What Makes A Drug Addiction - 1579 Words

Having a drug addiction is a very tough thing to go through in life. It consumes your life, you wake up wanting drugs, waste the day looking for drugs and go to sleep in a drug induce â€Å". â€Å"Coma†. At one time certain drugs were legal to use but of course it became addictive and proven to be fatal. Even though doctors, soda companies, and grocery stores use to sell these legal drugs, it’s questionable to understand what makes these drugs addictive and what made it suddenly illegal. During the 19th century opium was legal and free to use, doctors would prescribe it for tooth aches and also for menstrual cramps. Opium is known as â€Å"the Breadseed Poppy and is arguably the most infamous flower in the history of mankind. Used medically†¦show more content†¦In 1943 LSD was accidentally discovered after a Swiss scientist was testing chemicals and it accidentally absorbed into his skin. During the 1950’s when the cold war was taking place, the U.S A rmy along with the CIA and researchers learned that LSD can be used as â€Å"brainwashing† the enemy. LSD is â€Å"manufactured from lysergic acid, which is found in the ergot fungus that grows on rye and other grains† (drugfree, 2013). LSD or as known as â€Å"acid† can have a person hallucinating, alter time and also vivid visions, the drug is unpredictable. In the 1970 congress listed the drug as a Schedule I substances, meaning it is not recognized as medicinal or therapeutic. In the early 20th century heroin was legal believe it or not, and it was used as a treatment for coughs and for as a methadone program for morphine users. Heroin is â€Å"processed from morphine which occurs naturally in the seedpod of the Asian opium poppy plant† (heroin, 2012). Used as a pain reliever ended up being an addiction for millions of Americans. Heroin was later outlawed in 1924, but it is still being sold for money and used by users even though it is illegal. What i s a drug addiction? â€Å"Addiction is defined as a chronic, relapsing brain disease that is characterized by compulsive drug seeking and use,

If Music Be the Food of Love, Play on - 1089 Words

If Music be the Food of Love, Play on Music is a moral law. It gives soul to the universe, wings to the mind, flight to the imagination; Music itself is a form of mood, it’s an explosive expression. Its something we are all touched by. No matter what culture were from, everyone loves music. As Bob Marley said â€Å"One good thing about music, when it hits you, you feel no pain.† There are certain times good and bad in my life that I can remember just by a song that might play. It’s that recollection of place, time and mood, it brings you back to that moment even if you don’t want to go there. The creation, performance, and even the definition of music change according to culture and social context. I’m sure there is that one song†¦show more content†¦Sometimes, the Patients needs are addressed directly through music; in others they are addressed through the relationships that develop between the client and therapist. Music therapy is used w ith people of all ages, including: psychiatric disorders, medical problems, physical handicaps, sensory impairments, developmental disabilities, substance abuse, communication disorders, interpersonal problems, and aging. It is also used to: improve learning, build self-esteem, reduce stress, and support physical exercise. â€Å"World Health Organization has estimated that there are an increase number of cases deaths from cancer in the near future. Cancer has become one of the most discussed. In this study, we focus on the quality of life of the cancer patients, by using music therapy and to observe the difference between pre-test and post-test results with music treatment. This study was to examine the alternative therapies using of music to enhance, and quality of life, using the Thai Hospice Quality of Life Index (T-HQOLI), in cancer patients. The 11 cancer patients were divided into two different groups; the control (non-music) group followed their routine schedules; the music group received additional music therapy with a music leader. The results from both questionnaires, collected during 4th, 8th and 12th week, showed that musicShow MoreRelatedEssay on How Music Can Affect Our Lives678 Words   |  3 Pages  Ã¢â‚¬Å"If music be the food of love, play on; Give me excess of it, that, surfeiting, The appetite may sicken, and so die.† In William Shakespeare’s play ‘Twelfth Night’ Orsino uttered these lines after he was frustrated in his courtship of Countess Olivia. Perhaps Orsino believed that an excess of music might cure his obsession with love the way eating too much removes ones appetite for food. But he was wrong. An old adage says music is the food of soul. 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An Honored Conductor, Composer, and Clinician, He has Composed many Pieces such as the popular â€Å"If Music be the Food of Love†, â€Å"Dresden Canticles†, and â€Å"Stars I Shall Find†. Dickau was born in 1953 and now lives in Mankato, Minnesota, serving as the Director of Choral Activities at the Minnesota State University. He began his career there in 1991 and ever since hasRead MoreI Love Spanish Music Has Good Beats1134 Words   |  5 PagesHowever, the Hispanics brings culture to the community especially when it comes to music, events, schools, nonprofit organizations, small businesses and restaurants. As I walk around the environment, I can hear Spanish music playing at the neighbor’s house, even though I do not understand the language but it sounds nice. I love Spanish music because Spanish music has good beats. One of the good things about Spanish music is that it allows a non-Spanish speaker like myself to dance to beats without understandingRead MoreThe Fool Or Jester, Hired By Olivia858 Words   |  4 Pagesseem like it. He shows the readers this with his language, word play, puns, as well as his quick wit. In scene 5, Feste begins with â€Å"H e that is well hanged in this world needs to fear no colours.