Dominant Price Leadership

ICFAI UNIVERSITY, DEHRADUN NAME: KEDAR SINGH TOMAR IUD No: 0901201057 IBS  No: 09BS0001057 Course Name: MANAGERIAL ECONOMICS Course Code: SLEC501 Faculty Name: DR. ANIRVINNA C. Date of Submission: 08TH SEPTEMBER 2009 Topic of the Assignment: DOMINANT PRICE LEADERSHIP Student Signature  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Faculty Signature DOMINANT PRICE LEADERSHIP Dominant price leadership exists when a. one firm drives the others out of the market. b. the dominant firm decides how much each of its competitors can sell. c. he dominant firm establishes the price at the quantity where its MR = MC, and permits all other firms to sell all they want to sell at that price. d. the dominant firm charges the lowest price in the industry. PRICE LEADER Marketing: Powerful firm whose prices are likely to be imitated by other firms in the same market. Price leaders usually are also the market leaders. DOMINANT LEADERSHIP Leadership characterized by a clear line of authority that gives the leader the power of delegation, and the power to control the subordinates' level of participation in decision making process.It is the most common form of leadership. PRICE LEADERSHIP Situation in which a market leader sets the price of a product or service, and competitors feel compelled to match that price. Oligopoly Models â€Å"Price Leadership† The firms in the Oligopolistic industry without any formal agreement accept the price set by the leading firm in the industry and move their prices in line with the prices of the leader firm. Price Leadership can be in any of the forms; Price Leadership by a Dominant firm Barometric Price Leadership Aggressive or Exploitative Price Leadership The structure of the DTH industry in India can be categorized as an â€Å"Olig opoly†.An oligopoly is a market form in which a market or industry is dominated by a small number of sellers (oligopolists). An oligopoly is a market dominated by a few large suppliers. The degree of market concentration is very high. Firms within an oligopoly produce branded products and there are also barriers to entry. Key characteristics of â€Å"Oligopoly† are following : †¢ Few larger supplier dominates the market †¢ Interdependence between firms †¢ Each firm produces branded products †¢ Significant entry barriers into the market in the long run which allows firms to make supernormal profits †¢ Each oligopolist is aware of he actions of the others. What is DTH? DTH stands for Direct-To-Home television. DTH is defined as the reception of satellite programmes with a personal dish in an individual home. DTH does away with the need for the local cable operator and puts the broadcaster directly in touch with the consumer. Only cable operators c an receive satellite programmes and they then distribute them to individual homes. Dishtv, subsidary of the biggest media conglomerate – Zee group, reached a significant milestone of crossing 4. Million subscriber mark and thus consolidating its leadership position as the largest and most innovative DTH Company in India. Dishtv is the leader in DTH sector with a market share of more than 53 per cent of the total subscriber base of 8 million. Dishtv’s footprint covers 5400 towns across India bringing smiles to 23 million Indians. Reliance communications subsidiary, Big TV, crossed one million subscriber mark within 90 days of launch. Big DTH is growing exponentially and is now next to Dish TV and Tata Sky with its 15 per cent market share.Launched in August this year, BIG TV is available at over one lakh retail outlets across 6,500 towns along with over 2,000 exclusive Reliance branded stores. Dishtv has consistently set the benchmarks for the Indian DTH industry and re defined the business through marketing innovations, introduction of new generation valueadded services and the highest standard of customer delivery. Today, Dishtv offers its subscribers choice and superior value for money with a range of innovative value-added services backed by excellent customer service.The Four Million milestone is not just a significant one for Dishtv but also symbolizes the successful growth of the Indian DTH industry. Dishtv has always been a forerunner in bringing new marketing innovations and going forward the company will initiate certain steps to rationalize the package offerings which may include charging of service tax etc. directly from the subscriber. Adding to its array of interactive value added service, dishtv launched the innovative Interactive Banking Service â€Å"ICICI ACTIVE† in association with ICICI Bank.This service enables Dish TV viewers to access information on ICICI Bank products and services, from the convenience of their homes. To celebrate the festive spirit of Diwali, Dishtv launched â€Å"BHAKTI ACTIVE†. Dishtv subscribers can now get Live Gurbani from Bangla Sahib and Nanded Sahib, Aarti of Sai Baba from Shirdi & Ganesh Aarti from Siddhi Vinayak, Mumbai, Aarti from Tirupati Balaji, Live Ganga Aarti from Haridwar and Bhasm Aarti of Mahakaal from Ujjain. Dishtv customers can now get blessed at the press of a button in the comfort of their home 24X7.Dishtv added 3 new channels on its platform. This addition will further enhance Dishtv’s strong bouquet of general entertainment, news, sports and regional channel offering to its discerning subscribers. The company had added a record 5. 