Infrared Thermography System Requirements

Infrared Thermography System Requirements As the use of advanced materials continues to increase in the aerospace community, the need for a quantitative, rapid, in situ inspection technology has become a critical concern throughout the industry. In many applications it is necessary to monitor changes in these materials over an extended period of time to determine the effects of various loading conditions. Additionally, the detection and characterization of defects such as delaminations, cracking, corrosion, etc, is of great concern. 1.1 Thermographic inspection of materials Thermography is particularly adapted for non-destructive testing and can be used on different materials: carbon-epoxy, lightweight metallic alloys, thin metal skin on honeycomb structure (like aircraft doors), epoxy resin with glass fibre reinforcement GFRP, and panel skins with CFRP (Carbon Fibre Reinforced Plastic) like helicopter blades. The control contributes to highlight the most prominent types of discontinuities seen in aerospace materials including: porosity, which reduces the compressive load carrying capability, water ingress or moisture which can degrade the mechanical properties of some resins or lead to freeze inside the part causing more and more damage, disbond or delamination or cracking resulting from low strength or failure, impact damage during the taxi or caused by bird strike or by a dropped tool during maintenance, and inclusions which can reduce strength by kinking the fibres around the inserted material. Thermographic methods are those in which the presence of flaws is determined by monitoring the flow of heat over the surface of a structure after some external introduction of a temperature gradient. The presence of flaws disrupts the normal pattern of heat flow that would be expected in a sound structure. The method is more sensitive to flaws near to the surface. Modern thermographic systems commonly use infrared (IR) cameras to detect radiated heat and are controlled by TV video electronics which sample the field of view at a typical rate of 50Hz, allowing temperature variations on a 20ms time-scale to be resolved. The camera is sensitive to temperature changes of about 0.005 °C and covers a chosen range of temperature, 4 °C and 8 °C being commonly suitable, although operation is possible between -50 °C and +100 °C. Liquid crystal coatings and pyroelectric detectors have also been used [3.1] to detect IR radiation. Infrared thermography has proved to be an effective tool in the inspection of materials. By providing either a single-sided or a two-sided inspection, the presence and growth of defects in aerospace structures can be evaluated and used to estimate the remaining life of these materials. Thermography can be performed using a variety of heat sources including flash heating (short pulse), step heating (long pulse) and spatially shaped heat sources, thus providing an inspection tool that is applicable to a wide range of material properties, thicknesses and defect types. The principle of infrared thermography (IRT) for non-destructive inspection (NDI) consists in highlighting the relevant differences or gradient disturbances of temperature due to imperfections and deteriorations of the inspected structures. They become visible on the surfaces of these objects. The domain of infrared thermography is quite recent and covers vast fields of applications. In the industrial context, infrared thermography is used either by the passive approach (by simple observation of the isotherms on the surface of interest) or by the active approach (by stimulating the thermal response of the specimen). Thermography has many advantages over more traditional inspection methods. For example, ultrasonic (UT) inspection methods typically require the use of a coupling medium (either water or some other fluid), which can present difficulties for some materials and can make in situ inspection significantly more complicated. Further, UT inspections consist of scanning a small diameter transducer over the surface of the structure; this requires expensive, automated scanning equipment and can be quite time consuming. Thermography, on the other hand, can rapidly image large areas of the structure with little or no surface preparation. As it is mentioned in [3.2], in a typical inspection it is possible to image a 1m2 area in approximately 20 seconds. 1.2 Thermography sensors specifications The IR or infrared portion occupies roughly the region between 10 to the minus 4 to 10 to the minus 3 centimetres, or, from about 1 micron to about 100 microns. But most commercial equipment comes designed to operate in portions of the region, for a number of reasons (lower atmospheric absorption of IR radiation -or IR atmospheric windows, detector availability at reasonable cost). Commercial IR thermography equipment comes in in the following wavelength bands and their filtered sub-bands. Common jargon follows approximately the terminology listed below [3.3]: the near IR region and band is from about 0.7 to 1.7 microns, the short wave or SW band is from about 1.8 to 2.4 microns, the medium wave or MW band is from about 2.4 to 5 microns, and the long wave or LW band is from about 8 to 14 microns. Depending on the selected wavelength, there are a number of performance requirements that must be properly defined to ensure high-quality inspection results. An overview of them is given in the following whereas a more detailed definition will follow in the next subsections of the deliverable. An infrared detector response greater than 5 microns and less than 15 microns with the spectral bandwidth encompassing the 8-10 micron region. Accurate data repeatability in temperature value and location. A direct linear correspondence between the distance travelled, anatomic location and the displayed temperature values. Controlled infrared beam collimation to prevent sensor cross-talk. A sufficient number of infrared samples must be taken in order to maintain an adequately detailed graph resolution. The number of samples taken should be equivalent to the minimum standards of acceptable camera systems. Repeatability and precision of 0.1 °C detection of temperature difference. Accuracy of +/- 2% or less. Ability to perform accurate quantitative differential temperature analysis. High-resolution image display for interpretation. Ability to archive images for future reference and image comparison. Software manipulation of the images should be maintained within strict parameters to insure that the diagnostic qualities of the images are not compromised. Having decided that a thermographic (infrared) inspection will provide the kind of information which will satisfy an inspection need, the next decision is to select a thermographic sensor. The technical specifications are lengthy and full of abbreviations and jargon. A full comprehension of the meanings and implications of the specifications is essential to making a correct equipment selection. The following information regarding the critical parameters in thermography inspection tasks has been taken from [3.4]. Operating Band, emissivity Correction, instantaneous Field of View (Spatial Resolution), measurement of Field of View, spot Size Ratio, noise Equivalent Temperature Difference, minimum Detectable Temperature, thermal Resolution, accuracy, zoom (optical and digital), lenses and Filters, frame Rate, field display, and non-uniformity Correction. The consortium has decided to avoid thermographic sensors with cooled detector types whose their cost can exceed 100,000 à ¢Ã¢â‚¬Å¡Ã‚ ¬ per sensor. In case the performance of the uncooled thermo- cameras is not satisfying, the consortium will decide for the possible use of cooled thermography sensors. The technical specifications of the thermography sensors for the three wavelengths considered are analytically given in the following Table 3.1. Table 3.1: Technical specifications of the three operating bands in IR systems NIR MidWaveIR LongWaveIR Detector  type Uncooled microbolometer Image  format à ¢Ã¢â‚¬ °Ã‚ ¥ 80 x 80 pixel Pixel  pitch Spectral  range 0.9  µm à ¢Ã¢â€š ¬Ã‚ ¦ 1.7  µm 3.5  µm à ¢Ã¢â€š ¬Ã‚ ¦ 5  µm 8  µm à ¢Ã¢â€š ¬Ã‚ ¦. 