Platos’ Lysis or Friendship Essay Example for Free

Platos’ Lysis or Friendship Essay Socrates advised Hippothales that the latter should not be so generous with his praises for the person he admires and loves because it would only make the beloved egoistic and vain.   Socrates believed that Hippothales will end up losing him that way.   Hippothales adored Lysis and Socrates likened his pursuit to a hunter scaring his prey away. Socrates asked to meet Lysis and with Menexenus engaged in philosophical discussions of love, friendship, desires, good and evil.   Following were the thoughts of Plato through Socrates: One is not truly happy if he is not at liberty to do the things he wants. I disagree on this.   Given an unlimited freedom to do as he pleases may not necessarily make a man happy in the end.   If a person without money chose to rob a bank instead of finding a decent job, the consequences of his action will make him miserable. People love those whom they find useful and who serve certain ends to them. I agree.   They value those who have done them a favor, those who cared and nurtured them, and those whom they depend upon.   Children love their parents for feeding and clothing them when they were young to do those things for themselves.   Parents love their children for the joys they bring.   Patients love their doctors for treating them of their illness and nursing them back to health. These things can not be said of others who have never been a part of their life. Those who still need a teacher are without knowledge or wisdom and therefore have  nothing to be arrogant about. I disagree on two counts.   First, knowledge and wisdom do not always come from the confines of a classroom. Like they say, experience is a great teacher. We learn from everyday encounters.   How we handle what life throws our way is knowledge nobody can teach us.   Second, good deeds and honest life do not require exceptional knowledge or wisdom.   These are enough reasons for a simple man to be proud of. Do not put your beloved in an exalted position by singing praises and feeding his ego  unceasingly.   It would be best to have him see himself as he is. Agree.   Love is real and true if one tries to see the beloved for what he is and not make someone out of him that he is not him at all.   This is to say that the lover must not be blind to the faults and imperfections of the beloved. Love is not always reciprocated, the lover loves the beloved and the beloved may not  love him back, at worst even hate him. Disagree.   I would say that they become true lovers only at the time when they had both seen the virtues and accepted the flaws of each other. They would commit to a relationship only when they are able to find comfort in their love for each other. Men are hated by people they love and loved by people they hate. Slightly agree.   Yes, people may hate those they love but only for reasons that may not necessarily cause them to love less.   They may just be minor irritants, like the wife hating the husband for always being late for dinner.   Ã‚  On the other hand, loving those they hate is the superficial love of the voters to a president who despite his personal indiscretions have done wonders for the economy. A man may be his friend’s enemy and his enemy’s friend. Agree.   A friend is one’s moral guardian.   A friend would not hesitate to stop a man from committing sin or what might cause him pain later.   The friend might not take it well at first and such might cause them misunderstanding, at which point they become enemies.   On the other hand, if his enemy’s life is at stake and it is only the man who can save him and he does, then they at that instant become friends. Like attracts like. Disagree.   It is not always the case.   It is more common to find opposites that attract.   People have always gone for the excitement of others completely different from them.   New ideas and novel ways of doing things that may complement his own.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Plato, through Socrates, defended his philosophies with clarity and profundity that left Menexenus and Lysis in awe and admiration. References Stevenson, Daniel C. (1994-2000).   Lysis or Friendship by Platos.   Web Atomics.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Retrieved April 29, 2008, from http://classics.mit.edu/Plato/lysis.1b.txt

The Five Themes Of Geography :: essays research papers fc

The Five Themes of Geography During the 1980's the United States showed unacceptably low test scores on simple Geographic tests. The point Committee on Geographic Education could only attribute these results to Geographic Illiteracy, not only on the part of the students, but more importantly on the educators themselves. By 1984 it had become inexplicably clear that immediate action must take place to counteract this ongoing problem in our educational institutions (Journal of Geography 89). In response, the Joint Committee on Geographic Education produced a landmark publication entitled "Guidelines for Geographic Education". This document contained a scope and sequence in Geography with suggested learning results for the nations primary and secondary school systems, as well as suggested educational strategies for analysis on the part of the students and teachers. Most importantly, this article provided the Five Fundamental Themes in Geography, which have evolved to become an integral element of social studies education, because they take the world of geographic study beyond the realm of basic memorization, and into a new plane of analysis and implementation. These five themes include location, place, human-environment interactions, movement, and regions. Location answers the question of "where?". If you plan to meet someone at a specific time, and a specific place, the question of "Where will you meet?" must first be answered. To resolve this situation, Geography employs Absolute Location, and Relative Location. Absolute Location applies a grid-matrix system to the earth's surface in the form of coordinates. These coordinates, longitude and latitude, allow geographers to pinpoint exact areas of the earth's surface, and other planetary bodies as well. If Geographers wish to apply satellite technology to observe an area of the earth's surface, coordinates are used to pinpoint an exact location. Relative Location answers the simple question of where you would meet a person. For example: "Let's meet at Martin Hall, the building next to the Library." But, relative location is much deeper than simple location. It also involves interdependence of a location based upon its resources, people, and environment. If one wishes to build a ski resort, the location of that resort must be relative with the environment of the location. It would be illogical, and non- profitable to build a ski resort in the Mojave desert. However, it would be logical to build a resort in the higher elevations of the Rocky Mountains in Colorado, Idaho, or Montana. Every area on the surface of the earth is defined by some type of characteristic. Siberia is known to be very cold, but also a part of the Soviet Union, a formerly communist country. Belize is known to be very warm, but it is

Automobile Industry in Oman

