Marketing Strategies and Marketing Management Styles

Marketing Strategies and Marketing Management Styles INTRODUCTION: MEANING OF MARKETING AND MARAKETING MANAGEMENT: Marketing as a business function will change with the movement of products and service from the producer to the user. Ability to sell at a profit is the critical test. The marketing system that delivers out high standards of living consists of many large and small companies seeking success. Many factors contribute to making a company successful great strategy, dedicated employees, good information system and excellent implementation. Many peoples minds are stereotyped fixed that large companies operating in highly developed economies use marketing involves with inside outside the Organization Swat Analysis. Any large small scale organization can build in. MARKETING: Marketing has often been described as the as of selling products. But people are surprised when they hear that the most important part of marketing is not selling! Selling is only the tip of the marketing iceberg. Marketing is a societal process by which individuals and groups obtain what they need and want through creating, offering, and freely exchanging products and services of value with others. Marketing is a social and managerial process by which individuals and groups obtain what they need and want through creating and exchanging products and values with others. It is an integrated process through which companies create value for customers and build strong customer relationships in order to capture value fro customers in return. Marketing is used to create the customer, to keep the customer and to satisfy the customer. With the customer as the focus of its activities, it can be concluded that marketing management is one of the major components of business management. The evolution of marketing was caused due to mature markets and overcapacities in the last decades. Companies then shifted the focus from production more to the customer in order to stay profitable. The term marketing concept holds that achieving organizational goals depends on knowing the needs and wants of target markets and delivering the desired satisfactions.[It proposes that in order to satisfy its organizational objectives, an organization should anticipate the needs and wants of consumers and satisfy these more effectively than competitors. MARKETING MANAGEMENT: Marketing is the process of planning and executing the conception, pricing promotion, and distribution on ideas, goods, and services to create exchanges that satisfy individual and organizational goals. Marketing management is a business discipline which is focused on the practical application of marketing techniques and the management of a firms marketing resources and activities. Marketing managers are often responsible for influencing the level, timing, and composition of customer demand accepted definition of the term. In part, this is because the role of a marketing manager can vary significantly based on a business size, corporate culture, and industry context. For example, in a large consumer products company, the marketing manager may act as the overall general manager of his or her assigned product. From this prospect it consists of 5 steps, beginning with the market environment research. After fixing the targets and setting the strategies, they will be realized by the marketing mix in step 4. The last step in the process is the marketing controlling. Marketing management design effective, cost-efficient implementation programs, firms must possess a detailed, objective understanding of their own business and the market in which they operate. In analyzing these issues, the discipline of marketing management often overlaps with the related discipline of strategic planning. Definitions: Market: A market consists of all the potential customers sharing a particular need or want to might be willing and able to engage in exchange to satisfy that need or want. Marketing: The term Marketing has been defined in various ways by different marketing management experts. These definitions can be group in two major categories namely classical or old definitions and modern definitions. Marketing is the performance of business activities that directs the flow of goods and services from produces to consumers or users. AMERICAN MARKETING ASSOCIATION Marketing is social and managerial process by which individuals and group obtain what they need and what through creating, offering and exchanging the products of value with orders. Marketing is defined by the American Marketing Association as the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large. The term developed from the original meaning which referred literally to going to a market to buy or sell goods or services. Seen from a systems point of view, sales process engineering views marketing as a set of processes that are interconnected and interdependent with other functions, whose methods can be improved using a variety of relatively new Approaches Marketing Management Marketing management is the process of planning and executing the conception, pricing, promotion and distribution of ideal goods and services to create exchanges that satisfy individual and organizational objectives. What is marketing channel and its work:- Most producers do not sell their products directly to the final users between them stands a set of intermediaries performing a variety of functions. These intermediaries constitute a marketing channel (also called a Trade channel and Distribution channel). Marketing channel are sets interdependent organizations involved in the process of making a product or service available for use or consumption. Marketing channel decisions are among the most critical decisions. The companys prices depend on whether it uses mass merchandisers or high quality boutiques. The firms sales force and advertising decisions dependent on how much training and motivation dealers need. Marketing. Several definitions have been proposed for the term marketing. Each tends to emphasize different issues. Memorizing a definition is unlikely to be useful; ultimately, it makes more sense to thinking of ways to benefit from creating customer value in the most effective way, subject to ethical and other constraints that one may have. The 2006 and 2007 definitions offered by the American Marketing Association are relatively similar, with the 2007 appearing a bit more concise. Note that the definitions make several points: A main objective of marketing is to create customer value. Marketing usually involves an exchange between buyers and sellers or between other parties. Marketing has an impact on the firm, its suppliers, its customers, and others affected by the firms choices. Marketing frequently involves enduring relationships between buyers, sellers, and other parties. Processes involved include creating, communicating, delivering, and exchanging offerings. Delivering customer value: The central idea behind marketing is the idea that a firm or other entity will create something of value to one or more customers who, in turn, are willing to pay enough (or contribute other forms of value) to make the venture worthwhile considering opportunity costs. Value can be created in a number of different ways. Some firms manufacture basic products (e.g., bricks) but provide relatively little value above that. Other firms make products whose tangible value is supplemented by services (e.g., a computer manufacturer provides a computer loaded with software and provides a warranty, technical support, and software updates). It is not necessary for a firm to physically handle a product to add value-e.g., online airline reservation systems add value by compiling information about available flight connections and fares, allowing the customer to buy a ticket, forwarding billing information to the airline, and forwarding reservation information to the customer. It should be noted that value must be examined from the point of view of the customer. Some customer segments value certain product attributes more than others. A very expensive product-relative to others in the category-may, in fact, represent great value to a particular customer segment because the benefits received are seen as even greater than the sacrifice made (usually in terms of money). Some segments have very unique and specific desires, and may value what-to some individuals-may seem a lower quality item-very highly. Some forms of customer value. The marketing process involves ways that value can be created for the customer. Form utility involves the idea that the product is made available to the consumer in some form that is more useful than any commodities that are used to create it. A customer buys a chair, for example, rather than the wood and other components used to create the chair. Thus, the customer benefits from the specialization that allows the manufacturer to more efficiently create a chair than the customer could do him or herself. Place utility refers to the idea that a product made available to the customer at a preferred location is worth more than one at the place of manufacture. It is much more convenient for the