The issues faced by red tape shoes

The issues faced by red tape shoes As I am the customer of RED TAPE shoes and seen its globalization in a very short period time and also have done corporate social responsibility in many area . In a limited period of time increased its foreign investment .so this is a the issues why i have taken mirza tanner as my topic. Kanpur, Uttar Pradesh was originally incorporated as a Private Limited Company under the Companies Act, 1956 on 5th Sep., 1979 under the name and style of Mirza Tanners Pvt. Ltd. The Company became a Deemed Public Limited Company from 1st July, 1993 and converted into a Public Limited Company. The Company has been promoted by Mr. Irshad Mirza and Mr. Rashid Ahmad Mirza. Mr. Irshad Mirza is having more than 40 years of experience in the manufacturing and marketing of Leather Products. The Tannery Unit of the Company was set up in 1981 which has been gradually modernised and expanded to the present capacity to produce 50.00 lac sq. ft. of high quality Finished Leather. This conforms to the specifications approved by the Government of India given under the Export Control Order, 1991. In the year 1988, the Company diversified into manufacturing of 2.25 lac pairs of Shoe Uppers per annum by setting up an integrated unit at Juhi, Kanpur which was increased to its present capacity of 4.50 lacs pairs of Shoe uppers. Subsequently, the Company established a complete shoe factory in the year 1990 at Magarwara, Unnao for manufacture of 2.25 lac pairs of Shoes per annum which was increased to its present capacity of 4.50 lacs pairs of Shoes during 1992-93. The objective of the Company behind setting up these factories was mainly for catering to the quality conscious export markets of United Kingdom, Germany, Italy, Portugal and also to Australia. (DION GLOBAL SOLUTIONS LTD) VISION: We want to achieve and embrace the world wide leaders position by sticking to our core values. We want to reach an altius and extend it to horizons. Our vision is put into action through programs and a focus on craftmenship, activities to benefit society, and a commitment to build shareholder value by making Shoemac Leather Tech Engineers a truly sustainable company. MISSION: To keep  researching developing tech savvy machines, tannery mechanism  and other components to optimize the production and minimize the cost. We love to satisfy our global clients with our core values; customized solutions, excellent quality, reasonable price, punctual delivery and sincere service. AIM: The main objective of setting up this company was to enable the Indian Industry to overcome hardship faced while importing shoe machinery so that within the country itself, the indigenous machinery and components could be Easily developed with a view to optimize the cost and economize the operations and by the setting up of this company we have bring our country out of inferiority complex. Further, the valuable foreign exchange will be saved as the machines are locally available. GLOBALIZATION: As people do not like to experiment too much with their skin same is the case with footwear. When choosing footwear the one thing that is most important is comfort. Although with the changing trends peoples perception about footwear is also changing but one thing that does not change is the comfort level provided by a particular brand of shoes. Shoes were never a subject of major concern for the common middle class Indian till recently. Due to the emerging fashion trends in India over the last few decades shoes have become an integral part of a persons overall appearance. Nowadays there are shoes meant for different occasions. The two most famous categories of shoes are formal and sports shoes. The sports shoes market in India is also very big considering the large population of youth in the country. The top sports shoe brands in India are Reebok, Nike and Adidas. These top shoe brands in India are all international brands but have over the years captured the Indian market tremendously. They have penetrated in almost all the Indian cities and towns.   The footwear industry in India has also witnessed a significant growth over the last few years. Due to the increasing levels of consciousness about Indians regarding the way they look due to this the clothes and footwear market in India has been on a roll since the last ten years.   India is one of the major global shoe manufacturers and is responsible for churning out almost 1736 million pairs of shoes annually. India is said to be the second largest shoe manufacturers only after China. One of the major reasons for booming footwear industry in India is the availability of cheap labour and abundant raw materials. India is also one of the biggest good quality leather exporters in the world. Since shoes are not bought everyday the one thing that is most important while purchasing shoes is its quality. People nowadays are mixing comfort with the emerging fashion trend. A shoe along with being comfortable also has to be visually appealing. Some of the Top Shoe Brands in India are Red Tape, Florsheim, Gabor, Salamander, Clarks, and St. Micheals. These top shoe brands in India are known for their durability, superior balance and grip and enormous collections of stylish shoes for both men and women. They are also made out of the finest of leather and are also priced mo derately. Red Tape which is currently the Top Shoe Brands in India is a hot favourite among the men of the count Known for its unparalleled comfort, international styles and finesse, Red Tape the flagship brand of Mirza International Limited, was launched in the year 1996. The brand has today become synonymous with hi-fashion lifestyle, owing to its unmatched quality, skilled craftsmanship and trendy products. Endorsed by the style icon Salman Khan, Red Tape  has become Indias most loved premium lifestyle brand. (Business maps .India(12/02/2010) Red Tape Fashion for Your Feet: Red Tape has emerged as a leader in the high-end fashion footwear segment. The Red Tape footwear range is designed in company-owned design studios in the UK and Italy and manufactured using international quality materials from European countries. Having become Indias favourite mens footwear, the brand has now diversified into Womens footwear. Redtape-FashionforYou: Red Tape has recently forayed into the apparel sector and unveiled mens clothing and accessories line up. This new range offers an eclectic mix of casual wear including shirts, jackets, denims, tees, pants/shorts and accessories such as belts, socks and wallets. Red Tape- Fashion for the World: Red Tape is an international brand, present across the US, UK, France, Germany, West Asia and South Africa. The Red Tape products are being sold globally through the companys extensive global distribution channel. Red Tape Fashion that is Truly Global The Red Tape range of shoes, apparel accessories reflect the latest fashion tends across the globe. These are designed in company-owned design studios in the UK and Italy and manufactured using international quality materials from European countries, in order to produce a truly global product. Red Tape Fashion in Your Reach Red Tape products are available across India through multiple brand outlets, chain stores and exclusive Red Tape showrooms. Its countrywide network of exclusive showrooms spans 30 cities in India. (MIRZA INTERNATIONAL LTD, 2007) KEY DRIVER OF GLOBALIZATION: With an eye on the potential of the sector, the Indian Government has placed an emphasis on the utilization of the available raw materials to maximize returns. It has introduced a number of  initiatives, with the special emphasis on integrated development  of the tanning sector.  