29 Lakh subscribers during the Second Quarter of fiscal 2009 (July – September), breaking all its previous achievements. Dishtv’s footprint covers 6500 towns across India and it reaches into far flung markets which enable building of a diverse subscriber base across consumer segments. STRENGHTS Pio neer and leader of DTH services in India ? First mover advantage One year lead over nearest competitor ? ~ 3-year lead over others ? Largest subscriber base ~ 5. 0 mn (Mar-09) ? Backed by Zee Group India’s strongest Media group Full-service business model ? Basic subscription packs ? Value added services ? Bandwidth ? Teleport services Leveraging on first mover advantage backed by strong industry understanding ? Diversified content offering ? 240 channels + Services ? Content tie-ups at fixed rates ? State-of-the-art infrastructure ? Large distribution network ? Aggressive subscriber acquisition strategy to ensure continued market leadership DTH INDUSTRY MARKET SHARE 2008 | | | |Brand |Promoter |Market Share | | | | | |Dish TV |Zee group |53% | | | | | |TataSky |Tata Sons & Star TV |30% | | | | | |Big TV |Anil Dhirubhai Abani Group |15% | | | | | |Others (Sun Direct, AirTel Digital |Sun by SUN TV |2% | |TV ) |AirTel by Bharati telemedia | | | | | | Another way of confirmi ng it is by using the index Herfindahl.The Herfindahl index, also known as HERFINDAHL-HIRSCHMAN INDEX or HHI, is a measure of the size of firms in relationship to the industry and an indicator of the amount of competition among them. HHI s defined as the sum of the squares of the market shares of 50 largest firms (or summed over all the firms if there are fewer than 50) within the industry, when the market shares are expressed as percentages; the result is proportional to the average market share, weighted by market share. The higher the HHI Index the more oligopolistic is the industry In mathematical term it is defined as following : n H = ? si2 i=1 Where si is the market share of firm i in the market, and n is the number of firms.In the case of Indian DTH Industry the HHI index can be computed by squaring the market share of each player and adding them i. e. H = 532 + 302 + 152 + 22 H = 85399 Since this value of H is petty high it indicates that the market is oligopolistic. SUN TV NETWORK It is No 1 media company in South Asia and Asia Pacific Region based in Chennai, Tamil Nadu, India. Established in 1993, it offers a plethora of television channels in 4 languages covering the whole of southern India. It was the first fully privately owned Tamil channel in India when it emerged in 1993. Its serials and soaps have generated the maximum TRP for viewership all over India, making it the most popular network of channels in India.All its channels occupy the top spots in their respective languages. Sun TV, in Tamil is the Network's flagship and most popular channel. Being the premier channel, Sun TV is often used to refer cable tv in general or to the Sun TV Network in general. Sun TV and its sister channels have a dominating share of viewership in Tamil Nadu. Its cable arm, SCV is cable distribution and Sun Direct is the dominating DTH (direct-to-home) player in the state. Its radio network Suryan has a lion’s share of listenership; its magazine Kungumum a nd newspaper Dinakaran are leaders Although its main presence is in Tamil, it has channels in other languages also. Channel |Type | |Sun TV |Tamil Entertainment Channel | |Sun Music |Tamil Music Channel | |Sun News |Tamil News Channel | |KANNADA | |CHANNEL |TYPE | |Udaya TV |Kannada Entertainment Channel | |Udaya Movies |Kannada Movie Channel | |U 2 |Kannada Music Channel | |TELUGU | |CHANNEL |TYPE | |Gemini TV |Telugu Entertainment Channel | |Gemini Music |Telugu Music Channel | |Gemini News |Telugu News Channel | MALAYALAM | |CHANNEL |TYPE | |Surya TV |Malayalam Entertainment Channel | |Kiran TV |Malayalam Music Channel | |Kochu TV |Malayalam Kids Channel | |Chiri Thirai |Malayalam Comedy Channel(DTH) | FM RADIO STATIONS Sun TV Network has many FM radio stations based in India |Tamil FM Stations | |Radio Station |Area |Frequency | | |Suryan FM |Chennai |93.   MHz | | |Malayalam FM Stations | |Radio Station |Area |Frequency | | |S FM |Thiruvananthapuram |93. 5  MHz | | |Telugu FM Station | |Radio Station |Area |Frequency | | |S FM |Vishakapatnam |93. 5  MHz | | |Kannada FM Station | |Radio Station |Area |Frequency | | |S FM |Bangalore |93.   MHz | | |Hindi / Other Language FM Station | |Radio Station |Area |Frequency | | |Red FM |New Delhi |93. 5  MHz | | |Red FM |Mumbai |93. 5  MHz | | |Red FM |Kolkatta |93. 5  MHz | | PRINT MEDIA TAMIL NEWSPAPERS Dinakaran – (Daily Morning Newspaper) Tamil Murasu – (Daily Evening Newspaper) WEEKLY TAMIL MAGAZINE Kungumum Mutharam Because of the strong presence of SUN TV in every field whether its print media, TV, Radio and other close competitior in South India it is a clear market leader over there.