No. 8 24 January 2012 GLOBAL FLOWS OF FOREIGN DIRECT INVESTMENT EXCEEDING PRE-CRISIS LEVELS IN 2011, DESPITE TURMOIL IN THE GLOBAL ECONOMY HIGHLIGHTS Despite turmoil in the global economy, global foreign direct investment (FDI) inflows rose by 17 per cent in 2011, to US$1. 5 trillion, surpassing their pre-crisis average, based on UNCTAD estimates (figure 1). Figure 1. Global FDI flows, average 2005 2007 and 2007 to 2011 (Billions of US dollars) 1 969 1 744 1 480 1 472 1 180 1 290 1 509 740 0 pre-crisis average 2005-2007 2007 2008 2009 2010* 2011** Source: UNCTAD. * Revised. * Preliminary estimates. FDI inflows increased in all major economic groupings developed, developing and transition economies Developing and transition economies continued to account for half of global FDI in 2011 as their inflows reached a new record high, at an estimated US$755 billion, driven mainly by robust greenfield investments. In this group, the 2011 increase in FDI flows was no longer driven by South, Ea st and South-East Asia (which saw an increase of 11 per cent), but rather by Latin America and the Caribbean (increase of 35 per cent) and by transition economies (31 per cent).Africa, the region with the most least developed countries (LDCs), continued its decline in FDI inflows. FDI flows to developed countries also rose by 18 per cent, but the growth was largely due to cross-border merger and acquisitions (M&As), not the much-needed investment in productive assets through greenfield investment projects. Moreover, part of the M&A deals appear to be driven by corporate restructurings and a focus on core activities, especially in Europe. Looking forward, UNCTAD estimates that FDI flows will rise moderately in 2012, to around US$1. trillion. However, the downward quarterly trend in FDI projects over the final quarter of 2011 indicates that the risks and uncertainties for further FDI growth in 2012 remain in place. Global FDI flows rose in 2011, surpassing their pre-crisis level Globa l FDI inflows rose in 2011 by 17 per cent compared with 2010, despite the economic and financial crisis. The rise of FDI was widespread, including all three major groups of economies developed, developing and transition though the reasons for this increase differed across the globe (see below).During 2011, many countries continued to implement policy changes aimed at further liberalizing and facilitating FDI entry and operations, but also introduced new measures regulating FDI (see UNCTAD's Investment Policy Monitor). UNCTAD’s global FDI quarterly index remained steady during 2011, underscoring the increased stability of flows witnessed during the year. Unlike foreign portfolio flows that have dramatically started to decline in the third quarter of 2011, FDI flows maintained their upward trends at least until this period (figure 2).However, as preliminary data from cross-border M and greenfield investment projects suggest, FDI flows are expected to slow down in the fourth qua rter of 2011. Figure 2. UNCTAD’s global FDI quarterly index compared with global foreign portfolio investment index , first quarter 2007 to last quarter 2011 (Base 100: quarterly average of 2005) 350 300 250 200 FDI 150 100 Foreign portfolio investment 50 0 Q1 – 50 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2007 2008 2009 2010 2011 – 100 Source: UNCTAD. Notes: The Global FDI Quarterly Index is based on quarterly data of FDI inflows for 67 countries.The index has been calibrated so that the average of quarterly flows in 2005 is equivalent to 100. The similar index for global foreign portfolio investment is also based on quarterly data of portfolio investment inflows for the same 67 countries. This index has also been calibrated so that the average of quarterly flows in 2005 is equivalent to 100. Figures for the last quarter of 2011 are UNCTAD estimates. After three years of consecutive decline, FDI flows to developed countries grew robustly in 2011, reaching an estimate US$753 billion, 18 per cent up from 2010.While FDI flows to Europe increased by 23 per cent, flows to the United States declined by 8 per cent (annex 1). These trends stand in stark contrast with the previous year, which saw a strong recovery in the United States and a continuing decline in Europe. Large-scale swings (from contraction in 2010 to expansion in 2011 or vice versa) were also observed for a number of major FDI recipients, including Denmark, Germany, Italy, Sweden and the United Kingdom. Ireland witnessed a large increase in FDI flows due entirely to equity and debt movements in the financial sector.The rise in FDI in developed economies, mainly in European countries, was driven by crossborder M which in most cases appear to be driven by corporate restructuring, stabilization and rationalization of their operations, improving their capital usage and reducing the costs. Rising crossborder M in developed countries were partly due to the sale of non-cor e assets (e. g. Carrefour SA of France completed the spin-off of its Distribuidora Internacional de Alimentacion in Spain for US$3. billion), and targeted opportunistic deals due to the lower currency values and fire sales caused by lower prices of stock exchange markets. However, these general trends were not shared equally by all developed countries. For example, FDI in Greece and Germany was down, but up in Italy and France. The differences also manifested themselves among different FDI components (figure 3). In the majority of developed countries, the share of equity investment declined to less than 40 per cent; reinvested earnings accounted for almost half of FDI flows while other capital flows (primarily intra-company loans) increased.In Europe alone, these debt flows swung from -(minus) US$25 billion in the first three quarters of 2010 to +US$36 billion in the same period in 2011, reflecting parent firms’ responses to the financial difficulties faced by their European affiliates. Figure 3. FDI inflows by components for 27 selected developed countries, average 2005–2007 and 2007–2011 (Percentage) 100 80 60 40 20 0 Average 2005-2007 2007 2008 2009 2010 2011 Q1-Q3 Equity flows Reinvested earnings Other capital flows Source: UNCTAD.Notes: Selected developed countries included here: Australia, Austria, Belgium, Bulgaria, Canada, Czech Republic, Denmark, Estonia, Finland, Germany, Hungary, Ireland, Israel, Japan, Latvia, Lithuania, Malta, the Netherlands, New Zealand, Norway, Portugal, Slovakia, Slovenia, Sweden, Switzerland, the United Kingdom and the United States. Data for 2011 cover the first three quarters only. Developing and transition economies continued to absorb half of global FDI inflows in 2011, though with a somewhat smaller share than in the previous year.FDI flows to developing Asia (excluding West Asia) the principal driver of the dynamic rise of developing and transition economies decelerated as the region suffered from t he protracted crisis in Europe. On the other hand, Latin America and the transition economies saw a significant rise in inflows, though not enough to increase the share of all developing countries and transition economies in global flows. FDI flows to developing Asia (excluding West Asia) rose 11 per cent in 2011, despite a slowing down in the latter part of the year.By subregion, East Asia, South-East Asia and South Asia received inflows of around US$209 billion, US$92 billion and US$43 billion, respectively. With a 16 per cent increase, South-East Asia continued to outperform East Asia in growth of FDI, while South Asia saw its inflows rise by one -third after a slide in 2010. The good performance of South-East Asia, which encompasses the Association of Southeast Asian Nations (ASEAN) as a whole, was driven by sharp increases of FDI inflows in a number of countries, including Indonesia, Malaysia and Thailand.FDI to China rose by 8 per cent to an estimated US$124 billion (US$116 bi llion