These includes raw material augmentation, technology upgrade, and promotion of  environmental cleaner processing options, quality standardization and  human skills development .To encourage training of unorganized artisan workers, the Government has given support to well equipped training institutions to encourage training programmes to be given jointly with reputed foreign enterprises and experts the various measures taken by the government are as follows- De-licensing of integrated tanneries that convert raw hides and skins into finished leather. Several leather goods have been de-reserved from the small Scale Sector. Free import of raw hides skins, semi-finished and  finished leather. Concessional duty on  imported machinery and chemicals. Free export of raw  hides skins, semi-finished and  finished leather and leather products. Policies to facilitate modernization / up gradation: In June 2005 the government  initiated a Rs. 2788.45  million (50.82  Million Euros)  µmodernizing scheme ¶ called the  µ Integrated Leather Development Programme ¶, whereby all leather tanning and product  units will be eligible for modernization assistance. The assistance will be to the  extent of 30% of  project cost for Small scale industry (SSI) units and 20% for non-SSI units. Establishment of  µdesign centres ¶ at individual manufacturing units, to  facilitate improvement in design capabilities: Under this scheme, 25  % of the project cost is provided to the units under the market access initiative scheme of the Ministry Of  Commerce and Industry. The regulatory body for this  industry is: Council for Leather Exports (CLE): The Council for Leather Exports was set up in July 1984. A non-profit company registered under  the Indian Companies Act, 1956, the Council functions under the Ministry of Commerce, Government of India. The Council is entrusted with export promotion activities and overall development of the Indian  leather industry. The Councils activities also include promoting Foreign Direct Investments and Joint Ventures in the Indian leather industry. The CLE serves as a bridge between Indian leather exporters and buyers all over the  world. Council for Leather. (WWW.FIBRE2 FASHION.COM) CSR: Welfare of the neighbouring communities Resettlement of War Victims Donations to Prime Ministers Relief Fund are made through district administration from time to time Flag Day, on every Dec 7th, is celebrated by extending generous financial contribution to the Armed Forces Welfare Fund. Ex-Servicemen are offered resettlement opportunities. Till now around 200 ex-service personnel have been offered job opportunities in the factories and other locations as regular employees or as security personnel. Army Wives Welfare Association is helped through generous donations, distribution of sewing machines and their felicitation at various occasions. Financial aid provided to meet the vocational training needs of war widows and Kargil war victims. Resettlement of War Victims Blankets are distributed to the poor during extreme winter conditions Temporary shelter is extended to the needy, poor and those displaced due to natural calamities. Financial assistance is offered regularly to Kusht Niyanthran and NinmoolanCentre at 11,  Knowledge  Park, Greater Noida. Blood Donation Camp was organized at the unit premises, where employees and the directors donated blood for noble cause. Environmental Preservation: Environmental Management System has been implemented in the factory and awareness towards environmental protection is spread to the locals. The unit has been certified as ISO 14001:2004 Encouraged and promoted Ganga Cleaning Abhyas to ensure clean drinking water and to reduce pollution. Pioneer in setting up an in-house Effluent Treatment Plant at the Tannery. World Environment Day Van Mahotsav observed every year and workers and management jointly plant trees at various locations. All DG sets have been replaced with Eco-friendly ones. All vehicles are being replaced with CNG vehicles in a phased manner. Corporate Social Responsibility  ( Annual Report 2007-08) The Company also attempted to leave a mark as a socially responsible corporate citizen, by taking all meaningful measures to enrich the environment and the people all around, especially the backward and economically weaker sections of the society. The Company is fully aware of its responsibilities towards areas like Human Rights, Business Ethics, Corporate Contributions, Environmental Policies, Community Development and Work Place issues. (WWW.MIRZA. CO.IN/ IN CORPORATE RESPONSIBILITY, 2008) COPORATE GOVERNANCE: Your company is committed to good governance practices that create long term sustainable shareholder value. Keeping in view of the Companys size, global operations and corporate traditions, the board of director lays strong emphasis on transparency, accountability and integrity. A separate report on Corporate Governance together with a certificate from Statutory Auditors confirming compliance with corporate governance requirement as stipulated in Clause 49 of the listing agreement with the stock exchange has been annexed as part of this report. MANAGEMENT DISCUSSION AND ANALYSIS: Industry Structure and Development: Leather Industry in India has come a long way over the last four decades. From a resource based industry supplying abundant Indian raw hides in semi-finished and finished state, it is now a major supplier of value added finished goods like footwear, bags travel accessories, harness saddlery and fashion accessories like belts and wallets. From the status of exporter of raw hides semi-finished leather, the country has now turned into a major importer of these goods. With a high employment potential leather industry has always been on the priority list of government. Planning. The present Government has placed the development of this industry on a yet higher priority and has formulated a scheme of setting up leather parks across the country. The industry, therefore, will witness accelerated growth over the coming years. The export of leather and leather products for the first nine months of 2007-08 i.e. April-December 2007 touched US$ 2485.58 million a g a i n s t t h e p e r fo r ma n c e o f US $ 2258 .81 million in t h e corresponding period of last