Individual Internet Assignment Essay Example | Topics and Well Written Essays - 750 words

Individual Internet Assignment - Essay Example Such decisions require consistency in the general business and the marketing strategy for that business. A rightful unit in this line makes decisions on products within it, the price within the set guidelines, dealers to be used and a communication strategy that is analogous to the business’ strategy. A product portfolio is the set of products that is offered by a company. The marketing strategy of a company should thus be alongside the products in the offer and based on various business models (Zamagni 373). 1. Marketing mix According to Perreault and McCarthy (50), a marketing mix is a set of variables put together by a company to satisfy the target market. It has four tenets as indicated in the figure below. Product; this involves the development of the correct product for the market. One should choose the right characteristics and services for customer satisfaction. Place: the business should ensure that the product is at the right place where it is required by the target market for purchase. Price; the business owner should choose a price that the target market is willing to spend on the product Promotion: the process of informing the target market about the product With a good marketing mix, the customer is able to perceive the product correctly. It determines the poisoning of the product with relativity to the needs of the customer. 2. Porters five forces The porter’s model is essential for checking the economic models that impact a business (Zamagni 375). The model (as indicated in the figure below) can be used by a company in the following ways; Internal industry rivalry; this occurs through competition in pricing the products or other means. The firms should be able to set competitive prices (as defined in the market mix). Entry threat; this threat arises from other companies who may want to develop the same product. It can be lowered by developing high end products Substitute products; the business owners should be aware of the substitu tes available in the market and look out for potential substitutes. They can decide to enlarge market definitions. Supplier/buyer powers; the business should offer a wide range of prices to the buyers. To the suppliers, they should be given very high standards for materials supplied to up scale the quality. 3. Break even analysis In aligning the right strategies, a business should be aware of the break even point in order to avoid losses. This is the point where the sales made are just enough to cover the costs associated with production. At this point, further sales indicate profits for the business. In coming up with a break even analysis, the business owners should consider the fixed and variable costs, margins of contribution and the operating leverages (Menon, 25). 4. Product life cycle analysis This is an assessment of environmental effects associated with a product from raw materials to end of its usage. In the case at hand, this technique is useful in supporting the business strategy. It also acts as an input to the design of a product and also for declaring the product. It is an essential tool for business decision making in areas such as; environmental comparisons to determine environmental value of product as well as methods of production and various choices, manufacturing and commercial development. 5. SWOT Analysis This analysis aims at identifying the strengths, weaknesses, the opportunities as well as the threats found in a

Harry Potter and the Sorcerer’s Stone Essay Example for Free

Harry Potter and the Sorcerer’s Stone Essay Ever since the first printing of the first Harry Potter novel, the book series has been under attack from people arguing that the books are intended to initiate children into witchcraft and demonic practices or that they undermine traditional spiritual values. Yes, indeed, there are ghosts and Halloween, and the practice of magic. However, Harry Potter books are no more a threat to the traditional spiritual values of our children than The Wizard of Oz was before them. Harry Potter has not grown up in a â€Å"normal† family, even outside of the wizarding world. The Dursleys do not care for Harry and treat him poorly. They are clearly nominally Christians; in Chapter Two, Harry’s uncle threatens him with punishment, saying that Harry will â€Å"be in that cupboard from now until Christmas† if he is involved in any â€Å"funny business† (24). There is no evidence, however, that the Dursleys ever practice any particular faith. That lack of spiritual practice carries through the book, even in the wizarding world. .While no one falls to his or her knees in religious fervor, neither does anyone sacrifice a goat to Satan. Rowling has kept her books carefully neutral, but not because she wishes to undermine traditional spiritual values. Rather, it seems that Rowling wishes to appeal to the largest possible audience, without appealing to one spiritual belief over another. Rowling presents Halloween in such a manner that would appeal to the imagination of children, with bats, candles in pumpkins, and a feast; however, it is also merely a backdrop for the action that brings the Three Musketeers of Harry, Ron, and Hermione together (Rowling 172-179). Later in the book, the characters celebrate Christmas. Christmas, however, is no different from Halloween. The Christmas break serves only to give Harry a quiet moment to investigate the library and to investigate the Mirror of Erised (Rowling 204-209). Once again Rowling is carefully neutral, describing Christmas only in terms of what would appeal to children. While Rowling focuses primarily on food, gifts, and games, Ron’s brother George also takes the time to tell another brother that he will not be sitting with his fellow prefects, because â€Å"Christmas is a time for family† (203). Rather than glorifying the wizarding world, Rowling chooses to show that the wizarding world is no more appealing than the Muggle world. There are still bullies there: Draco Malfoy is just like Harry’s cousin, only he is thinner and can ride a broom. Friendship and loyalty and knowledge are all valued there; fellowship and fun are as much a part of the school as magic is. Harry Potter and the Sorcerer’s Stone is simply a fantasy story about a boy and his friends away at boarding school. The only real magic connected to this book is that it rekindled many children’s interest in reading. Who can truly argue with that result?

