Volcano

The evaporating of harmful gases, earthquakes, and some evidences from the manhole are the manifestations showed that an underground volcano was forming under the city. This means that there was already lava under the city and the ground cannot take the pressure anymore so it formed a volcano. The physical changes in the movie are the breaking of glasses from buildings, breaking of buildings, cracking of the ground, boiling of water from the pond, injured people, the melting of metal, and the falling down of some properties. The chemical changes are the burning of trees and people, formation of the volcano and its eruption, the ashfall, and the lava turning to rocks when mixed with water. These changes are driven by some factors in the environment such as the formation of gases underground, and the eruption of the volcano. The eruption affected the place by destroying buildings and properties, injuring people, loss of lives, and the panicking and crying of the citizens. I learned that we should always be alert, caring, trustworthy, and we should have teamwork and cooperation. We should be alert so that when disasters like this happen to our community, we’ll know what to do and we can evacuate safely. We should be trustworthy so that other people will believe us and we should trust one another. We should be caring and concerned to each other and other people. In disasters like this, we can do small heroic acts which can save lives of millions of people that means very big to them. We should do heroic acts not because we want to be recognized but because it came from our heart. Last but not the least, we should have teamwork and cooperation so that problems can be solved quickly and we can aim for success.

The Train

The blistering cold numbed my eyes as I stumbled through the biting snow, dragging a dull, faded suitcase overloaded with necessities behind me, leaving a train in the deadly, ice snow. â€Å"All abroad! † a man in a bright red suit, a funny red hat and an equally crimson nose called, his voice straining to be heard over the howling wind. I struggled up to him and handed over my ticket, which was faded from sweat, tears and the bitter snow. Then man, whom I safely assumed was the train conductor, glanced briefly at the ticket, then smiled at me slightly. Terrible morning isn't it? † he commented. I did not reply. â€Å"In for a long ride, I see! † he added when he saw my ticket. I gave no response as I checked my heavy bag. He beamed wider as he said, â€Å"Welcome aboard the Windows Express, ma'am! † I tried to smile back, but my scarf was bundled around my nose and my mouth, so I nodded instead. â€Å"Thank you. † My voice was barely audible over t he gusty breeze as I stepped off the platform and boarded the train. The front compartment was crowded, packed like sardines. I squeezed past the numerous bodies to get to the next train ar, which was where I was to be seated. Even though the warmth there was comforting, I hoped it was not too stuffy in my car. I finally broke free from the crowd, swinging the car door open and entering a considerably cooler car. I removed my scarf from my face. My skin was raw with cold, but I barely felt it. I glanced around. This car was deserted, the seats along its aisle empty. I checked the number of compartment I had been assigned then opened the door to it. There was a small bunk bed in the corner, with a little closed off area I guessed was the bunk. I lanced out the single window, but there was nothing to be seen through the fog and slat than plummeted so hard against the glass it felt like hail. Feeling slightly claustrophobic in the narrow compartment, I briskly threw off my jacket and e xited, walking back into the aisle. I noticed a door at the back of the car and decided to check it out. I made my way down the aisle and slid the door open. It led into the next car. This one did not have seats, but little booths lined up neatly along either side. There was a bellboy near the back, tending to a little refreshment stand. His eyes were bored, even as he attempted to reet me pleasantly. â€Å"Hello, ma'am, welcome to the lounge. Would you like anything? Some pie, perhaps, or a cup of coffee? † Uninterested, I declined politely, just as another door caught my eye. Without thinking, I flung it open. There was nothing in the room except a door with a window fixed into it, and a shiny red handle. â€Å"This is where you'll be disembarking,† the bellboy informed me. â€Å"That there's the emergency brake,† he added, pointing at the handle. â€Å"You're perfectly welcome to pull that at any time. † Taken aback, I spluttered on my Coke. â€Å"Wha t? I wouldn't. That's ridiculous.Then how will I get to where I am going? † I demanded incredulously. The bellboy shrugged. â€Å"Sometimes you can't rely on trains to get you to where you want to go. † I stared openly at him. Quickly dismissing him as crazy, I turned away and hastily returned to my compartment. Once safely inside, I lay on my bed, thinking to myself about my destination, a place I had never been and a face I had not seen for so many years it hurt to think about it. Flashbacks began to attack my once- peaceful mind, invading my would be calm pondering. At four years old, my hands pressed tightly over my ears, rying in vain to block out the sounds of heated arguments over nothing. Seven years old, an empty bottle crashing over my head as I tried to escape the debris of broken plates. Thirteen years, bruises covering my face, blood on my hands, a broken ankle, pain enveloping my body. Sixteen, my broken ribs causing me to shake as I slammed the front door behind me and limped as fast as I could into the night, my mother screaming for me to come home and my father's threats chasing after me†¦ I jerked awake, nearly falling out of bed. My head felt heavy, and my eyes groggy, as if I had not slept or days. Sluggishly, I checked my watch, which