year, registering a positive growth of 10.4% in Dollar terms. In rupee terms the export touched Rs. 100435.54 million against the previous year performance of Rs. 103021.12 million showing a decline of 2.51%. Export of footwear (leather, footwear components non leather footwear) has increased from US$ 871.92 million in April-December, 2006 to US$ 1023.31 million in April-December, 2007, registering a growth of 17.36%. Opportunities, Threats, Risks Concerns: The pressure on China to strengthen its currency presents a historical opportunity to all Indian exporters who face stiff competition from cheap Chinese products. Your company is no exception. It expects a sustained growth of demand for its products from global customers in the forthcoming years. Global hardening of crude oil price has led to a sharp escalation in cost of several raw materials. Oil prices in India were held back by the Government but will rise sharply in future. This would have impact on cost of power and fuel, inland transportation, air and sea freight and also an all round increase in costs in the economy. This will pose fresh challenges for your company. A high degree of volatility has characterized the currency markets throughout the last year and the same is expected to continue in future. Such sharp volatility brings along with it, a high degree of uncertainty. In such a scenario, currency risk management is another major challenge before the company. Outlook: Despite the above challenges the outlook for your company is bright with surging demand for its products. Increased capacities will bring economies of scale. The increase in oil prices has weakened the Indian rupee and the company will be a beneficiary of the same. Segment-wise Performance: The companys business segment is primarily Shoe Division and Tannery Division. During the year under review, the Shoe Division revenue was Rs. 283.35 Crores and Tannery Division revenue was Rs. 97.30 Crores. Internal Control System and their Adequacy: The Company has a well established framework of internal controls in operation, including suitable monitoring procedures and self assessment exercises. An independent Internal Audit function reviews the Companys financial and operating controls at various locations. The companys Risk Management frame work ensures compliance with the provisions of Clause 49 of the Listing Agreement. Senior Management has ownership of key risks, their management and mitigation plans. The Board, through the Audit Committee, headed by a non-executive independent director, reviews the key risks, the internal control framework and the audit findings. Discussions of financial were almost at the same level as last year. However, profitability of the company has suffered due to increase in cost of all major input items, increase in interest rates, lower value realization on account of stronger rupee. Management is continuously honing competencies to improve the range and designs of our product by making substantial investments for scaling up the capacities to achieve higher profitability. Human Resources Human Resources forms an integral part of your Companys strategy for growth. On the Industrial Relations front, your company continued to enjoy a cordially and harmonious relations with its employees and Unions. Your company had a staff strength of 1860 employees as on 31st March, 2008.Your company is a blue chip footwear company, certified for ISO-9001:2000 (Quality Management System), ISO-14001:2004 (Environmental Management System) and SA-8000:2001 (Social Accountability Management System), equipped with Labs accredited SATRA Tec hnology Centre (UK) and accorded Associate Membership by Foot Wear Design Development Institute (Ministry of Commerce Industry, Government of India). Corporate Social Responsibility Your Company also attempted to leave a mark as a socially responsible corporate citizen, by taking all meaningful measures to enrich the environment and the people all around, specially the backward and economically weaker sections of the society. Your Company is fully aware of its responsibilities towards areas like Human Rights, Business Ethics, Corporate contributions, Environmental Policies, Community Development and Work Place issues. MIRZA INTERNATIONAL: VALUES: High-end, fully integrated rather shoe manufacturing facilities offering considerable cost advantage and international quality. Its Competitive advantage owing to companys established premium brands and knowledge of Indian consumers. Its a growing network of exclusive company-owned and franchised stores for retailing companys products. Superior technological capabilities backed by a pool of highly skilled designers and extensive distribution network. SWOT: Strengths High Growth Ready availability of highly skilled and cheap manpower Large raw material base Policy initiatives taken by the Government Capability to assimilate new technologies and handle large projects Continuous emphasis on product development and design up gradation Weaknesses Lack of warehousing support from the government International price fluctuation Huge labour force resulting in high labour charges Lack of strong presence in the global fashion market Unawareness of international standards by many players Opportunities Rising potential in the domestic market Growing fashion consciousness globally Use of information technology and decision support software to help eliminate the length of the production cycle for different products Use of e-commerce in direct marketing Threats Major part of the industry is unorganised Limited scope for mobilising funds through private placements and public issues (many businesses are family-owned) Difficulty in obtaining bank loans resulting in high cost of private borrowing Stricter international standards High competition from East European countries and other Asian countries. Lack of communication facilities and skills PESTEL ANALYSIS: Political Home market lobbying/pressure groups Very few sporting events apart from taking stars like SALMAN KHAN, to attract customers. Economic a. Marginal share of 2.44 percent in global trade worth US$ 97.606 billion. b. Estimated target of 12 bn $ (7bn $ export + 5 bn $ domestic) trade by the year 2012 overseas economies and trends. c. The Indian footwear retail market is expected to grow at a CAGR of over 20% for the period spanning from 2008 to 2011. Footwear is expected to comprise about 60% of the total leather exports by 2011 from over 38% in 2006-07. d. Growing middle class and growing buyer power leading customers to look for branded shoes. e. Seasonality issues sports is more of a rage in summers. f. Lack of targeting of market segments for kids and women. Social Lifestyle trends upward shift demographics Consumer attitudes and opinions changing favourably towards branded shoes Media views Consumer buying patterns fashion and role models buying access and trendsà ¢Ã¢â€š ¬Ã‚ ¢ advertising and publicity Technological Competing technology development