† Maria also plays into the comedy of the Twelfth Night. Maria and Feste are like a comedy duo participating in quick, witty, and comedic exchanges. A theme throughout many of Shakespeare’s works, is disguise. His characters seem to love to disguise themselves. It turns to be quite important, especiallyRead MoreHard Rock Cafe Case Study1435 Words   |  6 PagesFlorida and has since then, expanded its location to more than 40 Cafà © and employee 75% of their employees throughout the United State. While serving more than 100,000 meals each day, Hard Rock Cafà © chefs are adapting to the change of new taste and music as they continue to gain 45 plus years to their existence. The Hard Rock Cafà © introduced new menus and services, memorabilia, and strategies to create an environment and experience where everyone and anyone can share laughter and joy with their friendsRead More Twelfth Night Essay968 Words   |  4 PagesIn Shakespeare’s play, Twelfth Night or What you Will, the characters are involved in a plot complete with trickery, disguise, and love. Each character is defined not by his or her gender o r true identity, but by the role they are forced to take because of the complicated situation that arises. Unlike their gender, the speech the characters give an insight to their true personalities. In the Twelfth Night, the character Duke Orsino uses flowery and over-dramatic language, long poetic sentenceRead MoreFilm Analysis Of The Pianist1279 Words   |  6 Pages2002 by Roman Polanski and was based on a 1946 memoir of Szpilman by the writer Jerzy Waldorff. It follows the perspective of Wladyslaw Szpilman and how he survives the abundance of destruction from the Nazis in WW2 with only the comfort of his love of music. This film depicts the harrowing journey of Wladyslaw and how as pivotal events occur, the more desperate he is to survive when he is faced with deadly encounters and inhumane living conditions. Polanski portrays desperation through specific shots

Revenue recognition requirements in U.S. GAAP, IFRS and IASB Free Essays

Introduction In an industry there are some accounting and financial standards that company must follow to be legal to corporate. Therefore, accountants should follow some rules and guidelines, the International Financial Reporting Standards (IFRS) and U.S. We will write a custom essay sample on Revenue recognition requirements in U.S. GAAP, IFRS and IASB or any similar topic only for you Order Now GAAP, which adopted by the International Accounting Standard Board (IASB) and Financial Accounting Standard Board (FASB). The IASB is an independent, privately-funded accounting standard-setter based in London. It was founded on 2001 as the successor to the International Accounting Standards Committee (IASC). The Financial Accounting Standards Board (FASB) is a private, not-profit organization and it was created in 1973. One of the general accepted accounting principles is the revenue recognition, which is an important principle in accrual accounting. It determines the specific conditions under which income becomes realized as revenue. Under IAS 18 â€Å" Revenue, is defined as â€Å"the gross inflow of economic benefits during the period arising in the course of the ordinary activities of an entity when those inflows result in increases in equity other than increases relating to contributions from equity participants.† Generally, revenues are recognized when the amount of revenue is measured reliably, when it is probable that the economic benefits of the transaction will flow to the entity and when the costs (both incurred to date and expected future costs) are identified. (Jamil Khatri, Akeel Master 2009). Many problems involved in revenue recognition about the usefulness of the existing standards. So, in June 2002 the IASB and the FASB started a project to develop coherent conceptual guida nce for revenue recognition and to eliminate inconsistencies on the subject in their conceptual frameworks. Following we are going to analyze the main problems that occurred, the views taken by the two boards and a reasoned critique of their thinking. Main body Revenue recognition requirements in U.S. GAAP differ from those in IFRS. Accordingly IASB and FASB the main objectives of the project are to provide a single revenue recognition model that could apply consistently across various industries and transactions, to develop a model on changes in specific assets and liabilities that would eliminate inconsistencies in existing concepts and standards and to converge IFRS and U.S. GAAP requirements. ( Barry J.Epstein Eva K.Jermakowicz , 2010) However, some problems occurred from revenue recognition standards, which reduce the comparability of revenue across entities. In U.S. GAAP there are numerous standards that define an earnings process inconsistently. The application of the earnings process provide more than 100 standards on revenue and gain recognition which some of them are industries specific and can produce conflicting results for economically similar transactions. This has a result, people disagree how it applies to particular situations. Despite the numerous standards, there are also gaps in guidance which creates conflictions with asset and liability definitions. Sometimes earnings process leads to a misrepresentation of an entity’s contractual rights and obligations in financial statements. Thus, if they focus on changes in assets and liabilities the earnings process could be improved. (Putra 2010) IFRS contain fewer requirements than U.S. GAAP, but also those standards need improvement. The revenue recognition standards provide inconsistencies between assets – liability approach. Under the asset – liability approach, revenue recognized by direct reference to changes in assets and liabilities that occur from an entity’s contract with a customer, rather than by direct reference to critical events. ( Barry J.Epstein Eva K.Jermakowicz ,2010) Another deficiency in IFRS relates to the lack of guidance for transactions involving multiple-element arrangement. IAS 18 does not state clearly when or how an entity should separate