Project Manager Essay Example for Free

Project Manager Essay The main communication method they use is the telephone. This is because it is handy and convenient to use, and it is also fast. They use telephone for various reasons such as to arrange an appointment, to confirm orders, to book activities etc. The alternative method instead of using the telephone could be e-mail and letter, this way they can keep the letter for hard copy and evidence to confirm that they did arrange the appointment if there are any complications. The Fax machine is quite useful because it is fast and the letter can be kept for hard copy so there will be no need to type up any information. A meeting saves quite a lot of time and they get feedback from people immediately. Some information may be confidential so a certain method may need to be used such as face to face or letter, this way no confidential information is being leaked. There are different types of communication used because they need to know which type of communication to use for each purpose for example if its confidential they can either use telephone or letter so that no confidential information is being released out. And also if letter or email is being used, this can be kept for future reference and hard evidence for any purpose. Although there are some disadvantages of using the alternative methods, this is due to the confidentiality of information handling. Some information needs to remain or private in a company so a certain method has to be used. How information is collected, processed and stored All administrative staff play a key role in: Collecting information: whether it arrives in the mail, electronically, by telephone or is passed on by word of mouth. Processing information: inputting it, merging it with other information, sorting it, reorganising it, reproducing it or updating current records. Storing information: in filing systems and on computer. The main aspect of a storage system is so you can find things quickly and the items stored are kept in good condition. Information is processed when it is changed or converted in some way. It may be improved or may be prepared for a particular use such as notes from meetings, messages from telephones, sales figures that need to be input into a spreadsheet etc. These roles are important to the Business because it depends how well information has been organised and stored so that it can easily be accessed when it is needed. Every day, Businesses receive a vast amount of paperwork that is generated by organisations such as forms, fax messages, telephone messages, letters, memos reports and many more. So the administrative staff is responsible for the storage, processing and collecting these information in order to keep the constant flow of the Business going. Post arrives at the reception and then is sorted and stored separately by name in a little locker by the reception assistant, each locker is provided with a key so the administration assistant or the manager has to collect their post from their locker. After all the post is bought back to the department to be opened and read, they also have to do certain things such as processing and storing the type of information. For example: When they receive an invoice for the art and crafts equipment, the amount is processed onto spreadsheet on the computer by the administration assistant. This is because they need to record how much money is spent using the companys money. Then the assistant writes a number on top of the invoice to help keep all the invoices in order which is then kept in a box file then stacked on the shelf. When the cheque is made out, the same number as the invoice is also written on the top of the cheque so they know they match. Records of the young people who join the community are kept on a CD Rom. Their details are also kept in a lever arch file and are updated if any changes have been made. The lever arch file is then stacked on the shelf along with some other files. When an application form is received, it is read by the manager and details of that person are noted down and then the form is filed in a vertical filing cabinet. If the manager approves one or two forms, he then photocopies them and then the original copy is filed and the other is sent to the director. All other information such as catalogues and booklets from the suppliers of office organisations are stored in a tall cardboard box file and is kept on the shelf. Decision making Decisions are made every day within businesses. The Board of Directors makes the major decisions at GAZ and the Project Manager makes the simple decisions such as what equipment to buy.

A Look At The Samaritan Woman Religion Essay

A Look At The Samaritan Woman Religion Essay If I was asked to suggest one word which sums up Johns gospel, it would be the word encounter. The word became flesh and dwelt among us encounter. Look, the Lamb of God encounter. John goes on to record many of the people whom Jesus met in the course of His ministry. He constantly drew these people to Himself. He was the answer to the great spiritual needs of their life. Regardless of who they were, their basic need was to meet with Him, for an encounter with Jesus. In Ch 3 there is the encounter between Nicodemus, the teacher of Israel, and Jesus, the redeemer of the world. And then in stark contrast here in Ch4, the women of Samaria encounters Jesus of Nazareth. Jesus meeting with this woman was at noon. Jesus was utterly weary, physically exhausted. He sat on the wall around Jacobs well. Note in passing that, though Christ is the eternal Son of God, He was also truly human, the Word become flesh. He knew weariness, thirst, sadness, suffering and ultimately death. Two whole and perfect natures in one person. It is a comfort to us to know our Saviour is aware of our earthly lot. He is able to understand our needs as well as having the supply of grace to help us in our time of need. It is the grace of Jesus which is the first thing the woman experiences 1. The Grace of Jesus is displayed We learn a great deal about Jesus from His dealings with this woman. The amazing fact is that He took the first step the initiative was His. He made a simple request give me a drink. It appears like a simple gesture, but it explodes the age old myth that God is distant and remote. In actual fact God is close and immediate, and this is so because He comes. He takes the initiative. What is even more remarkable in this first century culture was the fact that He spoke to a woman, and to compound it all, a Samaritan woman at that. Strict social and religious rule held sway among Jewish rabbis forbidding them ever to speak to a woman in the street not even his own mother would be acknowledged some of the Pharisees had utter contempt for women, they would daily thank God that He had not made them a woman. And in particular, Samaritan women the bitter quarrel had gone on for 400 years, the Jews of pure blood despised the half-breed Samaritans who were heretics. Orthodox Jews travelling from Judea north to Galilee where Jesus had grown up went a roundabout way to avoid going the direct route through Samaria, even though it doubled their journey from three to six days. Even if a shadow of a Samaritan fell on an orthodox Jew, he was considered unclean. If a Jew did take the short cut through Samaria on his way to Jerusalem, the Samaritans would not sell him necessities of bread and water. There was mutual loathing and distrust. But theres more. Not only was she a woman, not only was she a Samaritan woman, but also she was sexually immoral and promiscuous. She had had five husbands, and the man she was living with now was not even one of them. A bidey in. No wonder she was at the well at noon instead of the usual evening hour for drawing water. She wanted to avoid knowing looks and sharp tongues of other women who would despise her. Yet despite all that, Jesus shows perfect courtesy and grace in asking her a favour. He knew all about her. If no one else in the world cared for her, He did, and He longed for her to know the peace and life He alone could give her. And to bring things right up to date, the reality is that He has the same sympathy for us in our sins and weaknesses. He longs to offer us His love and power. He offers her water of a very different kind from that which hes just asked her for living water that would satisfy her spiritually. Water elsewhere in Johns Gospel is a symbol of new life through the Holy Spirit into the heart through faith in Christ (e.g. John 7:37-39). The water I give him will become in him a spring of water welling up to eternal life (John 4:14). This water which Jesus gives is so completely satisfying that whoever drinks of it will never be thirsty again. These are words of Jesus that speak very directly to our deepest needs. How many of us, once the masks and disguises we wear have been taken off, can testify to the deep unsatisfied longing within our souls? How often when people talk about the change that Jesus has made in their lives do they speak