Ernest Hemingway’s Hills Like White Elephant Essay

Hemingway’s literary opus â€Å"Hills Like White Elephants† is a perfect example of how setting and symbolism are utterly utilized in emancipating the plot. The story is simple. There are no subplots and change in characterization. It is about abortion, although mentioned as an â€Å"operation† in the story. Through the gradual suggestions of symbolic parts, the reader is able to understand where the conversation heads to after the first reading. The most conspicuous symbolism is lifted from the title itself. The elephant shaped hills referred to Jig’s pregnancy. It was said to be white as the life inside her womb echoes purity and innocence. Another symbol would be how Hemingway introduced a detailed description of the setting in the first two paragraphs to show the difference of the present and the future situations. The valley of Ebro suggests possibility of life, in contrast with the shade-less and tree-less side of the train station which anticipates the perplexity of the present (Fletcher 18). The reader can already infer miscommunication between the couple since the word ‘abortion’ was never mentioned in the entire text (Cioe 101-105). Then and there, the conflicting standpoints of the couple are mirrored. The man is deemed to be immature to convince Jig to go through the process, assuring her that everything will be fine after. Jig, on the other, hints on the stereotypical woman being submissive to a man, since she allows herself to be as composed as possible, despite other implications that she does not want to have the â€Å"operation†. The ending is still ambiguous to most Hemingway enthusiasts. Each has their own interpretation. Whether the couple allowed abortion to happen or not, the story ends with a striking occurrence that can never change the fact that there is no other way but to decide on what is imminent: the man picks up the bag, readies himself for the train ride; Jig still sitting at the table and just smiled. Hemingway must have left this hanging ending for us to judge ourselves and relate this particular dilemma to our present conditions. Thus, this short story propels further discussions that would include morality, gender issues and youth’s fickle-mindedness.

