focus, of course, is to offer better quality of service. †¢ To make the service simpler for customers using roaming facilities, Airtel has devised common numbers for subscribers across the country for services like customer care, food services and cinema amongst others. It will also launch a unified billing system across circles so, customers moving from one place to another do not have to close and then again open new accounts at another place. †¢ To assist customer care personne l to deal with subscriber queries, a storehouse of 40,000 frequently asked questions and their answers have been stored on the computers. †¢ Bharti expects that most of its new customers (one estimate is that it would be 60 to 70 per cent of the total new subscriber base) would come from the pre-paid card segment. So, they must be given value-added products and services which competitors don’t provide. Bharti, for the first time for a cellular operator, has decided to offer roaming services even to its pre-paid customers, but the facility would be limited to the region in which they buy the card. To ensure that customers don’t migrate to other competing services (which is known as churn and ranges from 10 to 15 per cent of the customer base every month), the company is also working on a loyalty program. This will offer subscribers tangible cash benefits depending upon their usage of the phone. †¢ The loyalty program will not be only for a ‘badge valueâ €™, it will provide real benefits to customers. The idea is to create an Airtel community. Another key area which Bharti is concentrating its attention upon is a new roaming service launched in Jaipur under which calls of a roaming subscriber who is visiting the city will be routed directly to his mobile instead of traveling via his home network †¢ The company also offers multi-media messaging systems under which customers having a specialized phone with a in-built camera can take pictures and e-mail it to friends or store it in the phone. The cost per picture is between Rs 5 to Rs 7 .†¢ Bharti is also aware that it has to make owning a ready-to-use cellular service much easier than it is today.A key area is to increase the number of activation centers. Earlier Bharti had 250 Airtel Connect stores which were exclusive outlets (for its services) and about 250 Airtel Points which were kiosks in larger shops. Now activation can be done by all of them, and not only by Conn ect outlets, all within 15 to 20 minutes. In comparison, the competition takes two to four hours. †¢ Pre- paid cards are really catching up with the mobile phone users and it is actually helping the market to increase. First, they are easier to obtain and convenient to use. Unlike post-paid, one need not pay security deposits for picking up a pre-paid card.It is often available even with paanwalas. As befits a fast-moving consumer service, the game is now moving beyond price to expanding distribution reach and servicing a well-spread-out clientele with technology and strategic alliances. Bharti is focusing on two factors to make pre-paid cards more attractive. Keeping the entry cost low for consumers and making recharging more convenience. †¢ Bharti is in the process of launching a new system in alliance with Mumbai-based Company Venture InfoTech which will enable a pre-paid card user to renew his subscription by just swiping a card.The system will not only save users the hassle of going out and buying a card every time it expires but also enable mobile companies to reduce the cost of printing and distributing cards. †¢ Bharti Tele ventures has tied up with Waiter on wheels, a company delivering food. at home, to reach its Magic pre-paid cards to subscribers doorsteps. The company is also joining hands with local grocery shops which will enable users to recharge their cards by just making a phone call to the shop. Apart from improving the convenience of recharging, mobile operators are beefing up their distribution channels.The company is constantly innovating to enhance the value proposition for its pre-paid service. They are leveraging technology to expand their distribution network and deliver round-the-clock recharge options to its MOTS (Mobile on the Spot) subscribers. †¢ Bharti Cellular has also launched a special service, Care Touch, for high-value, corporate customers, providing them with instant, single-point access for any assista nce they require. Customers can dial 777 and enjoy a slew of services, which includes easier payment of bills, service on priority basis, and value-added services without any additional paper work.Bharti. Cellular is offering a range of services without going through an interactive voice recorder ensuring that they save time. Dedicated ‘Care Touch’ executives are expected to assist customers with any service on priority basis. Besides the regular proactive reminder calls for bill payment, customers can also call Care Touch for bill payments at free of cost. †¢ Airtel presented MTV Inbox :- the first ‘on-air’ SMS based interactive music dedication show exclusively for Airtel and Airtel Magic customers. Highly interactive VJ based show with real-time feedback mechanism.Both brands joined hands to target the high growth youth segment. Bharti’s View on its Branding strategy :- First, brand building efforts in today’s context have to be seen i n a more holistic manner. Delivering value on a sustained basis is perhaps the most potent key to build a brand that lasts. Unflinching orientation to customer needs is the second key success factor. Customers (be it for industrial products or consumer goods and services) across the world are more informed and, at the same time, becoming more individualistic in their needs and far more demanding with the passage of time.Pro-active tracking of shifts in consumer behavior, anticipating redefined or emerging customer needs, and then reacting in â€Å"real-time† are essential to attract and retain customer loyalty — a key element of creating brand equity in the present situation. Customizing the product (and communication of its benefit) to meet the specific needs of various consumer/customer sub-segments is the third element in creating brand appreciation. As far as allocation of time and financial resources are concerned, too many companies mistake nly allocate a disprop ortionate amount on mere advertising and promotion.This is not to say that advertising and promotion are less relevant. On the contrary, with more choices and higher media clutter, businesses need to budget for an increasingly higher spend on their brand promotion but this has to be undertaken in tandem with enterprise-wide â€Å"reengineering† of the business philosophy and core design, production, and delivery operations for the product itself. The positive spin to this argument is that by first addressing the fundamentals, the enterprise itself becomes more competitive.This can be the beginning of a virtuous cycle wherein brand equity continues to increase as the enterprise sustains delivery of an appropriate product or service at an ever increasing value. It is, however, crucial to note that in the years to come, not only will the cost of building a regional or a national (or an international) brand will continue to rise but also the time. taken to do so will be longer an d will need sustained and focused efforts. Comparison of marketing strategies Between Bharti Airtel and Vodafone. †¢ Purpose of comparison The sub main purpose of this report is to compare the marketing Strategies adopted by Bharti Airtel and its rival Vodafone †¢ The comparison shows how both of the companies have been challenging each other to gain market shares. Why comparison with vodafone †¢ Bharti Airtel is the leader in telecommunication sector. †¢ Bharti Airtel holds the lion share of market of communication sector. †¢ However, Vodafone has been giving tough competition to Bharti Airtel. †¢ Vodafone is the second largest player and share holder in Communication sector. †¢ Since its launch Vodafone has been adopting aggressive marketing strategies. The