of emptiness and dissatisfaction that was there before? How they tried everything to meet that need, but all in vain till they came to Christ. Augustine said, Thou hast made us for Thyself and our hearts are restless till they find their rest in Thee. There was an old song which summed up the difference that Jesus makes Now none but Christ can satisfy. There is none other name for me. Theres love and life and lasting joy, Lord Jesus, found in Thee This is what Jesus is trying to get across to her. I can supply you spiritual needs, you spiritual thirst and longing by offering you water which will spring up within you the life that Jesus gives is no tame or stagnant thing. It is abundant life, life in all its fullness, that sparkles, thrills and satisfies. This is the wonder of knowing Christ and the great blessings imparted by Him. If anyone is thirsty let him come to me and drink (John 7:37), says Jesus on another occasion. In Jesus they will be well supplied by an ever-flowing stream, which never runs dry. Yachting!! Unlike the world, Christ offers a real and lasting satisfaction. If we drink at the worlds fountains, we are satisfied for an hour. If we drink at Christs fountain, we have perpetual satisfaction. It is not dependent on adversity or prosperity, fear or joy. This well keeps springing up, and it is all a free gift. 2. The need for Jesus is awakened But we notice from Johns account that at first the woman misunderstood Jesus. She took Him literally, and replied that he did not have a bucket. The well was in fact 100 feet deep. Nicodemus had made the same mistake in taking Jesus literally (How can a man enter his mothers womb for a second time and be born again?). In both cases, Jesus was speaking of spiritual things. But it begins to awaken a sense of need in the woman. To show her how much she needed this new spiritual life He was offering He puts His finger on the weakness, failures and sin in her life things that deep down she was aware of, but probably had never openly admitted to anyone before. She admitted to Him her current living arrangements. He knew her private life perfectly. He knew she had broken the seventh commandment. And now she knew it too. He didnt accuse, nor did he wag his finger or confront her with her sin. He simply touches her conscience, and encourages her to name her own sin. And then she reacts. Shes suddenly faced with herself as she is, as God sees her, and she wants to change, she longs for this new life, a better life the full life, the clean life. Shes had enough of the wagging tongues and turned backs. She longs to belong, to be part of her community once again. We never really see ourselves until we are in Jesus presence. The Christian experience begins with a sense of sin. We are awakened to ourselves, our need of God, of forgiveness and cleansing and life. Not till we see the beauty of Christ do we understand the ugliness of our lives. But now shes feeling uncomfortable. She tries to change the subject, but what a mistake. She enters into theological discussion with the Son of God. If Nicodemus, the teacher of Israel was out of his depth, what hope had she? But it was just a diversion. She entered an argument about the right place of worship. She hoped to divert from Jesus pointing out of her sin by showing Him she did have enough of religion to get by. Its almost as though shes saying, well, I go to church, and at least I go to the right one we Samaritans worship in the right place. But Jesus reply pulls her back to His point. It does not matter where you worship, as long as you worship in spirit and in truth. Right back to the basic issues, its not about the forms of religious observance, its not about which church you go to or not, its the state of your heart that matters. Religion is not about outward forms and ceremonies. Jesus looks at the heart, the state of the inner life. Yet still today people love an argument how to interpret the creation stories in Genesis 1, where did Cains wife come from, (literalism!,) what hymn book should we use, how should the church be governed, what form of baptism, should we use set prayers or free prayerà ¢Ã¢â€š ¬Ã‚ ¦. These are not the real issues. The question in the forefront ought to be what is the state of my heart? Am I right with God? Do I have new life in Christ Jesus? Ultimately have you accepted the gift that Jesus offers new and abundant life? 3. The gift of Jesus is received It gradually dawns on the woman that she was in the presence of no ordinary person. He knew her private life and secrets. He knew all about God and His worship. And then He reveals He is the promised Saviour and Messiah that the Samaritans, like the Jews, were waiting for. He presents Himself directly as the answer to the womans problem. He is the One sent by God to be the Saviour of the world, of Jew, Samaritan and Gentile alike. How ready Christ is to reveal Himself to the soul of sinners. I am the one you are looking for. Paul Swinson What is it you are looking for? The real question is, Who are you looking for? What is the state of your inner life tonight? Behind the faà §ade, is there loneliness, emptiness, inadequacy, and hunger? Are you in search of satisfaction? Have you tried everything but still feel the same? Jesus reaches out in his grace to you tonight. He wants to awaken that need of Him in you tonight, and offers you the gift of life, which will bubble up within you like living water. Yes He must put His finger on the sin that has to be forsaken and forgiven. Sin has to be brought to the surface. But his desire is not to condemn you, he doesnt want to reproach you, He simply longs to save you, and satisfy the deepest longing of your heart. Hear His voice and respond to His invitation If anyone is thirsty, let him come to me and drink.

The Slaughter House :: Description Essays

The Slaughter House â€Å"Though he was harshly treated, he submitted and opened not his mouth; like a lamb that is led to the slaughter, or a sheep before the shearers, he was silent and opened not his mouth† Isaiah 53:7 Trudging along the dirt road that led down to the abattoir, I was experiencing strong emotions. My stomach churned at the thought of the blood I was likely to encounter during the processing of lambs. I reasoned that to get a valid opinion on the subject, I had to witness the entire process, no matter how unpleasant. As I entered the abattoir I was greeted by Tim, a young graduate student who would be assisting the professor throughout the process. I was told to step into a tray on the floor filled with a disinfectant to prevent the entrance of unwelcomed germs that hid on the bottom of my shoes. I pulled on a long yellow apron and placed a hair net and hard hat on my head. A small class of animal science majors walked in who would also be viewing the slaughtering. The professor and Tim prepared for the process by thoroughly washing and sanitizing all of their instruments, sharpening their knives, and placing hooks on a track overhead that holds the sheep carcass upside down. I stepped outside and saw the four sheep that were to be killed. They were huddled together as if they knew what was to happen and were saying their goodbyes. Tim reassured me they were only afraid of being in a strange, confined space. I stood off to the side as Tim led the first of the sheep inside. The sheep gave little struggle and made no sound. Tim gripped its head tightly as the professor placed a bolt gun on the top of its skull. The bolt gun worked similar to a revolver.

Fashion in the 60s Essay -- essays research papers

Fashion in the 60's The 60's were a time of change and challenge. They brought hippies, space age, folk music, and the Beatles. Women's skirts got shorter, men's hair got longer, and everyone talked about love. The 60's was characterized by the feeling that a break with the past had been achieved. Clothes, furniture, and products all looked newer, brighter, and more fun. The swinging 60's were at their height. Women's hemlines were very short. Fashion in the 60's tended to encourage exhibitionism. Miniskirts, bold colors, and see through dresses were all geared to showing off women's bodies, and on rare occasion men's bodies. Gaudy accessories such as perspex rings and earrings and fold chain belts. For women, there were long flowing skirts in intricate cotton prints. For both sexes, Indian Kafthans, headbands, "love beads", bell and bell - bottomed hipsters were the big thing. Hipsters were unisex trousers that rested on the hips rather than the waist. A wide belt with a heavy buckle was added. The light weight ski-pants of the 50's gradually gave way to flares, bell bottoms, and loon pants, bright colors, novel materials, chunky rings, and sports cars were all part of the 60's look. In the early 60's, the teenagers world was suddenly hit by the rock- n- roll of phenomenon of the Beatles. Teens idoled rock stars and let their hair grow long and wore bright, wild colored clothes. Leather offered great opportunities for self - expression. The clothes were i...