Study of Lg

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

Amalise Strategic Management

Running Head: Amalise Strategic Management Name University Course Tutor Date Gauteng Provincial Government is working to the best of its capability with utmost dedication and efficiency to serve the citizens of Gauteng. It demands high performance and competence accompanied by motivation geared with ambition from the various departments it constitutes, to be able to prioritize and fulfill the needs of Gauteng citizens and development of the Gauteng province. The Gauteng Provincial Treasury department handles all the financial matters pertaining to the Provincial Government.It collects, manages and forms strategies to act as guidelines when planning on the usage of revenue contributed by the public. The treasury department works with diligence to ensure government priorities as outlined in a number of documents and key initiatives such as Gauteng Growth and Development Strategy (GDS), The Global City Region (GRC) strategic intent, the shared vision of creating a smart province and as reflected by the innovation programs such as the Blue IQ, Gauteng-online, Gautrain and the Batho Pele principles of delivering high quality services to the citizens of Gauteng are achieved.The treasury also works hand in hand with the provincial departments and municipalities to increase the capacity of financial management, achieve operational efficiency, promote accountability in government, provide strategic leadership and technical support in financial management and budgeting, develop and implement efficient internal systems and processes and provide guidance and leadership in the implementation of financial management reforms for both provincial and local government.To enhance effective and efficient allocation and utilization of fund geared towards fulfilling Gauteng Provincial Government priorities and improving the financial management system, the Provincial Treasury stipulated a statement of purpose to guide it. According to the Gauteng Provincial Treasury five-year strate gic and performance plans for the period 2009-2014 second draft (5th September 2008) the goal of the treasury was, â€Å"to provide sound financial management leadership that maximizes service delivery through effective and efficient use of limited resources in the Gauteng Province† (p.36). The vision of the treasury was, â€Å"to be the pioneer in financial management leadership and fiscal discipline within the public sector in South Africa thus enabling shared economic growth† (p. 37). The Gauteng Provincial Treasury five-year strategic and performance plans for the period 2009-2014 second draft (5th September 2008) states the mission that the Gauteng treasury follows to implement their vision.â€Å"We strive to be an innovative, pro-active and value adding partner to our stakeholders, by: researching and implementing best practice approaches to financial management, enhancing vertical and horizontal alignment in government, promoting and encouraging more informed u nderstanding of the financial management framework, instilling accountability, sound analytical reporting, good enterprise governance and transparency as the norm, ensuring allocative efficiency and optimal utilization of resources facilitating strategic alternative funding solutions thereby supporting an environment of sustainable economic growth and social development† (p.37). The Gauteng Provincial Treasury exhibits reliability and efficiency by performing duties given to them in accordance to the legislative mandate. It ensures the principles it has formed are aligned in accordance to the Batho Pele principles by enabling the provision of technical assistance and analysis, ensuring the spending agencies value the function of money and thus do not misuse the money or misinterpret the role the treasury plays when managing the government’s financial materials.This is done through training programs such as CIBA and SAM. Also the treasury should promoting transparency by publication of their annual reports and budgets through local newspapers, budget statements and MTBPS. The treasury department also ensures the allocation of funds to every department are according to the provincial priorities which include building a competitive Gauteng GCR, implementing Gauteng social GDS and building the capacity and organization of the state.The Gauteng Provincial Treasury being an independent department has a critical role to perform thus needs to be able to motivate the program levels it is working with, to be able to achieve the stipulated goals. The treasury department should be able to plan, organize, have good interpersonal skills and be able to evaluate performance so as to run the duties outlined to it in the most competent and accurate manner (Rees & Porter, 2001).The head of the treasury department was able to show good leadership skills by involving each department in decision making, when reviewing and updating the strategic plan for the period of 2 009-2014, developing medium term tactical plans and outlining the methods to use when evaluating performance of the department after every year. In the period of 2006-2009 the treasury did not fully accomplish some of the roles it played.When formulating the strategic plan for the period of 2009-2014, it discussed ways of overcoming that short fall by improving and adding value to maximize their performance so as be able to raise the living standard of the Gauteng citizens, creating a parallel line between their corporate services function and their core strategies, using internal and external auditors to monitor and evaluate those sent to work in the municipalities to prevent creation of too much dependency which may bring undesirable outcome, interns and the credibility of their data.The results the auditors present should be discussed and the solutions given implemented to lay a competent foundation of performing duties in the most qualified way. The treasury department should fo rm a partnership with the Chief Financial officer (CFO) and professional bodies to enable it function in a reliable manner towards achieving the department’s vision. The treasury should work with the CFO working for Gauteng Provincial Treasury to be able to evaluate the performance of the department in reference to achieving the department’s vision.It should also liaise with other CFO’s to gain more knowledge and tactics of performing the role it has defined to fulfill the department’s