still hung from my wrist. My eyes snapped wide open as they read the time, then relaxed again. My watch had stopped at around the same time I boarded that train. I got up, feeling tired, and felt my stomach growl. I stood up, stretched, brushed my hair and hurridly with my fingers and left my compartment. I was about to go to the lounge to eat when I noticed another girl sitting on a seat in the aisle, next to the window. She was clothed very thinly for the morbid weather, and her long locks of auburn hair poured over her shoulders.I approached her slowly. â€Å"Hello,† I said, and she jumped in surprised. â€Å"Sorry for startling you, but do you have the time? † She looked up at me, and I saw a thin ragged face that would have been pretty if not for the exhaustion consuming it, and the melancholy sadness in her eyes. â€Å"Oh hello, its quite alright. Let me check. † She lifted her mobile phone from her pocket, glanced at it, then shook her head apologetically. â€Å"Strange. It seems to have died. I could've sworn I charged it yesterday. † I thanked her anyway, and asked her where she was going. She looked even weary when I questioned her. I'm going to see my long-distance partner for four years,† she said, in an almost rehearsed answer. â€Å"I think he may propose to me, but I doubt I'm ready for such a change. † She drifted off, her voice trailing away, then came to her senses and asked me where I was headed. â€Å"I'm going to see my father. I haven't seen him for nearly a decade,† I said quietly. â€Å"I can't say I'm looking forward to it. † She agreed with me, and we made small talk for awhile longer befo re I excused myself and when to the lounge. The bellboy was not there anymore, and I breathed an inward sigh of relief.The batty guy had freaked me out. I saw someone sitting down in one of the lounge booths. Hidden behind stacks of paperwork and a newspaper sat a middle aged man in an impressive suit and tie, muttering to himself in what looked like disgust. I walked over to him. â€Å"Hi, sorry to bother you, but do you know what time it is? † He glanced up and stopped grumbling. â€Å"Hmm? Oh, yes. † he shot a look at his fancy wristwatch. â€Å"Well, what is this? My watch isn't working! † He began to mumble again. I found it strange that nobody knew the time, so I stole a glimpse of the watch, and sure enough it ceased to ick. â€Å"That’s a shame,† I said good-naturedly, and asked him what he was doing. â€Å"Its for a case I have,† he replied. I must have looked puzzled, because he elaborated. â€Å"I'm a lawyer, you see, and I'm abo ut to defend the biggest drug cartels of all time- then again, I probably shouldn’t have told you that. † I was about to leave him in peace when he continued on. â€Å"In my defense, my client is one of my oldest friends. I owe him my life and he's gotten me out tons of scraps. I really have no choice. I began to feel a little uncomfortable, and averted my gaze to rest on the window.To my surprise, evening was over-the sun was rising on another day! Had I missed my stop? I was supposed to be off the train by dusk, yet here was dawn, a new day beginning right before my eyes! Panicking, I ran back to my car and asked the girl still sitting on he seat, â€Å"What time did you get on? Which state are you going to? † Bewildered, she told me the details of her travel. I calculated in my head. â€Å"But what would only take you a few hours! You should have arrived by now,† I said, unable to keep my voice from getting louder. She seemed indifferent. Maybe we made a few stops along the way. I wasn't awake the whole time, you know. † But I had it all figured out. The pieces of the puzzle were coming together, forming an unbelievable picture in my head. I ran back into the lounge, and flung open the door at the back of it, where the emergency brake ws. The lady came racing after me, asking where I was going. â€Å"Look, it’s the emergency brake. If we pull it, we'll be able to get out of here! † I exclaimed. She looked at me the same way I had looked at the bellboy- as if one of us had gone bonkers. â€Å"What? Are you crazy? Why? Its ridiculous.Then how will I ever get to where I'm going? † I smiled at the distinct resemblance her words had to mine. Reaching over, I grasped the red handle in my right hand and pulled as hard as I could. The train screeched against the metal of the tracks. I pushed against the exit door, and it opened easily. I leaped off the train. The ground was icy and cold beneath my feet, and the cold wind cut my uncovered face like a knife. I became aware that I did not even have my jacket with me as the cold began to envelope my very being. â€Å"What are you doing? You'll freeze to death! † the girl cried next to me. You don't even have your suitcase with you. † I vaguely recalled my stuffed baggage, filled with things I suddenly realized were of no importance to me. And just like that, suddenly, I felt free. Free of all my emotional baggage, free of everything that weigh me down, free of guilt, pain and sorrow. A sense of warmth, a beautiful feeling, filled up my body, and I no longer felt the chill. I turned back to the train, smiling for the first time in years. â€Å"Why don’t you come with me? † I asked the girl. She shook her head, eyes wide. And then the train door slammed shut, and began to move again.Free of doubt, I turned from the sight of the train slowly resending out of sight until it vanished, and began to trudge through the snow , in the direction of my destination. Sometimes we are weighed down by the pain, grief and guilt. We go through life day by day, merely existing, not living, and time stands still. Those days we live, so burdened by emotions, are meaningless and pas by without notice of purpose. If we could just let go of it all, forget our troubles for a few seconds, and look around us, perhaps we would see the beauty we are meant to see, and the wonder we would feel if we only let go.