Letter To The Author Of I, Rigoberta Menchu :: essays research papers

Dear Rigoberta Menchu:I have recently read your autobiography I, Rigoberta Menchu, in which your portrayed as an oppressed yet ultimately triumphant victim of classism, racism, colonialism, and of course sexism. In your book you talk about your family, a Quiche Indian family, which was very poor. The small plot of land that the family owned did not produce enough to feed everyone. Life on a plantation was harsh.People lived in crowded sheds with no clean water or toilets. Your people, the native Indians in Guatemala had no rights of citizenship. You were restricted to people of Spanish descent and were, therefore, vulnerable to abuses by those in power."We are living in a troubled world, in a time of great uncertainty. It's a time to reflect about many things, especially about humankind as a whole, and the balance between collective and individual values". This is something you have mentioned and something that I completely agree with. Indigenous people are among the most victims of terrible incomprehensible repression and violation of the law in many parts of the world.The atrocities that you wrote about in your book are both compelling and heartbreaking. Though, I have not limited myself there, I have investigated further your story. I searched the Internet several times about your book, story, and life what I found amazed me. I read articles stating that your book I, Rigoberta Menchu is falsely chronicled. "A recounted in your autobiography, the story of Rigoberta Menchu is the stuff of classic Marxist myth. According to your book you came from a poor Mayan family, living on margins of a country from which had been dispossessed by Spanish conquistadors. Their descendents, known as Ladinos, try to drive the Menchus and other Indian peasants off claimed land that they had cultivated. As said in your book, you are illiterate and were kept from having an education by your peasant father, Vicente. He refuses to send you to school because he needs to work in the fields, and because he is afraid that the school will turn his daughter against him. From the articles I found on the Internet it has been proven that you went to a private institution, and that your family wasn't as poor as to the point of starvation.You make these linkages explicit: "My personal experience is the reality of a whole people". It is a call to people of good will all over the world to help the noble but powerless indigenous peoples of Guatemala and other Third World countries to gain their rightful inheritance.

Analysis on Eastern European HRM Model

Many Western firms are rapidly investing in, or forming joint ventures with, firms in Eastern European countries. Despite the growth in Direct Foreign Investment (DFI) in Eastern Europe, Western managers know relatively little about the Human Resource Management (HRM) practices of these countries. In this paper HRM practices are discussed in Eastern European states, such as Bulgaria, Croatia, Czech Republic, Estonia, Hungary, Latvia, Lithuania, Poland, Romania and Russia. Although there are both historical and cultural differences between these countries, these countries will be dealt with together, as they all have numerous elements in common that enable managers or researchers to see them as a whole. The purpose of this paper is to analyze if an Eastern European HRM model can be constructed on the basis of an analysis of Eastern Europe on several areas. First, the environment is analyzed, in which several aspects are covered, such as political context and history. The emphasis lies on culture and (possible) implications for business, and HRM specifically. Secondly, specific Eastern European HR practices are dealt with in chapter three. Here too, several topics are analyzed. In the fourth chapter the implications of EU enlargement are considered in relation to Eastern Europe. As many of these countries are potential candidates for a membership of the EU, the necessary changes and implications are investigated. Based on all the forgoing, an attempt is made to establish an Eastern European HRM model in the fifth chapter. Finally, in chapter six, conclusions are given followed by directions for future research. The analysis of the environmental aspects of Eastern Europe include the following aspects: Looking at Eastern Europe's history, several main events can be identified that have an impact on today's business or cultural situation. First, the two World Wars had a major impact on the creation of the political and economic gap between Eastern and Western Europe, especially the Second World War. Eastern Europe came under the influence of the former Soviet Union, which implied that all countries were under direct political, military and economic control resulting in a very centralized economy. This type of economy had a profound impact on the HRM practices that were used in those countries, which is further explained in the next chapter. Secondly, under Gorbatsjov as the president of the former Soviet Union, contact with Western Europe was sought, resulting in the break-up of the Soviet Union and the start of a new era for Eastern Europe. Slowly, but gradually a shift was realized from a central towards a market economy, again with the necessary implications for (HR) management. The qualities that were required by managers of Eastern European enterprises were the ability to bargain, the possession of a network of suppliers and purchasers, and the ability to manipulate production and financial data. This style of management was driven by the response to the allocation of resources by a centralized bureaucracy in which rivalry between enterprises for resources led to unnecessary hoarding of materials. The history of Eastern Europe still impacts today's business operations. Many personnel directors and executives have their jobs because of Party connections rather than technical expertise. Creativity and original thinking was not encouraged or reinforced under the centralized government control. Top down communication was the norm. Common US practices such as MBO or 360-degree feedback, or Western European structures such as strong employee involvement or self-management work teams will not be easily transferred to the Eastern European work environment. Business practices that stem from political corruption or organized crime activities are still realities and may violate other countries' laws and ethical norms. Despite the great changes that have occurred in Eastern Europe, western managers must patiently accept these differences and strive to form successful business relationships given environmental and political constraints. As mentioned before, the dominant political system in Eastern Europe was communism. This implied that a lot of the large companies were state-owned and the government heavily influenced trade unions. The view projected to the outside world by communist governments, was that of in a worker's state, such as the Soviet Union and its Eastern European satellites, the interest of the workers were as one with the government, because the government was controlled by a dictatorship of the proletariat. The problem with such a unitarist system is that it allows for little realistic criticism that might afford changes and reforms to meet real challenges. In theory trade unions were a separate entity from the Communist Party, but in reality they were often controlled by Party members. This meant that under communism, unemployment was unknown due to manipulation with statistical data and hidden unemployment (a certain job is being done by more people than necessary, just in order to provide more people with a job). The transition from a central to a market economy was initiated together with the transition from a communist to a capitalist political regime, and was started in 1989 after the fall of ‘the iron curtain'. This transition had several consequences. First, due to the hidden unemployment and in an attempt to make organizations more efficient and to cut costs, unemployment rose. Still now a major problem faced by Eastern European countries is persistent structural unemployment. Secondly, after a couple of years a lot of state-owned companies were privatized. In these companies usually an employee culture of the planned economy remained. The educational system has been and still is rather good. An analysis of 256 Russian CEO's from all over the country, the overwhelming majority (91,4 %) of them had college or graduate degrees. In the Eastern European labor markets a clear emphasis is put on