Mcdonalds †Operations Mgt Essay

1. What characteristics of McDonald’s production system have been most important in building its record of success and growth in the industry? McDonald’s unique production system has been central to their corporate strategy. Ray Kroc immediately saw value in the McDonald brothers’ production methodology. The McDonald brothers controlled the preparation of each menu item, regulating exactly how much of each topping would go on each burger, in order to maintain consistency and uniformity. Going forward, the company would base their business model on three key tenets: limited menu, low prices, and fast service. Kroc obsessed over perfecting the operating system with these three tenets in mind. He believed that consistency and uniformity, with respect to products, should be the overarching goals of this operation strategy. It began with the â€Å"Speedee Service System† in 1948 and continued to evolve from that point. McDonald’s operating system focused on four key areas: improving the product, improving equipment, developing excellent supplier relations, and developing and monitoring franchisees. McDonald’s had created a unique relationship with its franchisees and suppliers. McDonald’s believed that franchise growth was where they should make their profits, not primarily from the franchise fees, which had been the industry standard. This relationship fostered growth and innovation as franchisees made recommendations and provided feedback on what was working and what wasn’t. McDonald’s broke another industry standard by developed very close relationships with supplier. McDonald’s worked closely with suppliers to ensure consistently high quality food products made to McDonald’s’ exact specifications. By working with the suppliers to control the quality of their products, McDonald’s’ was helping to ensure that a burger served at any one of their locations would look the same, taste the same, and reinforce McDonald’s’ reputation for quality and consistency. The suppliers knew that if they met the very s pecific standards set forth by McDonald’s, they would be rewarded with the loyalty of a very lucrative customer. This relationship was mutually beneficial as the consistent demand from McDonald’s helped suppliers grow alongside the chain, turning small farming operations into major institutional vendors. 2. What are the primary new challenges McDonald’s faces in the 1990s? In the early ‘90s, McDonald’s legendary growth rate began to slow. Consumer preferences were changing and McDonald’s worried that the limited menu that had served them so well over the previous decades might not be enough to carry them into the future. Going into the 1990s McDonald’s faced many challenges, including increased competition in the domestic quick-service market, consumer pressure to provide healthier options, and increased environmental criticism. The major challenges outlined in the case include the following: Casual dining restaurants, such as Chili’s and Olive Garden, were becoming increasingly popular. These restaurants offered a wide selection of menu items, with prices that could compete with McDonald’s. Drive-thru only chains, such as Sonic and Rally’s, were out-performing McDonald’s on speed of service. These chains were now seeing b ig growth, where McDonald’s’ expansion was slowing down. Taco Bell had become another big competitor. Taco Bell focused on providing an extensive offering of inexpensive Mexican food. Taco Bell had 26 menu items under one dollar. They were able to keep their prices low by shifting food preparation to offsite suppliers, requiring less kitchen space on-site. ïÆ'ËœNutrition was a growing concern among many American consumers, and McDonald’s had become synonymous with high-fat, high-calorie â€Å"fast food†. There was extreme pressure for McDonald’s to augment their menu with healthier options, lower in fat and sodium than the traditional burgers and fries. ïÆ'ËœIncluding a wider variety of items on their menu was likely necessary to meet the changing needs and preferences of their consumers, however McDonald’s core competencies were built around an operating system that was designed for speedy delivery of a limited number of menu items. ïÆ'ËœMcDonald’s had become the target of environmental activists who criticized the agricultural practices of McDonald’s’ suppliers and the company’s extensive use of disposable packaging. 3. What are the key types of flexibility which McDonald’s operations strategy needs to support? Which does it support and how? Which does it not support well and why? Product/service flexibility is the ability of the organization to develop new products and services which customers may find attractive. McDonald’s achieved great success with the introduction of its breakfast menu in the 1970’s, proving that product flexibility is an important mechanism for growth in their industry. That said, the long term success of McDonald’s operating model is largely due to their commitment to maintaining a limited menu. While McDonald’s should continue to develop and test new products, they need to be cautious about expanding their menu too much. Volume and delivery flexibility allows the operation to adjust its