13  µm Range  for  measuring/ visualization -20  °C à ¢Ã¢â€š ¬Ã‚ ¦ +80 °C Temperature  resolution NETD Measurement  accuracy  ± 2 K (0  °C à ¢Ã¢â€š ¬Ã‚ ¦ 100  °C) Dynamicrange 16 bit Imagerate > 30 frames per second Field  of  view > 15 ° x 15 ° Interfaces USB or Giga-Ethernet or CameraLink or IEEE-1394 (FireWire) or S-/-C-Video or RS-232 OR VGA or WLAN Power  supply 12VDC à ¢Ã¢â€š ¬Ã‚ ¦. 24VDC Operating  temperature -15  °C à ¢Ã¢â€š ¬Ã‚ ¦. +45  °C Storing  temperature -25  °C à ¢Ã¢â€š ¬Ã‚ ¦ +50  °C Humidity Relative humidity 10% à ¢Ã¢â€š ¬Ã‚ ¦ 95%, non-condensing Shock Operational : 25 G, IEC 68-2-29 Vibration Operational : 2 G, IEC 68-2-6 Weight Options Radiometric calibration -40  °C à ¢Ã¢â€š ¬Ã‚ ¦.. + 300  °C High temperature calibration up to 1,200  °C Image processing functionalities Image capturing software 1.3 Active thermographic techniques and excitation sources Active infrared thermography [3.5] is a non-destructive testing and evaluation (NDTE) technique requiring an external source of energy to induce a temperature difference between defective and non-defective areas in the specimen under examination. A wide variety of energy sources are available, the most common types can be divided into optical, mechanical or inductive, although many other sources can be employed. Figure 3.1 shows typical examples of heat sources of these three excitation types. Figure 3.1 Heat sources/excitations examples: (a) optical: flashes (b) mechanical: ultrasonic transducer (c) inductive: electromagnetic coil 1.3.1 Proposed experimental setups for the thermographic techniques Regardless of the excitation mode being used, three thermographic techniques (pulsed, step and lock-in) will be employed. The experimental setup, along with some theoretical aspects, is given in the following. Pulsedthermography:Pulsed thermography (PT) is one of the most popular thermal stimulation methods in active thermography. One reason for this is the quickness of the inspection relying on a short thermal stimulation pulse, with duration going from a few milliseconds for high conductivity material inspection (such as metal) to a few seconds for low conductivity specimens (such as plastics). Figure 3.2: The proposed experimental set-up using pulsed thermography in reflection with optical excitation. Brief heating will be employed here where both the heating phase (while the pulse is applied) and the cooling phase will be observed. There is no interest in observing the thermal changes during the excitation since these images are often saturated. More importantly, this early data does not contain any information about the internal defects yet. In pulsed thermography, the stimulus will be applied with a xenon flash lamp for a flash pulse and alternatively with a halogen lamp in the transient case. Solving the Heat Conduction Equation tells us that the thermal propagation time to the depth of 2 mm to a subsurface defect is about 40 ms in aluminium and for 2 mm of graphite epoxy is about 30s. This means halogen lamps will be preferred here since flash is better for materials of high thermal diffusivity, e.g., metals. Materials with a low thermal diffusivity, e.g., composites, have a long thermal propagation time, which limits flash thermography to the detection of shallow defects. Stepheatingthermography:Step heating will be also investigated using a larger pulse (from several seconds to a few minutes). The temperature decay is of interest; in this case, the increase of surface temperature will be monitored during the application of a step heating pulse. Variations of surface temperature with time are related to specimen features as in PT. This technique is sometimes referred to as time-resolved infrared radiometry (TRIR). Lock-inthermography: Lock-in thermography (LT) will be also employed, (known as modulated thermography), where the specimen is stimulated with a periodic energy source, Figure 3.3. Sinusoidal waves of different frequencies will be used, although it is possible to use other periodic waveforms as well. Internal defects, acting as barriers for heat propagation, are expected to produce changes in amplitude and phase delay of the response signal at the surface that will permit the detection of defects in higher depths (>3mm). Figure 3.3: The proposed experimental set-up for lock-in thermography in reflection with optical excitation 1.3.2 Types of excitation sources Halogenlamps:mainly used in synchronously stimulated thermography as a radiation source for generating heat radiation with smooth time characteristics. Variations of active thermography with these lamps are popular under the names or Lock-In or phase sensitive (so named by analogy with the principle of operation of the Lock-In amplifier) and frequency- modulated (can be seen as a superposition of the Lock-In thermography). The use of halogen lamps as an energy source is necessary due to their relatively high efficiency, simplicity in use and possibility of control by amplitude modulation of conventional power units. Pulsedlamps:this type of source is mainly applicable to the methods for determining the time thermal transmission properties of materials by means of a generator as a source of excitation. There are used the methods of the optical pulse thermography where the studied structure is heated by short (single) thermal energy waves from xenon flash that create energy density to 100 kJ/m2 for a period of a few ms to a few s. The method is known as active thermography inspection by heat wave and is mainly used to determine the transient thermal response of the object. Non-opticalexcitationsources:ultrasound It is used in the thermo-vibration systems. For this purpose, a source or sources of ultrasonic waves are used which, in their distribution in locations of inhomogeneity or defect create acoustic friction. Thus, heat is generated which affects the surface of the material and is visible to the thermal camera. A typical application of ultrasound sources and vibration-thermography is for inspection of materials with very low thermal conductivity. The application of synchronous vibration-thermography allows increasing the resolution of this method and study of thin thermal layers in places with difficult access. As mentioned before, non-optical excitation sources are out of the scope and will not considered in the proposed experimentation. The required specifications for the excitation sources considered in the proposed experimentation have been identified and are given in the Table 3.2Table 3.4. Table 3.2: Flash lamps specifications Standard  flash  head Ringflash Energy max. 6000 J max. 3000 J Flash  frequency ~  ¼ s Power  connection 110-230 V / 50-60 Hz Accessories Lamps, reflectors, filters Table 3.3: Halogen lamps specifications Single  lamps Power consumption 500-1000 W / lamp @ 230V Lightoutput 37.000 350.000 cd axial Modulation frequency Sensible up to max. 1Hz Accessories Reflectors, filters, robot mounting Halogenlamparray Power consumption 4 x 650 W or 8 x 650 W Description Compact housing with air cooling and heat protective glass Table 3.4: Hot/cold gun specifications Heating  hose  supply 230 V / 50 Hz, compressed air approx. 2 bar Achievable  air  temperature Approx. 250  °C 1.4 Conclusions The specifications for the three IR sensors and the excitation sources have been identified. Especially, all the critical parameters in thermography inspection tasks were presented and the technical specifications of the thermography sensors for the three wavelengths were specified so as to meet the requirement of the problem. All the well-known excitation sources were also analytically presented and the technical specifications of the selected sources were determined.