Modern Day Frankenstein

In this article, I am to create a whole new version of Frankenstein from the old version made by Shelley.Dr. Baltus Crane is a genius genetic doctor; he is a member of the genetic scientists who makes researches about developing human clones. It was a life of fame for him being such part of the organization but he chose to part from it because the other members could not agree with his idea of making a clone complete human-like creature.  This idea came up to him because of his observation that clones are just a machine or robot-like things which will genetically inherit a cloned person’s genetic composition.Dr Crane started to do his project isolating himself on a far island, he made his research about how human show emotion and how they express affection to make a clone perfectly human. The later genetic doctor created his called â€Å"obra†Ã‚  Ã‚   with the help of his best friend Gene.  Through out the scientific invention, Dr Crane made sure that the clone†™s brain is totally developed as to function for executing commands and to know how to express emotions. The clone was named Genin which is an abbreviation for the word genetic invention; Genin is indeed perfect for Dr Crane because she is able to act as a solid human without any clue that she was just a clone.After the long span of time that Dr Crane is far away from home, he then decided to visit his left family and stay for a while leaving his scientific product alone in the island. He went home to see his family and his wife but as he was to knock the door, no one opened. He entered his home to find out that his wife Sarah is already dead; was killed by a weird woman whom they have not yet seen before.  Dr Crane decided to go back to the island since there is no longer a reason for him to stay in their home because his wife was already dead. His best friend Gene was always there to console him and give him the support he needed. They both went back to the island seeing Genin waiting for them at the front yard. Genin seeing the two together acting like couples made her mad so she went inside of the house.Dr Crane started to busy himself for new further genetic researches and lost his time to give Genin the attention she wanted from her creator. Genin was then jealous of Gene who’s the only one allowed of disturbing Crane. She always watches them as they burn themselves out working hard for the new research but then she can no longer hold her temper.Genin will kill Gene the day that Dr Crane get out of the house to do an important work in the city, after killing Gene, Genin decided to acquire her freedom. Wondering in the city, Genin thought of how much her creator meant to her that she could not stand seeing him with another woman or not seeing him at all and so she decided to go back to him.Dr Crane was captured accusing him to be responsible for the death of his best friend Gene who was found dead at his laboratory. Right then Crane ought to fi nd and destroy his invention to stop the crime earlier.  In the city, Crane saw Genin wondering around watching the city lights and approached her, seemingly innocent, Genin admitted what she had done and why she had done such thing to the women that her creator so loved.Crane realized that his creation was indeed almost perfect because she acts like a woman or a real person and she can express emotions but then she was not initialized regarding moralities and how to control her self in relation to her emotions. Because Dr Crane had no choice, he let out the knife he hid inside his pocket and stabbed Genin’s heart the moment she was close to him. Before Genin totally loss her breath, she told his creator that she was thankful he made her and that she was able to feel that she is a human even for a while.Crane was taken to jail and acquired a severe illness that caused him to suffer and eventually died; he admitted that he killed his created clone but still stand out that he was innocent about his best friend’s death.  The police conducted an investigation in Dr. Crane’s laboratory finding his diary into where he wrote all the details in his life regarding his works and other genetic researches.Explanation:In this story, Victor Frankenstein was depicted in the role of Dr. Baltus Crane wherein the monster-like that he created was a clone named Genin. Genin in this story depicts Frankenstein who killed Sarah as Baltus’ wife or in the story of Frankenstein was William who in the story is victor’s brother. The character that depicts Victor’s friend Henry was characterized as Gene in this story.  The central crime that will cause the two characters to be murdered by the clone is the jealousy that the clone felt whenever a certain woman gets closer to the doctor.This story could shock the readers by simply thinking if it is really possible to create a human clone that will definitely be like a perfect human-like being. It can also shock the readers through the question; is it possible to train a clone regarding how to feel certain emotions and showing of affection which will make them indistinguishable from a real human to a man-made man?  Since there is no witness left to tell the story and evidence are the only things left, it would be necessary to have a narrator in this story.ReferenceShelley, M. (1818). Frankenstein [Electronic Version] from http://www.sparknotes.com/lit/frankenstein/facts.html.