Telecommunications Industry Overview

Telecommunications Industry Overview Telecom Sector Global Perspective Components and factors responsible behind the growth of telecommunications industry Two major factors responsible for the growth of telecommunications industry are use of modern technology and market competition. One of the products of modern technologies is optical fibers, which are being used as a medium of data transmission instead of using coaxial or twisted pair cables. Optical fibers can carry a high volume of data and are easier to maintain and install. Use of communication satellites makes this telecommunications industry a booming industry. The use of mobile network has a crucial role behind the growth of an improved telecommunications industry. Leading companies are showing their interest to invest in this telecommunications industry. Telecommunications industry is going to be a digitized one. Use of ISDN (Inter Services Digital Network) makes this telecommunication industry a total digitalized system and eventually enhanced the speed and quality of digital communication. Economical aspect of telecommunication industry World telecom industry is taking a crucial part of world economy. The total revenue earned from this industry is 3 percent of the gross world products and is aiming at attaining more revenues. One statistical report reveals that approximately 16.9% of the world population has access to the Internet. Present market scenario of world telecom industry Over the last couple of years, world telecommunication industry has been consolidating by allowing private organizations the opportunities to run their businesses with this industry. The Government monopolies are now being privatized and consequently competition is developing. Among all, the domestic and small business markets are the hardest. Market potentiality of world telecommunication industry The world telecommunications market is expected to rise at an 11 percent compound annual growth rate at the end of year 2010. The leading telecom companies like ATT, Vodafone, Verizon, SBC Communications, Bell South, Qwest Communications are trying to take the advantage of this growth. These companies are working on telecommunication fields like broadband technologies, EDGE(Enhanced Data rates for Global Evolution) technologies, LAN-WAN inter networking, optical networking, voice over Internet protocol, wireless data service etc. Top Global Telecom Players NAME ABOUT THE COMPANY SUBSCRIBERS in millions (09) REVENUE (in US billion$) China Mobile State owned Company, one of the 2 mobile phone monopolies in China Over 508 16.115 Vodafone Group Britains largest Telecom operator Over 427 68.32 Telefà ³nica, S.A. Multinational Company with stakes in Spain, Latin America Europa. Owns the O2 Brand Over 210 72.13 Amà ©rica Mà ³vil Mexican Operator. Controlled by the worlds richest man Carlos Slim Over 201 30.2 Telenor Group The company has a strong footprint in Central and Eastern Europe and Asia with over 40,000 employees. Over 172 15.73 Deutsche Telekom AG German telecom Company. Also owns t-mobile. Over 150 82.13 China Unicom China Unicom (BVI) Limited effectively holds 40.92% of the company and China Netcom Group (BVI) Limited holds 29.49%, while the remainder is traded on the Shanghai, Hong Kong and the New York stock exchanges. Both majority shareholders are state controlled enterprises. Over 186 14.62 TeliaSonera AB Offer services in 20 markets in the Nordic and Baltic countries, the emerging markets of Eurasia, including Russia and Turkey, and in Spain. Over 150 15.04 France Tà ©là ©com S.A. It is the main telecommunication company in France, the third largest in Europe. It currently employs about 180,000 people worldwide. Over 193 68.08 Bharti Airtel One of Asias leading integrated telecom services providers with operations in 19 countries across Asia and Africa. Zain is the new acquisition. Over 124 7.254 Mergers Acquisition Mergers and acquisitions (MA) and corporate restructuring are a big part of the corporate finance world. Every day, Wall Street investment bankers arrange MA transactions, which bring separate companies together to form larger ones. When theyre not creating big companies from smaller ones, corporate finance deals do the reverse and break up companies through spinoffs, carve-outs or tracking stocks. Not surprisingly, these actions often make the news. Deals can be worth hundreds of millions, or even billions, of dollars. They can dictate the fortunes of the companies involved for years to come. For a CEO, leading an MA can represent the highlight of a whole career. And it is no wonder we hear about so many of these transactions; they happen all the time. Next time you flip open the newspapers business section, odds are good that at least one headline will announce some kind of MA transaction. Sure, MA deals grab headlines, but what does this all mean to investors? To answer this quest ion, this tutorial discusses the forces that drive companies to buy or merge with others, or to split-off or sell parts of their own businesses. Once you know the different ways in which these deals are executed, youll have a better idea of whether you should cheer or weep when a company you own buys another company or is bought by one. You will also be aware of the tax consequences for companies and for investors. Defining MA One plus one makes three: this equation is the special alchemy of a merger or an acquisition. The key principle behind buying a company is to create shareholder value over and above that of the sum of the two companies. Two companies together are more valuable than two separate companies at least, thats the reasoning behind MA. This rationale is particularly alluring to companies when times are tough. Strong companies will act to buy other companies to create a more competitive, cost-efficient company. The companies will come together hoping to gain a greater market share or to achieve greater efficiency. Because of these potential benefits, target companies will often agree to be purchased when they know they cannot survive alone. Distinction between Mergers and Acquisitions Although they are often uttered in the same breath and used as though they were synonymous, the terms merger and acquisition mean slightly different things. When one company takes over another and clearly established itself as the new owner, the purchase is called an acquisition. From a legal point of view, the target company ceases to exist, the buyer swallows the business and the buyers stock continues to be traded. In the pure sense of the term, a merger happens when two firms, often of about the same size, agree to go forward as a single new company rather than remain separately owned and operated. This kind of action is more precisely referred to as a merger of equals. Both companies stocks are surrendered and new company stock is issued in its place. For example, both Daimler-Benz and Chrysler ceased to exist when the two firms merged, and a new company, DaimlerChrysler, was created. In practice, however, actual mergers of equals dont happen very often. Usually, one company wil l buy another and, as part of the deals terms, simply allow the acquired firm to proclaim that the action is a merger of equals, even if its technically an acquisition. Being bought out often carries negative connotations, therefore, by describing the deal as a merger, deal makers and top managers try to make the takeover more palatable. A purchase deal will also be called a merger when both CEOs agree that joining together is in the best interest of both of their companies. But when the deal is unfriendly that is, when the target company does not want to be purchased it is always regarded as an acquisition. Whether a purchase is considered a merger or an acquisition really depends on whether the purchase is friendly or hostile and how it is announced. In other words, the real difference lies in how the purchase is communicated to and received by the target companys board of directors, employees and shareholders. The Deal Start with an Offer When the CEO and top managers of a company decide that they want to do a merger or acquisition, they start with a tender offer. The process typically begins with the acquiring company carefully and discreetly buying up shares in the target company, or building a position. Once the acquiring