Infosys Case Analysis Essay

? Case analysis – infosys document structure We have approached the case by first analyzing the identified issues, and then associate root causes to those issues. Further to it we have used two frameworks, â€Å"Web of Change† and â€Å"Hewitt Best Employer Characteristics†, to theoretically assess the weaknesses in Infosys Human Resource and Change Management policies. These frameworks can be used by organizations to better plan their change management and human resource management initiatives. We have used â€Å"Hewitt’s Best Employer Survey†, to identify the key initiatives which Infosys should undertake to enable it to reach its target of â€Å"Best Employer† by 2011. Further to it we believe that â€Å"Best Employer† and â€Å"Best Performer† are complementary goals, and it’s difficult to achieve one without the other, and hence we have identified the key initiatives which can help Infosys to achieve â€Å"Best Performer† target without compromising on its â€Å"Best Employer† objective. about infosys Infosys is the second largest Indian IT software services company. Infosys has reached pinnacles of success in short span of 20 years, through innovative business strategies and human resource practices. Currently it is facing challenges around balancing between business growth and employee satisfaction. About its business Model Infosys delivers IT services to its clients globally in a model called GDM (Global Delivery Model). The main characteristic of this model is that it decouples client location and project execution. Project is executed in locations which provide best combination of cost and talent. Project teams are spread across client site and offshore development centers in countries like India, China, and Mexico etc which provide rich availability of talent at competitive cost. Usually teams at client site document requirements and manage client relationship and offshore team manages delivery. This is a human resource intensive industry and the challenge is exacerbated by the fact that most of the resources are highly skilled professionals (engineers, MBAs, computer scientists etc). Being an industry where human resource is your only asset and your only competitive advantage, managing, ssues and Root Cause analysis In this section we’ll analyze the issues identified in the case and will attempt to identify root causes which led to employee dissatisfaction. After our analysis we believe that issues mentioned in the case is symptomatic of gaps in general principles of leadership, change management and HRM. Policies are not written in blood and stone, and they change ov er the lifetime of organizations. What should not change are basic organizations principles around human resource management. Our assessment is that policy changes in Infosys were reflective of external environment and business imperatives. However, diverging from the basic principles of Change management, leadership, communication and employee development in implementing new policies is what led to its fall in Best Employer ratings. â€Å"Stock Options started lacking luster to the new employees and created equity imbalance among employees† Stakeholders involved New Employees Discontentment Impact Inequity of income/wealth effect in the company which created tension between employees. New employees who had seen Infosys from outside as an organization committed to fairness, equity, and employee wealth creation got disenchanted. Root Cause Failure to Manage Expectations This issue primarily arose because of incorrect expectation setting of new employees. Infosys kept on using stock options and the millionaires’ stories as branding activity, even when stock options were no more an incentive to new recruits. Company should have made it very clear about its new compensation philosophy when it discontinued ESOPS. 1. Managing scale and attrition risk Stakeholders involved Employees Managers Discontentment Impact Infosys was growing at a speed where it was doubling its organizational strength every 1-2 years. However organization was plagued by high attrition rate. Employees felt lack of motivation, due to repetitive process tasks, which the business model demanded. Due to high growth, a lot of employees moved up the managerial ladder, but lacked proper training and orientation and hence couldn’t connect to employees Root Cause Lack of Employee fulfillment ( from the job ) Detached Lleaderships To stress on the need for the above two, we’ll give two examples from Indian public sector. Indian Railways Indian railways has recently transformed itself into a highly profitable organization, and according to the officer on special with Railways, single most critical factor which contributed to this success is involvement and commitment of employees of railways despite having a poor compensation structure. Employees of Indian railways take great pride in their work, since they believe they are contributing to the running of the country’s biggest infrastructure and are responsible for transporting of 2 crore customers every days. This association with organizational goal and pride in your organization is what makes an organization for perpetuity. Due to changing business needs, Iinfosys couldn’t connect to its employees in motivating them. Indian Army A unit commander in the army is able to inspire its soldiers to give up their life, compensation etc notwithstanding. The only reasons soldiers are so committed, is their immediate leader. It depends on the unit commander’s ability to connect to his soldiers, motivate them and show a genuine concern for their wellbeing, is what motivates the soldiers to do the unthinkable for their leader. According to research in human resources field, people leave managers and not companies. The leadership skills of managers are the greatest source of employee fulfillment at work. Lack of engagement and commitment of managers towards their subordinates, was probably the single biggest reason for high attrition rate at Infosys. 2. Strong formalization and process orientation, which came as part of growth, took away bandwidth to innovate from employees. Stakeholders involved Employees Discontentment Impact Employees who were used to getting the thrill and satisfaction from using their skill on technical challenges were feeling cocooned because of new process driven and re-use methodology. Similar impact was observed in people policy issues. All personal policies were getting more and more formalized. Root Cause Lack of employee Motivation Resistance to change One of the basic principles of organization design is that you don’t use strong formalization from highly skilled agents (employees). Formalization is for low skilled repeatable tasks. Infosys should have come up with business models aimed at high end, value added services much earlier. This would have kept its inherent talent not only motivated but better utilized for higher margins. In 1990s moving away from body shopping to GDM provide this opportunity, but in early to middle 2000s, Iinfosys couldn’t reinvent itself. Formalization in organizational policies when it grows out from entrepreneurial stage is inevitable. It’s actually needed to ensure consistent implementation of policies and create a sense of equity and fairness among employee. Dissatisfaction on this front could be attributed to resistance to change, and hence effective change management principles should be employed for disruptive changes. 