India offers benefits like low cost of production, abundant raw material, and a huge Consumption market Research funding in design and requirements Manufacturing maturity and capacity Information and communications Consumer buying mechanisms/technology Innovation potential technology access, licensing, patents FDI (foreign direct investment): Red tape affecting FDI: New Delhi: an investor unfriendly regulatory framework and high levels of red tape have been identified as the major roadblocks in the path of FDI inflows into India, according to a study. and its no wonder that only 40 per cent of the total $74.29 billion FDI approved for the country has made its way to the implementation stage. in comparison, china attracts over $40 billion FDI per annum, while a majority of the 385 multinational firms feel that India is a robust market with huge potential, thanks to more profitable operations here than elsewhere, the regulatory frameworks and ground-level hassles act as the biggest disadvantages, according to the FICCI FDI survey 2002. Further, the unfriendly tax regime, labour laws and procedural delays in project implementation were the other factors hampering FDI inflow but India now seems determined to change it all. an inter ministerial committee is likely to submit its report next month suggesting measures to simplify multiple clearances and revamping the structure of to boost Fdi. the committee, chaired by the industry secretary v Govindrajan, is examining all existing procedures for investment approvals and implementation of projects, official sources said the committee would suggest measures to simplify and expedite the process for both public and private investment. The main objective would be to hasten the process of clearance as also to improve the quality of the FDI. meanwhile, 57 per cent of the participants in FICCIS survey dubbed India as a bad investment destination when compared to other global counterparts. over 70 per cent of the companies cited political stability as a critical factor for inviting fdi in future. while manpower was not a concern for overseas firms, 76 per cent of the respondents felt that ground level hassles need to be improved for luring foreign investors (TIMES OF INDIA. INDIA TIME). Infrastructure, red tape bottlenecks to FDI: FICCI survey: With India emerging as a preferred destination, foreign investors have shown strong concern over the state of infrastructure facilities and procedural delays in the country. According to the FICCI FDI Survey 2010, nearly 70% of firms have rated efforts made by the government for providing standardised investment information and proactive marketing of to attract foreign direct investment (FDI) as average. While 86% of the respondents have expressed dissatisfaction with regard to quality and quantity of power made available to them, about 75% have rated the quality of roads and highways in the country as bad and 68% have complained about availability of water for their operations, the survey said Overall, FDI inflows to the developing world continues to Overwhelmingly concentrated in middle-income countries, with Brazil, Russia, India, and China (BRIC) alone absorbing about half, the report said. (HT CORRESPONDENT HINDUSTAN TIMES, NEW DELHI, 12TH DEC 2012) REFLECTION: As I am a customer of RED TAPE SO , learnt lot from the company about the globalization its factor and main issue that have raise the company to its peak point and I am very much influenced by the CSR activities that company has done in the past to adequate its preference in the country in the field of leather as many industry follows its quality of opportunities and strength to overcome other company in their sector ,this company have many positive trend for the future prospect in the global world. Top most management of RED TAPE is dealing the company in a positive way and make customer and employee feel happy .It also done social programme for the welfare of war victim by providing all the thing that is required by them. There are some good and bad aspect of all the process .so, red tape also have some bad aspect but the well establish company fluently and smoothly over come the problem and by the correct corporate governance of governing body. At last i am very much influence by the dealing manner of the top management, CSR activities, strength and opportunities that combines to make a Company to give its best in every sector and make a company to reach its peak point. CONCLUSION: The small firms have very limited financial capability to introduce environmentally friendly technologies and production methods. The technology used by Indian leather firms is, by and large, outdated and inefficient. Their environmental performance is poor. They do not use environmentally friendly technologies and produce large amounts of effluent with a high load of pollutant. They also have limited capacity to treat effluent, and in many cases these facilities are not effective. Our case studies of tanneries of RED TAPE areas indicate that show that the adoption of new technology by firms has three important motives. These are: a) a need to meet the environmental standards in the importing countries b) a need to comply with the environmental regulations in India and a need to improve productivity c) The efficient use of raw materials, water, chemicals and power all of which will have positive environmental impact) has not been an important objective of technical change. We also find that strict enforcement of environmental regulations and the availability of financial support at concessional terms are considered by the firms to be important factors which will motivate them to adopt environmentally friendly production methods. Finally, it is unlikely that Indian firms will be able to create a niche in the international market by exporting leather produced through environmentally friendly production processes in the near future. As shown by the study, the processes used by most Indian exporters are not environmentally friendly. Furthermore, they are not in a position to acquire eco labeling, as most of them do not receive consent from the Pollution Board. We feel that the strict enforcement of environmental regulations and the provision of financial support meant especially for the adoption of environmentally friendly technologies are essential if firms are to be motivated to adopt PEST and improve their environmental performance. It is only when these steps are taken that Indian firms will have a realistic chance of emerging as an important exporter of leather goods produced with environmentally friendly production methods. REFERENCES (n.d.). Retrieved from WWW.FIBRE2 FASHION.COM. (2008). Retrieved from WWW.MIRZA. CO.IN/ IN CORPORATE RESPONSIBILITY. DION GLOBAL SOLUTIONS LTD. (n.d.). HT CORRESPONDENT HINDUSTAN TIMES, NEW DELHI. (12TH DEC 2012). MIRZA INTERNATIONAL. (28TH FEB 2007). ECONOMIC TIMES . INDIA TIMES .COM. MIRZA INTERNATIONAL LTD. (2007). TIMES OF INDIA. INDIA TIME. (n.d.).