in the non-financial sector) as a result of increasing flows to non-financial services, though FDI growth in the country slowed down in the last two months of 2011. FDI to Latin America and the Caribbean rose an estimated 35 per cent in 2011, to US$216 billion, despite a 31 per cent drop of the region's cross-border M&A sales. Most of the FDI growth occurred in Brazil, Colombia and offshore financial centres.Foreign investors continue to find appeal in South America's endowment of natural resources, and they are increasingly attracted by the region's expanding consumer markets. Particularly attractive are Brazil's market size and its strategic position that brings other emerging markets such as Argentina, Chile, Colombia and Peru within easy reach. In addition, uncertainty in the global financial market served to boost flows to the region's offshore financial centres. The fall in FDI flows to Africa in 2009 and 2010 continued into 2011, though at a much slower rate.The recover y in flows to South Africa did not offset the significant fall in FDI flows to North Africa: Egypt, Libya and Tunisia all witnessed sharp declines in FDI flows during the year. Central and East Africa experienced overall decreases in inward investment flows. West and Southern Africa, meanwhile, saw robust growth during the year. West Asia witnessed a 13 per cent decline in FDI flows to an estimated US$50 billion in 2011. Turkey stood out as an exception, with inward FDI registering a strong 45 per cent increase to US$13 billion, mainly due to a sharp rise in cross-border M&As sales.This consolidated the country's position as the region's second largest FDI recipient behind Saudi Arabia, where FDI dropped by 44 per cent, to an estimated US$16 billion in 2011. Transition economies of South-East Europe and the Commonwealth of Independent States (CIS) experienced a strong recovery of 31 per cent in their FDI inflows in 2011. This was mainly due to a number of large cross-border deals in the Russian Federation targeting the energy industry. Investors were also motivated by the continued growth of local consumer markets and by a new round of privatizations.Diverging trends in FDI modes accentuated in 2011 Cross-border M&As rose sharply in 2011 – especially mid-year – as deals announced in late 2010 came to fruition (figure 4). Rising M&A activity, especially in the form of megadeals, in developed countries and transition economies served as the major driver for this increase. The extractive industry was targeted by a number of important deals in both regions, while a sharp rise in pharmaceutical M&As took place in developed countries. M&As in developing economies fell slightly in value.New deal activity began to falter in the middle part of the year as the number of announcements tumbled dramatically. Completed deals, which follow announcements roughly by half a year, also started to slow down by year’s end. Figure 4. Value of cross-border M&A s ales and greenfield investment projects, First quarter 2007 to last quarter 2011 (Billions of dollars) 500 450 400 350 $ billion 300 250 200 150 100 50 0 Q1 Q2 Q3 2007 Q4 Q1 Q2 Q3 Q4 Q1 Q2 2008 M&A value Q3 Q4 Q1 Q2 Q3 Q4 Q1 2010 Q2 Q3 Q4 2011 2009 Greenfield value Source: UNCTAD.Note: Data for the last quarter of 2011 are preliminary. Greenfield investment projects, in contrast, declined in value terms for the third straight year, despite a strong performance in the first quarter (figure 4). As these projects are registered on an announcement basis, their performance largely coincides with investor sentiment during a given period. Thus, their tumble in value terms beginning in the second quarter of the year was strongly linked with rising concerns about the direction of the global economy and events in Europe.For the year as a whole, the value of greenfield investment projects dropped 3 per cent, compared with the previous year, with nearly three quarters of this decline occurring in developed countries. Greenfield investment projects in developing and transition economies rose slightly in 2011, accounting for about two thirds of the total value of greenfield investment projects (annex 1). FDI prospects for 2012: cautiously optimistic Based on the current prospects of underlying factors, such as GDP growth and cash holdings by transnational corporations (TNCs), UNCTAD estimates that FDI flows will rise moderately in 2012, to around US$1. trillion. However, the fragility of the world economy, with growth tempered by the debt crisis, the uncertainties surrounding the future of the euro and rising financial market turbulence, will have an impact on FDI flows in 2012. Both cross-border M&As and greenfield investments slipped in the last quarter of 2011. M&A announcements continue to be weak, suggesting that equity investment part of FDI flows will slow down in 2012, especially in developed countries. All these factors indicate that the risks and uncertainties for further FDI growth in 2012 remain in place.Annex 1. FDI inflows, cross-border M&As, and greenfield investment by region and major economy, 2010–2011 (Billions of US dollars) a Host region / economy 2010 World 1 289. 7 Developed economies 635. 6 Europe 346. 8 European Union 314. 1 Austria 3. 8 Belgium 72. 0 Czech Republic 6. 8 Denmark – 1. 8 Finland 6. 9 France 33. 9 Germany 46. 1 Greece 0. 4 Ireland 26. 3 Italy 9. 2 Luxembourg 20. 3 Netherlands – 13. 5 Poland 9. 7 Portugal 1. 5 Spain 24. 5 Sweden – 1. 2 United Kingdom 51. 8 United States 228. 2 Japan – 1. 3 Developing economies 583. 9 54. Africa Egypt 6. 4 Nigeria 6. 1 South Africa 1. 2 Latin America and the Caribbean 160. 8 Argentina 7. 0 Brazil 48. 4 Chile 15. 1 Colombia 6. 8 Mexico 19. 6 Peru 7. 3 368. 4 Asia and Oceania West Asia 58. 2 Turkey 9. 1 South, East and South-East Asia 308. 7 China 114. 7 Hong Kong, China 68. 9 India 24. 6 Indonesia 13. 3 Malaysia 9. 1 Singapore 38. 6 Thailand 5. 8 S outh-East Europe and CIS 70. 2 Russian Federation 41. 2 Source : UNCTAD. a b FDI inflows b 2011 Growth rate (%) 1 508. 6 17. 0 753. 2 18. 5 425. 7 22. 8 414. 4 31. 9 17. 9 366. 3 41. 1 -42. 5. 0 -25. 9 17. 8 .. 0. 5 -92. 2 40. 0 18. 1 32. 3 -30. 0 – 0. 8 .. 53. 0 101. 3 33. 1 261. 0 27. 2 33. 8 – 5. 3 .. 14. 2 46. 7 4. 4 203. 3 25. 0 1. 9 22. 0 .. 77. 1 49. 0 210. 7 -7. 7 – 1. 3 .. 663. 7 13. 7 54. 4 -0. 7 0. 5 -92. 2 6. 8 12. 0 4. 5 269. 2 216. 4 6. 3 65. 5 17. 6 14. 4 17. 9 7. 9 392. 9 50. 4 13. 2 343. 7 124. 0 78. 4 34. 0 19. 7 11. 6 41. 0 7. 7 91. 7 50. 8 34. 6 -10. 0 35. 3 16. 4 113. 4 -8. 8 7. 4 6. 7 -13. 4 45. 1 11. 4 8. 1 13. 8 37. 9 48. 2 27. 6 6. 1 33. 1 30. 6 23. 4 Net cross-border M&As 2010 2011 Growth rate (%) 338. 8 507. 49. 7 251. 7 396. 3 57. 4 123. 4 191. 2 55. 0 113. 5 162. 8 43. 3 0. 4 6. 9 1 505. 6 9. 4 3. 9 – 58. 3 – 0. 5 0. 7 – 258. 4 1. 4 7. 7 431. 4 0. 3 1. 0 200. 6 3. 8 23. 6 524. 6 10. 9 12. 8 17. 2 – 1. 2 1. 2 – 201. 7 2. 1 2. 2 2. 5 6. 8 13. 4 98. 8 2. 1 9. 4 350. 9 4. 0 9. 4 134. 9 1. 0 10. 1 868. 3 2. 2 0. 9 – 58. 8 8. 7 17. 3 99. 1 1. 4 4. 4 203. 2 58. 3 34. 9 – 40. 1 80. 3 129. 7 61. 6 6. 7 5. 1 – 23. 9 82. 8 78. 8 – 4. 8 7. 6 6. 3 – 17. 1 0. 2 0. 6 198. 9 0. 3 0. 5 82. 2 3. 9 4. 4 10. 6 29. 5 3. 5 8. 9 1. 6 – 1. 6 8. 0 0. 7 45. 7 4. 6 2. 1 32. 1 6. 12. 0 5. 5 1. 7 3. 4 4. 6 0. 5 4. 3 2. 9 20. 3 – 0. 2 15. 1 0. 6 – 0. 9 1. 2 0. 5 52. 3 9. 5 7. 2 42. 7 9. 0 1. 0 12. 5 6. 5 4. 5 4. 5 0. 6 32. 2 29. 0 – 31. 3 – 107. 1 70. 5 – 65. 0 – 44. 5 – 84. 6 – 28. 8 14. 3 105. 8 251. 9 33. 2 50. 8 – 91. 5 125. 2 287. 8 31. 3 – 2. 1 24. 7 644. 5 895. 9 c Greenfield investments 2010 2011 Growth rate (%) 807. 0 780. 4 – 3. 3 263. 5 229. 9 – 12. 