vision. Strategies of communicating with other departments in the Provincial Treasury must be improved, to enable full understanding of the duties they perform. For the treasury department to set a good trend of performing the roles given, to enable the Gauteng Provincial Government achieve the goals it promised the citizens of Gauteng, unqualified municipalities should be fired.This means that the treasury should review its strategy of staffing to ensure that it has a qual ity staff in the right quantity. It should design KSAOs (knowledge, skills, abilities and other characteristics of the organization) that it will use when staffing, to employ qualified and competent people who will work to the maximum of their capability to improve the overall performance of the treasury department. This will place the department in a better position to perform their duties according the preference and priority of the Gauteng citizens.The head of department in the Gauteng Provincial Treasury should have an ambition that drives him, so as to plan and organize the various departments under his disposal and the duties to be carried out by each department in an efficient way. He should have a power of influence and inspiration so as to win the trust of the subordinate leaders by leading the department in an appropriate manner that will accomplish their vision. The HOD should also be innovative and posses qualities of being able to implement and develop the ideas that ha ve come up and those that existed.This will enable excellent performance and smooth running of the treasury department and thus demolish the foundation of the risks that the Gauteng treasury department faced (Caroselli, 2000). By adopting the right staffing strategies the Gauteng treasury will have competent and qualified staff members that will be able to understand any policy or strategy formed for them to implement as they perform their duties, this will prevent the problem of under and over staffing, lack of motivation and good guidance to the staff and poor management in the departments (Rees & Porter, 2001).For instance due to poor strategies of staffing the Gauteng treasury was unable to implement the strategy given to it by the Gauteng provincial government (GPG). The HOD should evaluate the performance of the department on a regular basis to be able to understand the strengths and weaknesses of every member and delegate duties to them in a fair manner and according to their skill, capacity and competence. This will also help to raise any problem like lack of resources and technology and thus be in a position to provide them.The same system of organization and running of duties will be maintained eliminating the chances of a confusion cropping up during the performance period. This will curb the problem of lack of integration of financial systems (Caroselli, 2000). As the Gauteng treasury department continues to expand, appropriate measures should be carried out to also expand the working space and enable comfort to prevail to the staff as they are working.This will increase the overall out put and efficiency of each staff member. The HOD should set up a reliable information and technology management system to prevent loss of data that will give the treasury a history of their performance which is very important when evaluating the performance of the department. This will also prevent the loss of any current information or data being worked on thus mai ntain the efficiency of the department, because time will not be wasted repeating the same thing again.A back up measure that is reliable and easy to operate and manage should be devised (Rees & Porter, 2001). Administrative skills and policies have been implemented into each department, enabling good relationship to prevail in the treasury department thus contributing to the overall efficiency of performance in the department. This can be portrayed by the good relationship between the HOD and the employees, national treasury, implementation of NCOP, with the investors and human resource services among others.The Provincial Treasury must take care to prevent the functioning of the treasury to run under the influence of the politicians as this will make them rule biased decisions that favors only one party instead of working to satisfy the desires of the citizens of Gauteng. The treasury department should avoid over reliance to politicians to act as their guarantors in case of financ ial crisis but instead should work closely with the DED and GEP. Contracts formed must be fulfilled according to the terms agreed on this can be guided by implementation of SLA with ABSA.This will ensure trust between the treasury departments and the organization or person they are drawing a contract with is maintained. The HOD should ensure the municipalities are thoroughly audited to ensure the funds allocated to them are put in to their correct use and thus eliminate mismanagement of funds. Before initiating any planning methodologies, appropriate and sufficient research should be done to help accurate and adequate allocation of funds to every department in the treasury (Rees & Porter, 2001).Implementation of good leadership skills will enable the Provincial Treasury to meet their objectives which include; being recognized as the leading Provincial Treasury in South Africa, ensuring good governance of all financial matters in the province, promoting integration and alignment of p lanning processes within the Province, exploring, implementing and managing strategic financing solutions, ensuring the effective and efficient management of Gauteng Provincial Treasury and to be a preferred employer, attracting and retaining high performing individuals (Caroselli, 2000).The strategic management of the Provincial Treasury department should implement good management and leadership skills in the period of 2009-2014, to enable the department to go by their goal, vision, mission and objectives and uplift the performance of the Gauteng Provincial Government. This will make the Gauteng citizens to trust that the Gauteng Provincial Government will act on their needs and will re-elect it back to power.Word Count: 1930 Reference List Caroselli, M. (2000). Leadership Skill for Managers. New York: Mc Graw Hill Professional. Five-year Strategic Plan and Performance Plan (Second draft). (5th September 2008). Gauteng: Gauteng Provincial Treasury. Rees, D. W. and Porter, C. (2001) . The Skills of Management. 5th Ed. Bedford Row, London: Cengage Learning EMEA.