a single transaction into components and how to measure the elements in a multiple-element arrangement. Therefore, entities apply different measurements for similar transactions, which reduce the comparability of revenue across entities. Also, some problems occur and from the distinguishing between goods and services. If there was a clear pri nciple to ever-changing and increasingly complex transactions then gaps in guidance would not be a problem. (Putra 2010) However, the Boards have reached some preliminary views in developing a revenue recognition model. Following I will summarize those views. Firstly, the proposed model would apply to contracts with customers. Revenue should be recognized on the basis of increases in an entity’s net position in a contract with a customer. When an entity enters into a contract with customer, the company gets rights to payment from the customer and assumes obligations to provide good and services to the customer. When an entity satisfies a performance obligation in the contract then company should recognize revenue. Performance obligation is a promise in a contract with a customer to transfer a good or service to that customer. If an entity promise to provide a good, then it is a promising to transfer an asset to the customer. Moreover, if the promised goods or services are transferred to the customer at different times then entity accounts of performance obligations will separate. The aim to separate performance obligations is to ensure that the revenue of the entity is representing the pattern of the transfer of assets to the customer, over the life over the contract. An entity satisfies a performance obligation when the promised good has transferred to customer. We know that an entity has transferred that promised asset when the customer obtains control of it. Consequently, activities that an entity undertakes in fulfilling a contract result in revenue recognition only if they simultaneous ly transfer assets to the customer. The boards have not yet expressed a preliminary view on how an entity would measure the rights. However, the rights will measure based on the amount of the transaction price (the promised consideration). As the boards propose, performance obligations should be measured at the transaction price.If a contract comprises more than one performance obligation, an entity would allocate the transaction price to the performance obligations in proportion to the stand-alone selling prices of the goods and services underlying those performance obligations. As each obligation is satisfied, the amount of revenue recognized is the amount of the transaction price that was allocated to the satisfied performance obligation at contract inception. Finally, the boards propose that after contract inception, a company should remeasure a performance obligation when it is deemed ‘onerous’. A performance obligation is estimated ‘onerous’ when an entity’s expected cost of satisfying the performance obligation exceeds the amount of that performance obligation. In that case, the performance obligation is remeasured to the entity’s expected cost of satisfying the performance obligation and the entity would recognize a contract loss. As we can see, the proposal model on how and when revenue is recognized under both IFRS and US GAAP are likely to discuss from the entities. The objective of the project to develop a single revenue recognition model that would apply to a wide range of industries to improve the financial reporting revenue was very helpful for all the industries. It helps remove inconsistencies and weakness in existing revenue recognition standards and provide a stronger framework for revenue recognition issues. On the other hand, for many entities the implementation of the proposed model will be relatively ineffectual and for others, the process could be effectual. Specific, construction industries have concerns regarding how the indicators of control should be applied to long-term contracts. Also telecommunications and technology sector, express concerns about the requirement to determine a stand-alone selling price for each performance obligation. Therefore, both Boards should focus on fixing the pr oblems in the existing standards, and to make a better model which will work well in practice. It’s obviously that many problems arise in determining when revenue is earned. Let’s consider Apple, one of the biggest tech. industries in our days as a live example. Apple has the issue that â€Å"how FASB might rework the rules related to recognizing revenue for software that’s bundled into a product and never sold separately†. This is very important for Apple because it affects the revenue related to two of the company’s most successful products, the iPod and the iPhone. If the rules are recast the company could be able to book revenue faster, yielding less time between product launches and associated revenue gains. Also it would drive up Apple’s earnings and possibly stock price. (Marie Leone, 2009) Conclusion Having a clear enough view of the problems involved in revenue recognition and the views taken by the two boards, I’ve tried to paint a picture of the proposed revenue recognition model by the two Boards. The proposed model would not be easy and it would be difficult to apply in all entities. However, Boards are trying to develop a model without any inconsistencies and based on changes in specific assets and liabilities. It will take many hours of meetings and discussions between the two Boards before complete any issues about the proposed project. References [1] Barry J.Epstein , Eva K.Jermakowicz (2010) Interpretation and Application of International Financial Reporting Standards, 1st Edition, Canada, New Jersey : Willey [2] ERNST YOUNG (2010) US GAAP vs. IFRS: the basics Revenue Recognition, http://www.ey.com/US/en/Services/Assurance/Accounting-and-Financial-Reporting/US-GAAP-vs–IFRS–the-basics–March-2010—Revenue-recognition [Accessed 11/03/2010] [3] International Accounting Standard Board (19/6/2009) Preliminary Views on Revenue Recognition in Contracts with Customers http://www.iasb.org/NR/rdonlyres/0E3D5E00-B961-42F0-BA64-AB1D20BB9FE9/0/DP_PreliminaryViewsRevenueRecognition1208.pdf [Accessed 16/03/2010] [4] International Accounting Standard Board (06/2010) Revenue from Contracts with Customers http://www.iasb.org/NR/rdonlyres/74E37A73-0A4D-447F-A8DF-3574002B7406/0/SnapshotRevCon.pdf [Accessed 17/03/2010] [5] Jamil Khatri Akeel Master (2009) IFRS Revenue Recognition, KPMG https://www.in.kpmg.com/Securedata/ifRS_Institute/Files/Revenue%20recognition.pdf [Accessed 11/03/2010] [6] Marie Leone, (2009) â€Å"New Revenue-Recognition Rules: The Apple of Apple’s Eye?†, CFO [7] Putra (2010) â€Å"Problem with Current Revenue Recognition. ChangeHow(24/1/2010) How to cite Revenue recognition requirements in U.S. GAAP, IFRS and IASB, Essay examples