a technical background, more than a formal management education. This was also backed up by the analysis: about 60 % had engineering and other technical backgrounds, whereas only around 20 % had a formal management degree. However, due to this strong emphasis on a technical background, there is a significant shortage of local executive talent. Expatriates remain a key component of the management market – an estimated 25 percent of all managers in Eastern European firms are expatriates. On the other hand, this lack in education is rapidly changing. Also due to the efforts to prepare for EU enlargement, a shift in education is clearly noticeable. More and more professional management studies are initiated and further developed, sometime through the help of an exchange program (for instance CEMS). Therefore, we also see a shift in recruitment: more sophisticated methods of attracting managers – such as the use of university recruiting and executive search – are on the upswing for senior-level managers, gradually replacing newspaper advertising and word-of-mouth. Â   Regarding Eastern European managers, Hofstede hypothesized that they would be characterized by a high power distance (in other words, they would display high tolerance toward inequality in the society and business relationships), high uncertainty avoidance, medium individualism, and low masculinity. As a comparison point, the United States are characterized by a low power distance, high individualism, high masculinity and low uncertainty avoidance. These hypothesizes were further backed up by study performed by Bollinger, who found the exact same results. Analyzing these results, we see that the Eastern European culture differs from Western cultures, depending on what country. For instance Western European countries, such as Germany and the Netherlands have more similarities with this culture than United States culture or Japanese culture. In order to develop and manage adequate HR policies, the factor culture plays an important role in this process. This Eastern European culture is still influenced by the past of communism and central economy. The eastern European business environment is very complex and very different from the western business environment. Despite Eastern Europe's large consumer base and natural resources, western businesses have not been very eager to invest in these countries on a large scale, such as in China. As knowledge increases about Eastern Europe and its business opportunities, and as countries in this region join the EU, increasing western attention will focus on conducting business in this region. Yet, relatively little has been written to guide western managers in Eastern Europe. The system of Human Resource Management and industrial relations in Eastern Europe has been undergoing enormous change since 1989 and will continue to do so for some time to come. The fundamental problem is the transition from a unitarist system, very tightly controlled by communist governments that influenced every corner of the economy, to a more pluralist system operating in some type of free market. It is obvious to most observers that some form of pluralistic balance needs to be achieved to contain uncontrolled free market forces. At present most Eastern European countries are stuck in the transitional phase between these two states. For instance, work habits have changed dramatically – with 50-hour weeks and taking work home more and more the norm. At the same time, absenteeism is low, indicating a strong commitment to the job. In this chapter the following current Eastern European HR practices are analyzed: recruitment and compensation. Attempts by Eastern European firms to modernize their workforces by recruiting young graduates and contract staff have left older employees on the side. Underqualified graduates and disabled people are also suffering as a result of Eastern Europe's drive for free-market flexibility. Firms in former socialist nations need to embrace diversity if they are to avoid repeating Western bad employment practices. In comparison to the West, Eastern European HR practices are not mature. Eastern European countries focus more on personnel practices than the integration of HR practices with corporate strategy. At the same time, managerial practices are becoming more westernized – an ‘East Goes West' trend that is expected to continue. The sleepy, bureaucratic firm of pre-reform days is a thing of the past. On this area we see a dual path. In the lesser-developed Eastern European countries, such as Russia and Rumania, foreign investors usually enjoy special privilege to import whatever materials and products they may need in their operations, and thus are more able to obtain these luxury products than domestic firms. These imports may be used to recruit, retain, and motivate workers. Therefore, western managers accustomed to providing challenging work and learning opportunities to motivate high level employees instead emphasize material over intrinsic rewards due to the lower standard of living in these countries. On the other hand, in the Eastern European countries that have a relatively high standard of living, salary increases for local talent are high – even in the lowest categories (state-owned and manufacturing firms), they have grown by more than 25 percent in a two-year period, and in the new private firms they have nearly doubled. These increasing salaries are dictated by the difficulty in attracting good local managers. In this fluid market, many firms review salaries twice a year or more – and benefits for local managers are approaching the levels of expatriates. But, according to a new EIU report, cash alone is not the key to retention. Staff in crisis-prone countries remains fixated on salaries. But where market economies have been starting to develop, a fair salary will suffice, provided employers deliver on a package of other rewards, incentives and working conditions. Benefits packages vary from country to country, but certain perks have emerged as key motivators across the region: cars and life & health insurance. Increasing stress is being laid on enhanced job satisfaction.

Study of Lg

[pic] In partial fulfillment Of BACHELOR OF BUSINESS ADMINISTRATION [pic] Submitted to: Submitted by: SWARNITA SRIVASTAVA bb Asst Professor BBA 4sem Roll no SUN INSTITUTE OF MANAGEMENT & TECHNOLOGY 7 Km,Milestone Bareilly Road NH-24, Haji Nagla,Shahjahanpur (U. P) [pic] DECLARATIONI, ANJU MISHRA , hereby declare that the work titled Comparative Analysis of Employee`s perspective towards â€Å"COMPARATIVE STUDY OF LG AND VIEDOCON AIR CONDITIONERS† embodied in this report has been carried out by me as an original work. I declare that no part of it has been submitted for any degree of any institution previously. Date: 30 APIRL, 2013 ACKNOWLEDGEMENT I would like to take this opportunity to express my deep gratitude to all those who, directly or indirectly made this project possible. I have got considerable help and support in making this project report a reality from many people.I would like to thank Mr. ABHIJEET MISHRA, SIMT,SHAHJAHANPUR whose endeavor for perfection, under fat igable zeal, innovation and dynamism contributed in a big way in completing this project. This work is the reflection of his thought, ideas, concept and above all his modest effort. PREFACE This is the project about profiling the brand personality of air conditioner brands. The project involves the study of the whole Air Conditioner market. In this study we have studied the two of the major players in AC that is LG, Videocon.The report included the survey of the customer’s of these particular brands and then analyzing what kind of their customers are, the brand targets which segment of the customers, the customer’s age group, income group, their education level. Indian Consumer durables market used to be dominated by few domestic players like Godrej, Samsung, Hitachi Voltas and Kalvinator. But post liberalization much foreign company have entered into Indian market dethroning the Indian player and dominating Indian market the major categories in the market AIR CONDTION ERS CONTENT 1. INTRODUCTION †¢ COMPANY PROFILE KNOWLEDGE ABOUT COMPANY †¢ OBJECTIVE OF THE SURVEY 2. RESEARCH METHODOLOGY †¢ COLLECTION OF DATA †¢ QUESTIONNAIER 3. DATA ANALYSIS AND INTERPRETATION 4. CONCLUSION 5. FINDING AND SUGGESSION 6. BIBLIOGRAPHY RESEARCH OBJECTIVES ? To identify the two major player of AC market and their market share, products and the players within this segment. ? We Have taken the major competitors in AC segment as LG, Videocon, and did