7 148. 9 145. 2 – 2. 5 143. 1 142. 2 – 0. 7 1. 9 3. 7 94. 6 4. 6 2. 8 – 39. 3 5. 5 4. 2 – 23. 7 0. 3 0. 5 53. 1 1. 5 1. 6 7. 0 8. 5 7. 3 – 13. 8 13. 7 13. 6 – 1. 2 1. 2. 0 95. 8 4. 4 5. 9 32. 6 10. 1 4. 8 – 52. 2 0. 4 0. 2 – 43. 4 9. 8 4. 3 – 55. 8 10. 0 9. 1 – 8. 9 2. 6 1. 0 – 61. 7 14. 8 9. 1 – 38. 6 1. 8 2. 3 27. 1 23. 6 31. 1 32. 2 57. 1 51. 3 – 10. 2 4. 5 4. 2 – 8. 0 491. 6 498. 1 1. 3 84. 1 76. 6 – 8. 9 13. 8 6. 1 – 55. 7 12. 5 4. 0 – 67. 7 5. 9 9. 1 55. 0 118. 2 7. 1 43. 2 8. 1 8. 8 14. 5 11. 6 289. 3 52. 0 9. 1 236. 2 84. 6 5. 0 45. 4 11. 7 12. 8 13. 6 7. 7 51. 8 33. 4 126. 9 11. 6 59. 7 11. 6 7. 7 15. 8 3. 8 294. 7 60. 2 6. 6 231. 4 81. 9 3. 9 51. 5 22. 2 10. 7 16. 6 3. 1 52. 3 19. 5 7. 3 62. 8 38. 2 43. – 12. 9 9. 1 – 67. 0 1. 8 15. 7 – 27. 9 – 2. 1 – 3. 2 – 21. 4 13. 6 90. 7 – 15. 7 22. 3 – 59. 7 0. 9 – 41. 4 Revised. Preliminary estimates by UNCTAD. c Net cross-border M&As are sales of companies in the host econom y to foreign TNCs excluding sales of foreign affiliates in the host economy. Note: World FDI inflows are projected on the basis of 153 economies for which data are available for part of 2011 or full year estimate, as of 19 January 2012. Data are estimated by annualizing their available data, in most cases the first three quarters of 2011.The proportion of inflows to these economies in total inflows to their respective region or subregion in 2010 is used to extrapolate the 2011 regional data. Annex 2. Cross-border M&A deals with a value of over US$3 billion in 2011 Value (US$ million) 25 056 7 057 6 041 5 629 4 948 4 800 4 750 4 546 3 895 3 832 3 800 3 800 3 549 Acquired company Industry of the acquired company Host economy Ultimate acquiring company Ultimate acquiring nation France Australia Australia Spain Norway United States Australia Germany Switzerland Spain United States United States United StatesGDF Suez Energy AXA Asia Pacific Holdings Ltd AXA Asia Pacific Holdings Ltd Bank Zachodni WBK SA Vale SA AIG Star Life Insurance Co Ltd Chesapeake Energy Corp. Porsche Holding GmbH Baldor Electric Co Turkiye Garanti Bankasi AS Universal Studios Holding III Corp OAO â€Å"Vimm-Bill'-Dann Produkty Pitaniya† EMI Group PLCFirst quarter Natural gas transmission Belgium Life insurance Australia Life insurance Australia Banks Poland Iron ores Brazil Life insurance Japan Crude petroleum and natural United States gas Automobiles and other motor Austria vehicles Motors and generators United States Banks Turkey Television broadcasting United States stations Fluid milk Russian Federation GDF Suez SA AMP Ltd AMP Ltd Banco Santander SA Norsk Hydro ASA Prudential Financial Inc BHP Billiton Ltd Porsche Automobil Holding SE ABB Ltd BBVA GE PepsiCo Inc CitiGroup IncServices allied to motion United Kingdom picture production Second quarter Telephone communications, except radiotelephone Biological products, except diagnostic substances Land subdividers and developers, exce pt cemeteries Offices of bank holding companies Copper ores Drilling oil and gas wells Food preparations Electric services Personal credit institutions Radiotelephone communications Italy United States United States United States Australia United States Denmark United Kingdom United States Brazil Brazil Canada Russian Federation Australia United States United States United States Sweden United States BrazilWeather Investments Srl 22 382 21 230 Genzyme Corp Centro Properties Group 9 400 7 800 7 359 7 306 7 206 6 505 6 300 5 524 4 925 4 356 4 000 3 908 3 842 3 560 3 500 3 400 3 117 3 070 Morgan Stanley Equinox Minerals Ltd Pride International Inc Danisco A/S Central Networks PLC Chrysler Financial Corp Vivo Participacoes SA VimpelCom Ltd Sanofi-Aventis SA Blackstone Group LP Mitsubishi UFJ Finl Grp Inc Barrick Gold Corp Ensco PLC DuPont PPL Corp Toronto-Dominion BankTelefonica SA Cosan Ltd Cliffs Natural Resources Inc Total SA Rio Tinto PLC Unilever PLC Grifols SA Investor Group Inves tor Group Ventas Inc Sinochem Group Takeda Pharmaceutical Co Ltd BHP Billiton Ltd BP PLC Polyus Zoloto IPIC Rolls-Royce Group plc Solvay SA Bank of Montreal Investor Group Thermo Fisher Scientific Inc GE Shareholders Investor Group SABMiller PLC Microsoft Corp Metelem Holding Ltd Teva Pharmaceutical Industries Polymetal International Plc Mitsubishi Corp Chiron Holdings Inc Peabody Energy Corp Volcan Investments Ltd Liberty Global Inc UCL Holding BV Hutchison Whampoa Ltd Grupo Sura China Investment Corp Level 3 Communications Inc Netherlands France United States Japan Canada United Kingdom United States United States Canada Spain Brazil United States France United Kingdom United Kingdom Spain Singapore United States United States ChinaShell International Petroleum Co Industrial organic chemicals Ltd Consolidated Thompson Iron Iron ores Mines Ltd Crude petroleum and natural OAO â€Å"Novatek† gas Bituminous coal and lignite Riversdale Mining Ltd surface mining Perfumes, cosmeti cs, and Alberto-Culver Co other toilet preparations Talecris Biotherapeutics Pharmaceutical preparations Holdings Corp Frac Tech Holdings LLC Oil and gas field services Securitas Direct AB Security systems services Atria Senior Living Group Inc. Peregrino Project,Campos Basin Nycomed International Management GmbH Petrohawk Energy Corp Reliance Industries Ltd OAO â€Å"Polyus Zoloto† Cia Espanola de Petroleos SA {CEPSA} Tognum AG Rhodia SA Marshall & Ilsley Corp.Parmalat SpA Phadia AB Converteam Group SAS Distribuidora Internacional de Alimentacion SA{Dia} SPIE SA Foster's Group Ltd Skype Global Sarl Polkomtel SA Cephalon Inc OAO â€Å"Polimetall† Anglo American Sur SA Kinetic Concepts Inc Macarthur Coal Ltd Cairn India Ltd Musketeer GmbH OAO â€Å"Pervaya Gruzovaya Kompaniya† Northumbrian Water Group PLC ING Groep NV GDF Suez SA Global Crossing Ltd Skilled nursing care facilities Crude petroleum and natural gas Third quarter Pharmaceutical preparations Crude pet roleum and natural gas Crude petroleum and natural gas Gold ores Crude petroleum and natural gas Internal combustion engines Manmade organic fibers, except cellulosic National commercial banks Fluid milk Surgical and edical instruments and apparatus Motors and generators Grocery stores 13 683 11 776 9 000 6 256 4 964 4 723 4 640 4 095 3 599 3 540 3 200 3 140 3 033 10 793 8 500 6 611 6 311 5 499 5 390 5 139 4 949 4 542 4 495 4 223 3 837 3 614 3 259 Switzerland United States India Russian Federation Spain Germany France United States Italy Sweden France Spain Japan Australia United Kingdom Russian Federation United Arab Emirates United Kingdom Belgium Canada France United States United States France United States United Kingdom United States Cyprus Israel Jersey Japan United Kingdom United States United Kingdom United States Netherlands Hong Kong, China Colombia China United StatesEngineering services France Fourth quarter Malt beverages Australia Prepackaged Software Luxembourg Radio telephone Poland communications Pharmaceutical preparations Gold ores Copper ores Surgical and medical instruments and apparatus Coal mining services Crude petroleum and natural gas Cable and other pay television services United States Russian Federation Chile United States Australia India Germany Railroads, line-haul operating Russian Federation Water supply Insurance agents, brokers, and service Electric services Telephone communications, except radiotelephone United Kingdom Mexico France Bermuda 3 017 Source: UNCTAD. The next issue of UNCTAD’s Global Investment Trends Monitor will be released in mid-April 2012. The next issue of UNCTAD's Investment Policy Monitor will be released in the first week of February 2012.