Marketing Mix of Telenor Essay Example

Marketing Mix of Telenor Paper EXECUTIVE SUMMARY Telenor was launched in Pakistan in March 2005. Despite facing fierce competition it has managed to make its mark in the telecommunication industry and captured a huge consumer base. It is a provider of high quality telecommunications and media communication services and is ranked, as the 7th  largest mobile operator in the world, and caters to over 153 million subscribers. Today after six years of its existence in Pakistan, Telenor is the fastest growing cellular network in the country. It offers a variety of packages which cater to the needs of people from all walks of life. Telenor has been technically innovative coming up with various new services such as easy-load, Telenor mobile TV, Auto location service? to name a few. Its marketing efforts in promoting such services have ensured that their product is differentiated from its competitors, which helped them take hold of a large portion of the market share. This report covers all major aspects of Telenor’s leading telecommunication services in Pakistan including a thorough analysis of its progress and future goals for the years to come. HISTORY Telenor Pakistan is a Pakistani GSM cellular service provider, and is a subsidiary of Telenor, Norway. Telenor Pakistan is 100% owned by Telenor ASA and adds on to its operations in Asia together with Thailand, Malaysia and Bangladesh. Telenor Pakistan launched its operations in March 2005 as the single largest direct European investment in Pakistan, setting precedence for further foreign investments in the telecom sector. The company has crossed many milestones and grown in a number of directions, making Telenor Pakistan a leading telecom operator of the country. We will write a custom essay sample on Marketing Mix of Telenor specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Marketing Mix of Telenor specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Marketing Mix of Telenor specifically for you FOR ONLY $16.38 $13.9/page Hire Writer They are the fastest growing mobile network in the country, with coverage reaching deep into many of the remotest areas of Pakistan. In the most difficult terrains of the country, from the hilly northern areas to the sprawling deserts in the south, at times they are the only operator connecting the previously unconnected. It is spread across Pakistan, creating 2,500 direct and 25,000-plus indirect employment opportunities. It has a network of 23 company-owned sales and service centers, more than 200 franchisees and some 100,000 retail outlets. Telenor acquired the license for providing GSM ervices in Pakistan in April 2004, and had launched its services commercially in Islamabad, Rawalpindi and Karachi on 15 March 2005, and on 23 March 2005, Telenor started its services in Lahore, Faisalabad and Hyderabad. Telenor has its corporate headquarters in Islamabad, with regional offices in Karachi and Lahore. On January 28, 2005, Telenor established its first call centre in Lahore. Telenor is the 2nd largest network of Pakistan after Mobilink. Telenor believes: â€Å"What matters most is the right strategy, at the right time and precision in execution. † Telenor’s Product Strategy To get the real fruits of more open market at regional level requires the satisfaction of the demands of the target market and this satisfaction can only be achieved if the product or service offered in the market is suitable and acceptable for its purpose and this can be obtained by adopting a regional product strategy suitable for company and the market as well. Telenor’s study indicates that it is acting quite on this concept that, in order to be more competitive in the world market, firms should shift their emphasis from local customized products to globally standardized products that are advanced, functional, reliable and low priced. But here low priced strategy be to compromise and later on due to its quality, Telenor’s low price strategy takes shift from low to high but competitive. Buzzel (1968) argued that product standardization has different benefits (a) economies of scale, (b) faster accumulation of learning experience and (c) reduced costs of design modification. In the regional open market, Telenor is taking the fruit of this by adopting the product standardization but the situation can be different in other markets. The company used a multi domestic strategy to gain competitive advantage in its target markets. A key factor in the strategy is the encouragement of senior managers to be entrepreneurial in responding to local customer needs, product quality and customer services. Telenor’s decision to standardize or adapt its products is based on cost/benefit analysis of what they believe the implications of adaptation and standardization are for profitability and market share. According to Doole (2000) in normal circumstances, the cost of adaptation would be expected to be greater than the cost of successful standardization. Telenor believes in long term advantages and not in satisfaction of immediate demand, that’s why they continue the exposure to the standardized products and services which leads them to greater market share in the longer term. Our research shows that there are three factors which enforced