3. Introduction of variable pay Stakeholders involved Employees Senior Management HR Department Discontentment Impact Variable pay was received with a lot of skepticism by the employees, fearing that it was introduced to reduce their compensation Root Cause/s Change Management Failure Lack of Leadership engagement Communication Failure This was probably one of the most disruptive changes introduced by Infosys. The amount of skepticism and distrust displayed by employees was a first in Infosys. Immediate reaction of employees was that this policy has been introduced to cut employee costs to satisfy shareholders demand for higher and higher profitability. The fact that a vast majority of senior management were shareholders in the company added to employee distrust. There was no clarity among employees how this policy will pan out. A lot of employees were not comfortable in linking their performance to factors outside their control (market conditions, decision taken by management etc). Also since the amount of variable component was high (more than 50% for project managers and above), employees could not understand how much their monthly take home were. This is a classic case of failure in change management and involvement of leadership at every level. Infosys data on variable payout shows that most of the time company has delivered 100% payout and even higher percentage to high performers. So employee skepticism bore from lack of clarity and communication on this policy. Lack of clarity, communication and involvement of employees was to such an extent that even middle management was taken by surprise by this policy. Many managers, who couldn’t appreciate the policy implementation, were reluctant in communicating the changes to the employees. For an employee first point of contact for clarification is his/her immediate line manager, hence it’s important to fully equip leadership at every level with information. To understand the role what leadership plays in motivating, retaining employees, we should look at armed forces. Unit commanders are able to motivate their employees to give their life, despite the fact that compensation package of soldiers is one of the lowest. This commitment in subordinates comes because of total commitment of their leader in engaging with them and motivating with them. Immediate line managers are the biggest reason employees leave an organization and are also the main reason employees go beyond their capabilities to outperform. 4. Retaining Organizational Culture with fast track growth Stakeholders involved HR Department Employees Discontentment Impact Due to business growth imperatives, and its business model, Infosys was doubling its employee strength every 1-2 years. To accommodate this type of growth, it had to lower its hiring standards and quality and culture was a victim of this. Root Cause/s Lack of Employee on boarding ( orientation) planning This issue had an impact on multiple facets. It led to a feeling disenchantment in existing employees, as they felt their brand equity in the market was getting diluted. New employees, who were not able to appreciate infosys inherent culture, didn’t felt comfortable and had a feeling that the organization is biased toward old employees. Root cause of this issue was that although organization had changed its selection criteria, it didn’t change its employee orientation strategy, or training methodology. Infosys should have changed its orientation program to be more customized offering for similar group of employees and using existing employees as mentor to help develop organizational culture and values in new employees. Similarly if you are hiring for quantity and not quality, it should have modified its training plan to be more exhaustive. 5. Broad Banding and promotions Stakeholders involved Employees Discontentment Impact Lack of faith in the organization Chaos and confusion in employees minds Root Cause/s Change Management Communication Leadership This policy again created a lot of employee discomfort since they didn’t knew the details of change. It’s again a classic change management failure. Although the policy was designed to bring more clarity in role structure and bring equity amongst similar roles, across the organization, poor communications created fear and scientism in minds of people. We can observe from the reinvention of Indian Railways, one of the reasons organization could progress on the growth trajectory, was employee commitment to the cause of Indian Railways, despite of low compensation. Employees felt proud to be part of the world’s biggest railways and were motivated to excel. Some of the senior managers lacked clarity about policies, hence they were apprehensive of clarifying the policy. This shows a major organizational failure in terms of change management and engagement of leadership with people. Similarly as discussed above, since employee appraisal parameters were not clearly defined, an employee could not appreciate how his/her appraisal going to impact promotions? Web Of Change – Change Management Framework To do substantiate our above understanding of issues at Iinfosys, we used â€Å"Web of Change†, a change management framework to understand the change management issues at Infosys. â€Å"Web of change: is the framework proposed by Stephen Thomas. This model defines 8 change elements as shown below and the web of change helps us to see how the values of each element changed during the Organization Change process in Infosys. The baseline score is the value of the Change elements in Infosys during the glory years of 1990’s and the re-assessment scores the value of the same change elements in the 2000’s when Infosys was going through the â€Å"Growth pangs†.

Mass Medi The Spread Of Digital Media Communication

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Essay on Supreme Court Case Sheppard V. Maxwell 1966

Supreme Court Case: Sheppard V. Maxwell 1966 Supreme Court Case Sheppard V. Maxwell is the first case in American history to question whether the American right to a fair trial should be interrupted by the American right to freely publish one’s thoughts and opinions. Sheppard’s conviction, brought on by the biased eye of the press, was exonerated. However, concluded from the lack of policy alterations post-trial, the Sheppard V. Maxwell case still informally decided media is no real threat in the court system. Some may say otherwise. Although media may not directly affect court rulings, the press can certainly affect the public’s opinion, which in turn can affect a court case. Sheppard V. Maxwell Revisited—Do the Traditional Rules Work†¦show more content†¦Ã¢â‚¬Å"Common people† means the jury can be made of people rich or poor, educated or ignorant, wise or not. Regardless of economical, religious, or social stature, people trust the news—But, should they? The jury may come to court with their vote already subconsciously, or not, instilled in their minds. Hengstler states that, as of now, â€Å"with respect to balancing First and Sixth Amendment rights and values under our system, the answer is not readily apparent.† He closes the article by presenting a challenge for others to find an answer that is suitable to conform to the new millennium’s ever growing technological advancements. Moving aside from the question of whether technology changes the view on ethics in journalism, it’s important to look on the opposite side of the spectrum—the court itself. Jonathan Entin does just that in his article Being the Government Means (Almost) Never Having to Say You’re Sorry. Entin puts a different (and slightly more unknown) perspective on how the law feels about the Sheppard V. Maxwell case by giving insight on the prosecutor’s point of view. Entin explains in detail, â€Å"The prosecutor’s theory of the case was straightforward: Sam Sheppard,†¦ whose wife was frustrated by his infidelity, argued with Marilyn in their bedroom, beat her to death†¦ and invented a tale of a bushy-haired intruder who slugged him unconscious†¦ After killing his wife, Sam called his brother Steve to help him fix upShow MoreRelated The Evolution of Electronic Court Coverage Essay3087 Words   |  13 PagesThe Evolution of Electronic Court Coverage A trial is a public event. What transpires in the court room is public property...There is no special perquisite of the judiciary which enables it, as distinguished from other institutions of democratic government, to suppress, edit, or censor events which transpire in proceedings before it.† Justice William O. Douglas,Read MoreThe Issue of Pretrial Publicity Essay1932 Words   |  8 Pagesthe trial. When a high profile case is brought to trial, many media outlets report not only on the details of the trial, but also details about the persons involved, in particular the defendant. Much of the information reported regarding the case is released before the trial starts. Furthermore, media outlets may not only report facts, but also present the information in a way that projects the culpability of the defendant. By allowing pretrial publicity of court cases, potential jurors are given informationRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesCommunication 335 Leadership 367 Power and Politics 411 Conflict and Negotiation 445 Foundations of Organizati on Structure 479 v vi BRIEF CONTENTS 4 The Organization System 16 Organizational Culture 511 17 Human Resource Policies and Practices 543 18 Organizational Change and Stress Management 577 Appendix A Research in Organizational Behavior Comprehensive Cases Indexes Glindex 637 663 616 623 Contents Preface xxii 1 1 Introduction What Is Organizational Behavior