customer to be able to buy food items in a supermarket in his or her neighborhood than it is to pick up these from the farmer. Time utility involves the idea of having the product made available when needed by the customer. The customer may buy a turkey a few days before Thanksgiving without having to plan to have it available. Intermediaries take care of the logistics to have the turkeys-which are easily perishable and bulky to store in a freezer-available when customers demand them. Possession utility involves the idea that the consumer can go to one store and obtain a large assortment of goods from different manufacturers during one shopping occasion. Supermarkets combine food and other household items from a number of different suppliers in one place. Certain superstores such as the European hypermarkets and the Wal-Mart super centers combine even more items into one setting. Marketing Strategy: Once the company has obtained an adequate understanding of the customer base and its own competitive position in the industry, marketing managers are able to make key strategic decisions and develop a marketing strategy designed to maximize the revenues and profits of the firm. The selected strategy may aim for any of a variety of specific objectives, including optimizing short-term unit margins, revenue growth, market share, long-term profitability, or other goals. To achieve the desired objectives, marketers typically identify one or more target customer segments which they intend to pursue. Customer segments are often selected as targets because they score highly on two dimensions: The segment is attractive to serve because it is large, growing, makes frequent purchases, is not price sensitive (i.e. is willing to pay high prices), or other factors; and The company has the resources and capabilities to compete for the segments business, can meet their needs better than the competition, and can do so profitably. In fact, a commonly cited definition of marketing is simply meeting needs profitably. Marketing environment: The term marketing environment relates to all of the factors (whether internal, external, direct or indirect) that affects a firms marketing decision-making or planning and is subject of the marketing research. A firms marketing environment consists of two main areas, which are: Macro environment: On the macro environment a firm holds only little control. It consists of a variety of external factors that manifest on a large (or macro) scale. These are typically economic, social, political or technological phenomena. A common method of assessing a firms macro-environment is via a PESTLE (Political, Economic, Social, Technological, Legal, and Ecological) analysis. Within a PESTLE analysis, a firm would analyze national political issues, culture and climate, key macroeconomic conditions, health and indicators (such as economic growth, inflation, unemployment, etc.), social trends/attitudes, and the nature of technologys impact on its society and the business processes within the society. Micro environment: A firm holds a greater amount (though not necessarily total) control of the micro environment. It comprises factors pertinent to the firm itself, or stakeholders closely connected with the firm or company. A firms micro environment typically spans: Customers/consumers, Employees, Suppliers, The Media. By contrast to the macro environment, an organization holds a greater degree of control over these factors. Elements of the environment: The marketing environment involves factors that, for the most part, are beyond the control of the company. Thus, the company must adapt to these factors. It is important to observe how the environment changes so that a firm can adapt its strategies appropriately. Consider these environmental forces: Competition: Competitors often creep in and threaten to take away markets from firms. For example, Japanese auto manufacturers became a serious threat to American car makers in the late 1970s and early 1980s. Similarly, the Lotus Corporation, maker of one of the first commercially successful spreadsheets, soon faced competition from other software firms. Note that while competition may be frustrating for the firm, it is good for consumers. (In fact, we will come back to this point when we consider the legal environment).Note that competition today is increasingly global in scope. It is important to recognize that competition can happen at different levels. At the brand level, two firms compete in providing a very similar product or service. Coca Cola and Pepsi, for example, compete for the cola drink market, and United and American Airlines compete for the passenger air transportation market. Firms also face less direct-but frequently very serious-competition at the product level. For example, cola drinks compete against bottled water. Products or services can serve as substitutes for each other even though they are very different in form. Teleconferencing facilities, for example, are very different from airline passenger transportation, but both can bring together people for a meeting. At the budget level, different products or services provide very different benefits, but buyers have to make choices as to what they will buy when they cannot afford-or are unwilling to spend on-both. For example, a family may decide between buying a new car or a high definition television set. The family may also have to choose between going on a foreign vacation or remodeling its kitchen. Firms, too, may have to make choices. The firm has the cash flow either to remodel its offices or install a more energy efficient climate control system; or the firm can choose either to invest in new product development or in a promotional campaign to increase awareness of its brand among consumers. Marketing mix: In the early 1960s, Professor Neil Borden at Harvard Business School identified a number of company performance actions that can influence the consumer decision to purchase goods or services. Borden suggested that all those actions of the company represented a Marketing Mix. Professor E. Jerome McCarthy, at the Michigan State University in the early 1960s, suggested that the Marketing Mix contained 4 elements Product, price, place and promotion. Product: The product aspects of marketing deal with the specifications of the actual goods or services, and how it relates to the end-users needs and wants. The scope of a product generally includes supporting elements such as warranties, guarantees, and support. Pricing: This refers to the process of setting a price for a product, including discounts. The price need not be monetary; it can simply be what is exchanged for the product or services, e.g. time, energy, or attention. Methods of setting prices optimally are in the domain of pricing science. A number of modes of pricing techniques exist, which span: Elasticities (whether Price Elasticity of Demand, Cross Elasticity of Demand, or Income Elasticity of Demand) Market skimming pricing Market penetration pricing Placement: This refers to how the product gets to the customer; for example, point-of-sale placement or retailing. This third P has also sometimes been called Place, referring to the channel by which a product or service is sold (e.g. online vs. retail), which geographic region or industry, to which segment (young adults, families, business people), etc. also referring to how the environment in which the product is sold in can affect sales. Promotion: This includes advertising, sales promotion, including promotional education, publicity, and personal selling. Branding refers to the various methods of promoting the product, brand, or company. These four elements are often referred to as the marketing mix, which a marketer can use to craft a marketing plan. The four Ps model is most useful when marketing low value consumer products. Industrial products, services, high value consumer products require adjustments to this model. Services marketing must account for the unique nature of services. Definition of Feasibility Studies: A feasibility study looks at the viability of an idea with an emphasis on identifying potential problems and attempts to answer one main question: Will the idea work and should you proceed with it? Before you begin writing your business plan you need to identify how, where, and to whom you intend to sell a service or product. You also need to assess your competition and figure out how much money you need to start your business and keep it running until it is established. Feasibility studies address things like where and how the business will operate. They provide in-depth details about the business to determine if and how it can succeed, and serve as a valuable tool for developing a winning business plan. Important of the feasibility: The information you gather and present in your feasibility study will help you; List in detail all the things you need to make the business work; Identify logistical and other business-related problems and solutions; Develop marketing strategies to convince a bank or investor that your business is worth considering as an investment; Serve as a solid foundation for developing your business plan. Even if