an in depth comparison of the same on certain parameters, which will be ? defined in the due course of the proposal. ? To ascertain potential market and competition. Ascertain the consumer preferences and satisfaction factor ? To highlight the perception of the consumers for the Air Conditioners. ? To do the brand profiling. ? To know the personality traits, likings of the customers for individual brands. ? To know which customer prefer which brand. ? Why do they purchase this brand only? ? How does this brand matches to their personality. ? Which brand targets or is liked by the customers of which age group ? Which brand is affordable by which income group. ? Do the customers want to repurchase this brand? If yes, then why so. What are the characteristics of the customer the brand targets? COMPANY PROFILE OF LG History [pic] When Willis Carrier invented the first system for â€Å"manufactured weather† in 1902, he sparked an industry that revolutionized the way in which we live, work and play. From that defining moment – and through to the present day – Carrier has been a company built on a legacy of innovation. For more than a century, our research, expertise and forethought have resulted in market-leading innovations and â€Å"firsts† that have shaped and defined the heating, air conditioning and refrigeration industry.Through our history of product excellence and committed customer service, we have evolved into a global company serving millions of peo ple and businesses in 172 countries on six continents around the world. [pic] Carrier India Vision: To be recognized as the leader in every segment we operate in by ? Being ‘customer focused’ in everything we do and following ACE diligently. Delivering ‘best in class’ quality in the product as well as aftermarket service. ? Being ‘environmentally conscious’ in areas of energy efficiency and pollution. Establishing a performance culture that respects human values & team work remain embedded in our core values of EH&S and ethics Thereby growing profitably and ahead of the market every year, making Carrier a destination of choice for all within HVAC&R industry. LG Electronics Is one of the leading companies in the field of electronics with a global presence in many countries. .Before briefing, I have divided the introduction part into three main sub parts. †¢ LG Global †¢ LG India †¢ LG Pune History of companyThe company was origina lly established in 1958 as Gold Star, producing radios, TVs, refrigerators, washing machines, and air conditioners. The LG Group was a merger of two Korean companies, Lucky and Gold Star, from which the abbreviation of LG was derived. The current â€Å"Life's good† slogan is a backronym. Before the corporate Name change to LG, household products were sold under the Brand name of Lucky, while electronic products were sold under the brand name of Gold Star. The Gold Star brand is still perceived as a discount brand. In 1995, Gold Star was renamed LG Electronics, and acquired Zenith Electronics of the United States. pic] Global Operation LG Electronics is playing an active role in the world market with its assertive global business policy. As a result, LG Electronics controls 110 local subsidiaries in the world with around 82,000 executive and employees. LG Group †¢ LG. Philips LCD †¢ LG Chemical †¢ LG Telecom †¢ LG Powercom †¢ LG Twins †¢ LG Dacom Business areas and main products Mobile communications [pic] a) CDMA Handsets, b) GSM Handsets, c) 3G Handsets, d) Cellular Phones Digital appliance[pic] a) Air Conditioners, b) Refrigerators, c) Microwave Ovens, d) Washing Machines, e) Vacuum Cleaners, f) Home Net, ) Compressors for Air Conditioners and Refrigerators Digital display[pic] a) Plasma TVs, b) LCD TVs, c) Micro Display Panel TVs, d) Monitors, e) PDP Modules, f) OLED Panels, g) USB Memory, h) Flat Panel Computer Monitors Digital media a) Home Theater Systems, b) DVD Recorders, c) Super Multi DVD Rewriters, d) CD ±RW, e) Notebook PCs, f) Desktop PCs, g) PDAs, h) PDA Phones, i) MP3 Players, j) New Karaoke Systems, [pic] Vision Global Top 3 by 2010 Global Top 3 Electronic/Telecommunication company Growth strategy â€Å"Fast innovation, Fast growth† Core competency â€Å"Product leadership, Market leadership, People leadership†Corporate culture No excuse, â€Å"we† not â€Å"I†, Fun workplace TA G LINE â€Å"Life's Good† represents LG's determination to provide delightfully smart products that will make your life good. The LG Electronics Life's Good signature consists of the LG logo, seal, and the slogan, â€Å"Life's Good† set in Charlotte sans typeface curved around the LG symbol. The curving of the slogan reinforces LG's personality and uniqueness. The consistent usage of this signature clearly establishes the unique identity of the company and unifies every division and product from LG Electronics across the globe.The Symbol The symbol of LG is the face of future. The letter â€Å"L† and â€Å"G† in a circle symbolizes world, future, youth, humanity & technology . LG philosophy is based on humanity. [pic] It also represents LG’s efforts to keep close relationship with our customers around the world. The symbol consists of two elements. 1. The logo in LG gray 2. The stylized image of human face in the unique LG red color. Red color repr esents our friendliness and gives a strong impression of LG’s commitment to deliver the best. The circle symbolizes The Globe.The stylized image of a smiling face in the symbol conveys â€Å"Friendliness and Approachability†. The one eye on the symbol represents â€Å"Goal-oriented, Focused & Confident†. The slogan of LG is â€Å"Life’s Good†. It expresses â€Å"Brand’s Value, Promises, Benefits, Personality. The Partnership LG Electronics chooses to promote harmony and build constructively on a labor-management relationship rather than an employee-employer relationship. This illustrates that management and workers are not in a vertical relationship, but in a horizontal one.This culture is necessary for LG Electronics as it strives to become one of the world's top companies. Such a relationship is transformed into a value-creation relationship whereby both parties endeavor to address mutual problems and create new values together. Strategic alliance LG Electronics is making technical advances and identifying business opportunities through various associative relationships with some of the world's leading companies. LG Electronics is striving to become number one in the world by mingling in various business and technological fields and making strategic alliances with world famous companies. Strategic association between corporations,† In which companies with different infrastructures cooperate in the fast-developing 21st century business field, Is of key significance in terms of strengthening the existing industry and creating a new one. [pic] LG Electronics will do its best to create new products and services with an open mind, while developing new technologies and business fields through various associations with some of the world's most successful companies. 1. 3M 2. SUN 3. YAHOO 4. PHILLIPS 5. TOYOTA 6. MICROSOFT 7. HP 8. GOOGLE 9. GE 10. INTEL 11.NORTEL 12. HITACHI 13. PRADA 14. RENESAS 15. TOSHIBA 16. BESTB UY And the number follows many more†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. In Feb. 2007 LG Electronics and Yahoo formed a strategic alliance. Yahoo mobile services will be available from LG mobile. This service is targeting 10 million LG mobile phones in over 70 countries. In Mar. 2007 LG Electronics and Google formed a strategic alliance. Both companies will work together to release, market, and offer LG mobile phones with Google services (search engine, map, email, and blogs. ) LG BRAND IDENTITY:- The brand of LG is delightfully smart.LG strives to enhance the customer’s life and lifestyle with intelligent features, institutive functionality and exceptional performance. The brand platform:- The LG brand is composed of four basic elements – 1. Value 2. Promise 3. Benefits 4. Personality The Brands core Value that never changes. a. Trust, b. Innovation, c. People d. Passion The benefits that are consistently delivered to the customer in cludes Reliable products Simple design Ease of useExtraordinary Experience Personality describes the human characteristic that are expressed to the customer through Trustworthy, Considerate Practical, Friendly The Internal Culture of LG: LG practices four cultures 1. Learning Culture 2. Boundary less Environment 3. A Carrier 4. Growth According to LG, the Learning Culture continuously helps the employee to learn more and more to develop the habit of continuous learning. Boundary less Environment:- It means that there is no difference between the levels of employees.There is transparency between the work and mutual understanding between all the employees. A carrier is highly growing in LG and one who is the employee can develop their carrier largely. A new comer will feel fully comfortable in the company and for a new comer the company is very helpful in the overall growth of personality. Growth in LG is very high for those who are in the company and for those who want to join in LG. The company is growing with fast innovation and the BLUE Ocean strategy is one of the examples of growth. Mission The mission of LG is to provide the customers with utmost satisfaction through leadership.The fundamental policy of development is to secure product leadership that the Customers may have the utmost satisfaction. Product Leadership We are focusing on six development areas to become the product leader. 