Xyzw Free Essays

We have traversed a patched have dared. We are continuing on apathetically fewer have the courage to follow. Huntresses a path they’ve fewer can dreamt pursue-Yet hummus, because we holdouts the alms eyeteeth nation’s dairy farmers by our side we cannot fail! Let us therefore resolve that however fulfilling our first twenty five years have been, in the next twenty five years we will transform the lives of millions more, opening theme door to an India that’s the land four dreams. We will write a custom essay sample on Xyzw or any similar topic only for you Order Now DRP. Preshrinking Chairman,Guajarati-operative Maltreating Federation Across India,overrunning, millions wake up to the taste of Maul, the flagship brand name for a variety adulterously marketed bathe Gujarat Co-operative Maltreating Federation (GAMMA). One could start the daybed boiling (as Is the traditional Indian practice) one of the different varieties of liquid milk supplied In pouches and making one’s morning tea resource. If one preferred use creamer, one could reach for the Malay creamer the shelf. For the breakfast, butter the toasts with Maul regular butter or, if you are calorie conscious, with Maul Elite butter. Drink a cup of Maul chocolate milk. Make sandwiches with one of the different varieties of Maul chessman take them the office; add Maul ghee (clarified butter) to one’s dishes for lunch; cook your lunch with a currycombing Maul panderer cottage cheese and have a sweet dish made from Maul gulag jamming. If it is a hot day,have an Maul ice cream; and when you return home after the office; relax with tea or coffee, whitened with Malay creamer or Maul milk. If you are a pizza fan, bake a pizza and top it with Maul mozzarella cheese, and functionality for the Dewitt a glass of warm Maul milk. In India, Maul wasn’t merely of the most well known brands, headway of Coca Cola or Pepsi, and even ahead of age old brandish as Dale, Lifebuoy and Lug, but a life style range of products, consumed In commemorators by a large number of Indians of different incommoded social strata. GAMMA was the sole marketing agency the products produced bathe different milk cooperative member societies of the State of Gujarat (see Exhibit 1 for a brief note on Gujarat and Exhibits for a map of India congratulates) and for those of other States marketing’s products under the Maul brand name. There was no doubt that from the time of its inception in 1973, GAMMA was a great success story, as indeed was the co-operative movement in the milk sector initiated and carried to great heights by the â€Å"milkman of India†, DRP. Verges Current. But as on the year 2000, GAMMA was faced with a question of whether it should stick to Its core businesses dairy products, or diversify Into other products, In particular Into processed foods such as Jams, sauces and fruit Juices. Historical Background of GAMMA In the asses,in the district of Karri in the State figurate, India, a unique experiment hat time, In Proofreader. S. Incriminatory the purpose ofclassroomdiscussion. Copyrighted bathe author. Not be copied roused without authoritarianism’s. Not be used outside â€Å"MA. The author wishes outscores his gratitude to DRP. V. Current, Chairman, GAMMA, Mr.. B. M. Was, Managing Director, GAMMA and the other acquisitiveness’s for providing access and data needed perpetrate case. The author also wishes thank the Research and Publicationscommittee, â€Å"MA for providing support for heartrendingly version fifths case. Gujarat, milk was procured from farmers by private milk contractors and y a private company, Polygon’s Dairy in And, the headquarters of the district. The company had a virtual stranglehold on the farmers, deciding the prices both of the procured as well as the sold milk. Polygon’s Dairy chilled the milk and supplied it to the city of Bombay. It also extracted dairy products such as cheese and butter. In 1946, under inspiration from a leading freedom fighter, Mr.. Bilharzias Patella (who belonged to Gujarat and who later became the Home Minister of the Central Government), Mr.. Tribunals Patella, a local farmer, freedom fighter and social worker, organized the farmers into co-operatives. These co-operatives would procure milk from the farmers, process the milk and sell it in Gujarat and in Bombay. In 1949, purely by chance, a dairy engineer, named DRP. Verges Current, who had Just completed his studies in dairy engineering in the U. S. A. , came to India and was posted by the Government of India to a Job at the Dairy Research Institute at And. A chance meeting between DRP. Current and Mr.. Tribunals Patella changed DRP. Currents life and the course of Indian’s dairy industry. Though the purpose of this meeting was to simply to elicit some technical help from DRP. Current on commissioning some of the equipment Just purchased by his co-operative, especially the chilling and bespattering equipment, the two men instantly struck a rapport. After the commissioning problem was solved, DRP. Currents involvement with the Karri District Co-operative Milk Producers’ Union Limited (that was the name of the co- operative registered) grew proverbially and it soon extended to the larger sociological issues involved in organizing the farmers into co-operatives and running these cooperatives effectively. He observed the exploitation of farmers by the private milk annotators and Polygon’s Dairy and understood how co-operatives could transform the lives of the members. At first, the main activity was collection and processing of the milk brought everyday by the member farmers to the local office of the co- operative. It was soon realized that it was not enough to merely act as the collection and selling agents for the farmers. A variety of support services were required to enable the farmers to continue selling their milk of adequate quality and to avoid disasters such as death of their cattle (for a family owning Just one or two cattle and pending on its milk for their income, death of cattle could indeed be a disaster). The farmers were progressively given new services such as veterinary care for their cattle, supply of cattle feed of good quality, education on better feeding of cattle and facilities for artificial insemination of their cattle 2 . All these were strictly on payment basis: none of the services were free. This experiment of organizing farmers into co-operatives was one of the most successful experienced prosperity on a scale they could not have dreamt often years earlier, since with good prices paid for their milk, raising mulch cattle could becomes good planetary source of revenue to many households. The co-operatives were expanded to cover more and more areas of Gujarat and in each area, a network of local village level co-operatives and district level co-operatives were formed on a pattern similar to that at And (the so called And pattern). Karri District Cooperative Milk Producers’ Union became better known by the brand name of the products marketed by it (Maul) than by the name of the co-operative itself. Maul meant priceless in Sanskrit. It was also a word that was easy to pronounce, easy to remember and that carried a wholly positive connotation. This became the flagship brand for all the dairy products made by this Union. In 1954, Karri District Co-operative Milk Producers’ Union built a plant to convert surplus milk produced in the cold seasons into milk powder and butter 3 . In 1958, a plant to manufacture cheese and one to produce baby food were added. Subsequent years saw the addition of more plants to produce different products. In 1973, the milk societies/district level unions decided to set up a marketing agency to market their products. This agency was the GAMMA. It was registered as a co-operative society on 9 July 1973 4 It had, as its members (ordinary share holders), the district level milk unions. No individual could become a shareholder in GAMMA. Starting from a daily procurement of 250 liters per day in 1946, GAMMA had become a milk giant with the milk procurement at about 4 million liters per day by 1999 with 12 dairy plants all over the State of Gujarat. The Structure of the And Pattern The most important feature of the milk co-operative system of Gujarat that evolved was that they were run not by a separate bureaucracy with its own vested interests, but by the member-farmers themselves, with all the major decisions being taken by he latter alone. Any farmer could become a member by committing to supply a certain quantity of milk for a certain number of days in a year and