the company towards more standardized strategy and these are illustrated in figure below. †¢Homogeneity of markets †¢Increase in number of regionalizing firms †¢Identifiable international consumer segments. Summarizing it, regionalization forced the company to rethink about its strategies towards product, to be more competitive in the open market. Telenor’s Price Strategy Pricing across the borders is comparatively difficult from other decisions though it is believed that pricing is the most flexible and controllable marketing mix element. Companies operating in different markets experience extraordinarily difference across the borders. This can be due to the exchange rate difference and other barriers. But in our study, this matter is not much sensitive because of psychic distance factor. Cultural environment and a geographical neighborhood influence the pricing policy of Telenor. On the other hand, being a non member of European Union, it can be totally opposite of the general strategies adopted by the companies located in European Union. Telenor’s pricing policy is influenced by different factors among them five are much important and they are indicated below: †¢Market survival †¢Sales growth †¢Market position †¢Maximization of Profits †¢Maintenance of product’s quality though lower price is considered a suitable policy and in case of Telenor, it is effective due to regionalization but not so much but competition factor is given special consideration before development of price strategy. That’s why Telenor has high price strategy due to high quality products and services but at certain level penetration price strategy is adopted to stimulate sales growth. Here, at this aspect if we talk about the standardization or adaptation strategy of pricing, Telenor follows adaptation policy as well because it allows each local subsidiary or partner to set a price which is considered to be the most suitable for local conditions. On the other hand, lack of control can be the weakness of this strategy and it may require some cost for management Telenor’s Place Strategy To manage the foreign channels of distribution is a key area in a company’s efforts to be more competitive in the market. According to (Doole, 2001), as products become more standardized across the world, the ability to compete on customer becomes more vital. Channels of distributions developed by Telenor follow the cultural traditions of the target market because it is important to understand and manage cultural differences amongst different markets and Telenor has deep analysis of the markets before developing its positioning strategy because cultural differences add to control difficulties. In regional marketing, Telenor is taking advantages of his heavy infrastructural products and its financial worth. In our study, we found that company is adopting those strategies which are not used by the others commonly. To make a huge as well as direct investment in the form of acquisitions and wholly owned subsidiaries is high risky but more profitable decision for Telenor. Open borders give a number of alternatives for position the products and Telenor is using different distribution channels which vary from market to market and country to country. As Telenor is involved in telecommunication business so usually it doesn’t involve in physical distribution but it has the partnership strategy and on the local level, shops and customer care centers are used as place strategy. Telenor’s Promotional Strategy It is quite obvious from the business environment, that there is a rapid increase in competition and markets became mature at the regional level. These factors demand the companies to offer high quality products and services at competitive price level through suitable distribution channel. In addition to its traditional role of promoting products and services, international marketing communications is increasingly used to facilitate the company with an important way of differentiation in open internal market. According to our findings, there are a variety of promotional tools which are used by Telenor to inform and motivate its valuable consumers in the regional market. The company developed a standardized promotional package which is sufficiently flexible with the different ways in different cultures and norms. Besides it, that package is also flexible in such a way, in which subsidiaries can develop their own marketing positioning and related promotional strategy. During our study of Telenor as a regional company, we found that the company builds up its promotional strategies with two basic issues. First, the company should have the clear picture of the objectives for regional marketing communication strategy and, second is, how the company can combine the different promotional tools and activities for the higher level of cost effectiveness. On the other hand Telenor’s regional marketing communication strategy can be adapted because the market structures and distribution channels can be different from market to market and country to country. However, mostly these factors are not those, which can said to be crucial for the company like Telenor. Summarizing it, regionalization factor has influenced the Telenor’s promotional part of marketing mix but in all the way it has positive edge for the company and its business throughout the region. Telenor’s People Strategy: Telenor does highly focus on the ‘People’ element of the 8 P’s of the services marketing mix i. e front-line staff for any company will have a direct impact on perceptions of the consumers. Telenor provides training and further education programs that ensure a high professional standard amongst employees. Telenor believes that a talented and loyal workforce plays a crucial role in the organization’s ongoing business success. It maintains a policy of non-discrimination towards all employees and applicants for employment. All aspects of employment are governed by merit, competence, suitability and qualifications, and are not influenced in any manner by gender, age, race, color, religion, national