A Term Paper on Qubee Wimax Essay

Acknowledgement By the cordial mercy of Allah, now we will be able to submit our report to our honorable teacher Tahsina Khan Nimmi we strongly believe that it would not be possible preparing such a report without her help. Now we would like to thank our honorable teacher Mrs. Tahsina khan Nimmi for her keen efforts and invaluable guidance, helped us to understand, what the modern concept of marketing mix, Bostorn Consulting Group (BCG) matrix and SWOT analysis which help us to complete this successful completion of the report. This acknowledgment will remain incomplete if we don’t thanks to this person who helped and being corporate with us specially Fayyad Ahmedul hye(Senior product manager-Qubee) for helping me to find necessary information regarding the report. We would also like to express gratitude to our class members. They should be remembered because they produced the platform of our knowledge. Finally we are really grateful to the other employees and officers of Qubee for their help and valuable advice. Again, I like to thank our honorable teacher for giving us such a chance in completion of the report Finally, we like to say that, we have prepared this report from our own experience. We are ready to accept our unwilling errors and omission which belong to us. Executive Summery The report is prepared to determine the marketing mix, BCG matrix, SWOT analysis of Qubee. Qubee has strong and effective compensation policy which works for raising the morale, efficiency and cooperation among the employees and also adopting new operation process, marketing strategy. Through this report, a clear idea is generated about what actually marketing mix, BCG matrix, SWOT analysis is and its impact in Qubee, the importance of these, the methods and policy used to set for these, what type role these plays to encourage the employees to perform better and achieve the standards fixed and the Qubee’s view toward its necessity and success plus how they measure the results. So I can draw a sharp line of the issue toward its impact of the total human resource management department and overall the total operation and efficiency of Qubee especially in the Foreign Exchange (Bangladesh & Pakistan branch). Here I tried my level best to show the compensation system in online sector and integrate the total process with the functions of the Human Resource Management Department, after that I focused on the issue towards the contribution to other department and at last its contribution towards the efficiency and competitiveness of Qubee. Introduction [pic]Qubee is part of the Augere group. Qubee is a new and exciting company from Augere providing fast and reliable broadband internet services to residential and business customers across Bangladesh. qubee believes that everyone should be able to enjoy trouble-free access to the internet and the world of opportunities that it brings. Their aim is to make a magical internet experience available to everyone, everyday, without exception. Qubee is the creation of a group of global telecoms professionals who saw that a new technology called WiMAX could really change the internet experience for millions of people worldwide. WiMAX means that people don’t  need telephone lines or cable to get connected: all people’s need is to live close enough to a transmitter to receive the internet wirelessly. Qubee is busy building a network of base stations to offer their brand of internet access right across Bangladesh. They’re starting in Dhaka, but quickly plan to do the same in cities nationwide. Qubee has gathered a highly talented team right here in Bangladesh to build a company that’s determined to improve the internet experience for millions of people – not just here, but ultimately all over the world. History Augere Wireless Broadband Bangladesh Ltd, one of the licensees to whom BTRC gave license last year to run business providing Wimax [pic] facility in Bangladesh, has inaugurated Wimax internet service in some selected areas of the capital. The inauguration ceremony was held on 21st October in a hotel in Dhaka. Augere named much-waited Wimax internet service â€Å"Qubee†. On its inauguration ceremony, Russel T Ahmed, head of marketing, Augere, said that the service is initially being given in Gulshan, Banani, Mirpur, Bashundhara Residential Area, and Uttara Residential & Commercial Area. Anyone living in these areas can become a subscriber of the country’s first Wimax service provider, Qubee. Augere said that the service will be available in each part of the country in near future. WiMax is a technology that provides wireless transmission of data using a variety of transmission modes from point-to-multipoint links to portable and fully mobile internet access. Bangladeshi internet users have been dying for this technology since past few years. Last year Bangladesh Telecommunication Regulatory Commission (BTRC) arranged an auction for starting Wimax business in Bangladesh. Augere, who has already started Wimax Internet service in Bangladesh under the brand name â€Å"Qubee†, is one of the four winners of the auction. After the launch of Wimax in Bangladesh with the hand of Augure wireless  Broadband Bangladesh Ltd, mixed reaction is seen among general people of the country. Most of them are not satisfied due to the â€Å"Extreme Monthly Charge† applicable for Wimax customers. However, on the inauguration ceremony of Qubee, it was said that the monthly charge will be reduced by making some offers in future. What’s qubee: Qubee is the real internet experience from Augere. They believe that everyone should be able to enjoy trouble-free access to the internet and the opportunities that it brings. They also believe that in the internet world, speed is happiness so they offer fast and reliable download backed up by customer service that never sleeps. They aren’t just making the internet work; they’re making it work beautifully. Where’s Qubee: Qubee is a new company providing fast, reliable and competitively priced broadband internet services to emerging markets around the world. They believe that everyone should be able to enjoy trouble-free access to the internet and the world of opportunities that it brings. Their aim is to make a magical internet experience available to everyone, everyday, without exception. [pic]