The Little Match Girl

THE LITTLE MATCH GIRL -Hans Christian Andersen- Hans Christian Andersen (1805-1875) is a Danish author, fairy tale writer, and poet noted for his children’s stories. Although during his lifetime he was acclaimed for having delighted children worldwide, his stories were always meant for adults as well. His poetry and stories have been translated into more than 150 languages. They have inspired motion pictures, plays, ballets and animated films. However, fairy tales take the most important role in his writing career. Andersen used the colloquial style that disguises the sophisticated moral teachings in his fairy tales. Therefore, his tales became the favorite ones of both children and adults. Some of the most famous tales of Andersen are â€Å"The Little Mermaid†, â€Å"The Ugly Duckling† and â€Å"The Little Match Girl†, etc. Especially, â€Å"The Little Match Girl† which is famous for its humane quality has shaken the hearts of millions of readers in the world. The story is firstly published in 1845. This one begins with a little girl who appears to be alone and very cold at New Year’s Eve. She is a poor girl who tries to sell matches at the cold night. She doesn’t come back home because she is very afraid of her father who let her out to sell matches. After finding a place between two houses’ wall, the poor girl starts to light matches to warm herself. When matches are burning, she can see many things which make her very happy. Such as: a Christmas tree, a holiday feast, a shooting star, etc. Then, the little girl sees a vision of her grandmother, the only person to have treated her with love and kindness. Therefore, she lights other matches to keep her grandmother stay nearby as long as she can. Finally, she can go together with her grandmother to the heaven. The next morning, people find her dead on the snow but there is still the smile on her red cheek. In the story, there are two significant literature elements are character and the symbol. They are the most important factors that make the story become so successful. Firstly, the story has only one main character: the poor little match girl. Andersen didn’t give her a specific name in order to emphasize her hard life. Through the way writer introduce the main character, readers can see that the little girl is also one among many poor children like her. In fact, there are also three other characters. They are her family members: grandmother, dad and mom. However, all of them are indirectly described through the girl’s appearance, thought and imagination. At the beginning of the story, she appears to be bareheaded and barefoot in a terribly cold night. She is sent out to sell matches in the snow with a pair of ill-fitting slippers which used to belong to her mother. However then she loses one when she is running across the road and when a boy take up the rest. The father appears in her thought as a very irresponsible father. Although she is very hungry and cold, she doesn’t dare to go home. With just a line of thought, a father who doesn’t love his daughter is introduced clearly. Finally, her last family member, her grandmother, is mentioned affectionately through her short time life of each burning match. In the story, there are nothing related to the mother except for her ill-fitting slippers. However, the little match girl have no memories about her mother. While she fears the most is her father, grandmother is the one she does love who died for such a long time ago. The way Andersen indirectly introduces about these three characters highlights the loneliness and the unhappiness of the poor little girl. There is no one in the world that cares for her, they just try to step as quickly as they can to avoid the cold, late night without noticing of a lonely poor girl. Secondly, the story has a significant symbol which is always in readers’ mind. It is the light of match. After each time the poor girl strikes match against the wall, the match burns brightly and she is immersed in  the illusion  of happiness. Firstly she imagines that she was sitting before a great iron stove. The next time, the girl sees a table with spread snow-white cloth and a lot of delicious food prepared for the dinner. Then, the most beautiful Christmas tree seems to be right beside her. After that, she meets her beloved grandmother and finally, she continuously strikes the whole bundle of matches in order to keep the grandmother stay with her. After each time the flame go out, everything is vanished rapidly. Therefore, she has to come back to the hard reality. It can be said that the light in this story is the symbol of dreams of happiness. Everything she needs at the present becomes clearer than ever in the light of the match flame. She just dreams of many things which are normal to almost everyone but very luxury to her. The light is the bridge of her hard reality and the happy dreams. Therefore, the appearance of the light throughout the story highlights the emotions, wishes and dreams of the poor little girl. She always dreams of the good things even though the life has treated her so hard. Is the light also the wish of the author to the little girl and all of other poor people? Through the little girl’s dream, he expresses his mercy to these unfortunate. Using metaphor device through the light image, Andersen successfully describes the dreams of happiness, the little girl’s short life and even the humane value message he want to send to readers. This symbol greatly contributes to the vitality and humane quality of the story. To sum up, the story â€Å"The Little Match Girl† has the great reality and humane value. It indirectly reflects tragic fate of the poor in the current Danish society. Moreover, through the story we can see clearly the compassionate heart of the author and his talent as well. REFERENCES: http://en. wikipedia. org/wiki/Hans_Christian_Andersen http://en. wikipedia. org/wiki/The_Little_Match_Girl http://www. online-literature. com/hans_christian_andersen/981/

Carol Ann Duffy

Responding to the diary of a slave owner, transform this text into a modern day news story. Consider the publication the article would appear in, audience & purpose – how do you wish to present the Slave owner? How will you use the features of the text type and language in order to present your angle on this story. Diary from Bennet H. Barrow about his terrible actions with slaves had place over the 1800s in Louisiana in his own plantation. He writes down his actions on how he treats slaves because of their behavior.He tortured them mainly by whipping them after the slaves have been trying to escape the plantation. He started on his diary 1836 with his starting action on these slaves and than repeated these actions over decades. Bennet H. Barrow was a Slave-owner in Louisiana, born 1811, 19 years old Bennet took over management of a major section of the family plantation from his father. Bennet's share was roughly 1500 acres and included the family mansion. Getting this power lead Bennet to a disturbing path like the slavery torture.From his famous diary where he shares how he tortured those slaves and they way it ´s written sounds like he enjoyed the torture. This behaviour is of course outragous and disturbing how he portrayes this diary to these slaves. His diary starts in 1836 december 26 and begins with â€Å"House Jerry & Israel chained during Christmas. Bad conduct – for a year and better – Israel bad conduct during cotton picking season. This is the beginnig of the diary, language will not be really pretty further on because it will only get worse.(To read the diary click the link on the bottom of the article) Slavery today is not a normal thing and is barely seen. But there are still some slave owners in the world today. Bennet Barrow prided himself upon being an efficient manager. He composed a formal set of rules for the operation of the plantation. Barrow was constantly in debt, in part, because of his land deals. He also had some debts due to endorsing of notes for the borrowings of friends and relatives. One friend, a British physician, disappeared leaving Barrow to pay more than ten thousand dollar on a loan.That same friend also had forged Barrow's name to some smaller notes. Barrow also borrowed money from banks to be able to loan money to relatives. Barrow himself borrowed a large amount from his brother-in-law who later suddenly called for repayment at a time when Barrow was financially distressed. After a period of time Barrow was able to repay that loan to his brother-in-law but they were not on good terms thereafter. Later in his diary Barrow remarked upon seeing that brother-in-law, â€Å"Fat and pockets full of money. â€Å"