comparison shows how Hutchison Essar Telecom. Captured 22% market share in one month of its first launch of postpaid subscription in 2002. AD. †¢ With a different technology Vodafone crea tes its own market. †¢ Vodafone Today deals in every business of communication sector. . †¢ Vodafone making and changing the strategies to capture the market shares Brand positioning by Bharti Airtel Market segmentation †¢ Geographical segment (metropolitans & cities India & Out of Country) †¢ Demographic segment – middle income groups †¢ People age group of 20 to 28 year Target marketing †¢ People who living in cities and towns. Poor or middle income group people. †¢ Youngsters in big cities. †¢ Businessmen Positioning †¢ Creating brands (Sharukh khan, Sachin Tendulker, Saif ali Khan and Karina Kapoor. etc. ) †¢ Ads and promotions – ( â€Å"Jo Tera Hai Wo Maira hai† â€Å"Har Ek Friend Jaroori Hota hai†) †¢ Promotion for study of poor childrens. Marketing mix †¢ Price : low price strategy †¢ Place: maximum outlets and service centers †¢ Product: verities available for various groups(Ai rtel Pre Paid, Airtel DigitalTV, Airtelmoney) †¢ Promotion: various schemes for pre-paid and post-paid and Broad Band andMARKETING STRATEGIES OF VODAFONE. Vodafone target the rural India The main targeted customers of Vodafone are from rural India. By offering cheap and light mobile sets Vodafone attracts most of the customers of small villages and towns. Offering cheap handsets Vodafone offers cheap and free connections to all customers. The cost for these sets was Rs-799-849-1099set and onward. Free support and services In every district and big towns Vodafone opens its service centers to provide better support and services. Strong logistics and supply chain Vodafone has a strong logistic and supply all over India.In every small town the potential customers can easily purchase the Vodafone SIM & Sets. Targeting youngsters in metropolitans Vodafone attracts youngsters by offering colorful handset at very low prices. BRAND POSITIONING BY VODAFONE Market segmentation Geographica l segment (rural India) Demographic segment – middle income groups Target marketing People living in small towns and villages. Poor and middle income groups. Youngsters in big cities. Businessmen Positioning Creating brands Ads and promotions Marketing mix Price: low price strategy Place: maximum outlets and service centersProduct: verities available for various groups Promotion: various schemes for pre-paid and post-paid Services provided by Bharti Airtel †¢ Mobile services with GSM technology (Prepaid) †¢ Airtel Digital TV (DTH) †¢ Airtel Money ( M – Commerce – Mobile Wallet) †¢ Fixed-line connections †¢ National and international long distance services †¢ VSAT, Internet services, Hello Tunes and network solutions †¢ Broadband services Services provided by Vodafone. †¢ mobile services with GSM technology †¢ fixed-line telephone services †¢ Universal Internetworking †¢ VoIP (Voice over Internet Protocol) â € ¢ Interactive Television Visual Communication †¢ Broadband Portal †¢ Telecommuting RESEARCH METHODOLOGY Achieving accuracy in any research requires a deep study regarding the subject. The prime objective of the project is to compare Airtel with the existing competitor (Vodafone) in the market and the impact of WLL on Airtel. The research methodology adopted is basically based on primary data via which the most recent and accurate piece of first hand information could be collected. Secondary data has been used to support primary data wherever needed. Primary data was collected using the following techniquesQuestionnaire Method Direct Interview Method and Observation Method The main tool used was, the questionnaire method. Further direct interview method, where a face-to-face formal interview was taken. Lastly observation method has been continuous with the questionnaire method, as one continuously observes the surrounding environment he works in. Type of Research Method ology EXPLORATORY: TYPE OF RESEARCH CARRIED OUT WAS EXPLORATORY IN NATURE; THEOBJECTIVE OF SUCH RESEARCH IS TO DETERMINE THE APPROXIMATE AREAWHERE THE DRAWBACK OF THE COMPANY LIES AND ALSO TO IDENTIFY THECOURSE OF ACTION TO SOLVE IT.FOR THIS PURPOSE THE INFORMATION PROVEDUSEFUL FOR GIVING RIGHT SUGGESTION TO THE COMPANY. DATA COLLECTION METHOD THERE TWO TYPE OF METHOD OF DATA COLLECTION. PRIMARY DATA SECONDARY DATA Primary data was collected using the following techniques Questionnaire Method Direct Interview Method and Observation Method The main tool used was, the questionnaire method. Further direct interview method, where a face- to-face formal interview was taken. Lastly observation method has been continuous with the questionnaire method, as one continuously observes the surrounding environment he works in.DATA USED FOR THE RESEARCH WORK WAS PRIMARY IN NATURE. PRIMARY DATA: PRIMARY DATA IS THAT WHICH IS THE COLLECTED FOR THE FIST TIME AND THUS HAPPEN TO BE ORIGINATED IN CHARAC TER. QUESTIONNAIRE SURVEY: IN THE STUDIES A QUESTIONNAIRE IS PREPARED. THE QUESTIONNAIRE CONSISTS OF 15 QUESTIONS. SECONDARY DATA: SECONDARY DATA REFER TO THE DATA THAT HAS BEEN ALREADY COLLECTED . THE SECONDARY DATA, WHICH HAS BEEN USED TO CARRY OUT THIS STUDY, ARE AS FOLLOW: †¢ BOOKS, JOURNALS, MAGAZINES, NEWSPAPERS †¢ INDUSTRY REPORTS †¢ COMPANY’S INTERNET SITE †¢ SOMEOTHER RELEVANT STUDY MATERIAL AND WEBSITES.. SAMPLE UNIT: – GWALIOR & URBEN UNITTHE RESEARCH PROCESS WAS DONE BY INTERACTING WITH NUMBER OF CUSTOMERS DURING THE ACTIVITIES PERFORMED, WHICH INCLUDED, MARKETS, COLD CALLING, CANOPIES, ETC. SAMPLE DESIGN CONSISTS OF RANDOM SAMPLING. SAMPLE SIZE: – 50 PEOPLE SIZE: METHOD OF COLLECTION: – FIELD PROCEDURE FOR GATHERING PRIMARY DATA INCLUDED OBSERVATION AND INTERVIEW SCHEDULE IN WHICH THE QUESTIONNAIRES WERE FILED BY THE INTERVIEWER. PERSONAL INTERVIEWS THROUGH SELF ADMINISTERED SURVEY WAS DONE TO COLLECT THE DATA, MARKET RESE ARCH WAS UNDERTAKEN, THAT WAS ACCOMPLISHED BY PERFORMING VARIOUS ACTIVITIES DESIGNED. RESEARCH INSTRUMENT: QUESTIONNAIRETHE QUESTIONNAIRE WAS FORMULATED BY KEEP IN MIND THE FOLLOWING POINTS: – †¢ GIVING THE RESPONDENTS. CLEAR COMPREHENSION OF THE QUESTION. †¢ INDUCING THE RESPONDENTS TO CO-OPERATE. †¢ GIVING INSTRUCTIONS AS TO WHAT IS NEEDED. †¢ IDENTIFYING THE NEEDS TO BE KNOWN. Scope of the study †¢ To conduct this research the target population was the mobile users, who are using GSM technology. †¢ Targeted geographic area of Gwalior/ URBEN. Sample size of 50 persons was taken. †¢ To these 50 people a questionnaire was given, the questionnaire was a combination of both open ended and closed ended questions. †¢ The date during which questionnaires were filled. Some dealers were also interviewed to know their prospective. Interviews with the managers of GSM service providers were also conducted. †¢ Finally the collected data and i nformation was analyzed and compiled to arrive at the conclusion and recommendations given. Sources of secondary data Used to obtain information on, Bharti’s history, current issues, policies, procedures etc, where ever required. †¢ Internet †¢ Magazines †¢ Newspapers †¢ Journals †¢ Bharti Circulars Store / Airtel Relationship Center / Airtel Store / Distributors †¢ Bharti News Letters †¢ Vodafone Store / Distributors †¢ Vodafone Mini store Data analysis And InterpretationSubscriber numbers in (mn) held by Vodafone and Airtel |YEAR |FEB. – 2013 (Million) |DEC. – 2012 (Million) |DEC. – 2011 (Million) | |AIRTEL |186. 62 |181. 91 |175. 65 | |VODAFHONE |149. 89 |147. 48 |147. 75 | MARKET PLAYERS IN TELE COMMUNICATION | |Market Share – Feb. 2013 |Market Share – Dec. |Market Share – Dec. 011 | | | |2012 | | |Bharti Airtel |28. 18 % |27. 68 % |12. 54 % | |Vodafone |22. 64 % |22. 44 % |11. 83% | |Relian ce Comm. | | | | |Idia Cellular |17. 