Quaid-e-Azam Muhammad Ali Jinnah

Quaid-e-Azam Muhammad Ali Jinnah My Topic is about any Leader, so In this world there are many leaders. We know most of them, but my essay is about â€Å"Quaid-e-Azam†. He was a Great politician and statesman of 20th century. He was generally known as the father of state of Pakistan. He was the leader of The Muslim League and served as the first Governor General of Pakistan. Quaid-e-Azam was his official names. His real name is Mohammad Ali Jinnah. Quaid-e-Azam (â€Å"The Great Leader†) and Baba-e-Qaum(â€Å"Father of the Nation†) was the name given by the public of Pakistan. Quaid-e-Azam, Muhammad Ali Jinnah was born on 25th December 1876 at Wazir Mansion, Karachi of lower Sindh. He was the first of seven children of Jinnah bhai, who was a rich and successful Gujrati merchant. He moved to Sindh from Gujrat before Jinnah’s birth. His Grandfather’s name is Poonja Gokuldas, which is an Indian name. His cast was Rajput, which is an indian cast but these Rajputs were converted to Islam. Jinnah’s family belongs to Shiia Islam. At first Jinnah was being taught at home then he was sent to the Sindh Madrasah tul Islam in 1887 and thn changed his school to Gokal Das Taj Primary School in Mumbai and then finally he joined the Christian Missionary Society High School in Karachi, where at 16 he passed the matric examination of the University of Bombay. On the advice of an English friend, his father decided to send him to England to acquire business experience. Jinnah, however, had made up his mind to become a barrister, then in the same year 1892, Jinnah joined the office of Graham's Shipping and Trading Company at London, this company had extensive dealings with Jinnahbhai Poonja's firm in Karachi. In keeping the custom of time, his parents urge him for marrige with his distant cousin Emibai Jinnah, who was two years junior of him. His marriage was not to long last, his wife was died when he was on a temporary stay at England then his mother was also passed away. In London, Jinnah left the Trading Company and joined Lincoln's Inn to study Law. After 3 years at the age of 19 he became the youngest indian to be called to the bar in England and He completed his formal studies and also made a study of the British political system. He was greatly influenced by the liberalism of William E. Gladstone, who had become prime minister for the fourth time in 1892; that was the year of Jinnah's arrival at London. Jinnah also took a keen interest in the affairs of India and in Indian students. When the Parsi leader â€Å"Dada bhai Naoroji†, a leading Indian nationalist, tried for the British Parliament then, Jinnah and other Indian students worked day and night for him. Their efforts were crowned with success, and Naoroji became the first Indian to sit in the House of Commons. When Jinnah returned to Karachi in 1896, he found that his father's business had suffered losses and that he now had to depend on himself. He decided to start his legal practice in Bombay, but it took him years of work to establish himself as a lawyer. It was nearly 10 years later that he turned toward active politics. A man without hobbies, his interest became divided between law and politics. Nor was he a religious zealot: he was a Muslim in a broad sense and had little to do with group discussion about Islam. His interest in women was also limited to Ruttenbai, the daughter of Sir Dinshaw Petit, a Bombay Parsi millionaire–whom he married over tremendous opposition from her parents and others. The marriage proved an unhappy one. It was his sister Fatima who gave him solace and company. Jinnah first entered politics by participating in the 1906 Calcutta session of the Indian National Congress, Jinnah did not favour totally in Independence, he considered British influences on education, law, culture and industry as beneficial to India. Jinnah became a member on the sixty-member Imperial Legislative Council. Four years later he was elected one of the sixty-member Imperial Legislative Council, then he was appointed to the Sandhurst committee, which helped to establish the Indian Military Academy at Dehra Dun. During World War I, Jinnah joined other Indian moderates in supporting the British war effort, hoping that Indians would be rewarded with political freedoms. He admired the British political system to raise the status of India in the international community and to develop a sense of Indian nationhood among the peoples of India. At that time, he still looked upon Muslim interests in the context of Indian nationalism. But, by the beginning of the 20th century, the belief had been growing among the Muslims that their interests demanded the preservation of their separate identity rather than live mixed with in the Indian nation, it is impossible for Muslims to be with Hindus. All-India Muslim League was founded in 1906. But Jinnah was initially avoiding to join it because it was too Muslim oriented. Eventually, he joined the league in 1913 and he became its chief organizer in 1916 at Bombay and was elected president of the Bombay branch. Ambassador of Hindu-Muslim unity,† Jinnah, tried seriously to bring about the political union of Hindus and Muslims. It gave him the title of â€Å"the best ambassador of Hindu-Muslim unity†. It was largely through his efforts that the Congress and the Muslim League began to hold their annual sessions jointly, to facilitate mutual consultation and participation. In 1915 the two organizations held their meetings in Bombay and in Lucknow in 1916, where the Lucknow Pact was concluded. Under the terms of the pact, the two organizations put their seal to a scheme of constitutional reform that became their joint demand to the British Government. There was a good deal of give and take, but the Muslims obtained one important right to use the land in the shape of separate electorates, but they have already admit to be true to them by the government in 1909 but upto this time they resisted by the Congress Meanwhile, a new force in Indian politics had appeared in the person of Mohan Das K. Gandhi. Both the Home Rule League and the Indian National Congress had come under his sway. Opposed to Gandhi's Non-co-operation Movement and his necessary Hindu approach to politics, Jinnah left both the League and the Congress in 1920. For a few years he kept himself away from the main political movements. He continued to be a firm believer in Hindu-Muslim unity and constitutional methods for the achievement of political ends. After his withdrawal from the Congress, he used the Muslim League platform for the theory of his views. But during the 1920s the Muslim League, and with it Jinnah were more prominent by the Congress and the religiously oriented Muslim Khilafat committee. When the failure of the Non-co-operation Movement and the emergence of Hindu revivalist movements led to antagonism and riots between the Hindus and Muslims, the league gradually began to come into its own. Jinnah's problem during the following years was to convert the league into a progressive political body prepared to co-operate with other organizations working for the good of India. He had to convince the Congress, as a prerequisite for political progress, of the necessity of settling the Hindu-Muslim conflict. To bring about such a rapprochement was Jinnah's chief purpose during the late 1920s and early 1930s. He worked toward this end within the legislative assembly, at the Round Table Conferences in London (1930-32), and through his 14 points, which included proposals for a federal form of government, greater rights for minorities, one-third representation for Muslims in the central legislature, separation of the predominantly Muslim Sindh region from the rest of the Bombay province, and the introduction of reforms in the north-west Frontier Province. But he failed. His failure to bring about even minor amendments in the Nehru Committee proposals (1928) over the question of separate electorates and reservation of seats for Muslims in the legislatures frustrated him. He found himself in an odd position at this time; many Muslims thought that he was too nationalistic in his policy and that Muslim interests were not safe in his hands, while the Indian National Congress would not even meet the moderate Muslim demands halfway. Indeed, the Muslim League was a house divided against itself. The Punjab Muslim League repudiated Jinnah's leadership and organized itself separately. In this unwillingness, Jinnah decided to settle in England. From 1930 to 1935 he remained in London, devoting himself to practice before the Privy Council. But when constitutional changes were in the offing, he was persuaded to return home to reorganize the Muslim League. Soon preparations started for the elections under the Government of India Act of 1935. Jinnah was still thinking in terms of co-operation between the Muslim League and the Hindu Congress and with coalition governments in the provinces. But the elections of 1937 proved to be a turning point in the relations between the two organizations The Congress obtained an absolute majority in six provinces, and the league did not do particularly well. The Congress decided not to include the league in the formation of provincial governments, and all-Congress governments were excluded. Jinnah had originally been unreliable about the practicability of Pakistan, An idea that Sir Muhammad Iqbal had proposed to the Muslim League conference of 1930, but before long he became convinced that a Muslim homeland on the Indian subcontinent was the only way of safeguarding Muslim interests and the