would continue to be a member only if he kept up this commitment. Each day, the farmers (or, actually, in most cases, their wives and daughters) would bring their milk to the village collection centers where the milk would be checked for the quantity in full view of all, and the quality (the fat content) would be checked through a simple hydrometer, again in full view of all. The farmers would be paid in the evening for the milk applied by them in the morning, and in the morning for the evening milk. This presentiments in cash was a great attraction to the farmers who were usually cash starved. Thanks to the above mechanism, there were no disputes regarding quantity or quality of the milk supplied by each farmer. The co-operative system formed under the so-called And pattern had a three-tiered structure (Exhibit 3). At the base was the village level dairy co-operative society. This was composed of the milk producers, mostly residents of the same area, who had Joined the co-operative society. A typical membership figure would be about 200. A managing committee, of Chairperson. Care was taken to ensure that these meetings were held, and seen to be held, in an open and transparent manner. The next level was at the district, and this co-operative (called unions) had, as its members, the village dairy co-operative societies within the district, represented by the Chairpersons of the village level societies. For this co-operative, a Board footrests, consisting of 12 persons, was elected from among the members (I. E. , the Chairpersons of the village level co- operatives), with its own Chief Executive, called the Managing Director. The third bevel was at the State, where the cooperative (GAMMA in Gujarat) was formed with district level milk unions (and certain other milk unions from other states) as members. The State level organization was called the Federation. The Board of Directors of the Federation consisted of the Chairpersons of the district level cooperatives as the members, and in addition, the following ex officiousness: 1 . The Registrar of Co-operatives of the State concerned. 2. A representative from the National Dairy Development Board (ENDS), which was a body created by the Government of India to replicate the And pattern in the other States of India. 3. One nominated technical expert. 4. The Managing Director (CEO) of the State level federation. GAMMA was the State level federation for Gujarat. Broadly, the village level co-operatives did the procurement; the district level did the transportation and processing; and the Federation marketed the product. The Federation also handled strategic planning and investment. Each of the levels had a substantial amount of autonomy. For example, the village level societies decided entirely on their own, as to who should be admitted as a member, and what price the farmers should be paid for their milk. Thus the prices aid to farmers by different village societies in the State could be, and in fact were different. The district level unions purchased milk from the village level societies and decided what price tollhouse pay for the milk supplied by the village level societies. They, in turn, supplied milk to the State level Union, which decided what price it would pay the district unions. The price paid to all the district unions was the same. In this system, GAMMA planned what products it would sell and arrange to manufacture for each year and how much. Milk products were produced at different factories all over the State. These were owned by the district unions. There were, for example, six butter factories and seven milk powder factories in Gujarat. GAMMA did not heaviest own factories as such until recently, when it had set up a dairy at Changing near Mohammedan, the capital of Gujarat State. There was a committee, called the Programming Committee, which consisted of (I) Managing Director of GAMMA (it) Managing Directors of the Distinctions (iii) Their Head, Quality Control, GAMMA and (iv) Head, Finance, GAMMA. Discomfited finally decided the product mix for the coming year, based on the plans made by GAMMA, and translated the Lana into monthly allocations for each union for the milk to be supplied. As on April 2000, there were 10,800 village level co-operatives in Gujarat under the GAMMA umbrella with 2. 1 million milk producers. Out of districts in Gujarat, there were district level unions in 12 districts 5 A pattern similar to the And pattern had been built in other States in India also. This was done under a programmer launched by the Government offload, under the title â€Å"Operation Flood†. The operation was co-ordinate by National Dairy Development Board (ENDS), a body formed by the Government of India with this objective. DRP. Current was the Chairperson of the ENDS and the main moving force behind this programmer. As on April 2000, there were 22 State federations in India, with 170 district level unions, 72,774 village level societies and 9. 31 million milk producer members in the different States. Each of the State level federations marketed their own brands. Maul was the brand marketed by GAMMA. Vagina was the brand name marketed bathe federation in the State of Andorra Pradesh. Interestingly, the State level federations could market their own products under their own brands anywhere in India, thus competing against heir sister federations. Thus GAMMA could market its Maul brand butter in Andorra Pradesh competing with Vagina butter. It was believed by the officials of the National Dairy Development Board that such competition was healthy and would curb monopolistic tendencies. Objectives and Business Philosophy of GAMMA The main stakeholder of GAMMA was the farmer member for whose welfare, the GAMMA executives felt, it existed. Thus in an interesting reply, the Managing director of GAMMA, Mr.. B. M. Vass, told the case writer: Unlike other organizations, our objective is not maximize our profit. After all, the rammers themselves are the owners of the Federation. We are restricted, by our bye- laws, to giving a maximum of 12 percent on the peptidase capital as the dividend. So we are more interested in giving the best price for the farmers for their milk than in making a large profit. Thus we look at the price given to our suppliers as not a cost but as an objective. GAMMA had, as its main objective, â€Å"carrying out activities for the economic development of agriculturists by efficiently organizing marketing of milk and dairy produce, veterinary medicines, vaccines and other animal health products, agricultural produce in raw and/or processed form and other allied produce† 6 . This was to be done through: ; Common branding ; Centralized marketing ; Centralized quality control ; Centralized purchases and ; Pooling of milk efficiently. GAMMA had declared, as its business philosophy, the following 7 ; To serve the interests of milk producers ; To provide quality products that offer the best value to consumers for money spent. The biggest strength of GAMMA was the trust it had created in the minds of its consumers regarding the quality of its products. GAMMA, and its brand Maul, explained Mr.. Vass, stood for guaranteed purity of whatever products it had such trust was hardtop come by, this could provide a central anchor for Gammas future business plans, said Mr.. Was. Organization Structure of GAMMA (See Exhibit 4) GAMMA was a lean organization, which their executives believed led to a cost advantage. At its headquarters in the town of And, three General Managers and two assistant General Managers assisted the Managing Director (or the Chief Executive). The three General Managers looked after the functions of Marketing, Human Resource Development (HARD) and Quality Assurance. The General Manager (Marketing) was in charge of the whole marketing operation of the dairy products, liquid milk and ice cream. This General Manager was assisted by one Assistant General Manager (Marketing, Dairy Products) 8 and Managers (Commercial), (Exports) and (Liquid Milk). The General Manager (HARD) also looked after edible oils, administration, legal matters and new opportunities. The whole country was divided into five zones, each headed by a Zonal Manager responsible for the sales of all the products under his zone. They reported to the Chief Executive (Managing Director), but functionally each ported also to the various Assistant General Managers/General Managers at the headquarters. Ender the zonal managers were the branch managers. Generally there were three product managers in each branch reporting to