origin or disability. Today, Telenor’s workforce proves that; with 18% women working at all levels in the organization, both foreign and local educational backgrounds. Their aim is to stay ahead of the industrial pace, develop, design and execute responsibilities in a way that enable to contribute most productively towards thier organizational success. Telenor’s competitive edge is ttributed to the well managed work dynamics and the ability to change and mould quickly as per the needs of the hour. Telenor’s Process Strategy Telenor Group is considered to be an international provider of tele data and media communication services along with various operations of mobile phones in a number of 13 markets across Asia, Central and Eastern Europe and in the Nordic region. Franchise network of Tel enor Pakistan is intensifying for the Sales, Distribution and Customer Services Operation. It has provided the sound business professionals of 11 cities with the offer of setting up Telenor franchise operations. More than two and a half times greater success is received by franchising and it enjoys a small amount of business success rate as compared to the small stand alone business. Identifying and developing a franchise outlet as per Telenors condition. Creating a Sales, Distribution and customer services team and retail network in line with Telenors visualization. Customer attainment and retention through Telenors portfolio of products and services. Being the shareholders with telenor in terms of dividends, franchise operators can anticipate enormous financial and non financial incentives. On the whole, Franchises are considered as a fundamental part of telenors operations. Telenor’s Physical Environment Strategy Telenor believe in creating a work environment that allows its employees to work when and where they want, enables them to communicate freely with their co-workers and managers, and ensures their safety and well-being. * Flexible working hours At Telenor their employees perform best when they enjoy the benefits and flexibility that Telenor communication technology allows: with a laptop, a cell phone and network access, they can do their job almost anywhere, at any time. Parents can combine work and family in a way that better suits their schedule; employees who like to work at odd hours may do so. * Open-plan offices At Telenor there are no individual offices. Open-plan office solutions were first installed at the Telenor headquarters in Norway in 2002. Since then their offices in Pakistan, Serbia, Hungary, Malaysia, Denmark, India, Sweden, Thailand, Bangladesh and Montenegro have adopted, or started to adopt, similar office structures. Open-plan offices make it easy for employees to communicate with one another, solve problems and share knowledge. Managers and employees talk more freely. In the end, it makes each employee, as well as the entire organization, more efficient. Telenor Pakistan has successfully invented a unique, new and a workable way to carry forward their operations with a key focus on quality and simplicity, coupled with productivity and output. The open space environment is unique in its own right as there is no protocol, no red tape and no bureaucracy. With the high levels of approachability, people can now get work done formally as well as informally, by avoiding systems of â€Å"requests and appointments† Conclusion Telenor is the leading telecommunication company, which are the most advanced telecommunication markets in the world. The Telenor Group is committed to engage in the local communities where it operates. In Pakistan telenor launched its operations in March 2005 as the single largest direct European investment in Pakistan. The company has crossed many milestones and grown in a number of directions, making Telenor Pakistan a leading telecom operator of the country. They are providing a service in almost 2500 cites of Pakistan and it is most growing telecom industry in this country. In short it start its business when there is a very high competition in market and take very little time to grow in the market and now it has almost 20% market share in Pakistan and standing at second place along with Ufone who also has 20%. They are now providing different services to its customers at a high quality which helps them to progress rapidly in country and in features their objectives shows that in next few years the will become the market leaders in Pakistan. Suggestion: Key Issues: †¢Issue 1: Maintain network quality †¢Issue 2: Low market penetration †¢Issue 3: Rolling Customers †¢Issue 4: Untapped market segments- Women †¢Issue 5: Mobile number portability †¢Issue 6: Documentation to avoid mischievous †¢Issue 7: Should be low price †¢Issue 8: Maintain Customer Relationship Management Strategic Direction †¢Building an organization with competency, capabilities and resource strengths †¢Developing Technical Knowhow in Employees Developing budgets to steer ample resources into critical value chain activities †¢ Creating strategy supportive policies and procedures †¢Instituting best practices and a commitment to continuous improvement †¢Installing support systems and Value added Services †¢Maintain low cost Recommendation In the modern world telecommunication companies should develop dynamic marketing strategic location-based advertising, content, and services. In order to establish strong position in the enterprise market the company should enhance its cross-cultural communication strategies. Telenor should pursue its growth opportunities in total communication Large corporate as well as well small and medium sized businesses require effective communication in order to form a consumer pulling market. It should also maintain connections with stockholders to keep them satisfied. Thecompany should keep such managers who are decisive and quick. The dynamic environment requires the managers to adapt quickly to the changing conditions. This is imperative for the survival of the company. The company should increase its risk taking policy. This is necessary for effective expansion.