you have a great business idea you still have to find a cost-effective way to market and sell your products and services. This is especially important for store-front retail businesses where location could make or break your business. For example, most commercial space leases place restrictions on businesses that can have a dramatic impact on income. A lease may limit business hours/days, parking spaces, restrict the product or service you can offer, and in some cases, even limit the number of customers a business can receive each day. Description of the Business: The product or services to be offered and how they will be delivered. Market Feasibility: Includes a description of the industry, current market, anticipated future market potential, competition, sales projections, potential buyers, etc. Technical Feasibility: Details how you will deliver a product or service (i.e., materials, labor, transportation, where your business will be located, technology needed, etc.). Financial Feasibility: Projects how much start-up capital is needed, sources of capital, returns on investment, etc. Organizational Feasibility: Defines the legal and corporate structure of the business (may also include professional background information about the founders and what skills they can contribute to the business) Market Feasibility: Includes a description of the industry, current market, anticipated future market potential, competition, sales projections, potential buyers, etc. Discusses how the business can succeed. Be honest in your assessment because investors wont just look at your conclusions they will also look at the data and will question your conclusions if they are unrealistic. Feasibility studies contain comprehensive, detailed information about your business structure, your products and services, the market, logistics of how you will actually deliver a product or service, the resources you need to make the business run efficiently, as well as other information about the business. Marketing Feasibility Study: The purpose of the Marketing Feasibility Study is to determine the suitability of this property for profitable development, and to define optimal products and amenities in accordance with projected market demand, and to project sales absorption and annual revenues from development of this property. Things to Include in a market feasibility study include: Description of the Industry Current Market Analysis Competition Anticipated Future Market Potential Potential Buyers and Sources of Revenues Sales Projections NEED FOR THE STUDY: To know about marketing feasibility. To know what are elements covered in marketing feasibility of SUZLON INFRASTRUCTURE SERVICES LIMITED. To identify how marketing feasibility impacts on the success of company. The basic need for the study is to known the consumer demand, through customer competition in the market and other environment factor, to observe the market relative to infrastructure service allowance terms of credit distribution mechanism system. the base needs for the study is to know the company position, company profile and customer satisfaction towards suzlon infrastructure service limited. SCOPE OF THE STUDY: The study is mainly concentrates on wind turbine generators only. The present study has been taken to understand marketing feasibility towards wind turbine generators. The sample size was 50 customers only The study was undertaken only in Andhra Pradesh branches its scope of limited. The present study has been taken to understand the customer satisfaction towards suzlon infrastructure service limited in major places in Andhra Pradesh. OBJECTIVES OF THE STUDY: To know whether the companies have knowledge on renewable energy, are they knowing the benefits of wind turbine generator and to find there willingness to buy the product. To know the marketing feasibility of SUZLON INFRASTRUCTURE SERVICES LIMITED To know the feasibility of selling wind turbine generator. To identify how the buyers response towards turbine generators in SUZLON INFRASTRUCTURE SERVICES LIMITED. To observe the advertising methods whether those are suitable to SUZLON INFRASTRUCTURE SERVICES LIMITED or not. To offer suggestions to the SUZLON INFRASTRUCTURE SERVICES LIMITED related to improve the marketing feasibility. METHODOLOGY: RESEARCH DESIGN: The research design is mainly exploratory in nature as it involves researching the demand potential for the existing product. METHOD OF DATA COLLECTION: PRIMARY DATA: The method for data collection was primarily by way of survey conducted in industries and big organization using an appropriate questionnaire. SECONDARY DATA: No secondary data is interpreted, since the survey its self enough to find the market potential. Since the product is not in the survey region and other region data will not suitable for a wind generator. SAMPLING METHODS: Sample size was required to be a size of 50 respondents in and around Hyderabad, Other districts of A.P. As the consumers were mainly industries and big organization consumers, method of convenient sampling was chosen. LIMITATIONS OF THE STUDY: The survey was conducted in and around of Hyderabad city and other states of A.P. Convenience sampling was used, which is non-probability sampling method Respondents were apprehensive and expressed reservation in giving information on the communication infrastructure and also on the future needs. Research was restricted to time limit. Time is the major constraints, which reduces the sample size. INDUSTRY PROFILE A wind turbine is a machine for converting the kinetic energy in wind into mechanical energy. It the mechanical energy is used directly by machinery, such as a pump or grinding stones, the machine is usually called a windmill. If the mechanical energy is then converted to electricity, the machine is called a wind generator. Wind machines were used for grinding grain in Persia as early as 200 B.C. This type of machine spread throughout the Islamic world and were introduced by Crusaders into Europe in the 13th century. By the 14th century Dutch windmills were in use to drain areas of the Rhine River delta. In Denmark by 1900 there were about 2500 windmills for mechanical loads such as pumps and mills, producing an estimated combined peak power of about 30 MW. The first windmill for electricity production was built in Denmark in 1890. and in 1908 there were 72 wind-driven electric generators from 5 kW. The largest machines were on 24 m towers with four-bladed 23m diameter rotors. By the 1930s windmills were mainly used to generate electricity on farms, mostly in the United States where distribution systems had not yet been installed. In this period, high tensile steel was cheap, and windmills were placed atop pre-fabricated open steel lattice towers. A forerunner of modern horizontal-axis wind generators was in service at Yalta, USSR in 1931. This was a 100 kW generator on a 30 m tower, connected to the local 6.3 kV distribution system. It was reported to have an annual load factor of 32 percent, not much different from current wind machines. In 1941 the worlds first megawatt-size wind turbine was connected to the local electrical distribution system on Grandpas Knob in Castleton, Vermont, USA. This 1.25 MW Smith-Putnam turbine operated for 1100 hours before a blade failed at a known weak point, which had not been reinforced due to war-time material shortages. In the 1940, the U.S. had a rural electrification project that killed the natural market for wind-generated power, since network power distribution provided a farm with more dependable usable energy for a given amount of capital investment. In the 1970s many people began to desire a self-style. Solar cells were too expensive for small-scale electrical generation, so practical people turned to windmills. At first they built ad-hoc designs using wood and automobile parts. Most people discovered that a reliable wind generator is a moderately complex engineering project, well beyond the ability of most romantics. Practical people began to search for and rebuild farm wind-generators from the 1930s. Jacobs wind generators were especially sought after. Later, in the 1980s, California provided tax rebates for ecologically harmless power. These rebates funded the first major use of wind power for utility electricity. These machines, gathered in large wind parks such as at Altamont pass would be considered small and un-economic by modern wind power development standard. In the 1990s, as aesthetics and durability became more important, turbines were placed a top steel or reinforced concrete towers. Small generators are connected to the tower on the ground, and then the tower is raised into position. Larger generators are hoisted into position atop the tower and there is a ladder or staircase inside the tower to allow technicians to reach and maintain the generator. Originally wind generators were built right next to where their power was needed. With the availability of long distance electric power transmission, wind generators are now often on wind farms in windy locations and huge ones are being built offshore, sometimes transmitting power back to land using high voltage submarine cable. Since