output levels and its delivery procedures in order to cope with unexpected changes in how many products and services customers want, when they want them , and/or where they want them. McDonald’s equipment and work flows were designed for maximum efficiency. Speedy service was critical to increase volume of sales per unit time. With respect to delivery models, McDonald’s had also developed a number of different building designs, such as drive-thru only facilities and cafà ©s suitable for small towns. They also placed McDonald’s in new venues, such as schools, hospitals and airports. Mix flexibility allows an organization to produce a wide variety of products and services for its customers to choose from. The operating system at McDonald’s had been constructed to ensure uniformity, quality and speed in all of their restaurants. If they introduce a wide variety of foods it would disrupt an operation strategy built around a limited menu. McDonald’s may have wanted to offer a wide variety of products but it would be a real challenge to maintain their standards with respect to quality, speed, and pricing. 4. How would you adapt the system to accommodate these changes in the US? McDonald’s could adapt their system in several ways to accommodate the changing trends in the US market. They could develop more drive-thru only locations. Off-premise consumption had risen from just 23% in 1982 to 62% in 1990 and overhead costs would be lower under this model. In keeping with this theme, McDonald’s should continue to develop smaller outlets in venues like schools, airports, and sporting arenas. They should continue to work on product development, but should focus on potential offerings that could be produced quickly and easily with their existing equipment. Products that will likely require additional time and aren’t aligned with the restaurant’s traditional offerings (e.g. lasagna) should be avoided. They should consider healthier options that still fit with the traditional concept of what McDonald’s offers, such as veggie burgers, or low fat chicken sandwiches. They should take steps to improve their environmental image, by encouraging suppliers to adopt environmentally responsible practices, and by looking for opportunities to reduce unnecessary packaging. This will provide dual benefits by improving their image and reducing costs at the same time. 5. How can McDonald’s lay the basis for future growth? The Ansoff product-market matrix outlines four possible strategic directions a firm can take, in order to grow. Existing Products New Products MARKET PENETRATION †¢Focus on promotion of existing product lineup †¢Focus on increasing number of restaurants in US †¢Focus on increasing sales in existing restaurantsPRODUCT DEVELOPMENT †¢Focus on developing new menu items to add to current lineup †¢Explore ways to modify operating system to allow speedy delivery of new items †¢Build relationships with new suppliers to source inputs for new menu items at low cost MARKET DEVELOPMENT †¢Focus on delivering core menu items in international locations †¢Focus on increasing number of restaurants in countries where the chain has had most success †¢Focus on increasing sales in existing overseas restaurants DIVERSIFICATION †¢Try out new menu items in international locations †¢Focus on developing new menu items that appeal to customers in specific geographies (e.g. curries in India) †¢Build relationships with new suppliers in host countries Existing Markets New Markets McDonald’s should adopt a growth strategy that focuses on Market Development, with limited Product Development. McDonald’s needs to recognize and accept that a firm cannot grow indefinitely in a restricted territory. They cannot expect their historical 25% annual domestic growth to continue forever. Their slowing growth rates in the US suggest they are likely approaching market saturation in the United States. They should stick to the operating model that has been so successful for them, and look outside US borders for growth opportunities. McDonald’s should not try to be all things to all people. McDonald’s needs to recognize who their customers are, and what they expect when they go to McDonald’s. The company should not deviate too far away from their original business model (limited menu, low prices, fast service). McDonald’s should focus on delivering their core products to an ever expanding geographic territory, instead of complicating their operating model, increasing service time, and decreasing margins, by offering an ever-expanding array of menu items. New menu items should be easy to deliver with existing equipment and established workflows (e.g. veggie burgers, lamb burgers, lean patties, chicken burgers). With respect to US sales, the case cited that only 20% of McDonald’s sales came from dinner. This may be a possible frontier for growth, but an entirely new menu should not be required to bring people in for dinner. This seems to be more of a marketing issue. McDonald’s needs to position themselves as â€Å"top of mind† when people are driving home from work, with nothing prepared for supper. Perhaps repackaging their existing products into a family package, similar to those offered by KFC, would help in this regard.