Gloster Meteor - Gloster Meteor Jet

Gloster Meteor - Gloster Meteor Jet Gloster Meteor (Meteor F Mk 8): General Length: 44 ft., 7 in.Wingspan: 37 ft., 2 in.Height: 13 ft.Wing Area: 350 sq. ft.Empty Weight: 10,684 lbs.Loaded Weight: 15,700 lbs.Crew: 1Number Built: 3,947 Performance Power Plant:2 Ãâ€" Rolls-Royce Derwent 8 turbojets, 3,500 lbf eachRange: 600 milesMax Speed: 600 mphCeiling: 43,000 ft. Armament Guns: 4 Ãâ€" 20 mm Hispano-Suiza HS.404 cannonsRockets: up to sixteen 60 lb. 3 in. rockets under wings Gloster Meteor - Design Development: Design of the Gloster Meteor began in 1940 when Glosters chief designer, George Carter, began developing concepts for a twin-engine jet fighter. On February 7, 1941, the company received an order for twelve jet fighter prototypes under the Royal Air Forces Specification F9/40 (jet-powered interceptor). Moving forward, Gloster test flew its single-engine E.28/39 on May 15. This was the first flight by a British jet. Assessing the results from the E.38/39, Gloster decided to move forward with a twin-engine design. This was largely due to the low power of early jet engines. Building around this concept, Carters team created an all-metal, single-seat aircraft with a high tailplane to keep the horizontal tailplanes above the jet exhaust. Resting on a tricycle undercarriage, the design possessed conventional straight wings with the engines mounted in streamlined nacelles mid-wing. The cockpit was located forward with a framed glass canopy. For armament, the type possessed four 20 mm cannon mounted in the nose as well as the ability to carry sixteen 3-in. rockets. Initially named Thunderbolt, the name was changed to Meteor to prevent confusion with the Republic P-47 Thunderbolt. The first prototype to fly took off on March 5, 1943 and was powered by two De Havilland Halford H-1 (Goblin) engines. Prototype testing continued through the year as various engines were tried in the aircraft. Moving to production in early 1944, the Meteor F.1 was powered by twin Whittle W.2B/23C (Rolls-Royce Welland) engines. In the course of the development process, prototypes were also used by the Royal Navy to test carrier suitability as well as sent to the United States for assessment by the US Army Air Forces. In return, the USAAF sent an YP-49 Airacomet to the RAF for testing. Becoming Operational: The first batch of 20 Meteors were delivered to the RAF on June 1, 1944. Assigned to No. 616 Squadron, the aircraft replaced the squadrons M.VII Supermarine Spitfires. Moving through conversion training, No. 616 Squadron moved to RAF Manston and began flying sorties to counter the V-1 threat. Commencing operations on July 27, they downed 14 flying bombs while assigned to this task. That December, the squadron transitioned to the improved Meteor F.3 which had improved speed and better pilot visibility. Moved to the Continent in January 1945, the Meteor largely flew ground attack and reconnaissance missions. Though it never encountered its German counterpart, the Messerschmitt Me 262, Meteors were often mistaken for the enemy jet by Allied forces. As a result, Meteors were painted in an all-white configuration for ease of identification. Before the end of the war, the type destroyed 46 German aircraft, all on the ground. With the end of World War II, development of the Meteor continued. Becoming the RAFs primary fighter, the Meteor F.4 was introduced in 1946 and was powered by two Rolls-Royce Derwent 5 engines. Refining the Meteor: In addition to the chance in powerplant, the F.4 saw the airframe strengthened and the cockit pressurized. Produced in large numbers, the F.4 was widely exported. To support Meteor operations, a trainer variant, the T-7, entered service in 1949. In an effort to keep the Meteor on par with new fighters, Gloster continued to improve the design and introduced the definitive F.8 model in August 1949. Featuring Derwent 8 engines, the F.8s fuselage was lengthened and the tail structure redesigned. The variant, which also included a Martin Baker ejection seat, became the backbone of Fighter Command in the early 1950s. Korea: In the course of the Meteors evolution, Gloster also introduced night fighter and reconnaissance versions of the aircraft. The Meteor F.8 saw extensive combat service with Australian forces during the Korean War. Though inferior to the newer swept-wing MiG-15 and North American F-86 Sabre, the Meteor performed well in a ground support role. In the course of the conflict, the Meteor downed six MiGs and destroyed over 1,500 vehicles and 3,500 buildings for a loss of 30 aircraft. By the mid-1950s, the Meteor was phased out of British service with the arrival of the Supermarine Swift and Hawker Hunter. Other Users: Meteors continued to remain in the RAF inventory until the 1980s, but in secondary roles such as target tugs. During the course of its production run, 3,947 Meteors were built with many being exported. Other users of the aircraft included Denmark, the Netherlands, Belgium, Israel, Egypt, Brazil, Argentina, and Ecuador. During the 1956 Suez Crisis, Israeli Meteors downed two Egyptian De Havilland Vampires. Meteors of various types remained in frontline service with some air forces as late as the 1970s and 1980s. Selected Sources Military Factory: Gloster MeteorHistory of War: Gloster MeteorRAF Museum: Gloster Meteor

Women and the MBA