A Critical Analysis of Ground Handling Service Benchmarking at European Hub Airports Essay

This paper will critically analyze a paper published in the International Journal of Production Economics in January 2009 (Volume 117, Issue 1) (Schmidberger, Bals, Hartmann, & Jahns, 2009) concerning the development and application of a Performance Management System (PMS) for air-side crews in some of the major European hub airports. This study is valuable in that the benchmarking principles established here are relevant to other industries since the same process for developing this holistic benchmarking process can be adapted and applied to generic business processes. See more: how to write an analysis This critique will focus on three major components of this discussion of the benchmarking process, first the conditions that increase the demand for benchmarking considerations prior to benchmarking, and the problems benchmarking can be used to fix. Second, this paper will analyze Schmidberger’s discussion of the development of the PMS including its integration with the business strategies of associated corporations. The third and final section of discussion will be concerning the discussion of the post-validation of the PMS and recognition of performance gaps and potentially under-emphasized sections of the study. The Under-Emphasized Demand for Benchmarking Performance in the aviation industry is extensively studied and evaluated on quite a routine basis. Due to the high levels of competition and often relatively slim profit margins enterprises in aviation are constantly seeking ways to cut costs and increase efficiency (SAS Group, 2005). Ways of increasing efficiency are often classified into two major categories, vertical and horizontal integration (Sitkin & Bowen, 2010). Horizontal integration involves taking a firm’s existing business processes to a new market to expand market share, this can be difficult for airlines, and often they will elect to enter into code-sharing agreements with competitors in the new markets rather than complete expansion into these potentially saturated areas. This leaves vertical integration as a very attractive option for expansion and efficiency improvements, the process for this integration involves the analysis of both upstream and downstream components of the value chain. This is where ground handling should be considered, however both airlines and airports tend to focus on other areas such as overall airport performance with very little emphasis on such a critical component of the airline industry (Francis, Humphreys, & Fry, 2002). Deregulation has also had a large effect on the demand for airport comparisons and benchmarking. Opening the market for airside ground services up to a wider range of firms is excellent in terms of encouraging healthy competition and an open market; however it also introduces choice to airlines and airport authorities. For these choices to be made effectively there must be more research done into the ability of firms to replace traditional ground handling service providers (such as government or airport supplied entities). The research currently done in the post-deregulation era of European aviation has focused on several key areas such as financial, qualitative, political, or ecological perspectives (Murillo-Melchor, 1999). While these studies are useful from an overall airport efficiency standpoint, they do not place sufficient focus on ground handling to allow entities to decide who should provide their services. This is a specific division of aviation that has a larger impact on overall efficiency than the majority of current studies indicate, Schmidberger’s critique does a good job of recognizing this and discussing developing benchmarking processes accordingly. Developing a Standardized PMS in a Non-Standardized Industry A difficulty with a standardized PMS of airside airport services stems from variations in the management and governance of ground services. While major airports often have several firms operating the ground services, others may use a department integrated with the airport authority itself. Still others may simply allow for airlines to establish their own corporate ground service bases to work independently of other generic airport services (Fuhr & Beckers, 2006). Applying any standardized measurement system to something so non-standardized presents quite a challenge, if the PMS is too flexible or broad it will not be able to adequately express enough detail to be useful, if it is too rigid it simply won’t apply to all of the airports and doesn’t allow for change in an inherently volatile industry. Schmidberger’s critique of the PMS established throughout European airports is very positive, though it does not place a very high emphasis on establishing this need for balance between detail and flexibility. Schmidberger’s report contrasts his proposed PMS with the usual methods of evaluation currently in use at several airports. Most of these measurement systems define airside ground services as subsets of other larger firms (such as airport authorities or airlines) (Chow, Heaver, & Henriksson, 1994), this is not necessarily an accurate representation of these ground service entities seeing as in many cases they are quite separate from associated parent companies or completely separate entities wherein logistics are a primary function. While the establishment of this contrast in Schmidberger’s report certainly has value, it fails to note that in some cases these logistics divisions are quite heavily influenced by and even directly run by airport authorities or other enterprises (Francis, Humphreys, & Fry, 2002). This results in the aforementioned problem concerning applying a standardized measuring system to a highly diverse environment. The