Animal testing on cosmetics Research Paper Example | Topics and Well Written Essays - 1500 words

Animal testing on cosmetics - Research Paper Example The debate on animal testing and the moral and ethical dilemmas that arise is not a simple black and white issue with clear supporters and opposes except for a few hardliners. As Monamy says â€Å"most people will not have to perform animal experiments†(2), and therefore many people are not fully aware of the processes involved in animal testing and are not involved in the procedures and therefore are not in a position to give an accurate opinion on the practice. Modern day debate has however changed as there has been a dilemma been faced in many regions where it is not a simple case of supporting or opposing. In Australia the population of Kangaroos frequently exceeds the numbers the land can hold and so they are culled. According to Monamy, â€Å"There is debate as to whether Kangaroos killed in pastoral areas when numbers become too high† (3). The discussion centers on why the animals have not instead been eaten the same way that cows and sheep are used or even as su bstitutes for guinea pigs. It would appear that for the opposers to this move it is better for the animal to have a dignified death in culling than have them humiliated in lab having tests performed on them. One of the main reasons that animal testing needs to stop is that in spite of efforts to ensure that there are standardized procedures that would ensure the fair treatment of animals, there are so many loopholes in the current laws that procedures that border on unfair treatment to animals can still be carried out without any action taken against them. The procedures have also become extremely numerous and thus difficult to regulate. Latham says, â€Å"This is exactly what might be expected given the incredible volume and variety of animal research† (38), even if the law were to come out and ban practices that it currently views as unacceptable, given the ever changing nature of research and development, it can be concluded that new procedures do come up faster than the t ime it takes to investigate and enact laws regarding their use. For this reason an outright stop to the practice of animal testing would be a more effective solution to the problem of animals getting harmed during research more so in the field of cosmetics where the end product is most of the time simply made to satisfy the vanity of an individual. According to Stephanie, â€Å"sixty-five percent of the population people support the use of animals for testing products for medical purposes (33).† It is for medical purposes that they support these procedures; the use of animal testing in the cosmetic industry does not have as many supporters. Animal testing must also stop due to the use practice of some experiments which from the start are outright to cause harm to the animal even if the purpose is to benefit humans in the end. An example of this is seen in the testing of the telos characteristic in animals. The telos characteristic is a trait that is observed in jackals and ra ccoons whereby if the leg is trapped and no amount of struggle will set them free then the animal opts to gnaw off the leg rather than be immobilized. An experiment that is set up to see if this characteristic is present in other animals has no excuse to say that it did not intend to harm the