company starts to purchase shares in the open market, it is restricted to buying 5% of the total outstanding shares before it must file with the SEC. In the filing, the company must formally declare how many shares it owns and whether it intends to buy the company or keep the shares purely as an investment. Working with financial advisors and investment bankers, the acquiring company will arrive at an overall price that its willing to pay for its target in cash, shares or both. The tender offer is then frequently advertised in the business press, stating the offer price and the deadline by which the shareholders in the target company must accept (or reject) it. The Targets Response Once the tender offer has been made, the target company can do one of several things: Accept the Terms of the Offer If the target firms top managers and shareholders are happy with the terms of the transaction, they will go ahead with the deal. Attempt to Negotiate The tender offer price may not be high enough for the target companys shareholders to accept, or the specific terms of the deal may not be attractive. In a merger, there may be much at stake for the management of the target their jobs, in particular. If theyre not satisfied with the terms laid out in the tender offer, the targets management may try to work out more agreeable terms that let them keep their jobs or, even better, send them off with a nice, big compensation package. Not surprisingly, highly sought-after target companies that are the object of several bidders will have greater latitude for negotiation. Furthermore, managers have more negotiating power if they can show that they are crucial to the mergers future success. Execute a Poison Pill or Some Other Hostile Takeover Defense- A poison pill scheme can be triggered by a target company when a hostile suitor acquires a predetermined percentage of company stock. To execute its defense, the target company grants all shareholders except the acquiring company options to buy additional stock at a dramatic discount. This dilutes the acquiring companys share and intercepts its control of the company. Find a White Knight As an alternative, the target companys management may seek out a friendlier potential acquiring company, or white knight. If a white knight is found, it will offer an equal or higher price for the shares than the hostile bidder. Mergers and acquisitions can face scrutiny from regulatory bodies. For example, if the two biggest long-distance companies in the U.S., ATT and Sprint, wanted to merge, the deal would require approval from the Federal Communications Commission (FCC). The FCC would probably regard a merger of the two giants as the creation of a monopoly or, at the very least, a threat to competition in the industry. Closing the Deal Finally, once the target company agrees to the tender offer and regulatory requirements are met, the merger deal will be executed by means of some transaction. In a merger in which one company buys another, the acquiring company will pay for the target companys shares with cash, stock or both. A cash-for-stock transaction is fairly straightforward: target company shareholders receive a cash payment for each share purchased. This transaction is treated as a taxable sale of the shares of the target company. If the transaction is made with stock instead of cash, then its not taxable. There is simply an exchange of share certificates. The desire to steer clear of the tax man explains why so many MA deals are carried out as stock-for-stock transactions. When a company is purchased with stock, new shares from the acquiring companys stock are issued directly to the target companys shareholders, or the new shares are sent to a broker who manages them for target company shareholders. The shar eholders of the target company are only taxed when they sell their new shares. When the deal is closed, investors usually receive a new stock in their portfolios the acquiring companys expanded stock. Sometimes investors will get new stock identifying a new corporate entity that is created by the MA deal. Why They Can Fail Its no secret that plenty of mergers dont work. Those who advocate mergers will argue that the merger will cut costs or boost revenues by more than enough to justify the price premium. It can sound so simple: just combine computer systems, merge a few departments, use sheer size to force down the price of supplies and the merged giant should be more profitable than its parts. In theory, 1+1 = 3 sounds great, but in practice, things can go awry. Historical trends show that roughly two thirds of big mergers will disappoint on their own terms, which means they will lose value on the stock market. The motivations that drive mergers can be flawed and efficiencies from economies of scale may prove elusive. In many cases, the problems associated with trying to make merged companies work are all too concrete. Flawed Intentions For starters, a booming stock market encourages mergers, which can spell trouble. Deals done with highly rated stock as currency are easy and cheap, but the strategic thinking behind them may be easy and cheap too. Also, mergers are often attempt to imitate: somebody else has done a big merger, which prompts other top executives to follow suit. A merger may often have more to do with glory-seeking than business strategy. The executive ego, which is boosted by buying the competition, is a major force in MA, especially when combined with the influences from the bankers, lawyers and other assorted advisers who can earn big fees from clients engaged in mergers. Most CEOs get to where they are because they want to be the biggest and the best, and many top executives get a big bonus for merger deals, no matter what happens to the share price later. On the other side of the coin, mergers can be driven by generalized fear. Globalization, the arrival of new technological developments or a fas t-changing economic landscape that makes the outlook uncertain are all factors that can create a strong incentive for defensive mergers. Sometimes the management team feels they have no choice and must acquire a rival before being acquired. The idea is that only big players will survive a more competitive world. The Obstacles to making it Work Coping with a merger can make top managers spread their time too thinly and neglect their core business, spelling doom. Too often, potential difficulties seem trivial to managers caught up in the thrill of the big deal. The chances for success are further hampered if the corporate cultures of the companies are very different. When a company is acquired, the decision is typically based on product or market synergies, but cultural differences are often ignored. Its a mistake to assume that personnel issues are easily overcome. For example, employees at a target company might be accustomed to easy access to top management, flexible work schedules or even a relaxed dress code. These aspects of a working environment may not seem significant, but if new management removes them, the result can be resentment and shrinking productivity. More insight into the failure of mergers is found in the highly acclaimed study from McKinsey, a global consultancy. The study concludes that companies often focus too intently on cutting costs following mergers, while revenues, and ultimately, profits, suffer. Merging companies can focus on integration and cost-cutting so much that they neglect day-to-day business, thereby prompting nervous customers to flee. This loss of revenue momentum is one reason so many mergers fail to create value for shareholders. But remember, not all mergers fail. Size and global reach can be advantageous, and strong managers can often squeeze greater efficiency out of badly run rivals. Nevertheless, the promises made by deal makers demand the careful scrutiny of investors. The success of mergers depends on how realistic the deal makers are and how well they can integrate two companies while maintaining day-to-day operations. Conclusion One size doesnt fit all. Many companies find that the best way to get ahead is to expand ownership boundaries through mergers and acquisitions. For others, separating the public ownership of a subsidiary or business segment offers more advantages. At least in theory, mergers create synergies and economies of scale, expanding operations and cutting costs. Investors