study should certainly consider the potential for ground handling entities to operate as separate entities placing logistical goals as their highest priority, though it should also make allowances for those entities that rely on collective corporate resources and function as a division of a company with a non-logistic primary focus. Post-Validation of New Benchmarking Systems Schmidberger’s report transitions into the application and post-validation of the new benchmarking systems with an identification of performance gaps as a result of the measurement phase in accordance with a study by (Jarrar & Zairi, 2001). This section quickly becomes difficult to analyze as a whole seeing as the hub-based focus of these benchmarking tactics involved a diverse use of ground handling entities for loading various types of aircraft. Schmidberger begins by dividing the results according to general aircraft size: wide body, narrow body, or regional jets. While this is an effective way of summarizing results it contrasts to the FAA and ICAO methods of classifying aircraft according to weight and/or seating capacity. The gaps identified using the new benchmarking systems and analyzed by Schmidberger’s report are concerning labour costs, overhead structures, net-availability of employees, procurement quality, and process quality. These categories result in quite a holistic summary of the efficiency of these ground service entities, a point that Schmidberger explains early and often throughout the entirety of his report. This being said, certain areas studied such as overhead and labour costs are not appropriately weighted to offset the benefits of smaller operations working on lower weight and/or capacity aircraft, at the same time revenue differences resulting from working with larger aircraft are not discussed. An interesting analysis would be a discussion of the potential for larger scale operators to use increased revenues to offset costs of damaged unit load devices, as the number of devices damaged (another measured factor in the benchmark) is not a very accurate measurement statistic if greater revenues more than offset the cost of devices. This benchmarking process takes steps to increase the transparency of ramp service providers, whether they are affiliated with airlines, airports, or independent entities. This increased operational transparency could be considered a major threat to any competitive advantage that firms had established through proprietary practices. Schmidberger recognizes the potential for this problem and addresses it by stating that the entry of new market entities presents a greater threat than the sharing of information between existing airside ground handlers. While this may be true, Schmidberger presents it as a fact without any justification. This leads to a potential for further research into whether or not new entrants to the market have taken advantage of the results of this study or if previous leaders in efficient airside ground services are seeing practices they have developed being used by their competition. Unfortunately this study would depend on the integrity of studied entities to truthfully disclose whether they used this study to discover new competitive strategies or if they developed them in-house. Conclusion The report analyzed by this article presents a comprehensive, holistic perspective on the planning, development, and post-validation of new benchmarking processes in the major European airport hubs. Schmidberger accounts for several shortfalls of the benchmarking process, effectively emphasizes the importance of this benchmarking and discusses the implications benchmarking has upon the dynamic aviation industry. Another key strength of this paper is that it successfully synthesizes the results of the study and the literature review of existing summary quickly and clearly, allowing greater focus on why benchmarking is necessary, how it is established, and how well it performed. This analysis discusses a number of shortfalls of Schmidberger’s report, while these shortfalls do not detract from the value of his analysis; they leave room for improvement of future discussion. Firstly Schmidberger does not go into very significant detail concerning the level of detail the PMS should strive for; he mentions that the study may not be applicable to many airports due to the generalizability of the study, though doesn’t discuss ways of varying the weighting and specifics of the study to account for a more flexible range of variable resulting in more reproducible results at a wider range of airports. Secondly this report could factor in the level of integration airside ground handling units have with parent companies or larger non-logistic-based firms, or at least discuss that this level of involvement could greatly influence the results of the study by varying the amount of capital and resources available to the entities. Schmidberger defines the classification of aircraft in the study, though a more comprehensive study could have discussed further the reasoning behind these classifications, such as why a deviation from general ICAO and FAA classifications was chosen and how this selection benefits or detracts from the study. A final consideration for the improvement of future studies in this field would be to establish and cite original research that supports Schmidberger’s claim that the participants in the study were not negatively affected by the increased operational transparency associated with the benchmarking process. A concise, engaging, and well-informed piece, Schmidberger’s Ground handling services at European hub airports: Development of a performance measurement system for benchmarking discusses many general benchmarking and competitive advantage issues in a specific industry environment. This allows for direct application of the lessons learned in the studies analyzed to the aviation industry but also provokes thought of the application of these principles and considerations to other industries through a balanced and reflective approach.