This essay needs to be revised by grammar Example | Topics and Well Written Essays - 750 words

This needs to be revised by grammar - Essay Example In his work â€Å"Animal Rights vs. Human Rights,† Edwin Locke declares that only creatures that possess the capability of thinking, reasoning and the capacity of making choices have rights. (1) He thus makes his stand very clear against the rights of animals. On the other hand, this viewpoint is strongly opposed by Tom Regan, who is a famous philosopher providing arguments for the provision of rights to the animals. In his work, â€Å"The Rights of Humans and Other Animals,† Tom Regan points out a few characteristics for having rights which mainly include rational autonomy and sentience. (17) However Regan gives up on rational autonomy shortly and opposes with Locke. The other controversy that exists between Regan and Locke is the point that whether animals have a moral community like humans or they do not form. To search for a link between characteristics and rights can be classified as not being moral and neither is it a respectful behavior towards other beings. To s tart with, rational autonomy is the capability of thinking, reasoning and making choices. By rational autonomy creatures have the capacity to decide the consequences of their actions. Locke claims that animals do not need rights owing to the fact that they do not reason and nor do they take decisions which will have an effect on their lives. Also, he argues that animals are instinctual and do not have the capacity of thinking as humans. Thus there is no strong justification according to Locke for the provision of rights to animals. On the other hand Regan argues that animals are not instinctual, they are living creatures and are capable of thinking just like humans. However, it is very clearly known that not all of the animals have rational autonomy and the same implies for humans as some of them also do not possess rational autonomy. If only creatures that can think or reason and make choices have the rights (Locke 1) then too many people and animals will be excluded from this grou p. Thus rational autonomy cannot be a criterion of having rights. Regan analyzes this problem and hence disapproves with Locke’s point of view. Locke asserts that rights are vital for humans, because the rational autonomy of human beings is the key element to lead a better life. Human beings need to think and make choices for choosing a path to live their lives. Locke claims that humans need rights for protecting their thoughts and themselves from other people. Thus he asserts that as long as animals are not rational they do not need rights for protecting themselves. In opposition to the justification of Locke, some animals which include dolphins, pigs are more intelligent than infants as well as mentally handicapped people. Regan argues that if rational autonomy is a criterion then these human beings would also be left out and they would also be excluded from the group of people who should be granted rights. Regan then expresses that sentience is an important characteristic for having rights. Having sentience is ability to feel pain and pleasure. By the implication of sentience as a measure for the provision of rights, all human beings irrespective of their mental state would have the approval of being granted rights. At the same time, the quality of sentience would make animals and humans equal as both of them possess the capability of sensing pain or pleasure and hence they would both deserve rights in an equal manner.