can take comfort in the idea that a merger will deliver enhanced market power. By contrast, de-merged companies often enjoy improved operating performance thanks to redesigned management incentives. Additional capital can fund growth organically or through acquisition. Meanwhile, investors benefit from the improved information flow from de-merged companies. MA comes in all shapes and sizes, and investors need to consider the complex issues involved in MA. The most beneficial form of equity structure involves a complete analysis of the costs and benefits associated with the deals. Telecom Sector Overview INDIA Sub Base: 635.51 mn second largest market Wireless Penetration: 53.77% lowest in the world HHI Index: very high one of the most competitive market Prepaid Base: 96% one of the highest in the world Usage per sub per month: Minutes: 480 one of the highest ARPU: US$ 4.6 one of the lowest Rate per minute: US$ 0.01 one of the lowest in the world VAS:-11.6% One of the lowest Wireless Market Structure Subscriber Trends Customer Market Share (CMS) About Bharti Airtel BhartiAirtel, a leading mobile service provider in India is Bharti Enterprises flagship company. According to Forbes Global 2000 list, BhartiAirtel, Indias pioneering private telecommunication service provider is ranked no. 826. This integrated telecom service provider operates three strategic business units covering 23 telecommunication circles. These 3 strategic businesses are mobile business, enterprise business, and Airteltelemedia business. Their mobile business comprising fixed wireless and mobile services is spread over 23 telecom circles, whereas their Airteltelemedia business provides telephone and broadband services to clients in 94 cities. International and domestic long distance services and end to end telecommunication solution for companies are included in Airtel enterprise business. Brief history BhartiAirtel was established as Bharti Tele-Ventures Limited in 1985. This telecommunication company is a joint stock holding enterprise headquartered in New Delhi. BhartiAirtel, commonly called Airtel is among largest mobile service operator with a subscriber base of nearly 75 million. Airtel has a submarine cable landing station in Chennai connecting this South Indian city to Singapore. Products and services Services offered by BhartiAirtel can be classified into the following: Mobile services Based on number of customers BhartiAirtel is largest mobile service operator in India. This company offers mobile services based on GSM technology. For convenience of its customers BhartiAirtel has both pre- paid and post-paid facilities. Enterprise business BhartiAirtel provides integrated services comprising mobile, telephone, broadband, data and connectivity services internationally as well as nationally for small, medium and large scale enterprises. Its carrier service provides network connectivity through optic fiber over a distance of more than 35,000 km. BhartiAirtel is a member of South East Asia Middle East Western Europe 4 consortiums which include 15 global telecommunication service providers. AirtelTelemedia Services This Company offers high speed broadband services through landlines in 94 cities. Financials BhartiAirtel till March 2008 had assets worth US $6.61 billion. During period between April 2007 March 2008, it achieved sales amounting to US $6.61 billion and profits of US $0.94 billion. Awards and recognition BhartiAirtel was adjudged Best Carrier India at 2008 Telecom Asia. It was recognized as Best Cellular Service Provider and Best Broadband Service Provider at VD 100 awards for 2008. In 2007, BhartiAirtel won Business Leadership Award from NDTV Profit. BHARTI AIRTELS ROADMAP The management of BhartiAirtel Ltd is led by ManojKohli who planned to introduce affordability and high usage in its African portfolio which is currently a high price environment (with tariffs in some markets as high as Europe/US according to Bharti). Some of the key points about replicating Indian Wireless business model in Africa that are in favor of Airtel are, Bhartis 15-country portfolio has a population is 459m as of June 2010. Share of population living in urban areas in Africa is ~40% according to Bharti and expected to grow to 40%. This compares to 30% of Indias population living in urban areas. The youth population in Africa accounts for a fourth of the global youth and had a median age of 17-18 years. The working population is estimated to be higher than that in China and the middle class is 400m people, expected to growth to 500m. GDP growth in 27 economies in Africa is 5%+. BhartiAirtel stressed that governments had received Bharti well in Africa and that some officials stated that Bhartis plans are in-line with their own. Current Wireless penetration adjusting for Multiple SIMs is around 24%. Operators have 20MHz of 2G spectrum and 10MHz of 3G (those who do) which Bharti stated implies little room for more competitors. COMPANIES OF BHARTI ENTERPRISES BhartiAirtel: BhartiAirtel is Indias leading provider of telecommunications services. The company provides GSM mobile services across India in 23 telecom circles and broadband telephone services in 90 cities. Bharti Teletech Ltd.: Bharti TeleTech manufactures and exports world-class telecom equipment under the brand Beetel. It is the only Indian telephone company to be present in 30 countries mapping 5 continents. The companys product range include Basic Telephones, Caller ID Phones, Caller ID Boxes, Cordless Phones, 2.4 GHz Digital Cordless Phones, DECT 1.8 GHz Phones, and Set Top Boxes. Telecom Seychelles Ltd: Telecom Seychelles Ltd provides comprehensive telecom services including GSM Cellular, PSTN (Fixed Lines), Fax and Data, International Roaming, connectivity to Internet Services, Maritime Telecom Services (INMARSAT) and International Collect and Credit Card calling, in Seychelles, under the brand Airtel. BhartiTelesoft Ltd: BhartiTelesoft Ltd provides value added services and solutions to wireless and wireline carriers worldwide. BhartiTelesoft Ltd ha deployed products and solutions in 25 countries to over 100 network, and has a customer base of 150 million across 5 continents. TeleTech Services (India) Ltd: TeleTech Services (India) Ltd is a joint venture between TeleTech Holdings, Inc., worlds leading full-service provider of business process outsourcing and Bharti TeleTech Ltd. The company offers offer the entire spectrum of front-to-back-office business processes ranging from voice and non-voice customer support, back office administration (including credit and collections, account maintenance, application processing, claims processing, asset management, document management etc.), sales and marketing (including database marketing, marketing support, web sales and marketing etc.) to global customers. FieldFresh Foods Pvt Ltd: FieldFresh Foods (P) Ltd is an equal partnership venture between Bharti Enterprises and ELRo Holdings India Ltd, an investment company of the Rothschild family. The company provides premium quality fresh produce to the markets worldwide and promotes world class standards for agricultural practices, progressive farming techniques identification and adoption of appropriate technologies. Bharti Retail Pvt Ltd: Bharti Retail Pvt Ltd. is a 100% subsidiary of Bharti Enterprises. Bharti Retail is planning to launch its retail outlets in multiple consumer friendly formats in several cities across India African Telecom Sector It is one of the best penetrating opportunities for the global telecom players is the telecom market in Africa. In Asia, Europe, North America, the telecom sector is approaching a saturation point. The growth in these areas will be comparatively slower. The companies always look for the maximization of profit, whether it may be through cutting down of cost or increasing the sales. If the market reaches a saturation point then there is no opportunity to increase the sale. And if the company cannot decrease the cost then it will try either to diversify or to expand its grip in the global market. If the areas like North America, Asia and Europe are already in a saturation point then the next growing market for the global player will be Africa continent. Some of the major players in the telecom sectors of Africa are MTN, Zain, Vodacom, STC etc. Since the processes of liberalization and privatization have been taken into