8 % | | | [pic] [pic] FINDINGS AND ANALYSIS Age Group Graph As we can see from the above graph, the people who are in the age group of 21-28 years are the ones who are the maximum users of mobile phones. This segment is the one which gives maximum business to the mobile operators. This segment constitutes the young executives and other office going people. They are 65% of the total people who were interviewed. The next age group is the People who are 28-35 years old. They are 20% of the total.They are those who are at home or have small business units etc. And the next age group is the youngest generation who are 15-21 years old. They are school and college going students and carry mobile phones to flaunt. They are15% of the total interviewed people. Occupation OCCUPATION †¢ STUDENTS 15% †¢ EXECUTIVES 55% †¢ HOUSEHOLDS 20% †¢ OTHERS 10% As the above graph shows that 55% of the total people interviewed are working. So, these pe ople are the ones who are the maximum users of mobile phones. They are the young executives, managers, Tele – callers etc. who require mobile for their official purposes.The next category is the households, who are either housewife, small units which operate from their homes etc. They are 20% of the whole. The next segment is the students. They are 15% of the whole. And 10% of the whole is categories who are the professionals. Service Provider These are the total market share of mobile user or people captured by the mobile provider company. There two major company in mobile phone service sector Vodafone and Airtel who respectively hold the market share with other company as 29% and 23% of total market user segment of mobile customer. Customer Service At Airtel CUSTOMER SATISFACTION LEVEL FULLY 20% †¢ PARTIALLY 10% †¢ DISSATISFIED 60% †¢ FULLY DISSATISFIED 10% As the above graph clearly shows that customer services at Airtel seems poor. 60% of the people are dis satisfied with the customer services provided by Airtel. They are the ones who have the maximum share in the market but they are lagging behind in the customer services. 10% of the people were fully dissatisfied with the customer services of Airtel. This could leave an impact on the mind of the consumer. He can even switch over his brand. 20% of the people seemed partially satisfied with the customer services and only 0% seem to be fully satisfied with Airtel’s customer services, which is a very small amount. †¢ Types Of Card: Cash cards seemed quite popular among the people interviewed. 85% of the total mobile users were having cash card connections. This means that the cash cards should be easily and readily available in the local markets. Airtel should make sure that Magic is available in each and every nook and corner of the market. 15% of the people were having sim connections which are the regular bill. †¢ Monthly expense: People on an average spend RS 500 per month as their mobile phone expense. 4% people spend Monthly Expense 12% 24% Rs 600 Rs 450 Rs 200 64%this amount. 24% people spend RS 300 per month as their monthly mobile expense. And the remaining 12% had an expense more than RS 1000, they could the ones having sim connections or having cash cards and having a lot of business calls on their mobiles. †¢ Awareness about WLL: WLL seemed to be a new word for many of the people. 45% of the people were not at all aware of such a technology. So, in order to get the answer for this question they were first explained the concept. Only, 55% people knew what WLL is all about. Awareness of WLL Players: 80% 70% 60% 50% Vodafone 40% Airtel 30% 20% 10% 0%Vodafone was the brand which was popular amongst the interviewed people. As Vodafone had done so much advertising and has it banners and hoarding spread all over Gwalior. So, this could be one the reasons of its popularity. Tata was hardly a known brand in this new field. Possibly, because of less promotions done by them as compared to Vodafone. On the basis of analysis of the questionnaire I have found that the maximum no. of people house mobile phones is in the age group of 20 to 28.Who are the young executives and other office goers? They spend a maximum of RS 500 as their mobile expense. There is more no. of prepared cards than post paid cards. The mobile users want to spend money side by side than to spend money at the end of the month on a big bill. Now when I compared Airtel with its competitor from the point of view of the consumer I found that on the basis of Tariff plan, value added services and billing accuracy Airtel is at par or ahead of its competitor but in the case of customer care and availability they lag behind their competitors.As, Airtel has a hold in the market because it has the maximum no. of connections, so it must improve upon it customer services. As far as WLL is concerned people are aware about it but not many people are aware about Tata. They only know more about Vodafone. People at this point of time are not interested to switch over from GSM to WLL Customer Response towards Questionnaire †¢ Which Brand you, prefer most? SERVICE PROVIDER | | | |AIRTEL |Yes | | |VODAFHONE | | | |RELIANCE | | | |TATA | | | |IDEA | | | †¢ How long you have been using this Product? (0-2 Years (2-5 Years (5-10 Years More than 10 years †¢ Are you using other product with Airtel? (Yes/ NoHere are the customer responses about the use of the Airtel product and other product rather than Airtel. in this segment of survey 67 % of customer are aspire with Airtel and 33 % shown interest in other telecom products in urban areas. †¢Do you collect any information search before making purchase? YES/ NO SWOT ANALYSIS Strengths †¢ Being one of the largest companies in India the company has achieved a degree of focus in its core business of its products. †¢ It has a strong brand name, superior quality products and an env iable distribution network. †¢ It has a clear and well-defined organization structure and limits of financial authority. †¢ Increase in advertisement spends affect the company’s margins. The company‘s bottom line falls victim to the bloated and highly paid workforce, which affects its margins. Weakness †¢ Little efforts over the Advertising of products. †¢ Distribution channel is not accurately categorized. †¢ Premium priced products, hence can’t compete in low price segment. †¢ No separate strategy for rural market. Opportunities: †¢ The company’s financial performance can receive a major boost from its cost reduction efforts. †¢ There is a lot of scope of product and market diversification. †¢ Exports of products will also have huge chances in the coming years. †¢ Airtel’s business has ample scope for gaining market share from the unorganized sector. Rural penetration too holds vast potential to br ing about growth. Threats The slowdown in the economy has restricted top line growth of most FMCG majors and for Airtel also it will be difficult to maintain historical growth rates in such a depressed scenario. †¢ Company’s major raw materials are influenced by government policies / controls as well as vagaries of the monsoons. Fluctuations in the prices of raw materials would have significant impact on costs and margins of the company. Moreover, inordinate hike in Broad Band Internet products would also increases company’s production and distribution cost. LIMITATIONS Limitation of project is without limitations and it becomes essential to figure out the various constraints that we underwent during the study. The following points in this direction would add to our total deliberations:- 1.During the study, on many occasions the respondent groups gave us a cold shoulder. 2. The respondents from whom primary data was gathered any times displayed complete ignorance about the complete branded range, which was being studied. 3. Lack of time is the basic limitation in the project. 4. Some retailers/whole sellers refuse to cooperate with the queries. 5. Some retailers/wholesalers gave biased or incomplete information regarding the study. 6. Money played a vital factor in the whole project duration. 7. Lack of proper information and experience due to short period of time. 8. Some retailers did not answer all the questions or do not have time to answer. SUGGESTIONSFollowing are the few suggestions to AIRTEL for improving the market share and image of the products concerned. 