Strategic Supply Chain and Logistics Management Essay

Strategic Supply Chain and Logistics Management - Essay Example This is a flexible method because Dell sells through retail outlets. Dell also kept track of customer’s inventory, allowing them to order PCs directly rather than going through the hassles of purchasing. (Kraemer, Dedrick, and Yamashiro 2000) The advantage in Dell’s strategy is that it minimizes inventory. Dell’s method is direct selling, and selling through the Internet. At Dell Computer, speed and balance are the secret weapons to creating value. (CNET Networks Inc. 2007) Hewlett-Packard (HP) does not rely on outsourcing of supplies. Rather than relying on a network of partners, the company builds its PCs in-house. HP computers are of highest quality. Management believes that every part and component should be designed and produced in house. Since the beginning, HP had been making its own screws. HP people focused on developing new technology internally, resisting collaboration with outside partners to leverage existing technology. (Mendelson and Siegler 1999, 134) Executive management is right on the top, which means this is the top echelon of the company or business. Important decisions and company strategies have to come from this part of the organization because they affect the operation, to include the future and success of the organization. Supply management is equally important as in other strategic decisions processes in the organization. Supply management sustains the lie of organization. Without an effective supply chain, business cannot thrive or be successful in the long run. Operation is the process by which goods and services are created. We find productive processes in all kinds of organized activities such as factories, offices, supermarkets, and hospitals. Production and operations management deals with decision making related to productive processes to ensure that the resulting goods or services are

Culture Is Media and Media Is Culture Essay Example | Topics and Well Written Essays - 2000 words

Culture Is Media and Media Is Culture - Essay Example The dependence on the use of media has greatly increased and to a great extent dictates the behavior and ideas followed in a society, in other words dominates the behavior of the culture. Common people are in regular touch with the media and the entertainment that decide their collection of information, ideas as well as opinion that create the human knowledge reflected by his behavior. ‘Culture is media and media is culture’ seems to be pertinent in today’s cultural status of a community where media influences the formation of the cultural activities of different individuals within a community (Pope, 2002). The present study focuses on this particular statement ‘Culture is media and media is culture’ and discusses its relevance based on theory and examples. Understanding the Media Today: In the present times, the media seems to have become a significant issue as considered within a society. If the television medium is taken into account, it is found t hat be it small children, the youth of the older people, or other individuals, they tend to spend long hours in front of the television set. The new media has the ability to target the mindset of the human beings that might even impact the societal behavior of an individual negatively. For example, the televisions being the most common medium, several murders are viewed as part of news, or other television programs. Such programs tend to influence the minds of the smaller children or the youth to the extent that they might follow these acts disregarding their true cultural values. The computer has been obtained as one of the most influential medium generating knowledge and information for the present society that is completely dependent on information for its production, consumption and the economy as a whole (Straubhaar, Larose & Davenport, 2011, pp.11-15). The modern media has its presence reflected in almost every issue within a community and hence its behavior and culture. The m odern media form a creation of the mass communication that makes it possible through the internet and the large number of interactive media being available, e.g., television, radio, newspapers, hoardings, and so on. The different problems and issues related to the political and economic factors associated with a society and its inhabitants get attended by the mass media in the present times (Aikat, n.d.). The media can actually be found to be present in all aspects of today’s communication and knowledge gain purposes. Human beings tend to depend completely on the sources of media not only to communicate but also to determine their views and opinions that might alter their cultural views as well. The Impact of Media on Culture: Communication has always been the most important activity in spreading one’s views, opinions and beliefs to engage others in similar thoughts. In the present day society, communicating only with few close people may not work if a revolutionary ch ange is desired or changes in cultural aspects are required. The mass media plays its significant role in this regard. The spread of cultural views from a single point of origin to an entire community is referred as the phenomenon of diffusion. The features of culture include almost all habits that any human being follows in their normal lives. For example, the food habits, the dress that an individual wears, his/her beliefs in any particular religion, the language that he/she speaks

Business Proposal - Gym Cafeteria Essay Example | Topics and Well Written Essays - 1250 words