wind turbines are a renewable means of generating electricity, they are being widely deployed, but their cost is often subsidized by taxpayers, either directly or through renewable energy credits. Much depends on the cost of alternative sources of electricity. Wind generator cost per unit. Power generation from wind has emerged as one of the most successful programmes in the renewable energy sector, and has started making meaningful contributions to the overall power requirements of some States. Energy is a major input for overall socio-economic development. Use of fossil fuels is expected to fuel the economic development process of a majority of the world population during the next two decades. However, at some time during the period 2020-2050, fossil fuels are likely to reach their maximum potential, and their price will become higher than other renewable energy options on account of increasingly constrained production and availability. Therefore, renewable are expected to play a key role in accelerating development and sustainable growth in the second half of the next century, accounting then to 50 to 60% of the total global energy supply. After the creation of a separate Ministry in 1992, special emphasis was given in the Eighth Plan to generation of grid quality power from renewable. The total installed capacity of power from renewables today stands at nearly 1350 MW with contribution from wind power of nearly 1000 MW. Wind power installations worldwide have crossed 8500 MW producing about 14 billion KWh of energy annually. A total capacity of about 5500 MW has been installed in Europe, 1700 MW in USA, and 992 MW in India. India is now the fourth largest wind power generator in the world after Germany, USA and Denmark. The State of the World 1998, a world-watch Institute Report on progress toward a sustainable society, released earlier this year, has noted that renewable energy production in the world is expanding rapidly. Wind generation is the fastest growing energy source in this decade and is expanding at 25% per year. The Report recognizes India as a new Wind Superpower. With declining trend of cost and increase in the scale of wind turbine manufacturing, wind promises to become a major power source globally in the first few decades of the new millennium. MNES (Ministry of Non-conventional Energy Sources) are implementing the worlds largest wind resource assessment programme, which forms the backbone of their wind exploitation efforts. Preliminary estimates indicate a potential of about 20,000 MW. Scientific surveys are being intensified to identify specific viable and potential sites. A recent study undertaken to re-assess the potential, places it at about 45,000 MW. Assuming a grid penetration of 20%, a technical potential of about 9,000 MW is already available for exploitation in the potential States. 160 sites have so far been identified in 13 States. Survey work is in progress in 24 States / UTs. The States of Rajasthan and West Bengal have also shown wind potential recently. Today, we have a wind power installed capacity of 992 MW in the country, out of which about 940 MW is accounted fo

The Role of Women in Peace-Building Essay -- international peace, human

In the undeniable patriarchy of the modern world it could be argued that with an increase in female participation in positions of power and influence there would inherently be an increase in world peace. This statement is multifaceted and riddled with a huge lack of empirical data due to only 20% of the world’s political leaders being female. Though with limited data, it can be seen that gender plays no real influence on how a leader will lead a state, and therefor has no play on whether a leader will be more peaceful. This essay intends to argue this idea through; the prevalence in the inevitability of states and war, the fact that there is already a continuing exponential decrease in war and violence in the world unrelated to gender and the idea that sex does not genetically instill in us personality traits. War is an inevitability of human nature and international peace does not relate to the gender of the leaders of the world. Women in power will still act within the states best interest and are not confined to the preconception that women have an â€Å"affinity for peace† . Realist theory suggests that the international system is anarchic and an attempt to obtain or even promote world peace would be an act in futility. In an international system with no global hegemon, states are free to act within the states best interest driven by the demand for power and state survival . From Cleopatra and her funding of the roman military campaigns to Helen Clark providing troops for the war in Afghanistan, globally, female leaders have played some part in the disharmony of the world. In April 1982, under the hand of Margaret Thatcher, Britain was lead to war with Argentina to defend British sovereignty. After 10 weeks and almost 100... ...l Leadership Inspire,† â€Å"Stanford Presidential Lectures: Mary Robinson.† Stanford Presidential Lectures in the Humanities and Arts, Accessed 13 May, 2012, http://prelectur.stanford.edu/lecturers/robinson/ Coy, Peter, Elizabeth Dwoskin. "Shortchanged: Why Women Get Paid Less Than Men." Bloomberg Business Week (2012): Accessed May 15, 2014. Eliot Smith, Jeffry Simpson, â€Å"When sex goes wrong.† Journal of Personality and Social Psychology 106, No. 5 2012 Pinker Steven, The Better Angels of Our Nature: Why Violence Has Declined (London: Penguin Group, 2011), 23 Charlotte Hooper, Manly States: Masculinities Relations, and, International Gender Politics (New York: Columbia University Press, 1999) World Economic Forum, Global Gender Gap Report (Cambridge: Harvard University Press, 2014) Saunders Malcolm, Are women more peaceful than men? (Armidale: Routledge, 2002)

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Background Sony Corporation is one of the best-known names in consumer electronics andranks second worldwide in electronics behind Matsushita Electric Corporation. Since itwas  established  shortly  after  World  War  II,  Sony  has  introduced  a  stream  of  revolutionary  products,  including  the  transistor  radio,  the  Trinitron  television,  theBetamax  VCR,  the  CD  player,  the  Walkman  portable  cassette  player,  and  thePlayStation game console. The company's electronics segment–which includes audioand video products, televisions, personal computers, monitors, computer peripherals,telecommunications devices, and electronic components (such as semiconductors).When Dr. Toshi T. Doi took charge of the project to develop a new computer in 1984, herecruited  11  top-flight  engineers  to  form  the  team. Doi  established  three  basicguidelines for the development: †¢ (1) the computer should be 32 bit; †¢ (2) it should be multipurpose; and †¢ (3) the project should be completed as soon as possible. The engineers, however, decided that they wanted to design a machine (an engineeringworkstation)  that  would  help  them  in  their  own  engineering  work  rather  than  amultipurpose machine. Doi approved their plan, but  he required that it be  finished in sixmonths.SAPADAPA ANALYSIS:I. Situational  Analysis Dr. Toshi T. Doi was the general manager of Sony's workstation division(WD) and was not keen on changing Sony's product development process,which was efficient and successful. The WD's workstation â€Å"NEWS† launchedin October 1986 at the Tokyo Data Show had generated over 1000 inquiries;they  recovered  investments  in  few  months  and  saw  a  double  in  salesannually. Its new product development (NPD) process for the 1550 series workstationhad three stages: basic architecture sp ecification †¢ product design †¢ first lot productionOne side effect of Sony’s preoccupation with the video business was that itscomputer business. Although Sony had  some success in the  computer gamemarket, its first entrants in the computer market were 8-bit machines. TheSMC-70 and SMC-777 are 8-bit machines were introduced in 1982 and 1984,respectively, which failed quickly in competition with 16-bit MS-DOS systems(e. g. , the IBM  PC). Sony considered developing a  16-bit microcomputer but itsoon abandoned the idea. II. Problem Analysis The development required too much effort from hardware design engineers.Engineers in small teams were required to handle all issues from logic design tomanufacturability, requiring a breadth of knowledge, which many did not have. These engineers had to put-in 60 to 70 hours a week and much more during acrisis, rendering them overworked. With  all these extra  efforts put in,  the designswere still not optimized to be manufactured Man/Engineers ? Too  much  was  required  from  thehardware design engineers. Small teams were more efficient but they requiredthat each engineer be able to handle the completerange of  design  tasks, from  high-level architecturedown to minor details.Thus the engineer's skills andknowledge had to be both broad and  deep. Method ? With the current procedure, the designswere not  optimized for  manufacturability. Because hardware design engineers were unfamiliarwith  all  of  the  manufacturing  concerns,  they  