the branch manger: one each for the edible oil, dairy products and ice cream. They were assisted by sales officers and field salesperson. There were 48 sales offices spread over the country (of which only two were in Gujarat). The entire country had been represented in this structure. GAMMA had one overseas office, at Dublin. GAMMA had links with the Institute of Rural Management, And (IRMA), a premier management institute set up to produce Mambas who would work in rural areas. GAMMA attracted a number of its managers from the IRMA graduates, as well as from other business schools in India, although not from its premier management schools. The salaries offered by GAMMA were decent, but nowhere near those offered bathe private sector, especially multi-national corporations. The gap between the salaries that could be offered by organizations such as GAMMA and the salaries expected by graduates from business schools was increasing in recent years. GAMMA executives, in interviews with the case writer, did not see this as a major robber. They stated that GAMMA in any case had never relied on talent from top business schools, since the graduated form these schools would not fit with the culture and value systems in the company. The Managing Director, Mr.. B. M. Vass was of the view that GAMMA offered excellent prospects for growth and Job satisfaction, and it would not find it difficult to attract suitable talent 9 GAMMA had an extensive sales and distribution system and a cold chain network starting from the milk producer and ending at the eventual consumer. It had a dealer network of 3600 dealers and 400,000 retailers, one of the largest such outworks in India. A cold chain had been established that linked all these dealers could ensure chilling of milk; ; Quick transportation to the district Union facilities where the milk could be further chilled and dispatched to the consumers or to the processing units for conversion into milk products; ; Chilled trucks which could transport the milk products such as butter and cheese in refrigerated condition from the factories; ; Local chilling of milk to ensure its quick distribution to the customers through a network of trucks in many cities so that most consumers could have their milk cachets by 6 A. M. F not earlier; ; Deep freezers and refrigeration equipment in the dealers’ premises to keep the products cold and prevent their deterioration; and ; Facilities in super markets and even larger retail stores to keep the products fresh. GAMMA had excellent relationships with what could be called super markets in India (actually these were Just large departmental stores) which stocked their prod ucts, especially cheese, butter, milk powder, sweets and, in some cases, milk. Diversification Moves by GAMMA Even at the time of its formation, GAMMA had three major products in its portfolio: quid milk, butter and milk powder. Gradually, many new products were added to its range, largely milk derivatives. In milk alone, it sold full cream milk, semi toned milk, and fully toned milk, all with different names and in readily identifiable pouches. By reducing the fat, it could not only sell separately fat derivatives such as cream and butter (which were also products that yielded a higher margin), but also make the resultant milk available at cheaper prices, so that poorer people also could consume milk. It had undertaken a unique experiment in the asses to supply milk to places as ar away as Delhi and Calcutta through insulated rail tankers, and this was so successful that it had continued since then. In the asses, GAMMA introduced its cheddar cheese and in 1983, a cheese spread. In the same year, it entered also the sweet market (milk based) through the introduction of Maul Shrinking, a sweetish sour item produced by milk and curd (a form of yogurt). Malay, a dairy whitener was introduced and was priced below the prevailing brands and soon became the market leader. In asses, GAMMA introduced a whole lot of new products: a condensed milk called Maul Imitate; Maul Elite, a low fat, low cholesterol spread utter, and Maul ice cream. After 1996, it went on to introduce a still greater variety of products: pizza (mozzarella) cheese, cheese slice, cheese powder, Mali pander(a form of cottage cheese), gulag Cajun(a sweet primer to be processed by deep frying to make a sweet called gulag Cajun), buttermilk, a chocolate based broadleaved Intramural and chocolates. In 1996, GAMMA launched its Maul brand ice cream. Naiad’s ice cream market was estimated to be around RSI. 8 billion in the year 2000. GAMMA launched its ice creams in fourteen flavors in the city of Iambi and the State of Gujarat. It was priced at about 30 percent less than the prevailing prices, and it also emphasized that it was fully vegetarian, I. E. , it did not contain any gelatin. This was an important attribute tomato consumers in Gujarat, which was a predominantly vegetarian st ate. In less than a year, Maul ice cream commanded a share of about 55 percent in Gujarat and 30 percent in Iambi 10 had reached 30 percent. In 1997, GAMMA also scored a major achievement when it managed to get some of the co-operatives in the other States of the country, trying to launch their own ice cream brands, to sell all their ice creams under the Maul brand name. This enabled Comfit leverage the capacity of more than 180 co-operatives in the country, with a milk procurement of more than 11 million liters per day, and located close to the markets 1 1 In addition, it also diversified into non-milk products. The most important of this diversification was into edible oils in 1988. At that time, the prices of edible oils were being manipulated by oil traders with the result that the prices were shooting up to unacceptable levels. Even though oil seed growers’ co-operatives existed, most of them were run badly and losing money. Edible oils have always been a very sensitive abject in India,leading to even fall of governments. Hence the government persuaded ENDS to arrange for procurement of clean, unadulterated groundnut oil and sell it through its own outlets. Thus it was essentially a market intervention operation. Besides, this provided ENDS to reorganize the groundnut farmers’ co- operatives as it had done with milk producing farmers four decades earlier. Gujarat was the right State for this experiment, since more than 60 percent of the country groundnut oil production was accounted for by Gujarat. GAMMA marketed this oil on behalf ENDS. GAMMA launched a new brand, named Dharma (literally meaning low), not wanting to carry over the Maul brand name which was deeply associated in the public mind with milk derivatives. Outsold its oil on a platform of absolute purity, a claim it could Justifiably make. Since much of the edible oil in India was (and continues to be) adulterated, purity could be a differentiating factor. It also coined a slogan, Dharma, Shut Dharma, meaning, literally, flow, pure flow. The launch was also supported by an advertising campaign with a catchy Jingle. Later, mustard and certain other oils were also marketed under the Dharma brand name. Even though the IL traders fought backbiter and often violently, and used their political connections to the full, Dharma was able toehold its own and became the leading brand of packaged edible oils. However, it must be said datelining in edible oils was found to be a far more difficult task as compared to dealing in milk, and the success achieved in organizing groundnut farmers into co-operatives was limited. In the late asses, GAMMA undertook distribution of fruit based products on behalf of ENDS. This was done under yet another brand name introduced by GAMMA: Sofas (literally meaning fruitful, having achieved). Under this name hereunder a mango rink sold under attracted (also in small mall. Sizes to be served in aircraft), tomato ketchup, and a mixed fruit Jam. In fact, the launches of all these products were completed during a single year, 1998-99. The success of these products was very limited as on the year 2000. By the year 2000, the range of products marketed GAMMA was truly wide: three varieties of milk, flavored milk, buttermilk, four varieties family powder, two varieties of butter, five varieties of cheese, two varieties of ghee clarified butter), chocolates, chocolate drink, sweets, ice cream, edible oils and fruit and vegetable based rodents. Exhibit 5 gives the product portfolio of GAMMA as on the year 2000. At the Iambi. Except in ice creams, chocolate and chocolate-based beverages, Maul brand was the market leader in each and every one of its products. Exhibit 5 also shows the market shares of the various products of GAMMA. Its main sources of competitive advantage were seen its executives as: (I) low costs due to the elimination of middle men, a lean organization and relatively lower pay scales as compared to Macs (it) its scale and scope of operations and (iii)its strong brand name which stood for purity and laity. Out of the total procurement of 4. 