Business Proposal - Gym Cafeteria - Essay Example Although this business proposal has higher potential for growth, the marketer needs to face a sequence of challenges whiling going on with this project. Firstly, the marketer has to identify target groups. For this purpose; referring to Cant et al (2006), one must conduct an extensive market research to get a detailed view of the people’s health perception (pp.158-159). Traditionally, young males are the only group who visit GYM centres. However, this situation has been changing for the past two decades and it is observed that all categories of people including women and children are visiting GYMs to keep themselves stronger (Healthkicker, 2010). According to Hanc (2010), the practice of aged people visiting GYM centres is on the rise. Hence, the marketer must focus on all types of people without gender and/or age based disparities. Zikumund & Babin (2007) indicate that the market research process is helpful in accurately identifying main target market and its special characte ristics (p.20). Under this business, it is necessary to consider tastes and preferences of individual customers since health concerns may be different from person to person. In the opinion of Stephenson & Thurman (2007), the market research strategy would benefit the venture developer to create customer profiles and thereby customise service offerings (p.13). Mohr et al (2009) suggest that traditional questionnaires, online surveys and automated call surveys can be deployed to conduct the market research programme (pp.190-191). ... According to Hanc (2010), the practice of aged people visiting GYM centres is on the rise. Hence, the marketer must focus on all types of people without gender and/or age based disparities. Zikumund & Babin (2007) indicate that the market research process is helpful in accurately identifying main target market and its special characteristics (p.20). Under this business, it is necessary to consider tastes and preferences of individual customers since health concerns may be different from person to person. In the opinion of Stephenson & Thurman (2007), the market research strategy would benefit the venture developer to create customer profiles and thereby customise service offerings (p.13). Mohr et al (2009) suggest that traditional questionnaires, online surveys and automated call surveys can be deployed to conduct the market research programme (pp.190-191). The marketer must also consider historical statistical data to assess changing trends in GYM business. Referring to Chaturvedi & Chaturvedi (2009), after identifying the main target market, it is strongly recommendable for the marketer to develop proper and effective communication channels to interact with his clients (p.37). According to Guffey and Almonte (2010); in the modern business environment, online communication channels including company websites and emails and telephone communications are strongly suggestible (p.34). As per the idea put forward by Miletsky (2009); to promote the business venture, the marketer may use infinite scope of internet, especially social networking sites such as facebook and twitter (p.54). It is advisable to create GYM demonstration videos and

Marketing Plan for Dell India Sales Case Study Example | Topics and Well Written Essays - 4500 words

Marketing Plan for Dell India Sales - Case Study Example It's budgeting and the organization's implementation strategies are also considered in the final plan. Dell is the second largest PC manufacturer in the world and has 60pct of its revenue from the US which is the largest market. However, with the recession and the attempt to malign Dell in this country, the company is looking for markets outside the US. The increasing market for laptops and desktop PCs in China, India, Brazil and Russia have given reason for Dell to make strategies to depend less on the US market and expand to other regions of high yield. Its presence in India since 8years has given it much exposure to make the appropriate strategies to suit the Asian market, particularly the Indian market, which has the most potential. The economic advantages that Dell offers for the local market and which have been successfully displayed in China have more reason for Dell to gain a foothold in the already tapped PC market in India despite the presence of other strong contenders like HP, Lenovo, etc. and its own presence in the country for over six years now. The advantage on GDP with every investment by Dell enables it to gain faster penetration into the local market and enter other frontiers too. "Then there is the multiplier effect. ... have more reason for Dell to gain a foothold in the already tapped PC market in India despite the presence of other strong contenders like HP, Lenovo, etc. and its own presence in the country for over six years now. The advantage on GDP with every investment by Dell enables it to gain faster penetration into the local market and enter other frontiers too. "Then there is the multiplier effect. A Peking University study of the Dell effect showed that for each $1 million spent by the company in China, $2.3 million was contributed to the nation's GDP, 92 new jobs were created and $144,000 was generated as tax revenues. Factor in China's PC penetration at 6% and Dell's revenue growth there at 26%, the implications are clearer. India with a PC penetration of just 1.8% and a population of 1.3 billion, offers the kind of potential Dell can hardly ignore. A latecomer it may be, and is up against stiff competition from old hands like HP, Lenovo, Acer and homegrown HCL Infosystems, but the motivation for Dell to scale up here are obvious. In less than six years, it has garnered a 36% market share in the large enterprise segment. However, it is still weak in the 1.7-million home buyer/retail desktop and portable media market. But Dell is eyeing a 10% overall market share in the next 18 months and a doubling of revenue to $1 billion; this, after t aking nearly six years to hit $500 million. The $1-billion figure is just 1/60th of Dell's global sales and for this to be relevant to India, revenues would have to be many times more" (Prasad, Gupta, 2007). ii. Socio-Cultural- Another reason that Dell can leverage in the Indian market, is its strong direct sales experience. Since, these kinds of economies do not permit high prices and are more accustomed to retail selling which offers