Analysis paper on Cathedralby Raymond Carver Assignment

Analysis paper on Cathedralby Raymond Carver - Assignment Example As the host, the narrator has to contribute in the conversation to keep the guest comfortable. Despite his fears and prejudices, he takes the obligations of a hospitable host. It is in this setting, mood, and atmosphere that the narrator experiences change. The setting allows events to run from dining together to sharing of drinks. Throughout these events, the narrator observes the blind man with keen interest trying to understand his world. At the beginning of the story, the narrator doubts the close relationship between his wife and the blind man. His insecurities and closed-mindedness limit his happiness in marriage. As they share a meal in the dining room, the narrator realizes that despite his lack of vision, Robert can comfortably observe the dining etiquette. The narrator’s view towards the blind changes, as the plot of the story unfolds in his house. After dinner, a few drinks and cigarettes, the narrator’s wife falls asleep in the living room, leaving the two men to talk. The narrator intends to use the television as an escape from engaging in a conversation with Robert. Robert lacks vision and this creates a barrier between the two men. The open-minded blind man is not willing to go to bed but prefers to get to know his host better. Despite his attitude towards Robert, the narrator gives in to the guest’s request and the two indulge in a conversation on cathedrals. This conversation crops up because of a channel on the television that seeks to expose the viewer to cathedrals from different cultures. The setting poses a challenge to the narrator to take the initiative of enlightening Robert on the appearance of cathedrals. Due to lack of vision, Robert cannot imagine the appearance of a cathedral. The situation at hand forces the narrator to try to paint a picture of a cathedral using words but fails. This is the point at which the two men realize the need of a better connection. The two belong to

An examination and Investigation of the UK Construction Industry Essay

An examination and Investigation of the UK Construction Industry skills shortage crisis. What strategy is being adopted to combat the current skills shortage A - Essay Example found that 1,602 people currently work within the built heritage sector in London, preserving some 891,000 pre-1919 historic buildings, including 19,096 listed buildings. However, with 27 per cent of local contractors having outstanding vacancies and the workload ever increasing, the industry needs to recruit almost 550 people at a local level in the next one year just to meet immediate demand. It includes such a diversified group of workers like carpenters, speciality bricklayers and slate and tile roofers, lead-workers and stonemasons and joiners to work in construction industry estimated to be worth over  £3.5billion across England every year. It was also felt that there will be severe shortage of different construction workers involved with skills such as drystone walling, thatching, millwrighting, earth walling, and flint-knapping in coming 15-20 years in United Kingdom. In England today, there are currently only around 270 professional members of the Dry Stone Walling Association, under 1,000 thatchers and about 50 firms who work on cob and earth buildings. In the next one year alone, there is a need for almost 200 lime plasterers, around 140 wattle and daub craftspeople, over 100 glaziers, over 80 clay dabbins craftspeople, and almost 60 cob builders and dry stone wallers. It reflects the fact that not only does the report produce yet further evidence that heritage conservation skills1 are at risk, but uniquely it puts forward an action plan to tackle specific problems. Hence it is high time for all policy makers and enterpreneurs for joined-up thinking and concerted action across the construction industry, the built heritage sector, educational establishments, careers organisations, funding bodies and government departments to tackle a vital issue that is at the heart of sustaining two In case of private buildings, almost two thirds of public and commercial stockholders and private home dwellers expressed a high level of satisfaction with the work done