Women and the MBA Men vs. Women in Business School Whether you are a man or a woman, business school can help you achieve your career goals. An MBA can open doors that you never knew existed.  Currently, almost half of the people who take the GMAT are of the female persuasion. Unfortunately, women only account for 30% of enrollment in MBA programs. Though this is a significant increase over the last 25 to 30 years, it still proves that there is an imbalance within the world of MBAs. This imbalance has led to new and more enthusiastic recruiting methods. Graduate business schools are constantly seeking more qualified female applicants and have become more aggressive in their attempts. They have even begun to adapt their programs and clubs to make them more appealing to business women. Why Women Should Enroll in MBA Programs When you earn an MBA degree, it opens up doors all over the business world. An MBA is extremely versatile and will be valuable to you no matter what industry you decide to enter. MBAs work in both large and small corporations, non profit organizations, health care fields, government establishments, and many other types of business settings. Many MBA graduates have also utilized their degree to start their own business. An MBA will give you a general management education and increase your chances of moving into senior-level positions. An MBA degree can also help the pocketbook. MBA graduates are often the highest paid employees within the US. Why More Women Dont Enroll in MBA Programs When surveyed, most female MBA graduates have positive things to say about their business school experience. So, why don’t more women enroll? Here are the most common complaints and misconceptions: Many women mistakenly perceive business school as a place where they will not be welcome by the male-dominated population.There are not enough women role models and business leaders.There are not enough female professors. The faculty is often male-dominated.MBA programs are inflexible and/or not compatible with personal goals. Choosing a Business School Before choosing a business school, make sure that you consider both the learning environment and the campus culture. You will find that some business schools are more supportive of female students than others. To learn more about the school, try talking to the admissions office, current students, and alumni. Some schools are so eager to acquire more women candidates that they offer special scholarships and financial aid programs to female candidates. Make sure that you evaluate all of the options before making a decision. Scholarship Resources for Women Many schools have scholarship opportunities that they make available to women applicants. Women can also pursue scholarships that are offered by these professional womens organizations: C200American Business Women’s Association (ABWA)Business Professional Women (BPW Foundation) ​Online Resources for Women There are many different resources available to women who are interested in pursuing an MBA. Here is just an example: National Association for Female Executives (NAFE)CatalystForte FoundationWomen for Hire

Marketing Research Essay Example | Topics and Well Written Essays - 1000 words - 1

Marketing Research - Essay Example One of the primary goals of marketing research is identifying and assessing how the varying elements of the marketing mix impact on customer behavior. Marketing research falls into two categories depending on target market: consumer marketing research and business-to-business marketing research. Discussion The marketing research process covers a round of stages such as collection, organization, and interpretation of data. The designing of a research plan is a multifaceted endeavor as it involves decisions such as the data sources to employ, approaches to take, how to minimize distortions to the data collected, the research instruments to employ, the configuration of the sampling plan, methodology, and adherence to research ethics. A marketing research planning process incorporates a series of interconnected stages and each stage has an impact on the stage preceding or subsequent to it. Stages of a Marketing Research Plan Stage 1: Defining Research Problem The first stage in a marketi ng research plan involves identification of the problem or marketing issue (need). This stage comes after review of the business situation (Wild & Diggines 50). The starting phase of the research plan spotlights the reason or the research problem. When defining the problem, the researcher ought to construct an appropriate marketing research design. The problem should not be too narrow but should embrace the pertinent issues that the research seeks to capture. It is critical to obtain coherent insight into the nature, scope, and intensity of the problem prior to the formulation of the problem. The stated problem should reflect the organization’s resources and should be expressed in a manner that plainly identifies the sought opportunity (Housden 71). The problem in this case encompasses positioning of the new phone in the market. Outlining the Research Objective The researcher should justify the need for research as well as defining the objective of the research (Prasuraman & Krishnan 26). Outlining the research objective is crucial and the researcher needs to evaluate what he or she seeks to find out and why. In addition, the researcher should identify the data needed as well as the data sources. This entails scrutinizing the research purpose and highlighting the data required to complete the purpose (Prasuraman, Grewal, & Krishnan 33). Research objective entails goals to be achieved by conducting research. One of the objectives may be exploring some new product in the market. Diverse research objectives lead to diverse research designs (Wild & Diggine 51). Stage 2: Planning Research Design The second stage encompasses determining the research design to be employed. Picking out of the appropriate methodology is crucial to the overall success of the marketing research. The research method to be adopted depends on the research philosophy that has been employed. The designing of the research instrument is also crucial (Zikmund & Babin 51). Stage3: Planning Sample The third stage of a research plan incorporates defining the sample. The identification of the sample incorporates specifying who or which units should avail the data needed (Prasuraman & Krishnan 37). This stage lays the ground for designing of the sample. The stage encompasses instituting a problem solving framework and analytical models guided by the defined audience. The