6 million liters of milk per day by GAMMA, about 2. Million liters were sold as liquid milk and the rest as milk products. The milk consumption in India in 1999 at about 225 grams per day was still way below that in developed countries, and even less than in many developing countries. The variation in availability between rural and urban areas was strikingly high: 121 grams vs.. 400 grams per day. Thus there was a need and scope for increasing the cons umption of milk in its liquid form, especially in rural areas, although for every rupee spent, the attrition value of milk was way below other high protein and fat items, both vegetarian and non-vegetarian. It was expected that by the year 2011-12, the milk production in India would reach 180. 76 million tons, and the per capita consumption would be about 547 grams 12 . Exports were negligible: about RSI. 271 million in 1999-2000 13 Out of Gammas total income of RSI. 18 billion, approximately RSI. 2. 75 billion was accounted for by sale of liquid milk; about RSI. 3 billion by the sale of edible oils; RSI. 4 billion by butter; about RSI. 2. 4 billion by ice creams; and the rest by the other products. The exact breakup of these products was not available. The share of processed fruits and vegetable items was still quite small. The growth rates of Gammas sales in differentiates were quite different. The following table gives the approximate growth rates in these segments: Table 1 Growth rates in Gamma’s Businesses (Percent) 1996-97 1997-98 1998-99 Liquid milk procurement 24. 6 3. 8 3. 6 Liquid milk N. A. 14 10 Butter 27 8 13 Cheese N. A. 37 39 Ghee 41 31 N. A. Milk powder 0 0 18 Ice cream N. A. 100 100 Edible oils 13 20 18 (N. A. Stands for â€Å"not applicable†). Source: GAMMA Annual reports. The profit margin in milk was generally low, due to the need to keep down the price of this essential commodity, which was also consumed by the poor and the lower of milk consumption, especially by the poorer people, and hence to achieve its objective, GAMMA endeavored to keep the price of liquid milk as low as it could. Edibles were also low margin items, their sales prices being controlled rigidly by the government and input prices being essentially set by the oil traders. In the words of Mr.. Current, they were in this business due to larger societal considerations than for the sake of profits. Competition in Different Products The nature of competition varied among the different products. In the case of liquid milk, competition was from private dairies and contractors. There was also competition from newly emerging private dairies that had started supplying milk to the consumers as well as sweet makers. There was intense competition for the supply of milk, which was sought after, especially in the festival seasons, by the sweet makers who derived large profits from the sale of their sweets. Consumers were generally not very particular about the brand of liquid milk, so that the sales pended to a large extent on dealer push. However, there was scope to establish differentiation through appraising the customers of the quality not only of the initial milk itself, but also the quality of the supply chain, which ensured the stability of milk. For butter and cheese, new entrants were making their mark. Britannic, a firm engaged in manufacture and sale of biscuits, had entered into foods business, and more particularly in milk and milk related products such as butter. Britannic had introduced new forms of cheese such as cheddar cheese slices, and supported its rodents with extensive advertising campaigns. It was believed that advertisements played a powerful roller the demand for particular brands of butter and cheese. The sweet market was highly fragmented, heterogeneous small time local operators producing their own brands and unbranded forms of sweets. The sales of sweets soared in the festival seasons, drawing milk supply by offering higher prices. Other food companies such as Hindustan Lever Ltd. (HALL), a subsidiary of Milliners, and Nestle had also entered into the business of ready made or near ready sweets (such s gulag Cajun, which Just needed tube deep fried to get it ready). Branded ready or near ready sweets were advertised and heavily promoted through campaigns such as through mail orders to housewives. The ice creams market was an emerging marketing India, witnessing the entry of numerous players. The national scene was dominated bandstand Lever with its Quality and Walls brands, accounting for about 45 percent of the market. GAMMA was the other national player, with about 30 percent of the market. There were, in addition, very powerful regional players such as Vidalia Ice Creams in the Western India who commanded substantial (in excess of 30 percent) of the regional market shares. Ice creams were largely promoted through local promotions, hoardings (billboards) and advertisements. About ice creams, Mr.. Vass said in an interview with the case writer: In ice creams, positioning and promotions are not the only things. Indian ice cream market is likely to expand very rapidly. The Indian consumerism changing. They will not Just stick to milk. Ice creams will no longer be made at home. A large number of consumers with disposable incomes will seek value added products, including ice How to cite Xyzw, Papers

Classification Essay Research Paper Mary MeekerE 101 free essay sample

Classification Essay, Research Paper Mary Meeker Tocopherol 101 9:00am Categorization Children? s Literature Children? s Literature is classified in two major categtories, realistic and fantasy. Realistic focal points on the country of human activities and historical events, while phantasy has many more subcategories like bizarre and captivation. Some educational establishments steadfastly believe in learning with merely realistic narratives. They feel that a immature head under the age of five will non be able to decode the difference between realitity and phantasy. The school worries the kid will hold a sense of being unbeatable when reading supernatural narratives. For illustration, Wylie Coyote ever jumps right back after falling off a drop or being squashed by an anvil. Violence and disrepect are other countries that concern pedagogues when covering with phantasy. Realistic childhood literature can be a utile tool. It can easliy learn a kid a narrative of times gone by. Consider, Little House on the Prairie, it is a narrative a immature miss can associate to and tie in with. We will write a custom essay sample on Classification Essay Research Paper Mary MeekerE 101 or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Laura Ingalls and the other characters teach us to appreciate the life style in which we live now and give us a history lesson of the yesteryear. Realistic narratives w ailment ever use human characters as the communication figure in the narrative. Fantasy is the chief type of kids? s literature today. Theodore Seuss Geisel, besides known as Dr. Seuss, began composing his most popular book after an article in Life magazine in May 1954. The article stated most American first graders were holding problem reading. The kids were quoted as stating that books were tiring. Mr. Geisel? s publishing house sent him a missive inquiring him to utilize a list of 400 words, which most first graders should cognize. Dr. Seuss was able to utilize 220 of those words in his best selling book, ? Cat in the Hat. ? His narratives are wildly imaginitive creative activities, and he used words that are amusing and capricious. His unreal universes include a moral and societal narrative that unfolds with easiness at the exhilaration of the reading kid. Fantasy in literature offers new and stimualting ocular escapades. Like Seuss, many writers entreaty to the openness of vernal artistic look. These types of narratives spark our imaginativeness and dispute our ain perceptual experiences. Reading a kid? s fantasy book is a great oppurtunty for an grownup to rekindle the spirit and dreams of young person. Give your head a opportunity to dream of an bizarre animal and who knows what else is possible.