oftenmissed  simple  redesigns  that  could  makemanufacturing far more efficient. Inthe current process, it is very difficult to separatetechnology  into  neat  steps  and  for  this  reason  ittakes time  to  transfer technology. The workstationmarket is so competitive that there is no time to dothis transfer. SpecializationDesign engineering does ot have  enough expertiseto support manufact uring properly, especially as theproduct line and the number of development projectscontinue to growWorking  TimeHardware  engineers  typically  work  60-70  hours  aweek And even more during a  crises. SWOT ANALYSIS A. Strengths †¢ Recovered Investments and doubled the  annual sales since the  launch of  Ã¢â‚¬Å"NEWS† †¢ Project Manager often a Senior Engineer  B. Weaknesses †¢ Small project teams †¢ Very limited design engineers †¢ Lack of traditional management tasks †¢ Marketing power is insufficientC. Opportunities †¢ Reorganization of engineers †¢ Hiring of Highly expertise/skilled design engineersD.Threats †¢ Marketing power of competitors during this time IV. Potential Problem Analysis †¢ Additional cost in hiring highly expertise or skilled design engineers. †¢ Possible loss of market if  other competitors will  win the competition duringthat time when the marketing power is still insuff icient. †¢ Small project teams that may require them to add manpower and its costs. †¢ Engineers will continue to work too much time that could result to burn-out. †¢ Possible decrease in the annual sales of the Sony Company. †¢ Loss of precisions in the product lines if the needed expertise will not

7cs of Written Communication - 1327 Words

7 C’s off effective communication (with respect to written communication): Written communication occupies an important position in the communication sphere, so written communication has to pay adequate attention on certain principles of necessity. The essentials of every written communication are principles of unity, coherence and emphasis. These principles along with other essentials of effective communication, like language, planning and organization make the written communication effective. * Clarity: The writing should be correctly planned and expressed in a logical way,and the writer should make sure that the ideas flow smoothly from beginning to end. The message must be so clear that even the dullest man in the world should†¦show more content†¦Coherence means, tying together of several ideas, under one main topic in any paragraph. Smooth flow, lucidity and transition aspects should be given effect to and there should not be any scope for the reader to misinterpret, mis-read or mis- spell the message. Coherence is given to a larger paragraph or section of a message and leads to purposeful communication where the writer is well received, read, understood and acted upon by the reader. * Conciseness: Conciseness is an important factor in effective communication. It means saying all that needs to be said and no more. The aimless verbiage, unnecessary details and heavy paragraphs make our communication ridiculous and ineffective. We must omit those words and s entences from our message, which are not likely to bring about results. The message, which can be expressed in fewer words, is more impressive and effective than the same message expressed in a number of words. The communicator must organize his message in such a way that every word in it is meaningful and of interest to the receiver. Even a single word or a sentence, which does not contribute to accomplish the purpose of the communication, should be carefully omitted. Conciseness refers to thoughts expressed in the fewest words consistent with writing. It is achieved in writing in definite style and use of precise words. Unnecessary superlatives, exaggeration and indirect beginning should be avoided. Care should be taken toShow MoreRelatedIkea E-Marketing Systems and Processes1885 Words   |  8 Pages2. E-mail and App alerts By subscribing to Ikea email page or application network the user is able to see current promotions and discounts the store may have. Customer interface. By analyzing Ikea customer interface Rayport and Jaworski’s 7C’s framework described by Pattinson highlights seven customer interface elements. 1. Context- Ikea.com provides easy navigation due to the design of the page as search bar and product department located on the top of the home page. The use of blueRead MoreStakeholder Management3356 Words   |  14 PagesStakeholder Relationships Brief To produce a set of recommendations in a written document about how McDonalds PLC, can reduce its carbon footprint through the management of key stakeholder relationships. Introduction McDonald’s PLC, is one of the largest fast food chains in the world, with 32,000 outlets in 117 countries. In the UK the first restaurant opened in 1974 and now in the UK stores alone, the chain serves 2.5 million customers daily. In the early 2000’s McDonalds saw for the first

Investigation Into Mutual Funds In India Finance Essay - Free Essay Example

Sample details Pages: 15 Words: 4358 Downloads: 10 Date added: 2017/06/26 Category Finance Essay Type Analytical essay Did you like this example? India is the fastest growing market for mutual funds since 2004 with a CAGR of 29% in the 5-year period from 2004 to 2008 as against the global average of 4 %. The increase in revenue and profitability however has not been proportionate with the AUM growth in the last 5 years. Low share of global assets under management, low penetration levels, limited share of mutual funds in the household financial savings the climbing growth rates in the last few years are amongst the highest in the world. Don’t waste time! Our writers will create an original "Investigation Into Mutual Funds In India Finance Essay" essay for you Create order FUTURE OUTLOOK IN A DYNAMIC ENVIRONMENT According to KPMG India the industry AUM is likely to grow at 15 to 25% from the period 2010 to 2015 based on the pace of the economic growth. In case of a quick economic recovery +ve reinforcement of growth drivers identified, KPMG has a view that the Indian mutual fund industry will grow at the rate of 22 to 25% in the period from 2010 to 2015, resulting in AUM of INR 16,000 to 18,000 billion in 2015. In case of a relatively slower economic revival, KPMG is of the view that the Indian mutual fund industry may grow in the range of 15 to 18 % in the period from 2010 to 2015, resulting in AUM of INR 15000 to 17000 billion in 2015. MUTUAL FUND INTRODUCTION A mutual fund is a form of collective investment that group money from many investors and invests the money in bonds, stocks, short-term money-market instruments other securities. This investment vehicle is pooling money from the common man is diversifying into other investment opportunities. The mutual funds are managed by Financial institutions or the companies. In India they are regulated by Institutions such as Asset Management Companies. Professionals are hired in these companies for evaluating the Balance Sheet and P L accounts of different companies .This is done to know the performance of companies to know which will succeed in the near future. This will bring high returns to the investment. Mutual Funds are invested in more subtle companies that have a steady growth rate are not much affected by the share market. Investments are not only made in equities, debentures which are directly interrelated to the bullish bearish trends of the market. This is the advantage of mutual funds over banks allows investors other options to invest in safe, low risk companies. The investors can invest in different schemes of one fund or in altogether different mutual funds can build their own investment portfolio. The flow chart describes broadly the working of a mutual fund: TYPES OF MUTUAL FUNDS EQUITY ORIENTED SCHEMES (Growth Schemes) These schemes invest a majority of their funds in equities and a small portion in money market instruments. Such schemes have the potential of delivering superior returns in long run. But in the short term, these schemes are exposed to fluctuations in value because they invest in equities. Equity schemes are hence not suitable for investors seeking regular income or want to use their investments in the short term. They are ideal for investors who have a long term investment prospect. These schemes include: General purpose Sector specific Index schemes Sector schemes Tax saving schemes Real estate funds DEBT BASED SCHEME (Income Schemes) According to it, investment is done in debt securities such as corporate bonds, debentures and government securities. The prices of these schemes tend to be more stable compared with the equity schemes and most of the returns to the investors are generated through dividends or steady capital appreciation. These schemes are ideal for retired or conservative investors who do not prefer to take higher equity risks. Income Schemes Money Market Schemes Gilt Fund HYBRID SCHEMES These schemes are commonly known as balanced schemes. These schemes invest in both Equity as well as Debt. By investing in such a scheme, balanced schemes are formed which fulfils the objective of income also moderate capital