consideration by African countries such as Uganda, Tanzania, Nigeria, The Sudan, South Africa and Kenya, their telecommunication infrastructures have improved drastically. Many African governments have developed their telecommunication infrastructure by privatizing their former state-owned enterprises. So these open up the stage for global players to perform in it. Africa has become the fastest growing mobile-network market during last five years. The mobile user base has increased to more than 82 million in Africa. A survey by Ernst Young shows that between 2002-07, the industry grew by 49.3 percent as opposed to Asia which recorded a 27.4 percent growth. This reports estimate growth of the industry almost doubles that of Brazil which stood at 28 percent in the same period and is almost seven times the growth of France which grew at 7.5 percent over the same time. Even there was a report by The World Bank in which it mentioned that Afro-nations like Kenya have 95% of mobile network penetration and coverage gap of only 5%. Thus making it an attractive market to lure some of the major player from the world. Lets think a bit over this scenario. Why the Afro mobile market is developing so late and faster than any area that used to be at the same period of time. In 2004, only 6% of the African citizen owned mobile. The supply side was much higher than the demand side. And the prices dropped, but made the African mobile network market a huge potential market for the global players. They produced low cost and user-friendly phones and network plans to attract more and more customer so that the company can increase its customer base. But there some other criteria or which we also call as external environment of a company which affects a company to operate in that area. The Law of Land also affects the company to design its operation in a country. They may be the tax-policy, the FDI policy of the government, the policy regarding and regulating the telecom sectors etc. Because of these regulations, there are many Afro-nations like South Africa which hold a huge potential market. In South Africa, there are only three players in telecom network market. The heavy tax burden on both the operator and consumer is the major challenge for the industry, with an average taxation on the operators profits standing at 30%. For example, in Kenya, people pay tax of 26% on mobile communication and the operator pay the remaining 4%. The total tax paid is 30%. But still the government of these nations opines that the industry is highly profitable, despite of the fact that return on investment could be delayed due to poor infrastructure. The Afro-nation doesnt have the apt infrastructure or the geographical hindrances as well as the population is scattered. The main problem lies with the electric infrastructure. The company has to keep more than 2000 standby generators because of frequent power failure. On of the company operating in Kenya, Safaricom spends over KShs 171 million on diesels due to lack of power supply. This makes the cost of investment much high in comparison to the other area. The operating cost of the company is high in this area because of frequent power cut and even the tax rate is also high, thus bringing down the profit of the company. But it may be the future scenario of these countries which lures the global players. The company may sustain the loss in the short-run but it may earn profit in the long-run. Because the economy of Afro-nations are growing at a remarkable rate and the infrastructure are also gradually increasing. So it may in the long-run be aptly developed so as to favor the network industry. Moreover this is the entry level of the network sector in Africa as it is developing but once it get saturated the threat to entrants decreases because if they enter in to the segment, they will not find any extras to lure the customers. African Wireless Market Customer base: 36.36 Mn Perfomance Indicators: Revenue: 9,583 Mn EBITDA: 2,635 Mn Prepaid Base: 99.3% à ¯Ã†â€™Ã‚  one of the highest in the world Usage per sub per month: 103 Minutes à ¯Ã†â€™Ã‚  one of the lowest ARPU: ~US$ 7.4 à ¯Ã†â€™Ã‚  one of the competitive market Rate per minute: ~US ¢ 7.2 à ¯Ã†â€™Ã‚  one of the highest in the world VAS: ~7.9% à ¯Ã†â€™Ã‚  one of the lowest Emerging Market Characteristics in India Africa: Source: Airtel Investor Presentation Aug 2010 About Zain Zain is a Kuwait based company started under the name of Mobile Telecommunication Company (MTC) in 1983 and was later rebranded to ZAIN in 2007. Zain has present operation in 25 countries covering 17 countries in Africa and 8 countries in Middle-East, with a estimated workforce of 15000. As on February 2010, about 60% of the Zain customers are in Africa contributing only 15% to the net profit of Zain. Zain has a total of 65 million customers. Out of which 39 million customers are from Africa. The eight countries in Middle-East where Zain has it Operation are Bahrain, Iraq, Jordan, Kuwait, Saudi Arab, Lebanon, Palestine and Sudan, It has its operation in Lebanon under the brand name of MTC TOUCH. The seventeen countries which comprises of the members of the Zains Operative family in Africa are Burkina Faso, Chad, Democratic Republic of Congo, Republic of Congo, Gabon, Ghana, Kenya, Madagascar, Malawi, Niger, Nigeria, Sierra Leona, Tanzania, Uganda, Zambia and Morocco. Mr. Nabeel Bin S alamah is the CEO of the Zain Groups and Mr. Barak Al-Sabeeh is the chairman of the board of Director of the company. FINANCIAL FIGURES OF ZAIN Revenue : US$ 7.441 Billion Net Income :US$ 1.196 Billion Overview 4th largest mobile operator in the world in terms of geographic footprint, with a commercial presence in 23 countries 580 Million+ people under l

What Drives History? :: European Europe History

What Drives History? "History is the Essence of Innumerable Biographies" -Thomas Carlyle What drives history? Before we answer this question, we must go deeper and answer a more important question: What is history? History is, simply, all of the events, ideas, people, and occurrences that have existed in the past. These things have been driven by one common factor: individuals. Although individuals driving history may seem like a rather simple answer, it is the only one that provides no flaws. One such individual who has driven history is Martin Luther. Luther, a German monk, was an inspirational figure who struggled to encourage people to think more for themselves. Martin Luther had an unconventional way of viewing the Church at the time. Luther believed that it was wrong for the Church to sell indulgences or "forgiveness from god." Martin Luther thought that salvation could only be achieved through performing good deeds. During Luther's protesting, he created the "95 Theses," which were a list of arguments and problems against the Catholic Church. Martin Luther was a very strong leader, and through his teachings, many people began to follow him and share their beliefs. Eventually, this lead to the Reformation of the Roman Catholic Church, and caused a sect to break off, known as the Protestants. This drastic change lead to an immense conflict between both groups which eventually caused the ostracism of the Protestant sect to the Americas. This relocation created many tho ughts that influenced the rest of the world. Martin Luther's ideas and teachings not only drove history in the past, but they continue to drive the present day. Another important individual who drove history was the Italian astronomer and scientist Galileo Galilei. Galileo discovered something so important that it changed the selfish perspective that humans were the center of the universe and led to the growth of human knowledge. Utilizing mathematics and a telescope he had developed, Galileo observed that the planets revolved around the sun and not the Earth. This was a significant discovery because not only did it contradict what the church had taught, it also showed that the universe was not what it seemed. With this truth uncovered, many people began to fascinate over the universe. This triggered people to begin studying space extensively and eventually lead to present day space exploration. Galileo also left a lasting impression upon many great minds, such as Sir Isaac Newton, who used Galileo's research and theories to further his own studies such as the physical laws, and their properties.