1. PRODUCT Modification must be brought about in AIRTEL, in terms of quality. Its demand should be increased. 2. PLACE the brands must be made available easily in, PCO & general stores. 3. PROMOTION Company must undertake extensive promotional activities like advertisements must be released in different Medias to create brand awareness. Free samples should be distributed among th e prospects. Sales promotion tools like gifts, contests and coupons must be given to retailers as well as customers and prospects. Catalogues should be distributed among customers. 4.PRICE Price should be as competitive as other company maintains Distribution of new connection should be in reach of customer pocket. CONCLUSION After analyzing the findings of the research, I can conclude that Airtel lagged behind its competitors as far as customer service and availability is concerned. The maximum no. of people who use the mobile is in the age group of 20 to 28. Cash cards are the most popular type of mobile connections, as they are consumer friendly and recharging the connection is not a problem. Maximum no. of people spends RS 500 on their connections. As Airtel is the only company having the maximum no of mobile connections so it must seriously look into the loop holes of the existing customer service department.As we know that now Airtel has already launched its product with New l ogo and title – â€Å" Aisi azaadi aur kahan† to â€Å"Dil Jo Chahe wo paas laye† than â€Å"Har ek friend jaroori hota hai† and in today days â€Å"Jo tera hai wo mera hai† has already became popular in market. So we can say that in spite of so many competitors in the market Airtel is having a good position just because every time, it tries its best to understand then of its important customers. From the comparison and deep analysis of every aspect of business of both the companies we can conclude that bharti Airtel has to more work in every field of communication business. It is the time not only to survive but to sustain in the market for a long time. For this Airtel has to work on its all marketing strategies, marketing, promotion, brand image. etc. Airtel has to take Vodafone.Very seriously and update its own strategies from time to time and when the need arises. With aggressive marketing strategies Airtel has to target rural India as 70% of p opulation of India lives in these areas. The other segment may be costumers of all age groups. RECOMMENDATIONS I have made following recommendation to the company after doing the summer training there: †¢ The company should modify its credit policy as they only target the cash paying customers who are not easy to trace. †¢ The company should emphasis more on the quality of Pharmaceuticals Products it was mostly claimed by the exporters that their receipts from company doesn’t matches with the sample’s quality shown before giving orders. The company should make its marketing strategy flexible enough in order to face competition. †¢ The company should keep an eye on the proper delivery of the goods to exporter on time, as it has been recommended by exporters to make the delivery on time. †¢ The company rate policy must be flexible enough to catch new customers because if company offers lower price to a new customer then he may continue buy the goods a nd can be a permanent customer for the company. †¢ The company should offers such rate in the market so that it may able to catch a bigger market share and it should be able to compete with the local traders and commission agents while having a brand name.The company should take the opinion of exporters from time to time to know what problems they are facing from the company’s side. And if any change they require in present supplying condition? BIBLIOGRAPHY In this project report, while finalizing and for analyzing quality problem in details the following Books, Magazines/Journals and Web Sites have been referred. All the material detailed below provides effective help and a guiding layout while designing this text report. Books: Principles of Marketing – Philip Kotler & Kevin keller edi. 12Market Research – D. D. Sharma Research Methodology – C. R. Kothari Websites: www. Airtelworld. com www. google. com www. india. com www. Vodafone. in http://www. blonnet. om/2004/06/26/stories/2004062602180700. htm, Mumbai, June 25, 2004. com/companies/companies_r/Vodafone_infocom/20031104_stop-roaming. htm, 4 November 2003 Domain, Missed Call, at http://www. domainb Magazines: Airtel (2 July to 10 July 2011)Airtel India page of HT paper (Thursday 1December 2011) Cowards India (26 December to 4 Jan. 2011) QUESTIONNAIRE Dear Sir/Madam, I RAVI SHIVHARE student of MBA of I. T. M. University Gwalior (M. P. ) I am doing my project on â€Å"Comparative analysis of marketing strategy of Vodafone and Airtel†. Please give your precious time for filling these details. Q. 1 Name those companies which provide telecom (services now a days? Airtel (Vodafone (Reliance (TATA Idea ( Q. 2 which mobile company services you are using now a days? (Airtel (Vodafone (Reliance (TATA Idea Q. 3 Among them, which Brand (you, prefer most? (Airtel (Vodafone (Reliance (TATA Idea Q. 2 How long you have been using this Product? (0-2 Years (2-5 Years (5-10 Years Mor e than 10 years Q. 3 Are you using other product instead of (Airtel? (Yes No Q. 5 Do you collect any information search before making purchase? (Yes No Q. 8 what are the features you look for in a product before making purchase decision? Give preferences ((1-Highest, 6- least) (Brand credibility (Price and Discount (After sales services and parts, network (Value for moneyVehicle (performance Add on features or ergonomics of design Q. 10 If you have to purchase a new connection or product in near future, which Brand will you go for and why? Q. 11 Are you aware of various promotional activities being run by Airtel, if yes then how? Are you satisfied with these promotional activities? Very Satisfied Somewhat Not Satisfied Satisfied satisfied ( Customer Care ( By Ad Films ( By Camp ( 24 hrs call center services Q. 12 How would you rate Airtel performance as your expectation on 5 points scale (5 Highest? ) 1 2 3 4 5 ( After Sale service ( Maintenance ( Product as per expectation Q. 13 Wh at are you suggestions for improving

Police stress Essay

Introduction Stress is a psychological factor and a common feature of almost every kind of work. But it is important to note that it was only in the mid-70s that industrial psychologists focused their attention on the importance of stress in the workplace. â€Å"To serve and protect,† is the law enforcers’ motto as he works to accomplish the goals of his job which is primarily to provide protection to the citizens of his state. There accompanies with the work the kind of people whose shady and dark characters pursue the primary purposes in life which are to commit a crime and study ways to evade the long arm of the law. In policing work, stress is not underestimated but rather an important and critical aspect of the job (â€Å"it goes with the territory,† so to speak); stress comes in different forms. It is a given then, that police work is pictured as a form of service where the challenges are not the same as the regular kind of job; more so when the person is in active post or duty and expected to meet the most difficult types of experiences but usually on a regular basis. It is this scenario that this paper explores and presents to the reader the nuances of the job, the stresses a police officer regularly encounters, possible consequences on his personal and home life, as well as probable interventions. Significance of the study Two reasons are suggested why there was a growing recognition of the importance of stress on the job. First, there is the general awareness that stress-related diseases have reached epidemic proportions. More people die or are disabled today as a result of stress than at any other time. Because stress is so physically damaging and pervasive in people’s lives and because it is primarily psychological in nature the discipline of psychology as a whole and