appreciation. These are ideal for investors with a conservative long term orientation. AS PER CONSTITUTION OPEN -ENDED MUTUAL FUNDS An open-ended fund does not have a fixed maturity period. On any business day, investors can buy or sell units from and to the mutual fund at NAV-related prices. These schemes have unlimited capitalization with no limit on the amount one can buy from the fund. And thus, the unit capital can keep growing. Generally these funds are not listed on any exchange. CLOSE-ENDED MUTUAL FUNDS Close-ended schemes have fixed maturity periods. Investors can buy these funds when these funds are open in the initial issue after that they cannot issue new units except in case of rights issues or bonus. But after the initial issue, one can buy or sell the units of the scheme on the stock exchanges where they are listed. The market price of the units could vary from the NAV of the scheme due to demand and supply factors, investors expectations and other market factors. INTERVAL SCHEME These schemes combine the features of open-ended and close-ended schemes. They can be traded on the stock exchange or can be open for sale or redemption during pre-determined intervals at NAV based prices. AN OVERVIEW OF THE INDUSTRY INDIAN CONTEXT The Indian mutual fund industry has evolved from a single player monopoly in 1963 to a fast growing, competitive market on the back of a strong regulatory framework. The mutual fund industry in India started in 1963 with the formation of Unit Trust of India, at the initiative of the Government of India and the Reserve Bank of India. The mutual funds history in India can be broadly classified into 4 distinct phases. First Phase 1964-87 Second Phase 1987-1993 (Entry of Public Sector Funds) Third Phase 1993-2003 (Entry of Private Sector Funds) Fourth Phase since February 2003 AUM Growth The Assets under Management (AUM) have grown at a rapid pace over the past few years, at a CAGR of 35 percent for the five-year period from 31 March 2005 to 31 March 2009. Over the 10-year period from 1999 to 2009 industry grew at 22 percent CAGR encompassing varied economic cycles. This growth was despite 2 falls in the AUM the first being after the year 2001 due to the dotcom bubble burst, and the second in 2008 consequent to the global economic crisis (the first fall in AUM in March 2003 arising from the UTI split). Growth in AUM in the Indian Mutual Fund Industry (Average AUM in INR) Billion) AUM Base and Growth Relative to the Global Industry India has been amongst the fastest growing markets for mutual funds. In the five-year period from 2004 to 2008 (as of December) the Indian mutual fund industry grew at 29 % CAGR as against the global average of 4 %. Over this period, the mutual fund industry in mature markets like the US and France grew at 4 percent.However, despite clocking growth rates that are amongst the highest in the world, the Indian mutual fund industry continues to be a very small market, comprising 0.32 percent share of the global AUM of USD 18.97 trillion as of December 2008. AUM to GDP Ratio The ratio of AUM to Indias GDP has increased from 6 percent in 2005 to 11 percent in 2009. However despite this, it continues to be significantly lower than the ratio in developed countries, where the AUM accounts for 20-70 percent of the GDP. AUM to GDP Ratio for India Profitability The increase in revenue and profitability in the Indian mutual fund industry has not been proportionate with the AUM growth in the last 5 years. The AUM grew at 35 percent CAGR in the period from March 2005 to 2009, while the profitability of AMCs which is defined as PBT as a percentage of the AUM declined from 24 bps in FY 2004 to 14 bps in FY 2008. During FY 2004 and FY 2008, the investment management fee as a percent of average AUM was in the range of 55 to 58 bps (small increase to 64 bps in FY 2006) due to the industry focus on the underlying asset mix comprising relatively low margin products being targeted at the institutional segment. The operating expenses, as a %age of AUM, rose from 41 bps in FY 2004 to 113 bps in FY 2008 largely due to the increased spend on marketing, distribution and administrative expenses impacting AMC margins. The increasing cost pressures and declining profitability had a great impact on the entry plans of global players eyeing an Indian presence. The growth in AUM accompanied by a decline in profitability necessitates an analysis of the underlying characteristics that have a bearing on the growth profitability of the Indian mutual fund industry. Industry Structure The Indian mutual fund industry currently consists of 38 players that have been given regulatory approval by SEBI. The industry has witnessed a shift drastically in favour of private sector players, as the number of public sector players reduced from 11 in 2001 to 5 in 2009. The public sector has gradually ceded market share to the private sector. Public sector mutual funds comprise 21 percent of the AUM in 2009 as against 72 percent in 2001. Regulatory Framework The Indian mutual fund industry in terms of regulatory framework is believed to match up to the most developed markets globally. The regulator, Securities and Exchange Board of India (SEBI), has consistently introduced several regulatory measures and amendments aimed at protecting the interests of the small investor that augurs well for the long term growth of the industry. The implementation of Prevention of Money Laundering (PMLA) Rules, the latest guidelines issued in December 2008, as part of the risk management practices and procedures is expected to gain further momentum. The current Anti Money Laundering (AML) and Combating Financing of Terrorism (CFT) measures cover two main aspects of Know Your Customer (KYC) and suspicious transaction monitoring and reporting. MUTUAL FUND INVESTING STRATEGIES: Systematic Investment Plans (SIPs) SIPs require an investor to invest a fixed sum of money at regular intervals in the Mutual fund scheme he has chosen. It is best suited for young people who have started their careers and need to build their wealth. Systematic Withdrawal Plans (SWPs) An investor invests in a mutual fund scheme is allowed to withdraw a fixed sum of money at regular intervals to take care of his expenses. These plans are best suited for people nearing retirement. Systematic Transfer Plans (STPs) This plan allows the investor to transfer on a periodic basis a specified amount from one scheme to another within the same fund family ie., 2 schemes belonging to the same mutual fund. This service allows the investor to manage his investments actively to achieve his objectives. Many funds do not even charge any transaction fees for this service an added advantage for the active investor. RATE OF RETURN ON MUTUAL FUNDS:- An investor in mutual fund earns return from two sources: Income from dividend paid by the mutual fund. Capital gains by selling the units at a price higher than the acquisition price. PERFORMANCE MEASURES OF MUTUAL FUNDS: The past performance alone cannot be indicative of future performance. The present is the only quantitative way to judge how good a fund. Therefore, there the past performance of different Mutual Funds should be correctly assessed. Worldwide, good Mutual Fund companies are known by their AMCs and this fame is directly linked to their superior stock selection skills. For Mutual Funds to grow, AMCs must be held accountable for their selection of stocks. In other words, there must be some performance indicator that will reveal the quality of stock selection of various AMCs. The most important measures of performance are: Standard Deviation Beta Value The Treynors Measure The Sharpe Measure Jenson Model Fama Model Standard Deviation:- It throws light on a funds volatility in terms of rise and fall in its returns. The maximum volatility in a security is the riskiest brings about unevenness in its performance. This risk is measured by Standard deviation of a fund by measuring the degree to which the fund fluctuates in relation to its mean return. Beta Value:- Beta determines the volatility or risk of a fund in comparison to that of its index or benchmark. A fund with a beta value close to 1 means that the funds performance matches closely to the index or benchmark. A beta 1 indicates greater volatility than the overall market, and a beta 1 indicates less volatility than the benchmark. If, for example, a fund has a beta of 1.10 in relation to the Sensex, then the fund has been moving 10% more than the index. Therefore, if the Sensex has increased 15%, the fund would be expected to increase 16.5%. Treynor Ratio:- This ratio evaluates funds on the basis of Treynors Index. This Index is a ratio of return generated by the fund over and above risk free rate of return (generally taken to be the return on securities backed by the government, as there is no credit risk associated), during a given period and systematic risk associated with it (beta). It isrepresented as: Treynors Index (Ti) = (Ri Rf)/Bi. where { Ri represents return on fund, Rf is risk free rate of return Bi is beta of the fund } All risk-averse investors would like this value to be maximum. While a high positive Treynors Index