The Mahabharata: a Brahminical Struggle for Power

The Mahabharata: A Brahminical Struggle for Power The desire for power has always been an issue throughout the ages. As foreign ideas and invaders became a threatening situation, the Brahmin caste during time of the Mahabharata responded by stressing the importance of dharma in society. The writers of the Mahabharata's twelfth book, The Book of Peace, place extra emphasis on dharma to not only maintain order within the kingdom, but also to preserve the social status of Brahmins and dissuade other castes from converting to new and foreign influences in the Mahabharata.To better understand why such an act was needed, this paper will discuss the Brahminical social status relative to other castes, the importance of dharma in society to Brahmins, the growing influence of the Buddhism in India, and lastly the presence of Jainism in society and it’s minor effect. During the period the Mahabharata was written, there was a clear defined four-tiered caste system consisting of the Sudras , Vaishyas, Kshatriya, and Brahmins. These classes were meant to maintain order by stressing that each class must to adhere to its proper dharma. The Sudras were the lowest level of the caste system.Known typically as slaves and workers, their dharma was to do be slaves or do hard labor. They held no power although they represented a large portion of society. They were owned by the Kshatriya, but they were considered â€Å"untouchable† by both Brahmins and Kshatriyas because of the impure stigma placed upon the class by the Brahmins. This idea of impurity of the Sudras pervaded even throughout the class itself, and at the pinnacle of the caste system, there were divisions within the Sudra class The Vaisyas were placed below the Kshatriya and Brahmins and â€Å"slightly above the Sudras† in the caste system.This class’s main focus was agriculture and livestock. Scholars such as Richard Fick state that, â€Å"Originally in the oldest Vedic age Vaiyas was a name o f the class of cattle-breeding and land-cultivating Aryan settlers, it later served the purpose of the theorizing Brahmins to bind together the unlimited number of social groups. † They were unable to receive education in Vedic traditions. Since they were the closest to Sudras in class, these two groups occasionally formed distinct classes referred to as â€Å"Gahapatis and Kutumbika†The Kshatriya class was known to consist of the warriors and kings of the caste system. They maintained a symbiotic relationship with the Brahmins. The Kshatriyas depended on the Brahmins to perform detailed rituals since they were the only ones who knew the knowledge to perform them. The Brahmins depended on the Kshatriyas for protection and sustenance. Although the Brahmins had the knowledge the Kshatriyas needed, this did not last. As the Kshatriyas gained access to Vedic literature, they demonstrated equal dedication to the texts as the Brahmins did .This access to Vedic literature prom pted the Kshatriyas to begin to question brahminical ways. As the Kshatryias became more educated, â€Å"kings were not happy with the parasitical life led by the brahminical class. † This questioning and dissatisfaction aided the development of new ideas and influences. The Brahmin class focused on performing rituals and the Vedic texts. They put new meaning to the saying, â€Å"knowledge is power. † Through their knowledge on how to perform complicated rituals and â€Å"special† mystical power, they were able to persuade all the other classes to give to them.Bhishma in the Mahabharata, â€Å"tells Yudhisthiria that priest of the sacrifice (rtvij), a family priest (purohita), a teacher, a disciple, relatives and kinsmen can be considered worthy of worship and honour if they are furnished with learning and virtue (Srutavrttopasamhita). † Essentially describing the Brahmins, Bhisma tells Yudhisthiria and all other classes to give to Brahmins since they ful fill the required criteria on who to give to. The Brahmins were the most organized class of the time, and this allowed them to declare their broad rule.It did not matter if the Kshatriyas had the thrown; the power over the thrown essentially made them the ruler of the land. Excess power corrupts, and the Brahmins were clearly overstepping their bounds. Kings began to see their relationship with Brahmins as parasitic rather than symbiotic. One of the most famous Kshatriya, Siddhartha Gautama, was raised with this mentality, and would use this as a base for Buddhism. However, Brahmins were still kept in high regard. In the Mahabharata, The Book of Peace is essentially a long argument in favor of Brahmins. It looked upon them as walking gods on earth who should be obeyed and honored. † Though this is the case, scholars such as V. S Sukthankar believe that â€Å"the tradition which revised and recast the epic according to the Vaishnava and brahmana need was the Brighu tradition. † One of these instances can be seen in â€Å"Top of the list of Bhargavas second only to Bhrgu himself, is Rama Jamadagnya, the militant brahmin hero responsible for the destruction of the ksatriyas, whether this story is intended to as a military or a literary victory. If Sukthankar’s theory is correct, the Brahminization of the Mahabharata exemplifies the power the Brahmins had in their era. They not only had the ability to influence public policy in the Vedic era, but also how they are portrayed in religious texts that transcend both borders and time. Braminization was not only a way to maintain power at the time, but ensure that their power be maintained for future Brahmins as well. Compared to all other classes, the brahminical class best understood the political and social needs of the time.This allowed them to gain increasing power and respect not only in their era, but future periods to come. Dharma was the way of life in the Vedic society. Adharmic acts are n ot taken lightly as seen in the Mahabharata when Yudhisthria’s chariot falls after half-lying about Asvattamma’s death. The idea of dharma can be traced back to the Vedic period when the concept of dharma was represented as the word rita . In Book 12, Bhisma defines dharma as, â€Å"it helps acquisition and preservation of wealth. The sages have declared that dharma restricts and limits all evil acts of men.All creatures prosper by the growth of dharma and deteriorate with its decay. † (12. 91, 14-15) Bhisma goes on to discuss how dharma is important in all parts of the caste or varna system. A majority of The Book of Peace is describing how a king should act, what should a kingdom provide, and how dharma needs to be followed (unless during special situations such as war), however, Bhisma spends time to educate what dharma means for those not in the position of king. Not only does Bhisma specify what type of lives Sudras, Vaishyas, Kshatriya, and Brahmins should live, but also how to live one’s life at specific ages.There are four modes of life that Bhisma reveals in The Book of Peace. The first is Brahmacharya Ashrama which instructs one to â€Å"lead a life of celibacy and obey the order of preceptor† (12. 