Marketing plan Essay Example | Topics and Well Written Essays - 3000 words - 2

Marketing plan - Essay Example Second part discusses the international marketing plan and third is the recommendation. Nestle SA is a multinational company that has been successful in holding business in many parts of the world. As a matter of expansion, it is planning to enter a new territory. How they will enter the territory and its marketing strategies will be discussed in this paper. Nestle SA is the holding company of Nestle Group that is based in Switzerland. It was founded by Henri Nestle whose name is retained as company’s name. Its main activities are the development and production of food and beverages. Nestle Group manages the food and beverage activities in three geographical areas (Europe, America and Asia, Oceania and Africa), and globally for Nestle Water, Nestle Nutrition, and other food and beverages). As of 2012, company has employed 328,000 people worldwide and earned CHF 92.2 billion. (Reuters. 2015). Top 3 competitors to Nestle are Mars, Inc., Danone and Mondelez, International, Inc. Company mission of â€Å"Good food, good life† is to provide consumers with the best tasting, most nutritious choices in a wide range of food and beverage categories and eating occasions, from morning to night.†(Reuters. 2015) Discussion about relevant historical developments of India, in this paper, starts in the 19th wherein it was reigned by Great Britain. It was granted independence in 1947 after years of non-violent resistance was staged by its leader Gandhi. Earlier years were not peaceful, since after gaining independence, it was disturbed by three wars with neighboring countries, and the last one was in 1971 that resulted to the separation of Pakistan and India. There were nuclear threats in 1988 and a terrorists attack in Mumbai on the same year. (CIA Worldfactbook, 2015). Country remained calm after this. India’s growth started in 1991 after a series of economic

Business Regulation Simulation Essay Example | Topics and Well Written Essays - 1750 words

Business Regulation Simulation - Essay Example The simulation will be based on the Legal Environment of Business Simulation UOP. the aim of the paper is to identify and analyze the main facts, regulations, and legal issues which influence the company and its stakeholders. Also, the paper will cover risk analysis and ethical questions, and provide possible solutions to the problem exist. The aim of EPA rules is to promote better self-regulation of business. EPA rules and regulations have a great impact on decision-making process determining direction and strategies of future growth and development. EPA found that five years ago, Alumina violated environmental regulations and rules. According to commission results, PAH concentration was above the norm. Thus, Alumina asked for another test and received a good record of compliance. Except this case, the company strictly follows environmental rules and regulations. This adversarial mode of business-government relationships in the regulatory arena can be adapted to a more cooperative, less confrontational mode through positive interaction between compliance officials from the public and the private sectors. The central theme of interactive corporate compliance is the encouragement of effective compliance systems within each business so as to ensure that the purposes of public policy are reflected in the internal operatio ns of American businesses--not only through the threats of enforcement efforts for noncompliance, but also through the positive effects of recognition of the obligations to make corporate practices square with the requirements of public policy. Voluntary compliance can be made palatable, and even profitable, in an effective scheme of interactive compliance (Hildreth 2007; US. EPA 2006). The Freedom of Information Act (FOIA) is another important issue in simulation. Among most FOIA officers, the individuals who process the requests and authorize the disclosures, there is, in fact, a genuine respect for the FOIA. This act was signed by Even Lyndon Johnson in 1966. Following this Act, Alumina asked the Environmental Protection Agency (EPA) to disclose the information concerning their spill five years ago. No one, in or out of government, can deny the oppressive delays in agency response to FOIA requests, but this varies from agency to agency and is often due to the refusal of the executive branch to provide adequate funding and staffing for its FOIA sections. Indeed, there is considerable evidence that the career professionals overseeing the implementation of the FOIA in federal agencies have, for the most part, accepted the principle of the public's right to know (Richter, 2002). Another important factor covered by the study is the U.S Environmental Protection Agency Compliance Incentives and Auditing policy. The aim of this strategy is to identify all aspects of its production, storage, and transportation operations, analyzing its management systems, and other systems designed to avoid, prevent, or mitigate spills. More and more, individual citizens throughout the country are deciding to reward what they see as "good" businesses with patronage, support, and good will and to tell the dishonest or unethical corporations to shape up or lose their business. This is becoming particularly evident in the areas of the environment and public health. Kelly