especially the specialty area of health psychology is interested in studying and treating stress and other psychosomatic disorders (Chang et al. 2006). The second reason for the growing awareness of the importance of stress at work is practical. The effects of stress on the job are costly and are reflected in a lower productive efficiency. Stress has been known to reduce drastically employee motivation and the physical ability to perform the task well thus, increasing absenteeism, turnover, and tardiness (Cahill 2003; Chang et al. 2006; Williams 2003). Statement of the Problem What is stress at work and how is this demonstrated in a particular individual worker like the police officer? What has personality trait or individual differences do with the development of stress as well as how do people cope with stress when the source is the place of work? This paper attempts to define, describe and explain the nature of stress, factors that contribute to the development of stress in an individual, and in particular what job stress or stress in the workplace can do to an individual. Discussion ~ The Nature of Stress Inside the body, dramatic physiological changes take place under stress. Adrenalin, released from the adrenal glands, speeds up all bodily functions. Blood pressure rises, heart rate increases, and extra sugar is released to the bloodstream. The increased circulation of the blood brings additional energy to the brain and muscles, making us more alert and stronger sp that we can cope with the sudden emergency (Landy 1985). A stressful situation mobilizes and directs one’s energy beyond its normal level. But if a person remains in that state of supercharged energy for too long, the body’s reservoir of energy will dissipate. Rest is needed to replenish the energy supply (Williams 2003). Prolonged stress leads to psychosomatic disorders. Remember that psychosomatic diseases are not imaginary. They are real and involve specific tissue and organ damage even though their cause is psychological. In prolonged stress, the body may suffer physiological damage and the person may become ill (Landy 1985). A. Individual Differences in Vulnerability to Stress One factor that affects vulnerability to stress on the job is social support, one’s network of social and family ties. The person who is alone physically and psychologically is more vulnerable to stress than someone who has strong social relationships. Social support on the job is also important to reduce stress and to have better health (Cahill 2003; Chang et al., 2006; Landy 1985; Williams 2003). One’s physical condition also relates to one’s vulnerability to stress effects. Persons in better physical condition suffer fewer effects of stress than those in poor physical condition (Cahill 2003; Landy 1985; Williams 2003). Level of ability to perform a job can make people more or less resistant to the stresses of that job. Employees with a high level of the skills needed for the job finds the work easier and less stressful than employees with a lower ability (Landy 1985; Williams 2003). Personality seems to be related to one’s ability to tolerate stress. This is particularly apparent with those of apparent with those of Type A and Type B personalities and their susceptibility to heart disease, one of the major effects of stress (Landy 1985). The Type A personality is highly prone to heart disease by middle age, independent of physical factors or their type of work. The two primary characteristics of a Type A personality are a very high competitive drive and a constant sense of urgency about time. Type A personalities are hostile people although they successfully hide it from others. That is why Type A personalities are always in a state if tension and stress (Landy 1985; Williams, 2003). Persons with the Type B personality never have heart attacks before the age of 70, regardless of their jobs or their eating and smoking habits. Type B people may be just as ambitious as Type A people, but they have none of their characteristics. They function under far less stress in all aspects of life including work (Landy 1985). B. Stress at work There are occupations that are considered very stressful. The following twelve are those that engender highest levels of stress: law enforcer, labourer, secretary, inspector, clinical lab technician, office manager, first-line supervisor, manager or administrator, waiter or waitress, machine operator, farm worker, miner, painter. This is taken from the National Institute for Occupational Safety and Health (NIOSH). Other occupations considered to be in high stress are the fire fighters, computer programmer, dental assistant, electrician, fire fighter, social worker, telephone operator, and hairdresser (Landy 1985). Survey is also found that among working women, the most stressful jobs are in the health care industry. For example, nurses, medical, dental, and lab technicians and social workers (Cahill 2001). Psychologists renamed the concept of overwork into the term overload and have identified two types: 1. Quantitative overload 2. Qualitative overload Quantitative overload is the condition of having too much work to do in the time available. Qualitative overload involves not so much work to do but work that is too difficult (Landy 1985; Williams 2003). Another stress factor in the workplace is change. Many changes occur in the workplace. The introduction of a new work procedure may require employees to learn and adapt to different production methods (Landy 1985; Williams 2003). Performance appraisal is a source of stress for a great many people. Few people like the idea of being evaluated whether at school or work. An employee’s role in the organization can be a source of stress. Role ambiguity arises when the employees’ work role is poorly structured and ill-defined. Role conflict arises when there is a disparity among the demands of a job and the employees, personal standard and values (Landy 1985; Williams 2003). Problems of career development may lead to stress at work. Stress can arise when an employee fails to receive an anticipated promotion (Landy 1985; Williams 2003). Being responsible for other people is a major source of difficulty for some supervisors and managers (Landy 985).   Contact with a stress carrier is also a cause of stress. A person free of stress can be infected by someone who is highly stressed (Landy 1985). Assembly-line work has been associated with stress because it is characterized by repetition and monotony (Landy 1985). Overall, then, each person must confront and deal with a large and recurring number of stress-producing events everyday both at home and at work. Although most people experience at least some of the harmful effects of stress at one time or another, most people, fortunately, do manage to cope (Landy 1985; Williams 2003). One effect of stress on the job resulting from overwork is called burnout. The employee becomes less energetic and less interested in the job. He or she becomes emotionally exhausted, apathetic, depressed, irritable, and bored; finds fault with everything about the work (Cahill 2003; Chang et al, 2006; Landy 1985; Williams 2003). Figure 1.0 National Institute for Occupational Safety and Health Model of Job Stress (Source: NIOSH, http://www.cdc.gov/niosh/stresswk.html) Burnout develops in three distinct stages: 1. Emotional exhaustion, with a feeling of being drained and empty (Cahill 2003; Landy 1985; Williams 2003). 2. Cynicism and the lack of sensitivity toward others (Cahill 2003; Landy 1985; Williams 2003). 