Muslim way of life. It was not religious persecution that he feared so much as the future exclusion of Muslims from all prospects of advancement within India as soon as power became vested in the close-knit structure of Hindu social organization. To guard against this danger he carried on a nation-wide campaign to warn his religion fellows for the serious danger of their position, and he converted the Muslim League into a powerful instrument to unite the Muslims into a nation. Jinnah issued a call for all Muslims to launch â€Å"Direct Action† on August 16 to â€Å"achieve Pakistan† Strikes and protests were planned, but violence broke out all over South Asia, especially in Calcutta and the district of Noakhali in Bengal, and more than 7,000 people were killed in Bihar. Although viceroy Lord Wavell declared that there was â€Å"no satisfactory evidence to that effect†, League politicians were blamed by the Congress and the media to arrange the violence. Temporary Government portfolios were announced on October 25, 1946. Muslim people were sworn on October 26, 1946. The League entered the temporary government, but Jinnah avoid from accepting office for himself. This was credited as a major victory for Jinnah, as the League entered government having rejected both plans, and was allowed to appoint an equal number of ministers despite being the minority party. The Congress agreed to the division of Punjab and Bengal along religious lines in late 1946. The new viceroy Lord Mountbatten and Indian civil servant V. P. Menon proposed a plan that would create a Muslim dominion in West Punjab, East Bengal, Baluchistan and Sindh. After heated and emotional debate, the Congress approved the plan. The North-West Frontier Province voted to join Pakistan in a referendum in July 1947. Jinnah asserted in a speech in Lahore on October 30, 1947 that the League had accepted independence of Pakistan because â€Å"the consequences of any other alternative would have been too disastrous to imagine†. Jinnah led his movement with such skill and tenacity that ultimately both the Congress and the British government had no option but to agree to the partitioning of India. Pakistan thus emerged as an independent state in 14th August, 1947. Jinnah became the first head of the new state ‘Pakistan’. He took oath as the first governor general on August 15, 1947. Faced with the serious problems of a young nation, he tackled Pakistan's problems with authority. Quaid-e-Azam Mohammed Ali Jinnah was nominated by the Muslim League as the Governor-General of Pakistan, while the Congress appointed Mountbatten as India's first Governor-General. Pakistan. He was very hard worker from his student life, he worked hard until over aged and illness in Karachi. He died on 11th September 1948 at Karachi. In recognition of his singular contribution. Indeed, few nations in the world have started on their career with less resources and in more treacherous circumstances. The new nation did not inherit a central government, a capital, an administrative core or an organized defense force. Its social and administrative resources were poor, there was little equipment and still less statistics. The Punjab holocaust had left vast areas in a shambles with communications disrupted. This, along with the migration of the Hindu and Sikh business and managerial classes, left the economy almost shattered. The treasury was empty, India having denied Pakistan the major share of its cash balances. On top of all this, the still unorganized nation was called upon to feed some eight million refugees who had fled the insecurities and barbarities of the north Indian plains that long, hot summer. If all this was symptomatic of Pakistan's administrative and economic weakness, the Indian annexation, through military action in November 1947, of Junagadh (which had originally acceded to Pakistan) and the Kashmir war over the State's accession (October 1947-December 1948) exposed her military weakness. The nation desperately needed a charismatic leader at that critical juncture in the nation's history, and he fulfilled that need profoundly. After all, he was more than a mere Governor-General, he was the Quaid-e-Azam who had brought the State into being. In the ultimate analysis, his very presence at the helm of affairs was responsible for enabling the newly born nation to overcome the terrible crisis on the morrow of its cataclysmic birth. He mustered up the immense prestige and the unquestioning loyalty he commanded among the people to energize them, to raise their morale, and directed the profound feelings of patriotism that the freedom had generated, along constructive channels. Though tired and in poor health, Jinnah yet carried the heaviest part of the burden in that first crucial year. He laid down the policies of the new state, called attention to the immediate problems confronting the nation and told the members of the Constituent Assembly, the civil servants and the Armed Forces what to do and what the nation expected of them. He saw to it that law and order was maintained at all costs, despite the provocation that the large-scale riots in north India had provided. He moved from Karachi to Lahore for a while and supervised the immediate refugee problem in the Punjab. He settled the controversial question of the states of Karachi, secured the accession of States, especially of Kalat which seemed problematical and carried on negotiations with Lord Mountbatten for the settlement of the Kashmir Issue. The sense of supreme satisfaction at the fulfillment of his mission that Jinnah told the nation in his last message on 14 August, 1948: â€Å"The foundations of your State have been laid and it is now for you to build and build as quickly and as well as you can†. In accomplishing the task he had taken upon himself on the morrow of Pakistan's birth, Jinnah had worked himself to death, but he had, to quote Richard Simons, â€Å"contributed more than any other man to Pakistan's survival†. How true was Lord Pethick Lawrence, the former Secretary of State for India, when he said, â€Å"Gandhi died by the hands of an assassin, Jinnah died by his devotion to Pakistan†. Through the 1940s, Jinnah suffered from tuberculosis only his sister and a few others close to him were aware of his condition. In 1948, Jinnah's health began to falter, hindered further by the heavy workload that had fallen upon him following Pakistan's independence from British Rule. Attempting to recuperate, he spent many months at his official retreat in Ziarat, but died on September 11, 1948 (just over a year after independence) from a combination of tuberculosis and lung cancer. His funeral was followed by the construction of a massive mausoleum (Mazar-e-Quaid) in Karachi to honour him; official and military ceremonies are hosted there on special occasions. The Agha Khan considered him â€Å"the greatest man he ever met†, Beverley Nichols, the author of `Verdict on India', called him â€Å"the most important man in Asia†, and Dr. Kailashnath Katju, the West Bengal Governor in 1948, thought of him as â€Å"an outstanding figure of this century not only in India, but in the whole world†. While Abdul Rahman Azzam Pasha, Secretary General of the Arab League, called him â€Å"one of the greatest leaders in the Muslim world†, the Grand Mufti of Palestine considered his death as a â€Å"great loss† to the entire world of Islam. It was, however, given to Surat Chandra Bose, leader of the Forward Bloc wing of the Indian National Congress, to sum up succinctly his personal and political achievements. â€Å"Mr. Jinnah† he said on his death in 1948, â€Å"was great as a lawyer, once great as a Congressman, great as a leader of Muslims, great as a world politician and diplomat, and greatest of all as a man of action, By Mr. Jinnah's passing away, the world has lost one of the greatest statesmen and Pakistan its life-giver, philosopher and guide†. Such was Quaid-e-Azam Mohammed Ali Jinnah, the man and his mission, such the range of his accomplishments and achievements. Analysis: Quaid-e-Azam was a great leader, brilliant Muslim lawyer and having a great personality. He was an Indian Muslim and not so much believer of Islam, his style was like an English man. He fought for india’s freedom, as the first President of Indian National Congress, but it was hard to continue with them, so he decided to join Muslim League. After joining the Muslim League, his goal was to create a separate, independent homeland for Muslims of the Indian Sub-continent, where they could flourish freely without interference from or competition with the politically, educationally and economically dominant Hindu majority in South Asia. He was the first Leader, who separated to different nations and religions. He had the believe that every religion has its own ways to spend life, and it was difficult for the Muslims to spend their life in their own way. so he created a separate and independent country for Muslims. Now I want to follow him, and to make Muslims together on one platform, to be a separate Muslim power, against the Jews. Bibliography http:/en.wikipedia.org/wiki/Muhammad_Ali_Jinnah

The Marketing Environment Essays