specifies a better risk-adjusted performance of a fund and a low negative Treynors Index is an indication of unfavorable performance. The Sharpe Measure :- The performance of a fund is evaluated on the basis of Sharpe Ratio which is a ratio of returns generated by the fund over above risk free rate of return the total risk associated with it. The investors are concerned about the total risk of the fund. So, it evaluates funds on the basis of reward per unit of total risk. It can be written as: Sharpe Index (Si) = (Ri Rf)/Si Where { Si is standard deviation of the fund, Ri represents return on fund Rf is the risk free rate of return } A high and +ve Sharpe Ratio specifies a superior risk-adjusted performance of a fund a low and -ve Sharpe Ratio indicates unfavourable performance. Comparison of Sharpe and Treynor The total risk (Sharpe measure) is appropriate for evaluating the risk return relationship for well-diversified portfolios. the systematic risk (Treynor measure) is the relevant measure of risk for evaluating less than fully diversified portfolios or individual stocks. The total risk is equal to systematic risk for a well-diversified portfolio. Rankings based on both the risks should be identical for a well-diversified portfolio since the total risk is reduced to systematic risk. So, a poorly diversified fund that ranks higher on Treynor measure when compared with another fund that is highly diversified, will rank lower on Sharpe Measure. Jenson Model:- This measure is also known as the differential Return Method. It involves evaluation of the returns generated by the fund vs. the returns actually expected out of the fund1 given the level of its systematic risk. The surplus between the 2 returns is known as Alpha, which measures the performance of a fund compare to the actual returns over the period. Required return of a fund at a given level of risk (Bi) can be calculated as: Ri = Rf + Bi (Rm Rf) Where { Ri represents return on fund, Rm is average market return during the given period, Rf is risk free rate of return Bi is Beta deviation of the fund } After calculating it, Alpha = the actual return of the fund -required return(Ri) The superior performance of the fund is represented by higher alpha and vice versa. Limitation of this model is that it considers only systematic risk not the entire risk associated with the fund and an ordinary investor cannot mitigate unsystematic risk, as his knowledge of market is primitive. Fama Model:- It is an extension of Jenson model. This model takes the difference between the performance measured in terms of returns of a fund the required return commensurate with the total risk associated with it as a measure of the performance of the fund and is called Net Selectivity. The Net Selectivity represents the stock selection skill of the fund manager, as it is the excess returns over and above the return required to compensate for the total risk taken by the fund manager. Higher value indicates that fund manager has earned returns well above the return corresponding to the level of risk taken by him. Required return can be calculated as: Ri = Rf + Si/Sm*(Rm Rf) Where { Ri represents return on fund, Sm is standard deviation of market returns, Rm is average market return during the given period Rf is risk free rate of return } The Net Selectivity is calculated as ,actual return of the fund-required return. Among the above performance measures, two models namely, Treynor measure and Jenson model use Systematic risk is based on the premise that the Unsystematic risk is diversifiable. These models are suitable for large investors like institutional investors with high risk taking capacities as they have large funds can invest in a number of options to dilute some risks. They can spread their portfolio across a number of stocks and sectors. However, Sharpe measure and Fama model which consider the entire risk associated with funds are suitable for small investors since the ordinary investor lacks the necessary skill and resources to diversify. Moreover, fund manager will help in safeguarding the money invested to a great extent by selecting the fund on the basis of their superior stock selection ability BENEFITS OF MUTUAL FUND There are numerous benefits of investing in mutual funds and one of the key reasons for its phenomenal success in the developed markets like US and UK is the range of benefits they offer, which are unmatched by most other investment avenues. The key benefits are explained in this section. AFFORDABILITY An investor can buy in to a portfolio of equities, which would otherwise be extremely expensive. Each unit holder thus gets an exposure to these portfolios with an investment as low as Rs.500/-. This amount would get you less than quarter of an RIL share! Therefore, an investor can build a portfolio easily through a mutual fund by investing directly in the stock market. DIVERSIFICATION It simply means that you can spread your investment across different securities (stocks, bonds, money market instruments, real estate, etc.) and different sectors (auto, textile, telecommunication, information technology etc.). This kind of a diversification may add stability to ones returns, for example equities might underperform during a period of time but bonds and money market instruments might perform well enough to offset the effect of a bend in the equity markets. Similarly the telecommunication sector might be faring poorly but the auto and information technology sectors might do well and may help you meet your return objectives. VARIETY Mutual funds offer a great variety of schemes. This variety is beneficial in two ways: It offers different types of schemes to investors with different needs and risk appetites. It allows an investor to invest sums across a variety of schemes, both debt and equity. PROFESSIONAL MANAGEMENT When we buy in to a mutual fund, we are handing our money to an investment professional that has experience in making investment decisions. Therefore, it is his job to (a) find the best securities for the fund meeting the funds stated investment objectives (b) keep track of investments and changes in market conditions adjust the mix of the portfolio as and when required. TAX BENEFITS In case of Individuals and Hindu Undivided Families, a deduction unto Rs. 9,000 from the Total Income will be acceptable in respect of income from investments specified in Section 80L, including income from Units of the Mutual Fund. REGULATIONS Securities Exchange Board of India (SEBI) is the mutual funds regulator has clearly defined rules, which govern mutual funds. These rules relate to the formation, administration and management of mutual funds also set disclosure and accounting requirements. Therefore, the interest of investors is protected by such a high level of regulation. LIQUIDITY In open-ended mutual funds, all or part of the units can be redeemed at any time. Some schemes do have a lock-in period where an investor cannot return the units until the termination of such a period. CONVENIENCE An investor can conveniently purchase or sell fund units directly from a fund, through a broker or a financial planner. The investor may select a Systematic Investment Plan (SIP) or a Systematic Withdrawal Advantage Plan (SWAP). In addition to this account statements and portfolios of the schemes are send to the investor. MUTUAL FUND PLAYER IN INDIA HDFC Mutual Fund A Case Study HDFC ASSET MANAGEMENT COMPANY LTD (AMC) HDFC AMC, incorporated under the Companies Act, 1956 was approved to act as an AMC for the Mutual Fund by SEBI on July 30, 2000. As per the terms of the Investment Management Agreement, the AMC will conduct the operations of the MF manage assets of the schemes, including the schemes launched from time to time. In terms of the investment Management Agreement, HDFC Asset Management Company Ltd. is appointed to manage the Mutual Fund. The paid up capital of the AMC is Rs. 25.161 crore. HDFC Mutual Fund booked a profit of Rs 1,388 crore in 2009-10 in 1st half is at no. 2 position. As on 30 October 2009 Avg. AUM is Rs. 93315.98 cr. No. of investors is 3290456 No. of ARN certified distributors is 33659 The present equity shareholding pattern of the AMC : Particulars % of the paid up equity capital Housing Development Finance Corp. Ltd 60 Standard Life Investments Ltd 40 EQUITY SCHEMES ( some of them includes) HDFC GROWTH FUND Investment Objective The primary investment objective of this scheme is to generate long term capital appreciation from a portfolio that is invested predominantly in equity equity related instruments. Basic Scheme Information Then nature of scheme Open Ended Growth scheme Inception Date September 11, 2000 Plan Dividend Option, Growth Option Exit Load (%age of the Applicable NAV) Nil Min. Application Amt. Rs 5000 in multiples of Rs 100 thereof to open an account/portfolio. Additional purchases is Rs 1000 in multiples of Rs 100 thereof. Lock In Period Nil NAV Periodicity Every Business Day Redemption Proceeds Normally despatched within 3 business days Investment pattern The quantity of the Scheme will be invested primarily in equity and equity related instruments. According to it, investment might be a part