1. New Machine 2. Reliability 3. Conventional Installation 4. Environment Friendly Product 5. Low Noise & Vibration 6. Energy Saving Quality Innovation The policy of quality assurance is to provide customers with utmost satisfaction by supplying zero defects. [pic] LG proceeds in a hierarchal manner. It is named as â€Å"LG WAY†. From top to bottom: No. 1 LG – is the VISION Jeong-DO† Management is LG’s unique application to ethics. LG will succeed through fair management practices and constantly developing our business skill. A) Honest with our c ustomer b) Providing great values to customer through constant innovation & and development. c) Equal opportunities d) Equal Treatment e) Management Principle – Creating value for customer Code of conduct of LG: 1. Responsibility and obligations to customers : †¢ Respect for Customers †¢ Creating Value †¢ Providing Value 2. Fair competition: †¢ Pursuit of Free Competition †¢ Compliance with Laws and Regulations . Fair Transaction : †¢ Equal Opportunity †¢ Fair Transaction Procedure †¢ Support and Aid for Business Partners 4. Basic Ethics for Employees: †¢ Basic Ethics †¢ Completion of Duty †¢ Self Development †¢ Fairness in Performance †¢ Avoidance of conflict with company interest 5 Corporate Responsibilities to employees: †¢ Respect for human dignity †¢ Fair Treatment †¢ Promoting Creativity 6 Responsibilities to society and country: †¢ Rational Business Development †¢ Protection of st ock holder interest †¢ Contribution to social development †¢ Environmental Conservation LG INDIALG Electronics India Pvt. Ltd. , a wholly owned subsidiary of LG Electronics, South Korea was established in January 1997 after clearance from the Foreign Investment Promotion Board (FIPB). LG set up a state-of-the art manufacturing facility at Greater Noida, near Delhi, in 1998, with an investment of Rs 500 Crores. LG corporate office is located at Plot no. 51, Udyog Vihar, Kasna Road, Greater Noida, India. This facility manufactured Color Televisions, Washing Machines, Air-Conditioners and Microwave Ovens. †Company is setting up a chain of exclusive premium showrooms.LG plans to launch 60 premium Brand Shoppes by the end of the first quarter of this year. At present, LG has a total of 83 LG stores across the country, of which 45 are shoppes and 38 are exclusive stores. Brand shoppes will be placed in the premium segment and the target audience will comprise buyers intere sted in premium and high end products. LG Brand Shoppe goes beyond the concept of a normal exclusive store by having a more interactive environment and additional lifestyle orientation on display so that the customer can actually experience the LG products in his or her own home settings.LG Electronics India Ltd (LGEIL), consumer durables leader with 27% market share, is planning a brand new image. To attract inspirational and young consumers across India, company will roll out a new marketing strategy. The exercise will cost the company Rs 360 crore. LG Electronics India is the fastest growing company in the consumer electronics, home appliances, and computer peripherals industry today. LG Electronics is continually providing, superior technology products & value for money to more than 50 lakh households in India. LGEIL is celebrating the 11th anniversary this year.LG Soft India the innovation wing of LG Electronics in Bangalore is LG Electronics' largest R centre outside Korea. We at LGSI focus on niche technology areas such as mobile application development, digital video broadcast and biometrics software and support LG Electronics with our expertise. Motivated by a passion for technology, a strong work culture and loyalty to the organization, we are determined to see LG become one of the top three brands globally. Prominent consumer electronic company, LG Electronics Inc. has said that it expects the sale of its products in India to up by 15 per cent in 2008.Moon Bum Shin, managing director of LG Electronics India has said that the company has earmarked 4. 8 billion rupees for investment purpose in India this year. The said money will be used to market as well as manufacture new products. LG Electronics, which is originally a South Korean Company with branch in India, informed that its sales of GSM mobile phones, color televisions, air conditioners and other household goods in the Indian market was to the tune of 95 billion rupees ($2. 4 billion) in 2007. As per Shin's estimate, the sales in 2008 would be around 110 billion rupees.In order to achieve its target, Shin said LG Electronics will concentrate on catering to the high-end consumer market which will help boost sales this year. India churns out six (6) per cent of LG Electronics global revenues of $42 billion. The Indian branch of LG exports to 40 countries. India challenges The challenges faced by LG when entered in Indian market 1. Low brand awareness about LG in India. 2. One of the last MNCs entered in India (Samsung, Panasonic entered in 1995 in India). 3. High import duty 4. Compitition from local market players and other MNCs in consumer durable segment. 5. Price sensitiveness of the Indian consumerLGEI over comes these challenges to emerge as innovative marketing strategy:- 1. Launch new technologies in consumer electronic and home appliances. 2. LG was the first brand to enter in cricket in big way a way, by sponsoring the 1999 world cup followed it up in 2003 as well . 3. LG brought in four captains of the Indian cricket team to endorse its products. LG invested more then US$ 8 million on advertising and marketing in this sport. 4. LG has differentiated its product using technology and health benefits. 5. CTV has â€Å"Golden eye technology† Air conditioner has â€Å"Health air system† and microwave ovens have the â€Å"Health wave system†.Local and efficient manufacturing to reduce the cost. To overcome high import duties LG manufactures TV refrigerator in India at manufacturing facility at Noida and Pune. LGEI had already commissioned contract manufacturing at Mohali Kolkata and Bhopal for CTVs. This has helped LGEI to reduce cost. LGEI implementing the â€Å"Digital manufacturing system† (DMS) as the cost cutting innovation this system is follow-up to the six sigma exercise LGEI had initiate earlier. R&D potential LG has the research and development facilities in Bangalore and Pune.Both the unit carry out R&D depar tment for the domestic as well as the parent company it also dose customize R&D for the specific countries to which it export product. Regional channel and wide distribution network 1. LG has adopted the regional distribution channel in India. All the distributers work directly with the company. This has resulted in quicker rotation of the stock and better penetration into B, C, D, class market. 2. LG also follows the stock rotation policy rather then dumping stock on channel partners. 3. Product localization:- 1. Product localization is the key strategy used by the LG 2.LG came out with Hindi and regional language menus on its TVs. 3. Introduced the low-priced â€Å"Cineplus† and â€Å"sampooma† for the rural market. 4. LG was the first brand to introduce gaming in TVs in continuations of its association with cricket LG introduce cricket game in CTVs MAJOR KEY SUCCESS FACTORS Innovative marketing – LG was the first brand to enter cricket in a big way, by sponso ring the 1999 World Cup and followed it up in 2003 as well. 1. Local and efficient manufacturing to reduce cost – To overcome high import duties, LG manufactures PC monitors and refrigerators in India at its manufacturing facility at Noida, Delhi. . Commissioned contract manufacturing at Mohali, Kolkata and Bhopal for CTVs. 3. Product localization – Product localization is a key strategy used by LG. It came out with Hindi and regional language menus on its TV. 4. Regional distribution model – This has resulted in quicker rotation of stocks and better penetration into the B, C and D class markets. 