The Marketing Environment Essays The Marketing Environment Essay The Marketing Environment Essay 1. The changing and uncertain marketing environment deeply affects the organization’. Discuss this statement,explaining what is meant by the’marketing environment’ and explaining how it might affect marketing plans and activities with an example. The Marketing Environment The marketing environment refers to all of the internal and external forces that affect a marketer’s ability to create, communicate, deliver and exchange offerings of value. The factors and forces within the marketing environment can be classified as belonging to the internal environment, the micro-environment, and the macro-environment. The internal environment refers to the organization itself and the factors that are directly controllable by the organization. The micro-environment comprises the forces and factors at play inside the industry in which the marketer operates. Micro-environmental factors affect all parties in the industry, including suppliers, distributors, customers and competitors. The macro-environment comprises the larger-scale forces that influence not only the industry in which the marketer operates, but all industries. Macro-environmental factors include political forces, economic forces, sociocultural forces, technological forces and legal forces. This macro-environmental framework has been called the PESTL framework. Micro-environmental and macro-environmental forces are outside of the organization and, while they can be influenced, they cannot be directly controlled. The internal environment refers to its parts, people and processes. An organization is able to directly control the factors in its internal environment. A thorough understanding of the internal environment ensures that marketers understand the organisation’s strengths and weaknesses, which positively and negatively affect the organisation’s ability to compete in the marketplace. The micro-environment consists of customers, clients, partners, competitors and other parties that make up the organisation’s industry. The organization cannot directly control its micro-environment and respond to the current and future needs and wants of their target market. They must understand how each of their partners’ processes work and how their partnerships benefit each party. They must also understand the risks involved in working with partners and the relative power balance between the organization and each partner. Suppliers are a particularly crucial partner. Marketers must identify, assess, monitor and manage risks to supplies and risks to the price of supplies. To succeed, marketers must ensure their offerings provide their target market with greater value than their competitors’ offerings. Thus, marketers seek to understand their competitors’ marketing mix, sales volumes, sales trends, market share, staffing, sales per employee and employment trends. Marketers should analyse total budget competition, generic competition, product competition and brand competition. The macro-environment encompasses uncontrollable factors outside of the industry: political, economic, sociocultural, technological and legal forces. Political forces describe the influence of politics on marketing decisions. Economic forces affect how much money people and organizations can spend and how they choose to spend it. Sociocultural forces affect people’s attitudes, beliefs, behaviors, preferences, customs and lifestyles. Technological forces are those arising from the search for a better way to do things. Technology changes the expectations and behaviors of customers and clients as well as how organisations work with their partners and within society. Laws and regulations are closely tied to politics and establish the rules under which organizations must conduct their activities. The most significant laws and regulations for marketers are related to privacy, fair trading, consumer safety, prices, contract terms and intellectual property. Marketing metrics are used to measure current performance and the outcomes of past activities. A SWOT analysis is used to identify strengths, weaknesses, opportunities and threats. The example: Wenzhou Shoes 2004? 9? 17? ,â€Å" † - - ,? 400 , , 800 September 17, 2004, European shoes the eastern town of Elche, Spain, China Shoes City, about 400 Spaniards gathered unidentified street, destroyed a bus carrying Wenzhou shoe container truck and a Wenzhou shoe warehouse, causing about 800 million yuan of economic losses. This is the first ever Spanish Chinese business interests of serious violations of the violence. , ,? 2001 , , In fact, data show that since 2001, Wenzhou shoes incident overseas every year by resistance occurred, and there is an upward trend: 2001? 8 2002? 1? , , August 2001 to January 2002, Russia had seized the incident occurred once, Wenzhou shoes involved. , 3 , The longest that the goods seized, the whole Zhejiang loss of about 3 billion yuan loss of individual enterprises million yuan or more. 2003 ,20 , The winter of 2003, more than 20 products of Wenzhou footwear shoe was burned in Rome, Italy, the specific loss is unknown. 004? 1? 8? , â€Å" †, January 8, 2004, the Nigerian Government issued list of banned imports, Wenzhou shoes one of them. 2004? 2? 12? , â€Å" † , 3000 †¦Ã¢â‚¬ ¦February 12, 2004, the Russian Ministry of Internal Affairs sent a large number of police raids in Moscow, Aimila big market goods, Chinese businessmen, including China, Wenzhou shoe manufacturers, including business loss of about $ 30,000,000 this , 2001 40%, 30%, 4. 6 Relevant data and background information, Wenzhou shoe production for export as early as in 2001, jumped 40%, close to 30% of total output, only from Wenzhou Customs exit of shoes to the value of $ 460,000,000. 10 ,? â€Å" †? â€Å" †? , â€Å" † , Wenzhou top 10 in several shoe factories to produce shoes for export oriented, such as the East Art, Tema, etc. , including Tema, including several of Wenzhou shoe factory, and also Wal-Mart signed production agreement for the global retail industry hegemony of mass production for supermarkets sell cheap shoes. , , , 10 ~30 , 10 From the product level , at present, most of Chinas export of footwear is still the middle and low variety, low prices, generally 10 dollars to 30 dollars, many even less than 10 dollars. 9 â€Å" † 5 ? Took place in September this year, Spains burning shoes incident was burned average unit price of the shoes only 5 euros. , ( OEM ) Exports of high-end shoes and own-brand share are very small, and exports more products to OEM manner. ? , , â€Å" † , , , For example, most of the production of footwear sales in the U. S. low-end shoe store, while in the United States, the high-end shoe store also can procure the Chinese shoes of the shadow, but the price was lower than Italy, Spain, Brazil and other countries products, and all Chinese-made shoes are not their own brands, trademarks and brands are using overseas. , Some of the same grade shoe prices in foreign markets and products to be lower than the country of origin, and some even lower than Vietnam, and Thailands exports. , ; , , ; , 10 2200? , View from the export enterprises, private enterprises accounted for most; see from the export area, mainly in Wenzhou, Zhejiang, Fujian Jinjiang, Quanzhou, Guangdong, Shandong, Sichuan and other regions, and has established a number of shoe manufacturing base; from the export scale , the current export value of 10 million U. S. dollars more than 2,200 enterprises, accounting for nearly half of the total number of export enterprises. â€Å" † , â€Å" † , â€Å" †? â€Å" , , † The Spanish case, we need to think about the brand. We do not have world-renowned brand, which is the international competition of Chinese shoes in the greatest difficulty. Executive vice president of Cornell, said Zhou Jinmiao interview. Members of Light Industry Import and Export Corporation Wenzhou Foreign Trade Wai seems to know China better than anyone in the international market brand shoes difficult. â€Å" BATA , , 100 , † Well-known supermarket chains in Europe BATA , there are a lot of shoes from around the world, but I never found more than 100 euros over Chinese shoes. Chinese shoe brands in the world, not only to low-end shoes to compete. Spain burning low-end shoes is the result of competition. 2. Describe in detail the five marketing management orientation. Discuss the marketer’s argument for why an organization should embrace the market orientation. Marketing Management Orientation The Marketing Orientation and the Marketing Concept. An organization with a market orientation focuses its efforts on 1)continuously collecting information about customers needs and competitors capabilities, 2) sharing this information across departments, and 3) using the information to create customer value. The market orientation simply defines an organization that understands the importance of customer needs, makes an effort to provide products of high value to its customers, and markets its products and services in a coordinated holistic program across all departments. In what we call the Marketing Concept, the company embraces a philosophy that the Customer is King. † The Marketing Concept is an attitude. Its a philosophy that is driven down throughout the organization from the very top of the management structure. The Marketing Concept communicates that the customer is king. Everything that the company does focuses on the customer. Via the Marketing Concept, a company makes every effort to best understand the wants and needs of its target market and to create want-satisfying goods that best fulfill the needs of that target market and to do this better than the competition. It wasnt always that way. There were other orientations that companies embraced over the years. The Produ ction Concept has been around for years. That concept simply suggests that customers prefer inexpensive products that are readily available. In effect, if we make it, they will come. The Product Concept suggests that