168. 8. 10) . This time lasts from age 12 when a child goes to a preceptor and ends at the age of 25 when he returns. The next role is Grihastha Ashrama where Bhisma instructs one to â€Å"enjoy life, gratify his senses, follow all ethical sanctions enshrined in the Samayadarma and help people who were in distress† (12. 186. 11. 16) One should get married at the age of 25 and remain in this mode until 50 years old.At the age of 50, one enters Vanprastha Ashrama where he can accept the life of a hermit. At the late age of 75, one can enter Sanyasa Ashrama, where a hermit can detach himself further from the world and become an ascetic. These modes of life are directed towards the Bhramins, however, Kshatriyas can tak e on these roles, â€Å"after duly observing his caste duties, in his old age, could accept the hermit’s and ascetics mode of life† (12. 63. 16. 21) and â€Å"an aged Vaishya, after virtuously performing his duty and serving the king might adopt other modes of life with the king’s permission† (12. 3. 15) The class structures which include age are extremely structured. This is so because, â€Å"the social mechanism of dharma was a clear attempt to moderate class struggle and competition with the help of the varna system. † The caste system worked because of the wide understanding of dharma among its many followers. With the Braminzation Theory in mind, it is entirely possible that the Brahmins, through Bhisma’s voice, were the true advocates for dharmic living. The idea of dharma was to maintain the stability and the status quo of the time .The highly structured design acted as an instrument to fulfill the Brahmins desires. The importance of class structure focuses on maintaining the power of the Brahmins which is why it was alarming to witness Brahmins acting like Kshatriyas and vice versa. One of the developing influences during the Vedic period was Buddhism. Mentioned earlier, Siddhartha Gautama, the founder of Buddhism, was born into the Kshatriya caste. This provided him with a primary bias against them, but his reasons for going against the brahminical caste were much deeper than an underlying bias.The Buddha was disgusted by the animal sacrifices to the Gods, along with the hypocritical and lying nature of the Brahmins. He was also â€Å"critical to their advice to kings† and â€Å"opposed to the Brahmin claim over the Kshatriyas. † To gain followers, the Buddha took advantage of the ailing brahminical caste. He showed support for the sudras by â€Å"speaking against the caste and admitting the sudra castes into the snagha . † The Buddha convinced the Kshatriyas to convert by using his family roots, and stressing his supremacy thus implicitly stating that Kshatryas were supreme.After gaining the Kshatriyas on his side, the Buddha moved on to the Vaisya class lending them money at an interest, and since the Vaisya class focused on livestock, Buddha’s rejection of animal sacrifices only added more reason for the Vaisya to join his snagha. Buddhism even managed to recruit â€Å"a significant part of their elite from good Brahmin families and which scattered the countryside with shrines and monasteries. † Furthermore, Buddhism gained strong support by Asoka the Great, an Indian emperor, who converted to Buddhism. Asoka did not reject the entire brahminical tradition.He also strongly desired for his people to be dharmic. His strong adherence to dharma rivals that of the Brahmins. The danger of Buddhism was not only the converts it was amassing, but the stressing of equality across all caste and the ridding of the caste system all together. Since much of the Bra hmin’s power was a result from the strict caste system, it was in their best interest to preserve it any way they could. In response the surge of Buddhism, the Mahabharata was released to counter the threat of outside invaders and new influences.This new text served to learn from the mistakes of past mistakes of the overextended Brahmin caste. â€Å"But the text does not resemble the hymns of the Veda at all; it is a narrative text which is replete with all manner of didactic wisdom. And it is a text which has, in its intention, and in fact, moved away from the social exclusivism and esotericism of the Vedic Brahmin tradition. † The act of adaptation of the Brahminical tradition is impressive because it maintains the same concepts conveyed through the first four Vedas while presenting it in a new fashion that speaks to the audience of that era.Although a remarkable cause, Buddhism waned in India because â€Å"the Kshatriyas were afraid of Buddhism because it threatene d the very foundation of their existence as a class as oppressed people encouraged by its equality preaching were trying to rise† In response to this rising issue, the Brahmins and Kshatriyas formed a new alliance to reestablish the caste system , and as a result, Buddhism slowly faded in India. An additional threat to the Brahmins at the time was Jainism.Lead by Mahavira, a born and raised Kshatriya who renounced his caste, Jainism became an increasing threat to the Brahmins. â€Å"In this remarkable spiritual exploration of Mahavira, there was a break with traditionalism, the response and challenge to the orthodoxy of the Brahmins. † Although Jainism is not a considered a â€Å"revolt† against Brahmanism since it some of the tenets find roots in Vedic ideas , many of the ideas were alarming to the Brahmins. Mahavira did not think of the Vedas as authority and did not believe that the Brahmins â€Å"were the bearers of spiritual truth .He also viewed animal sac rifices as wrong and rejected the animal ritual sacrifices such as the Horse Sacrifice popular in Vedic Brahmanism. â€Å"There is no doubt that the emphasis on ahimsa, non-killing was a reaction against the Brahminic sacrifices which required sacrifices of live animals† Although alarming to the Brahmins, Jainism had unattractive qualities which dissuaded many from converting to the lifestyle. Since â€Å"Jainism was less of an anti-caste than anti-Brahmin movement† , those angry with the current caste system did not find much reason to convert.Kshatriyas found this new ideology unappealing because it asked them to forego their warrior and bloody lifestyle to one that had no blood or violence. Despite these unappealing qualities, Jainism still managed to amass a group a followers particularly from the Vaiysa caste which sought to increase their status and distinguish themselves from the Sudras. Although a smaller influential group, Jainism still was a threat to the Bra hmin way of life which demanded addressing. The ultimate goal of politics transcends