A Report On The Work Experience And Life Of Apple Essay

CONTENT 1. Acknowledgment†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2. Abstract†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3. Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4. History of Apple†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4.1.Macbook†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4.2. NeXT†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4.3. NeXT and Apple†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4.4. ipod 4.5. ipad†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. ACKNOWLEDGEMENT I would like to express my gratitude and appreciation to everyone who gave me the possibility to complete this report. A special thanks to our course coordinator, Mr. Waseem, whose help, suggestions and encouragement, helped me to make my report. I would also like to thank the MIT library for letting me use their books and other facilities to make this report. I would also like to thanks all my acquaintances who use their apple devices and gave their views. ABSTRACT As we jumped into the Century of technology, I described the most luxurious and high-tech company, APPLE. In this report I mentioned the history of this company how it established and came into play. From the life of Steve Jobs to the features in latest apple gadgets is given in this report. The work experience and life of Apple has been mentioned in this report. From the rise of apple to its trend today, this company launched many gadgets with their latest versions till today. Each gadget has its own different specifications which have been described briefly in this report in very userShow MoreRelatedEssay on Apple Computer and Long-Term Success1570 Words   |  7 Pagestechnology revolution and in 1976 started Apple Computers (Abdelsamad et al., 2008). The combination of their charisma and intellect enabled them to design the Apple I computer. Today, Apple is one of the leading technology companies in the world. However, internal factors such as Apple’s unclear marketing plan, employee work life negligence, and financial-legal issues have negatively affected their performance and sullied their corporate reputation. Apple worked to correct the issues that were detractingRead MoreCorporate Social Responsibility and Apples Business Practices1711 Words   |  7 PagesApple and CSR Apple Inc. was established in 1976 with the launch of Apple I in April 1976. The creators, Steve Job and Steve Wozniak, transformed the entire consumer interactive experience between the user and the computer by being the pioneers in this field. For two decades, Apple Inc ruled the computer manufacturing frontier for two decades. However, it did face low sales and market share in the 1990s. Steve Jobs had left the firm in the 1980s and returned in 1996 as the Chief Executive OfficerRead MoreEffective Leadership Skills Showed By Steve Jobs1293 Words   |  6 PagesExecutive Summary This report will be focused on the effective leadership skills showed by Steve Jobs over a supported timeframe and the turnaround that Apple had experienced under his vision and orders. Steve Jobs played a very important role in leadership that led Apple from a company, which was founded in a car-garage to a great Macintosh Pcs, iPod, iPhone and iPad. The report will additionally break down and look at the key administrative and initiative abilities that Steve Jobs aced that promptedRead MoreCalling Apple, Inc. to Take Action on Human Trafficking Essay1297 Words   |  6 Pageslarge number of institutions, like governments, special interest group, NGOs, social work teams, devoting themselves to call for human rights equality, combat human trafficking, and rescue those people who have been enslaved. However, as business community, only a small group of firms engage in this issue, and fulfill their social responsibilities. Being the one of the most valuable companies in the world, App le, Inc should also pay attention to human trafficking problem, participate and put itsRead MoreApple Case Study : Apple s Competitive Advantage1258 Words   |  6 Pages APPLE CASE STUDY: Executive Summary: The report depicts globally recognized multinational technology company Apple. The first part of the report shows apple’s competitive advantage historically, it provides a detailed analysis about it’s plans , design and framework apple adopted and how they it changed when a new competition IBM entered. Furthermore, the report discusses the PC industry and what are were the major players in it, it also focuses on the shortcomings of the apple company whichRead MoreSap Essay712 Words   |  3 PagesSAP has teamed up with Apple. The two big worlds where at one end, Apple’s world-renowned user experiences and SAP’s unparalleled end-to-end business processes and software at the other end have successfully combined. As a result, the partnership opens up new opportunities, revolutionizing the entire digital experience for customers allowing numerous app development companies and developers to make a huge difference. â€Å"I believe what’s going to happen with the release of the SDK, and the continuedRead MoreReverse Mentoring For Apple Millennials1527 Words   |  7 Pages Reverse Mentoring for Apple Millennials Chenise Wade University of Maryland University College July 26, 2015 Chenise Wade 6465 Lexington Ave Norfolk, VA 23513 July 26, 2015 Denise Young Smith Apple 1 Infinite Loop Cupertino, CA 95014 Dear Mrs. Smith, Enclosed is the report entitled, â€Å"Reverse Mentoring for Apple Millennials,† which you summoned for the Board of Directors 16 Jul 2015 on developing an alternative mentoring program for the millennials of the company. The main findingsRead MoreProduct Pricing and Channels Paper1619 Words   |  7 Pagesmarket: The Apple Watch II features a sapphire crystal screen, increased water resistance, and kinetic battery technology. The use of a sapphire crystal screen isn’t considered that technology advanced, however, its crystal-clear transparency and hardness, second to a diamond, makes it an ideal product for display screens. This will help against scratches or possible cracking. The Apple Watch II will also have an increased water resistance from 30 meters up to 50 meters. The Apple Watch II is nowRead MoreApple1199 Words   |  5 PagesKerri Warenda John Duran Travis MacKenzie Erendira Franzen Apple INC. Table of Contents Company background Recent Annual Report Analysis for Financial position Vision Mission Statement Corporate Culture Industrial Organizational Model of Above-Average Returns Resource- Based Model of Above-Average Returns Five Forces of Competition Model Competitor Analysis Core Competencies Competitive Advantages SWOT Analysis Corporate Entrepreneurship Strategic Leadership CorporateRead MoreApple, Inc., The Electronics And Beats Music1263 Words   |  6 PagesApple acquires Beats. Apple, Inc., the electronics giant, has acquired Beats Music and Beats Electronics, the headphones giant, for $3.2 billion. Apple has enough money to buy or build any company they want to from ground up. So, why did Apple acquire Beats Electronics and Beats Music? According to NBC News, Apple CEO Tim Cook told Re/Code that the company could build about anything that you could dream of, adding that acquiring Beats would give them a head start and add kindred spirits