5. Leveraging India’s IT advantage – LG Electronics has awarded a contract to develop IT solutions to LG Soft India (LGSI). The project involves development and support for ERP, SCM, CRM and IT-enabled services for LG.Strategies adopted by the organization LG follows 10 commandments which are as follows. 1. Foster working environment-5S Environment 2. Fast execution is key to success 3. Transparent and fast communication-open communication 4. Update market -knowledge –Demographics 5. Win –Win relationship with the trade partners 6. Customer is the king 7. Even Billing –Road to ach supplier A 8. Be in touch with the market (70% Market, 30% Office). 9. Plan and Execute annual marketing Calendar-Time to market 10. Display share of 50% -to get 50% consumer share.AIRCONDITIONERS FROM LG |INVERTER |[pic] | | |ART COOL | |Technology that delivers | | |precise cooling or heating power as per your choice. Where art meets intelligence | |It works faster and saves energy while ensuring uniform temperature. |. Fine art is no longer confined to museums. Grace your interiors | | |with the finest in technology and choicest of paintings.Decorate | |[pic] |your rooms with your mood and | | |sense of style | | | | | | |[pic] [pic] | |FLOOR STANDING |MULTI SPLIT | | | | |Air Throw that reaches every corner. Time to move on to cooling two rooms with a single outdoor unit. | |Get the advantage of mobility and the purest of air. | | |Ideal for homes and small offices and most effective in saving power. | | |The powerful motor can give a reach upto 21 ft too. | | | | | | |[pic] |[pic] | |HOT AND COLD AC |SPLIT AC | | | | |Optimum indoor weather management 365 days a year. Presenting the wide | | |range of Star Rated Split | | |Air Conditioner which not only | | |save power but also provide faster cooling, | | | | WINDOW AC [pic] Presenting the wide range of Star Rated Window Air Conditioner which not only save power but also provide faster cooling [pic] COMPANY PROFILE OF VIDEOCON Videocon is an industrial conglomerate with interests all over the world and based in India. The group has 17 manufacturing sites in India and plants in China, Poland, Italy and Mexico. It is also the third largest picture tube manufacturer in the world. Corporate profile The Videocon group has an annual turnove r of US$ 4. 1 billion, making it one of the largest consumer electronic and home appliance companies in India.Since 1998, it has expanded its operations globally, especially in the Middle East. Today the group operates through three key sectors: Consumer electronics In India the group sells consumer products like Colour Televisions, Washing Machines, Air Conditioners, Refrigerators, Microwave ovens and many other home appliances, selling them through a Multi-Brand strategy with the largest sales and service network in India. Videocon Group brands include Sansui, Toshiba, Electrolux, Kenstar, Next etc. Colour picture tube glass Videocon is one of the largest CPT Glass manufacturers in the world, operating in Mexico, Italy, Poland and China. Oil and GasAn important asset for the group is its Ravva oil field with one of the lowest operating costs in the world producing 50,000 barrels of oil per day. Acquisition of Thomson SA Videocon through its Wholly Owned Offshore Subsidiary acquire d the Color Picture Tube (CPT) businesses from Thomson S. A having manufacturing facilities in Poland, Italy, Mexico and China along with support research and development facilities. Videocon in its pursuit of mission to become a global major in consumer electronics and home appliances with large scale and low cost base for critical components, made its first footprint in acquiring global sized color picture tube manufacturing facilities across the world from Thomson SA.It had already formulated a â€Å"2010 road map† which outlines the group's strategy of being one among the top five in both branded consumer electronics and contract manufacturing in the world by 2010. Acquisition Rationale The acquisition came at a time when Thomson was facing a fall in demand in developed markets for television with CPTs and was moving more towards Flat-screen and Plasma Television. However, Videocon saw an opportunity in the emerging countries for CPTs and hence pursued with the acquisitio n. Besides, the acquisition gave Videocon, the access to advanced technology giving the company control over an R facility in Agnani, Italy. The major reasons behind this acquisition were:- Cost cuttingVideocon was better positioned to shift the activities to low-cost locations and also it could integrate the operations with the glass panel facility in India with the CPT manufacturing facilities acquired from Thomson S. A Videocon wanted to leverage its position in the existing parts of the business and this acquisition would give it a strong negotiation position and could reduce impact of glass pricing volatility. Videocon could also reduce the costs by upgrading and improving the existing production lines. Vertical Integration The acquisition helped Videocon in vertically integrating its existing glass-shell business where it had been enjoying substantially high margins. Videocon’s glass division had the largest glass shell plant in a single location.This gave the company a n unrivalled advantage in terms of economies of scale and a leadership position in the glass shell industry. The acquisition also gave Videocon a ready-market for its glass business and it was part of Videocon’s long-term strategy to have a global vertically-integrated manufacturing facility. Rationalization of Product Profile Videocon modified its product profile to cater to the changing market needs like moving away from very large size picture tubes to smaller ones. [6] Apart from the overall strategy Videocon also had a plan on the technological front. It wanted to improve the setup for the production line and line speed post-merger.Its focus was to increase sales while reducing the costs and thereby improving the productivity of the existing line. The company also wanted to foray in a big way into LCD panels back-end assembly On the sales front the company wanted to leverage on the existing clients of Thomson and build relation as a preferred supplier to maximise sales. Also, Videocon could benefit from OEM CTV business with the help of Videocon’s CTV division, invest for new models and introduction of new technologies. Thomson’s perspective In 2004 Thomson planned entry into the high-growth digital media and technology business. Also, Thomson wanted to exit consumer and electronics businesses as they were incurring significant losses.After sale of its TV business to Chinese group TCL, and Tubes to Videocon, Thomson divested from the audio/video accessories business which was the last unit of its consumer electronics business. The need to divest are quite evident from the losses that it incurred in these businesses particularly that the unit that it sold off to Videocon, the Optical Modules activity, and the Audio/Video & Accessories businesses which totalled around â‚ ¬749 million for 2005. Moreover Thomson had done some acquisitions that were in line with boosting their revenues in the following years. Other Competitors for the A cquisition When Videocon entered the race for the colour picture tubes manufacturing capacity of Thomson SA in November 2004, there were 16 other bidders.Videocon stood slim chances given the fact that it had to battle it out with players like LG,Philips, Samsung and Matsushita, Daewoo and several Chinese manufacturers but finally managed to close the deal. The deal catapulted Videocon into the No. 3 slot in the global pecking order for CPTs. An official of Videocon said on the deal † The word is out in the world that India and Indian companies are not just a good bet by themselves, but also a hedge against China. â€Å" Pre-merger negotiations The price that Thomson wanted for the deal was euro 240 million (Rs 1,248 Crore) and Videocon agreed to the same without much negotiations (Under the deal the debt continued to be of Thomson’s). A special purpose vehicle, Eagle Electronics was used to complete the acquisition. As a part of the acquisition, Thomson also agreed to acquire 13.   % stake in Videocon for 1250 Crore in which 10% was locked for the first three years. Thomson SA has divested the 3. 