time. In today’s society, politics emains the same – a constant battle for power. Through analyzing the Bhraminical social status relative to other castes, the importance of dharma in society, the growing influence of the Buddhism in India, and the presence of invaders during the time of the Mahabharata, it is apparent that they were on the top of the caste system and were reluctant to move from that position even when many pressures were apparent. It is quite remarkable how the Mahabharata not only serves as present day religion text, but also as a response to the growing influences of Buddhism and Jainism.It is further exemplified that dharma is used as a tool to maintain order within the kingdom and attempt to preserve the social status of the Brahmins. Although the brahminical power eventually ended, their epic passion and zeal to maintain their status is not only inspiring, but al so deserves some reorganization in the Indian Epic, the Mahabharata. Works Cited Ahir, D. C. Asoka the Great. Delhi: B. R. Pub. Corp. , 1995. 9-137. Brekke, Torkel. â€Å"Contradiction and the Merit of Giving in Indian Religions. † International Review for the History of Religions 45 (1998): 302.Chousalkar, Ashok S. â€Å"Social and Political Implications of Concept of Dharma. † Social and Political Implications of Concepts of Justice & Dharma. Delhi: Mittal Publications, 1986. 55-112. Fitzgerald, James L. â€Å"Journal of the American Academy of Religion. † The Great Epic of India as Religious Rhetoric: A Fresh Look at the â€Å"Mahabharata 51 (1983): 611-30. Fitzgerald, James L. The Mahabharata: 11. the Book of the Women, 12. the Book of Peace, Part One. Vol. 7. Chicago, Ill. ; London: University of Chicago P, 2004. 79-124. Gandhi, Raj S. The Rise of Jainism and its Adoption by the Vaishyas of India : a Case Study in Sanskritisation and Status Mobility. † Social Compass 24 (1977): 247-60. Hiltebeitel, Alf. â€Å"Empire, Invasion, and India's National Epics. † International Journal of Hindu Studies 2 (1998): 387-421. Ilaiah, Kancha. â€Å"Pre-Buddhist Society. † God as Political Philosopher: Buddha's Challenge to Brahminism. Kolkata: Mandira Sen for Samya, 2001. 27-43. Leslie, Julia. â€Å"Identifying â€Å"Valmiki in the Early Sanskrit Text. † Authority and Meaning in Indian Religions: Hinduism and the Case of Valmiki. Aldershot, Hants, Engand: Ashgate, 2003. 83.

How to Pass a College Class

How to Pass a College Class Whether youre about to start college, about to restart college, or just want to up your game a bit, its important to get back to the basics: doing well in your classes is critical for your success. And while knowing how to pass a college class seems so simple at first, being able to follow through over the course of a semester can often become challenging. In essence, however, there are several key things all college students needs to know and do if they want to pass their classes. Attend Class Go to class! It can be all too easy to not go to class regularly, especially if your professor doesnt take attendance. And it can be all too easy to sleep in or attend other events instead. Over time, however, low attendance can turn into a major problem. Youll miss discussing and learning about important material, of course, but youll also miss other key elements: the moment your professor mentions that something is going to be on an upcoming exam, the moment the light bulb finally goes off in your own brain because of something another student said, the moment you got the idea for your final paper. Engage with the Material Theres more to a class than just the few hours it meets each week, though. Do the assigned reading. Watch the assigned films. Think about what youre learning and how it can apply to all kinds of things outside of the classroom. How is what youre learning important in the bigger picture of your life? Of the universe? Talk to Your Peers Engage with the students. Your classmates can be one of the best resources for your learning experience. Whether youre in a study group or just connect with one student in particular, engaging with your fellow students can deepen your understanding of the course material and help shift your perspective. Talk to Your Professor Engage with the professor. Office hours are like a gift your professor gives you each semester. Use them! Whether you have a question about what was covered in class, want feedback on a paper or project youre working on, or just want to talk to your professor about something kinda-sorta-maybe related to the class, office hours are the place to do it. Additionally, if your professor sees youve been giving it your all at the end of the semester, he or she might be more inclined to give you the benefit of the doubt if youre grade is on the border. Manage Your Time Plan in advance for papers and tests. Time management in college is not easy at all. And managing multiple projects, assignments, and deadlines can be one of the biggest challenges you face. Can you pull an all-nighter? Probably. But you might get sick, your computer might crash, you might not finish in time, and you definitely wont turn in your best work. Plan in advance for papers and exams so that you can work on them slowly, deliberately, and well. Keep Up With Your Work Stay on top of your assignments as often as possible. Staying on top of your reading and other assignments like language lab hours is important, too. Will it always be possible? Probably not. But staying on top of your academic to-do list is a major factor in making sure that youre understanding the material and, consequently, that youll likely pass the class. Remember to Relax Relax from time to time. Even though your brain is technically an organ, it does operate like a muscle in many ways: if you keep doing the same motions over and over, youre likely to sabotage your own chances for success. You cant study all the time, and even if you could, your efforts would quickly become ineffective. Take a break. Go for a walk. Relax for a few minutes. Take an afternoon or even an entire day off. Let yourself relax and enjoy your college life so that you have the mental energy you need for your academic obligations and so that you can have some fun along the way, too. Set Goals Set goals about what you want to learn and experience. Passing a class is more than just getting a certain grade. What do you want to learn? What do you want to experience? What skills do you want to gain? Getting a C in your everyone-else-failed, nearly-impossible-to-pass statistics class, for example, might feel like more of a victory than the A you earned with barely any effort in your creative writing course. While grades are important, they arent the be-all, end-all of your college experience. You need to pass your classes, of course, but you also need to be mindful of what you want to learn and experience along the way.