3. Futility, the feeling that all the effort put forth previously was wasted and worthless (Cahill 2003; Landy 1985; Williams 2003). Employees with burnout become rigid about their work, following rules and procedures blindly and compulsively because they are too exhausted to be flexible or consider alternative solutions to a problem (Landy 1985; Williams 2003). There is a price to pay for such overwork over a long period of time. Stress accumulates and leads to the psychological and physiological ailments described earlier. These people work so hard that they burn away their energy faster than the body can replace it. Such persons have been described as workaholics, or employees addicted to work (Cahill 2003; Landy 1985; Williams 2003). Nature and Dangers of Police Work Studies done by Malloy and Mays (p 177 1984) point to the importance of understanding the kind of job that policing involves. The authors not only examined the stress levels within the workplace but a comparative study was made as well with the amount of stress experienced by law enforcement officers and other workers in other organizations or institutions particularly in government entities. The findings show that few jobs can equal the kind of stress that police work entails; fire fighters may come close though the frequency of negative or distressful events or occurrences become a regular fare for law enforcers contributing to the overall danger and threat to their personal well-being. Reports of suicide or attempted suicide have reportedly been high despite increasing awareness to the stresses of the job (Brown 2008). Symptoms may be there already but the few people close to the person refuse to recognize or identify the signs. These include irritability, lowered sex drive, digestive upsets, fatigue, muscle aches like backaches, insomnia or restlessness, overeating or drinking too much, muscle tics or rashes, a pounding heart, headaches and light-headedness may be evident on the individual. Cardiovascular disease, diabetes, or mental health issues can be some of the effects when prolonged stress is experienced and may even affect the immune system’s ability to protect the person’s body from everyday illnesses. Because an officer regularly deals with stress and anguish experienced by people they meet on the job, emotions can easily be bottled up, or set aside and compromise one’s health or in many instances, affect the officer’s ability to deal with the issues and problems in his own personal and family life.   Studies self-management skills program for the police officers show that there is a great difference when police officers go through programs that help them understand the emotional upheavals that go with the job. There was the reduction of signs and symptoms of imminent distress or physical and psychological manifestations of stress (McCraty et al 1999). Other techniques specifically used in other studies make use of films as tools to help debrief these individuals (Mann 1973 p 63). C. Interventions and organizational techniques The techniques for dealing with stress on the job involved both the prevention of stress and its reduction and elimination. Techniques that individual employees can practice on and off the job include relaxation training, biofeedback, and behavior modification. Some methods provided by organization include altering the organizational climate, providing employee assistance programs and treating victims of stress-related illnesses (Cahill, 2003; Landy, 1985; Williams, 2003). Industrial/organizational psychologists have proposed several organizational techniques for managing stress at work especially with police work: 1. Emotional Climate Control. Because of the stressors of modern organizational life is change, the organization must provide sufficient support to enable employees to adapt to change. This can be accomplished by providing a climate of esteem and regard for employees and by allowing them to participate in all decisions involving change in their work and in the structure of the organization (Chang et al. 2006; Landy 1985; Williams 2003). 2. Provision of social support. Social support can reduce one’s vulnerability to stress. Organizations can enhance social support by facilitating the cohesiveness of work groups and by training the supervisors to be supportive of their subordinates (Landy 1985; Williams 2003). 3. Redefinition of employee roles. To reduce the stress caused by role ambiguity, managers must clearly state to their subordinates what is expected of them and what the precise scope and responsibilities of their jobs are (Landy 1985; Williams 2003). 4. Elimination of work overload and work underload. Proper selection and training, equitable promotion decisions and fair distribution of work can do much to eliminate these causes of stress. 5. Provision of assistance to stressed employees. More and more organizations today are recognizing the harmful effects that stress can have on employee health and productivity. As a result, they are providing in-house counseling programs that teach individual stress-control techniques and supplying facilities for physical exercise (Landy 1985; Williams 2003). Some stress is necessary for normal functioning. The nervous system apparently needs a certain amount of stimulation to function properly. But stress that is too intense or prolonged can have destructive physiological and psychological effects. The actions of autonomic nervous system that prepare the organism for emergency can, if prolonged lead to such physical disorders as ulcers, high blood pressure, and heart disease. Severe stress can also impair the organisms’ immune responses, decreasing its ability to fight off invading bacteria and viruses. It is estimated that more than half of all medical problems are believed to be related to emotional stress. Psychosomatic disorders such as allergies, migraine, headaches, high blood pressure, heart disease, ulcers and even acne are among the illnesses that are related to emotional stress (Hilgard, et al., 1983). Conclusion Frustrations occur when progress toward a goal is blocked or delayed and when two motives conflict, satisfaction of one leads to the blocking of the other. For as long as a human individual is alive and functioning in whatever milieu he is in, these forces are at work, often straining and draining him. Coping and defense strategies oftentimes become indispensable but later become debilitating for most if no longer controlled and regulated. The severity of stress depends on the situation’s predictability, the potential for control, the individual’s cognitive evaluation, his feelings of competency, and the presence of social supports (Halonen and Santrock, 1996). Works Cited: Atkinson, R.L., R.C. Atkinson, E.E. Smith, D.J. Bem, and S. Nolen-Hoeksema, Introduction to Psychology, 13th ed. (1993). New York: Harcourt College Publishers. Brown, Hal. Introduction to Police Stress. Accessed February 27, 2008 Cahill, C. A. 2001. Women and stress. In Annual Review of Nursing Research, 19, 229-249. Chang, E. M., Daly, J., Hancock, K.M., Bidewell, J. W., Johnson, A., Lambert, V. A., & Lambert, C. E. 2006. The Relationships Among Workplace Stressors, Coping Methods, Demographic Characteristics, and Health in Australian Nurses. Journal of Professional Nursing, 22(1), 30-38. Landy, F.J. 1985. Psychology of Work Behavior. 3rd Ed. Dorsey Press. Malloy, Thomas E., G. Larry Mays. â€Å"The Police Stress Hypothesis: A critical evaluation. Criminal Justice and Behavior. 11 (1984): 197-224. Sauter, Steven, et al., â€Å"Stress at Work† NIOSH publication. Retrieved December 20, 2007 http://www.cdc.gov/niosh/stresswk.html Williams, C. 2003. Stress at Work. Canadian Social Trends, Autumn, 7-13. Halonen, J.S. and J.W. Santrock. 1996. Psychology: Contexts of behavior, Dubuque, IA: Brown and Benchmark, p.810. Hilgard, ER, RR Atkinson, and RC Atkinson, 1983. Introduction to Psychology. 7th ed., New York: Harcourt Brace Jovanich, Inc. Mann, Philip A. â€Å"Stress Training.† In Psychological Consultation with a Police Department: A Demonstration of Cooperative Training in Mental Health, by Philip Mann, 62-64. Springfield Illinois; Charles C, Tomas, (1973). McCraty, Rollin, Dana Tomasino, Mike Atkinson, Joseph Sundram. â€Å"Impact of the HeartMath Self-Management Skills Program on Physiological and Psychological Stress in Police Officers.† Institute of HeartMath, Publication No. 99-075. Boulder Creek, CA. (1999). Morris, Charles G. & Albert Maisto, 1999. Understanding Psychology. 4th ed. Prentice Hall, Inc. P. 73.