5% stake that was outside the lock-in clause to overseas institutional investors. For the remaining 10% Dhoots retained a right of first refusal(recently this 10% has been sold to the Dhoots). During the process of negotiations Videocon was less affected by the capital cost component. Dhoot believed that Thomson CPT’s losses arising out from high capital cost of its Mexican Plant could be reduced once the television market in India moved to bigger screen sizes and slims .Videocon could import those from its global factories and hence cut on the losses of Thomson. Pre-merger scenario analysisCPT industry is affected by many competitive factors such as change in the consumer preferences ,the product offer strategy of retailers, the progress made by alternative technology manufacturers ,capacity adjustment facility of competitors etc. Based on all of these factors there were two scenarios that emerged from the 2005 budget of Videocon. The first scenario is a conservative one. It mainly assumes Price pressures similar to those in the past(-8 to -12%),capacity reduction over a period of two years, a gradual shift to newer technologies like True Flat and good amount of growth for LCD makers. [pic] The second scenario is a more aggressive one in term of trends predicted.It assumes that the switch to TrueFlat would be faster, more overcapacity, more competition from LCD manufacturers and rising price strategy pressures in general. The second scenario obviously requires an industrial strategy which is more adapted to the environment. However even if the second scenario arises,Videocon believes there is an opportunity in the CRT business. Though it is very obvious that in the developed markets of the western world the demand is shifting towards the flat panel side(FPD it is expected to contribute 70% of TV market in these regions), in the emerging markets like BRIC CRT still holds fort. CRT holds a dominant 70% share in these markets.When translated into number of units the demand is more than 100 million units. As Videocon is primarily based in these countries, it hopes to harness the value of the Thomson acquisition in the coming years. Post merger situation (2010) Videocon has not been able to turn the plant around in Italy still. However it is getting support from the local government(which want to prevent job cuts) in form of grants. The government is in fact trying to set up a Greenfield venture in form of a LCD manufacturing facility in partnership with Videocon. The banks are also supporting Videocon and with help from all these quarters Videocon expects to turn around the plant in Italy.The Thomson plant has not turned around in Mexixo as well and in fact production has been reduced over there. In Poland,the situation is more promising and Videocon hopes that plant over there will get in black in the very near future. However the surprise has been in the Chinese market . Despite of facing a highly competitive market Videocon has managed to turn a plant around while the other is on its way. In China Videocon is adopting a different strategy for manufacturing CTVs as the local players dominate the market . It plans to supply these players by taking advantage of low-cost nature of mainland(the number targeted by it about 6 million CPTs).Role of local government in the acquired units The LCD television segment is one of the fastest in terms of growth rate in Italy. The compounded growth rate is projected to be around 70% in the next few years. Videocon in partnership with the local government is going for a Greenfield venture in this segment. The Italian central government is giving a euro 180 million grant whereas the regional authorities are giving a 40 million grant. Videocon would itself pitch in with about euro 300 million whereas bank loans would provide a further 700 million. In the Thomson plant located in China the local Chinese Government is the minority shareholder.When Videocon acquired Thomson’s CPT business, it also gained control of Thomson’s Mexican plants. However Videocon Industries has a view that it would expand in the country only if the government gives it enough incentives. Videocon is demanding a 25-30% cash benefits from the authorities who are currently ready to give only about 20%. Thomson’s exit from Videocon Thomson is looking to sell out its stake in Videocon (a 10 percent stake via GDRs) and in most likelihood it would be bought by Videocon itself. Thomson would be exiting at a loss as it had acquired the stake at around Rs 400 per share (approximately equal to $10 per share). The deal is expected to happen at current market prices.Videocon’s GDR is currently traded at around $5. 06 on the Luxembourg Stock Exchange. On the Bombay stock exchange its trading around Rs 150 against the 52 week high of Rs 8 68 in Jan 2008. Another point to be noted is that this won’t attract the market regulator’s â€Å"creeping acquisition† norm which comes into force once they acquire more than 5% stake,as the deal would be an overseas one. Possible purchase of General Electric's Appliance division On May 23, 2008, Videocon announced that it is studying an invitation from General Electric (GE) to bid for its century-old appliances division, which it has put up for sale. [pic] PRODUCTS OF VIDEOCON | |[pic] | | |[pic] | | |[pic] | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |[pic] | | |[pic] | | |[pic] | | | | | | | | | | | | | | | | | | | | | | | [pic] [pic] | | | | |[pic] |[pic] |[pic] | |[pic] |[pic] |[pic] | | | | | | |[pic] | | | | | |[pic] | | | |Split AC | |   | |[pic] |VS 2C-5233I / | | |VS C-7033B | | |INTEGRA | | |1. 5/2. TON | | |2 Star Power Saving | | |Ioniser | | |Turbo Speed | | |Sleep Mode | | |On/Off Timer | | |Self Diagnos is | | |Hydrophilic Coating – Evaporator | | |LCD Remote | | |4 Way Air Circulation | | |Buy now & get Exciting Offers. pic] Request To Quote | | | | |   | |[pic] | |   | |[pic] |VS 3C-2644/ VS 3C-3544 | | |INTEGRA | | |0. 8/1. 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TON | | |1 Star Power Saving | | |20 Micron Anti-Bacterial Filter | | |Turbo Speed | | |Sleep Mode | | |Real Time Clock in the Remote | | |LCD Remote | | |Hydrophilic Coating – Evaporator | | |On/Off Timer | | |Buy now & get Exciting Offers. [pic] Request To Quote | | | |   | | | |   | |[pic] |VW S-5223/ VW S-5222B | | |SPLENDOUR | | |1. 5 TON | | |20 Micron Anti-Bacterial Filter | | |24 Hrs.On/Off Timer | | |Sleep Mode | | |Auto Restart | | |Full Functional Remote(LCD Optional) | | |Fan Speed (Turbo/Quite) | | |Soft Touch Digital Panel | | |Auto Air Swing | | |2Ãâ€"3/2X2 Row Coil with 9. 5 c. u. mm Tube | | |Buy now & get Exciting Offers. pic] Request To Quote | | | | |   | | | |   | |[pic] |VW M-2644 | | |VISTA | | |0. TON | | |20 Micron Anti-Bacterial Filter | | |Sleep Mode | | |On/Off Timer | | |LCD Remote | | |Soft Touch Digital Panel | | |3 Min. Time Delay | | |Auto Restart | | |Buy now & get Exciting Offers. pic] Request To Quote | | | | |   | |[pic] | |   | |[pic] |VW F-2622/ VW F-3522 | | |VISTA | | |0. 8/1. 0/1. 6/2. 0 TON | | |20 Micron Anti-Bacterial Filter | | |Ioniser (VW F-5233I) | | |Sleep Mode | |LCD Remote(Optional) | | |On/Off Timer Auto Restart | | |Soft Touch Digital Panel (VW F-2622/VW F-3522/VW F-7034) | | |Anti Freeze Sensor (VW F-5233I/VW F-7034) | | |Auto Air Swing (VW F-2622/VW F-3522) | | |Other Available Models VW F-5233I/ VW F-7034 | | |Buy now & get Exciting Offers. pic] Request To Quote | | | | |   | | | |   | |[pic] |VW H-5222B | | |GRACE | | |1. TON | | |20 Micron Anti-Bacterial Filter | | |On/Off Timer | | |Sleep Mode | | |LCD Remote | | |Self Diagnosis | | |Hydrophilic Coating – Evaporator | | |Anti Freeze Sensor | RESEARCH METHODOLGY Meaning of Research-Research in common parlance refers to a search for knowledge. Research can also be defined as a scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. According to Redman & Mory research is a â€Å"systematized effort to gain new knowledge. † Objectives of research: †¢ To gain familiarity with the phenomenon or to achieve new insights into it. †¢ * To portray accurately the characteristics of a particular individual, situation or a group. †¢ To determine the frequency with which something occurs or with which it is associated with something else.To test a hypothesis of a casual relationship between variables. Type of Research: †¢ Descriptive Research It includes surveys and fact-finding enquiries of different kinds. The major purpose of descriptive research is description of the state of affairs as it exists at present. The main characteristic of this method is that the researcher has no control over th