Case Study Analysis Essay Example | Topics and Well Written Essays - 2000 words

Case Study Analysis - Essay Example The environment may range from tangible to intangible factors, humans to objects. However, for Tim’s case the influences are situational given the problems he sought to solve arose from non ideal situations. The situation in this case is low morale. Morale is a psychological attitude characterized by enthusiasm and energy to work. Workers in the club clearly have low morale. The second problem is the lack of adequate motivation from the employee’s environment namely the management and fellow employees. This is an analysis of the psychological ties motivation and morale has by examining the workplace discrepancies (Nelson, 2010). The first discrepancy in the organization is the conflict between the management and employees. The case study on â€Å"money is not always the best reward† points out that the first problem Tim encounters is that of employees on stress leave due to conflict with management. Barling (2005) holds that conflict may result in psychological s trains such as stress. Three employees out of seventy five on stress leave is an indication that the problem is spinning out of control. This also reflects that the organization lacks appropriate conflict resolution strategies. This discovery also implies the lack of confidence the employees have in the management. Tim further discovers that additional four employees had work related accidents. Further research further shows that psychological strain may increase accidents at the workplace (Barling, 2005). Logic dictates that the club should investigate the cause of these accidents, but instead they set up a compensation policy and left it at that. A second problem at the club is that employees receiving directives from many authorities such as the board of directors overstepping their boundaries and giving direct instructions to employees. The result of this is that the employees experience conflict of interest which may lead to psychological strain. This conflict of interest goes as far as interdepartmental conflicts in between the club employees. Seeing as the employees roles were not well defined, they were not sure which functions to perform and how to perform them. In summary, the company did not a have proper job description and specification outline. The company also lacks Human Resource guidelines and Operational policies to guide the running of the institution (Nelson, 2010). Tim’s solutions: Tim’s critical decisions utilize a few psychological perspectives. Establishing that the main problem the employees have is low morale and lack of motivation as the start. Tim then set out to solve this problem. The findings of Elton Mayo concur with Tim’s reluctance to prioritize monetary reward to in solving his problems. The Hawthorne studies reveal that human needs in all spheres of life are complex; therefore, they require more than material rewards. Essentially a sociological approach, the human relations approach, however, has some es sential psychological characteristics that reflect on the situation at the club. The first, vital aspect Mayo reflects on is that individuals like feeling a sense of autonomy at the wok place. As such, they prefer that the management consult them on issues that involve their work situation. Modern work perspectives view employees in an organization as key partners, a source of sustained competitive advantage

Talent Management Essay Example | Topics and Well Written Essays - 1250 words

Talent Management - Essay Example This can only be realized by talented individuals who are use their skills to improve organizational processes. Moreover, even talented individuals can underperform if they are not fully engaged with the organizations. The only way that organizations can encourage their employees to be fully engaged is to actively engage them, develop their raw talents, encourage their progress, and support the workers in the performance of their various responsibilities. Lastly, HR Cloud systems are important because they support the development of positive corporate culture. The IBM talent management approach makes use of all these facilities (Scullion & Collings, 2011). Organizational change functions as the core aspect of all of this corporation’s solutions. This is what contributes to the organization’s meeting its objectives, while preserving its business impact in the industry and the world at large. In regards to talent analytics, IBM’s solutions make use of leading analytics with expertise that offers a holistic interpretation of the company’s present position in the market, where it needs to be, and how to the organization can shape existing talent in order to realize this goal. IBM also facilitates corporate cultural change on the basis of collaboration and employee engagement, for the purpose of enhancing employee retention and productivity by means of technology, behavioral sciences, and organizational consulting. IBM also has a functioning operation that provides vendor selection and strategy support for HR Cloud systems. More than a decade ago, skilled workforces were viewed as being a necessity for any competitive IT organization. At this time, IBM was focused on managing talent in such a way that there was no wastage of corporate resources. In 2004, the corporation came up with a software to deal with ‘Human Capital Management