The Moorish Empire Essay Example | Topics and Well Written Essays - 500 words

The Moorish Empire - Essay Example It was the system of learning and education established by the Moors in Spain that gradually gained grounds in the rest of Europe. While in the Christian Europe the populations predominantly happened to be illiterate, Moors placed a highly value on knowledge and learning (Sordo & Swaan 117). During the times of the Moorish Empire, when the entire Europe could boast of merely two universities, the Moorish Empire was the home to almost seventeen universities placed at Almeria, Toledo, Cordova, Malaga, Cordova and other important cities (Sordo & Swaan 131). The Moorish Empire in Spain had well stocked libraries housing some of the most important manuscripts and books. The library at Cordova happened to be one of the most expansive and well stocked libraries in Europe (Sordo & Swaan 55). It was this rich and well endowed system of education introduced by Moors in Europe that laid down the foundations for European Renaissance. It was the Moors who organized agriculture in Spain along the modern lines. They introduced elaborate systems of irrigation through artificially planned and constructed water channels, used modern manures and cultivation methods and introduced many new crops to Europe that included citrus fruits, cotton, sugarcane, dates, ginger, peaches, apricots and many more (Fletcher 63). The new crops introduced by Moors in Spain in a way altered and transformed the local cuisine and this had a profound influence on the culinary techniques and tastes in Europe. The Moorish Empire also influenced the fashion and dressing styles in Europe (Sordo & Swaan 145). The urban planning of the Moorish Empire readily excelled over that of any other European nation or city. The capital of Al Andalus that is Cordoba happened to be an important city of those times that had all the modern urban utilities like hospitals, street lights, public baths, mosques, libraries and running water (Fletcher 65). The Moors introduced to Europe a detailed and

Education Research Paper Example | Topics and Well Written Essays - 1000 words

Education - Research Paper Example This essay will in detail include the QAR technique and also expound on this technique as a method of a pre-reading strategy. In this essay, the strategies discussed include the QAR strategy, an excerpt strategy and a visual graphic, organization strategy. QAR Strategy Taffy Raphael was an educationist who came up with the QAR tool. QAR is an abbreviation of the words Question Answer Relationship. This is a tool used in clarification of how the students are able to read texts and also provide appropriate answers from them. This strategy relieves the learners from engaging in other tiresome background information. Therefore, it enables the learner to discover what they are reading and its structure. This article is based on a content area reading field at large. According to this methodology, questions are presented to ensure that the learner can be able to give the correct responses of the questions. In addition, the QAR strategy presented below is linked with the book in discussion. QAR #1: Give a brief history concerning the foundation of the context area reading? QAR #2: Discuss the advantages and disadvantages that are involved in the content area reading process? QAR #3: Describe the content area reading field in regard to the book? QAR #4: Go through a brief significance of the content area reading field? Also, explain the main factors that are related to the QAR strategy? QAR #5: Is the CAR movement of any help to the general public? QAR #6: What is entailed in the content area reading sector? The questions presented above can help the learner cover an extensive field of study. This entails the learner’s research on the questions given and possibly coming up with the required results. For instance, if a learner is serious enough, he/ she can scan through the questions and try to come up with the correct responses to aid in his knowledge. 505 page excerpt for reading strategy Chapter 1, Section 1 Foundations of content area reading Questions are th e answers The field of context reading has significantly grown basing on its response from teaches in the middle section and secondary school. This concept was inaugurated in the 1930s. From a current perspective, this concept enables students to read the content areas and come up with skills from expert information. When instructors face a class, they open a book and elaborate in order to explain and clarify conceived questions. However, most students do not recognize the nature of the questions developed. Much of the content entailed comprises of well developed content that responds to pivotal questions. In reality, most of the questions are from the instructors who have recently launched a field known as content area reading (CAR). Firstly, those going through the text should take a significant approach to the CAR field. Secondly, after the learner fully understands the pivotal questions, then it is easier for them to come up with their own possible solutions. Finally, making new areas of study is undoubtedly vital to any student. This is the overall basis for a long and improved long-term memory, application of new knowledge in other forms of learning processes and sound concept formation (Anthony, Manzo & Matthew, 2009). In general, the CAR movement has enormously improved the school improvement. This shows that their aim of enabling students to read environment is quite a success. Lastly, the content area reading book is of significant representation to each and every learner. Graphical organization

Fruit Delight Essay Example | Topics and Well Written Essays - 1750 words

Fruit Delight - Essay Example They want to look and behave like the celebrities who have high influence on them. Hence, as described by Kelman, source attractiveness would be an important characteristic of our communication messenger (Egan 2007). Word Of Mouth marketing using the brand’s current customers would also influence the target audience as they are highly image-conscious and trust their peers more than others. Fruit Winders already has a positive image (especially with the mums) as far as health benefits are considered. Using these indirect customers to propagate the benefits of the product can be effectively used for viral marketing as was done by â€Å"Dove†. They used the real customers in their ads to spread a credible word of mouth (Dahlen, Lange and Smith 2009). Critique of current/recent campaigns to the same target audience The target audience of Fruit Delight overlaps that of Fruit winders for the 10-12 year olds. This can have both favorable and unfavorable implications. A major d isadvantage of this can be the confusion it can create in the minds of this age group. So, far this group of audience has been used to the symbols and self-association with these symbols. With the introduction of the new product which would propagate a different image association, the target audience would not know which one to adopt. There will be a symbol clash in this kind of brand extension. This will erode some customers from the Fruit Winder’s basket which may or may not fall into the Fruit Delight basket as they might get attracted towards other brands in the same product range. This is because they have already perceived this brand as one for smaller kids and they may not be able to associate with the new one as being for older kids. This is what happened with the global brand â€Å"Pierre Cardin†. The company diversified into so many product lines that people did not associate with the core line of business. The brand eventually died (Mininni 2006). Thus, we c an see that any failure of strategy implementation by inappropriate transfer and linkages of brand associations of the parent brand to the new product can lead not only to the failure of the new brand but also that of the parent brand (Juda 2007). However, a major advantage of this brand extension is that it is not moving very far away from its core brand values. This is an important factor to consider before going into a product line. Positive images and strengths of the current brand, Fruit Winders, can easily be leveraged to achieve a successful brand launching into a new segment (Juda 2007). This is one of the ways of â€Å"increasing the rate of new acceptance and purchase intention of customers† (Juda 2007). It can help in penetrating into a new segment while achieving advertising and promotion expenditure efficiencies. Thus, using viral marketing can be a very easy strategy to launch the new product using old customer base. Using the same TV commercials with extra info rmation on the new product can help in promoting the Fruit Delight through the younger siblings of the target audience. Current websites can be used to promote the product but content of the websites for this audience can be designed according to their interest. Using the same billboards and TV commercials to promote websites will help in promoting the product to a great extent. Positioning statement Positioning consists of two main factors –

To what extent are resource conflicts over oil and over water Essay

To what extent are resource conflicts over oil and over water comparable or dissimilar Aim to develop both domestic and interna - Essay Example The main feature of this disparity has been that developed world is marked by â€Å"overconsumption† of resources, including water (Young, Dooge and Rodda, 1994, p.2). 3.1. History of Water Wars In contradiction to the over-consumption of resources by developed nations, it is revealed, â€Å"one billion people in low- and middle-income countries lack access to safe water for drinking† (Mullerat, 2009, p.197). It is also a fact that â€Å"80% of all diseases and over one third of deaths in developing countries are caused by the consumption of contaminated water† (Young, Dooge and Rodda, 1994, p.11). To put this whole scenario in simple words, developed countries have less water (because of urbanization) but they over-consume, while the developing countries have more water but it is contaminated or inaccessible to the low- and middle-income groups. Another important point to note is that water is not just a resource that is necessary for humans to exist, but also i s a resource that has become â€Å"the basis for development† (Young, Dooge and Rodda, 1994, p.11). Now, if we look into the major water wars that have raged in the past and the present, the Palestine-Israel conflict, The Indo-Pak Siachen Glacier conflict, the Iraq-Syria standoff of 1975, the Turkey-Syria impasse of 1989, conflicts among the â€Å"ten riparian states of the Nile river†, and the Texas-Mexico conflict of 1992 come to the fore (Starr, 1991; Nolan, 1994, p.465; Johnson and Turner, 2009, p.459; Wolf, 1998, p.251). All these disputes had erupted based on the water needs and developmental aspirations of the involved nations. No direct corporate involvement was visible in any of these conflicts. But now the picture is slightly changing as local water conflicts have been... The US Scene At intra-state level, the conflicts are worsening as is seen in the United States itself. The supply of drinking water to the people by the government was started in the US as early as in the beginning of 20th century (Ridgeway, 2004, p.1). This was implemented by taking over the rights over water sources from private entities (Ridgeway, 2004, p.1). But the contradiction of history has been that once again, the water sources of US have come under the control of private corporate companies. And even the municipality water supplies that remain are getting polluted by industrial waste, produced by corporate houses (Ridgeway, 2004, p.2). On the other hand, community level conflicts have been emerging in US for the rights over water. For example, the Native Americans have raised their voices to assert their rights over water (Weinberg, 1997, p.8). There are also conflicts existing â€Å"between agricultural, urban, environmental and tribal uses of water† in the US (Weinberg, 1997, p.8). California’s central valley that is host to mega water projects has become an environmental hotpot caused by draught and water scarcity (Weinberg, 1997, p.9). Diversion of water into urban use from agrarian use has become a matter of dispute (Ridgeway, 2004, p.9). Another water conflict erupted in the Pacific Northwest â€Å"over how to manage the flow of the Columbia and the Snake rivers† (Weinberg, 1997, p.9). There is also water dispute existing between upper river basin and lower river basin of Colorado River (Weinberg, 1997, p.10). All these conflicts have been between the communities and the corporate or gove rnment level managers of water.