of its quantity in debt and money market instruments in order to manage its liquidity requirements from time to time under certain circumstances to protect interests of the Unit holders. The asset allocation under the Scheme will is as follows SNO. TYPE OF INSTRUMENTS NORMAL ALLOCATION (% of net asset) RISK PROFILE 1 Equities Equities related instruments 80-100 Medium high 2 Debt securities, money market instruments cash 0-100 Low medium Investment Strategy Risk Control The investment approach will be based on a set of well established flexible principles that emphasise the concept of sustainable economic earnings cash return on investment as the means of valuation of companies. The objective will be to identify businesses with superior growth prospects good management at a reasonable price. HDFC TAX SAVER Investment objective To achieve a long term growth of capital. Basic Scheme Information Nature of scheme Open Ended Equity linked saving scheme Inception Date March 31, 1996 Plan Dividend Options, Growth Options Exit Load ( % age of the Applicable NAV) Nil Min Application Amt. Rs.5000 and in multiples of Rs.100 thereof to open an account / portfolio Lock In Period 3 years NAV Periodicity Every Business Day Redemption Proceeds Normally despatched within 3 Business days Investment Pattern The asset allocation under the Scheme will IS as follows: SNO. ASSET TYPE %AGE OF PORTFOLIO RISK PROFILE 1 Equities and Equities related instruments Min 80% Medium high 2 Debt securities, cash money market instruments Min 20% Low medium Investment in Securitized debt would not exceed 20% of the net assets of the scheme. The Scheme may also invest up to 25% of net assets of the scheme in derivatives such as Futures Options other such derivative instruments introduced from time to time for the purpose of hedging portfolio. RECOMMENDATIONS TO MUTUAL FUND COMPANIES Given that customer awareness is the pre-requisite for the achievement of the industry growth potential, there is a need for planning, financing and executing initiatives aimed at increasing financial literacy and enhancing investor education across the entire country through a sustained collaborative effort across all stakeholders. Financing a Sustainable Nationwide Customer Awareness Program Promoting Financial Planning Awareness in Educational Institutions Introduction of Customer Friendly Products and Product Features Pricing Flexibility Opening Up of the Public Sector Branch Network in Tier-3 Tier-4 cities Focus on Increasing Customer Engagement Pre and Post Completion of the Investment SUMMARY There is a perceived need to review risk and performance analysis capabilities and governance structures, to meet fiduciary responsibilities and the increasing demand for transparency. AMCs therefore need to re-orient their business towards fulfilling customer needs. As customers seek trusted advisors, the manufacturer-distributor-customer relationship is expected to be centred not on the sale of products, but for collectively promoting the financial success of customers across all facets of their professional and personal lives. This requires creating a collaborative network of experts in funds management and financial advice, innovative product offerings, efficient service delivery and supporting technology. The mutual fund industry today needs to develop products to fulfil customer needs and help customers understand how its products cater to their needs. Given that the industry needs to collectively work towards riding over the dynamic and relatively less favourable economic environment at present, the next phase for the industry is likely to be characterised by a stronger focus on customer centricity. Other areas of focus are likely to be cost management and enabling strong governance and regulatory framework all aimed at helping the industry achieve sustained, profitable growth, going forward. With regards to HDFC Mutual Fund, the growth story is quite promising and the AUM under its purview is improving at a good rate. The brand equity, extensive distribution channel and investor-friendly products make it one of the most sought after investment opportunity. And, with all its commitment in line with the industry growth story and future potential, HDFC Mutual Fund is expected to hold its position firmly in the business.

Hiv Prevalence And High Risk Groups - 2462 Words

ID NO-140784141 HIV IN INDIA Introduction-Prevalence High Risk Groups India has the third largest HIV epidemic in the world. In 2013, HIV prevalence in India was an estimated 0.3 percent. Overall, India’s HIV epidemic is slowing down, with a 57% decline in new HIV infections 29% percent decline in AIDS-related deaths between 2007 and 2011.(1) HIV prevalence in India varies geographically. The four states with the highest numbers of people living with HIV (Andhra Pradesh, Karnataka, Maharashtra and Tamil Nadu) are in the south of the country and account for 53 percent of all HIV infections. However, HIV prevalence is falling and in northern states, the number of new HIV infections is rising. (1)Heterosexual sex is the predominant mode†¦show more content†¦Prev. Because the Indian society discriminates against FSWs as immoral women. FSWs with lower social support score were relatively less likely to use condom consistently. These women, for the most part, remain inaccessible to HIV prevention programmes, thereby undermining the efforts of HIV prevention.(2,5) Men who have sex with men (MSM) and HIV in India- prevalence: 4.4%. In 2009, the Delhi High Court had decriminalised same sex conduct. However, in December 2013, India s Supreme Court recriminalised adult same sex sexual conduct, which limits the access of HIV prevention and treatment for MSM. (4) Hijras / transgender people and HIV in India- HIV prevalence: 8.8 %.In India, transgender people are often not given identity and considered as a distinct group, which results in social exclusion ,leading to high-risk behaviours.(6) In April 2014, the Indian Supreme Court recognised transgender people as a distinct gender. Many hope this ruling will lead to a decline in the stigma and discrimination faced by hijras and increase their access to HIV services. People who inject drugs (PWID) and HIV in India- HIV prevalence: 7.1 % 30 % of PWID are in north-eastern states, where injecting drug use is the major route of HIV transmission. However, HIV prevention efforts in this region have reduced the number of new infections. Research has stressed the need for early interventions for PWID in India, among which most influenced are the teenage/adolescent

What Are Three Rewards and Three Challenges That You Will Face as a Teacher free essay sample

This paper will reflect on the information I have gained over this semester of class in Education 200. It will answer the question, what are the three rewards and three challenges that you will face as a teacher? I will use information from my text book, Introduction to Teaching: Becoming a Professional (2011), and from my own ideas to answer this question. I hope to express my own personal ideas, and how I plan to use the information taught in this class to become a productive teacher. I also will share my goals in the teaching profession. What Has This Class Taught Me About Teaching, What Are My Pros And Cons In The World Of Teaching? So how would I answer the question, what are the three rewards and challenges that you will face as a teacher, with a smile due to this class? The world of teaching is full of issues, from class room management, to assessments. We will write a custom essay sample on What Are Three Rewards and Three Challenges That You Will Face as a Teacher? or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Many first year teachers do not make it past their first year of teaching. Many are unprepared and have false ideas of the world of teaching, but with skills taught to us from this class, and personal experiences, I will make it. The first challenge I will deal with is classroom management, which is really the key to a successful classroom. In our text book, Introduction To Teaching Kauchak, D. , Eggen, P. (2011), we see how important it is to have a well managed classroom. On page 350 of Kauchak and Eggen (2011) we are taught how a well managed classroom works, â€Å"In a productive learning environment, students understand that learning is the highest priority, and they are respectful of others and accept responsibility for their actions†. Yes this will be difficult to achieve in the first year, but with planning it can be done. This really is a must for any classroom. We are here to teach to the best of our ability, and a well managed classroom will provide the back drop for this. We will have eyes on us as teachers, and how we run our class room is very important. Learning is the central purpose of schooling, and the primary reason classroom management is so important is that students learn more and are more motivated to learn in well-managed classrooms (Good Brophy, 2008). For example, students learn more when environment is comfortable and inviting, so effective teachers strive to create an emotionally safe environment in which students can live and learn.