companies that build the better mousetrap will gain favor. The thinking here is that customers want products that have higher quality, that offer better performance or do something unique. The Selling Concept proceeded the Marketing Concept. From the 1920s until the 1950s, most firms had a sales orientation. Competition had grown, and there was a need to pursue the scarce customer. Sales could mean everything from sales people to advertising to public relations, but little effort was made to coordinate any overall marketing function. What we often saw in the Selling Concept was the hard sell and the belief that consumers wouldnt purchase unless they were sold. The Holistic Marketing Concept that is embraced in the 21st century results in companies looking at their overall marketing efforts. This includes how their marketing affects society, as a whole. Marketing is also done internally within the company. Without customers, a company will quickly flounder thus the importance of the relationship. Holistic marketing looks at the connectivity of the company, its people, its customers, and the society in which it operates. The Societal Marketing Concept focuses on. Market positioning in the 70s of last century by the American Marketing experts Iris and Jack Trouts, its meaning is an enterprise based on existing products on the market competitors, the location of the products for a customer These characteristics or attributes of the emphasis, create unique products for the enterprise, giving the impression of a distinctive image, and to pass such a vivid image to the customer, so that the products in the market to determine the appropriate location. Market positioning of a product itself is not what you do, but you do the eyes of potential consumers. The essence of market orientation to the enterprise and other enterprises strictly separated, so that customers clearly feel and recognize the difference, which the customer occupies a special place in mind. Another argument is the product positioning, target market positioning, competitive positioning. Market positioning is the key enterprises should try to find their products more competitive than the competitions features. Competitive advantage is generally two basic types: one is price competitive, that is, under the same conditions set lower prices than the competition. This requires companies to take all efforts to reduce unit costs. Second, competitive preference, which can provide certain features to meet customer specific preferences. This requires companies to take every effort to work on the product features. Therefore, the whole process of the enterprise market positioning can be accomplished through three steps: 1) Analysis of the status of the target market to confirm the potential of this business a competitive advantage 2) The exact choice of competitive advantage, the initial positioning of the target market Competitive advantage that the ability of companies to outperform its competitors. This capability can be either existing, may also be potential. Select a competitive advantage is actually a business and competitor strength compared to all aspects of the process. Indicators should be a relatively complete system, the only way to accurately select the relative competitive advantage. The usual method is to analyze, compare companies and competitors in business management, technology development, procurement, production, marketing, finance, and what kinds of products is the strength of seven areas, which are weak. To select the most suitable for the business advantages of the project, initially set to target enterprise market position. 3) Shows a distinct competitive advantage and re-positioning The main task of this step is the enterprise through a series of publicity and promotion activities, the competitive advantage of its unique and accurate communication to potential customers and impress in the minds of customers. To this end, companies should first understand the target customer, know, know, identity, love and preference of the companys market position, established in the minds of customers is consistent with the positioning of the image. Second, companies target customers through a variety of efforts to strengthen the image and maintain understanding of target customers, target customers attitude stability and deepening the feelings of the target customers to consolidate in line with the markets image. Finally, enterprises should pay attention to the target customers understand their market position or because of deviations propaganda enterprise market positioning errors caused by target customers fuzzy, chaos and misunderstanding, and promptly correct the inconsistencies in the image and market positioning. Companys products in the market positioning even if it is appropriate, but in the following circumstances, should consider re-positioning: (1) Introduction of new competitors, product positioning in the vicinity of the enterprise products, enterprise products occupied part of the market, so that the decline in market share of enterprise products. 2) Consumer needs or preferences change, so that the enterprise product sales plummeted. To avoid the strong positioning strategy: trying to avoid is the most powerful business or other enterprise directly place a strong competition, while positioning their products in another market area, to make their products with certain characteristics or attributes the strongest or strong opponents are more significant differences. Head-positioning strategy: is an enterprise based on its own strength, to occupy a better market position, at the market on the dominant, most powerful or compete head-strong competitors, leaving their own and rival products into the the same market position. Looking for new but not yet occupied the position of the potential market demand to fill vacancies on the market, production market, not, with some characteristics of products. Such as Japans Sony Corporation Sony Walkman and a number of new

Contribution of Capital in Growth Assignment Example | Topics and Well Written Essays - 500 words - 1

Contribution of Capital in Growth - Assignment Example   b) In such a model, the growth rate of output is ∆y/y =(SAnd), and therefore arise in depreciation cause a reduction in an economies output and since the growth rate of capital is a function of such depreciation and since they the increase in depreciation decreases capital stock. And since consumption is relative to output a decrease in output impacts in a similar way to consumption as they are positively related. Therefore it can be seen that increase in depreciation will reduce the capital stock, in the long run, reducing capital, capital-output per worker and finally consumption.   At steady state the optimum capital is utilized and since the government takes up all the units produced. The labor force utilizes all the capital available which the government takes up as indicated by point A. Also at this point, the government saves nothing since it utilizes everything in purchasing the entire output.   b) increase in government purchases will cause an increase in productivity per worker but since the capital is a function of depreciation capital at the disposal of the workers will decrease in the long run causing a reduction in the output per worker and consequently a reduction in consumption an increase in â€Å"g† cannot even match the growth of population or labor force of an economy.

Global operation and competition study of GlaxoSmithKline plc 181 Essay

Global operation and competition study of GlaxoSmithKline plc 181 - Essay Example Having over 99,000 employees, one unique feature of GSK is that fact that it came into existence only in 2000 through the measure of Glaxo Wellcome, SmithKline Beecham plc and SmithKline Beckman Corporation (quote). The table below outlines GSK’s key financials since 2009. There are a number of reasons that the pharmaceutical industry and GlaxoSmithKline were selected very specifically. In the first place, the selection of the pharmaceutical is based on the very favourable growth projections that have been made for the industry from now till 2018. MarketLine (2013) forecasted that by 2018, the industry will have a value of  £646.8699 billion, which is an increase of 26.8% since 2013 (see the figure below). This is an important projection that means that the pharmaceutical industry will be a major drive in global economic expansion. The rationale for selection is therefore based on the global economic hope that this unique industry gives. GlaxoSmithKline plc was on the other hand selected as a leader in the UK pharmaceutical industry to know how prepared the UK industry is to compete to be part of the global growth. Compared to its major competitors, GlaxoSmithKline has not been able to command a leading market capital for the past five years. This is regardless of the fact that compared to key competitors GlaxoSmithKline has a very large employee size. As showed in the table below also, GlaxoSmithKline has a very good gross margin but with the lowest revenue quarterly growth (quote). All these information shows that there are some fundamental causes to the company’s competitive position other than most of the internal factor that come from the everyday management of the organization. The aim of the research is therefore to understand how the external environment of the company impacts on its global operation and competition. The project shall be approached as a qualitative correlational study where GSK shall be compared to its major competitors to find