Skin Cancer Research Paper Example | Topics and Well Written Essays - 1000 words

Skin Cancer - Research Paper Example Metastasis is a term that refers to the process of invading and spreading to other body organs. Tumors invade the surrounding tissues and overwhelm them by taking their space as well as the nutrients and oxygen that they require to function as well as survive (Emedicinehealth.com, 1). Rockoff records that skin cancer is the commonest form of human cancer and that it is estimated that every year, more than one million new cases arise. He also asserts that each year, the rates of all skin cancer forms are mounting, which has raised an increasing public concern. Estimates also have it that of all Americans who live to age 65, almost half will get skin cancer no less than once. The classification of skin cancers depends on the types of epidermal cells involved. Different skin cancer types include melanoma, which takes place in the cells that produce pigment/melanocytes. This type of cancer is not so common but the most dangerous since it has a tendency of quickly metastasizing/spreading all over the body. It is the primary cause of skin disease death. There is also basal cell carcinoma/basal cell carcinoma epithelioma, which develops when there is abnormal growth of the cells in epidermis’ lowest layer as well as squamous cell carcinoma, which occurs as a result of changes in the squamous cells, which are found in the epidermis’ middle layer (A.D.A.M., para4). The first phase of squamous cell carcinoma is known as actinic keratosis (Rockoff, 1). The last two cancer types are the most common cancer forms and they are both known as nonmelanoma skin cancer (1). Other nonmelanoma skin cancers include cutaneous lymphoma, merkel cell carcinoma, and kaposi's sarcoma (A.D.A.M., para4). According to the American Cancer Society, most cases of nonmelanoma skin cancers grow on areas of the body that are mostly exposed to the sun, including the backs of the hands, ear, face neck and lips. Additionally, they can be slow or fast growing depending on the type. Howeve r, they hardly ever spread to other body parts. These forms of cancer are very likely to be healed if identified and treated early. Risk factors of Skin Cancer Some of the recognized risk factors for skin cancer include exposure to the sun and sunburn – as earlier noted, skin areas that are frequently exposed to ultraviolet radiation or sunlight are more prone to skin cancer. This is deemed all skin cancers’ primary cause. Others include genetics (having a family history of melanoma); light-colored skin, eyes and hair (fair complexion); atypical/multiple moles; occupational exposures to radium, pitch, coal tar, arsenic compounds or creosote; as well as age – nonmelanoma skin cancers are common mostly past the age of forty (A.D.A.M., para5 & American Cancer Society, para10). Emedicinehealth.com also points other risk factors to include use of tanning booths as well as the immune system’s immunosuppression-impairment, which may be brought about by medicatio ns prescribed to prevent organ transplant rejection or fight autoimmune diseases or can be due to other diseases. Individuals who have numerous, unusual or large moles present at birth, those with certain genetic disorders such as pigmentosum, xeroderma and albinism that deplete skin pigment , and those who experienced severe sunburn

Organisational Transformation in Practice Essay

Organisational Transformation in Practice - Essay Example My role in this acquisition and change process has provided immense learning experience in terms of organisational change process and people’s psychology. A patchwork of this experience combined with learning from the module will be elaborated in this discussion. Literature findings will be confined to organisational change and its psychological implications on employees. Attempt will be made to provide a few probable and implementable suggestions for situations that did not conform to the need, as identified in literature. Background of the company: Armen Technologies (AT) is a multinational company that provides information technology enabled business services in four regions of the world including Europe, North Africa and South East Asia. Headquartered in Beijing, AT has more than 5000 employees. Its business volume and spread were enriched when AT acquired the IT Company VTL Solutions. This acquisition process resulted in overall growth of AT, but after much struggle. Cont ext: At the outset, this acquisition process was absolutely strategic and involved many negotiations during long period. From HR perspective, this acquisition seemed extremely lengthy and complex process. The acquisition process that began with various types of negotiations followed into aligning the acquired company’s businesses, clients, customers and employees with the acquiring company’s systems. One of the most significant parts of this acquisition was reinstating the confidence of both companies’ employees at all locations. This task required a strategically planned approach and to be executed by highly experienced personnel. While the general transformation process during and after the acquisition itself was complex and multidimensional event, transformation with respect to processes and systems in the human resources perspective was equally challenging. On a broader note, the HR aspect involved activities such as integration and alignment and corporate c ommunication along with assistance in implementation of change strategies. Corresponding literature findings: Mergers and acquisitions act as change agents in corporate restructuring (DePamphillis, 2011; p.4). Organisational changes that follow mergers and acquisitions are usually uneven and face numerous obstacles. According to Marks and Mirvis (2010), the fervor of success after acquisition usually infuses equally faster in the acquired company but in a retrospective manner, usually in the form of patronizing attitudes of its employees. To add further, unilateral integration of organisational systems and policies leads to greater turbulence in the acquired company. Culture-fit is a core ingredient of organisational sustenance post acquisition (DiGeorgio, 2002). Studies related to organisational change and mergers and acquisitions provide vast and diverse views that are mostly practically implementable and have been successfully implemented in many situations. For instance, various change implementation models that have been proposed include McKinsey’s 7-S framework, Kotter’s (1996) eight-step model, Lewin’s 3-phase model of change ADKAR model etc (Hiatt & Creasey, 2003; Cameron & Green, 2004). All these models provide comprehensive and systematic methods to implement change. Several other models are suggested to diagnose change, such as, Kurt Lewin’s force field analysis model (Cameron & Green, 2