Creating a plan for a proposed change to resolve issue in information Research Proposal

Creating a plan for a proposed change to resolve issue in information technology in health care - Research Proposal Example Proposed Change in Home Care Agency My recommendation is to introduce Electronic health information systems (EHIS) or Electronic Health Record (EHR) also called computerized patient record with standardized assessment data (like Outcome and Assessment Information Set [OASIS] and RAI-Home Care) to the Home Care Agency. It keeps an organized set of electronic health information of individuals in Home Care Agency. It keeps individuals’ medical history in digital format and this information can be shared within several health care settings. This record includes information about Demographics therapeutic history prescriptions allergies immunization condition Results of laboratory tests X- Rays Signs or sysmptoms of diseases Personal information like age or height Information about billing etc This will provide an electronic evidence of an individual’s general health record or medical history which is produced after one or more visits to Home Care Agency. The EHR will automat ically update the patient’s record. ... ontainer that holds all necessary details about a person in home care, also as an instrument that collects medical history for secondary use (like repeat prescription or payment etc). (Greenhalgh T, Potts HWW, Wong G, Bark P, Swinglehurst, 2009) Some other researchers see EHIS as a a socio-technical structure. Like, actor-network theory defines EHIS as an instrument in a set of connections Whereas, according to computer supported cooperative work or CSCW, EHIS is an instrument that assist in performing a specific task. Moreover, some researchers after reviewing its advantages defined EHIS as an essential tool for human history. (Baek and Robson, 2009). Up till now, the utilization of EHR in home care agencies has attained limited investigation and policy consideration. Moreover, despite the enormous development of the medical technologies, diffusion of EHR usage within home care agencies is not yet common Organizational and individual barriers to the proposed change The personal care nature of the industry, high costs of technology, limited health-care specific software, and low-budget operations have all been cited as factors in the limited usage of IT within Home Care Agency (Blau, 340). Another issue is Time factor, as majority of medical staffs and doctors do not show enthusiasm in learning a new system. Some of them have a perception that application of EHIS decreases medical productivity. Cost of EHIS is a major factor; other factors also include unresponsiveness towards its teaching, and insufficient acceptance of its users and staff resistance. Organizational Readiness for the proposed Changes There is need for a movement towards more effective IT adoptation within the health care industry that will address work flow issues, accessibility of information,

Creativity in music and children learning in 3-5 years Annotated Bibliography

Creativity in music and children learning in 3-5 years - Annotated Bibliography Example Creativity in music helps children build their confidence. Children learn to be independent by taking the initiative of forming their own songs. This could be with the help of their parents or their teachers. Examples of these songs are songs on responsibility. The songs help children face the world by making them know their talents count.Creativity in music helps enhance the quality of a child’s life. This is by enabling the child express his or her ideas and experiences by the use of music. Examples of these songs are songs on trust. These songs help guard a child around strangers. A child will remember the message in the song and know what to do when a stranger talks to him or her.Creativity in music allows a child to express his or her feelings through music. When children are given a chance to be creative, they can openly say what they feel or think confidently. Examples of these songs are the ones on compassion. These songs teach them how to behave and how to handle them selves around grownups and around their friends. This book explains that nurturing a child’s talent at an early age is important. Children can use their musical talents to earn a living when they grow up. At these stages, children are usually curious and they are always looking for answers. This stage is not of serious study and exposing a child to critical theory, makes him or her loose the desire to learn. When asking a child, what he or she learnt in school, it is possible that the child will not have a clue of a hint.

Same Sex Marriage in India and the United States Essay

Same Sex Marriage in India and the United States - Essay Example The essay "Same Sex Marriage in India and the United States" compares the issues of the same sex marriage in India and the US. This paper analyses the childless married women’s experience and resistance practices. This paper is of particular importance as it brings to light the importance that is given to motherhood in India.According to the Bible, God sent Adam and Eve, of two different sexes, to the earth for procreation. According to Hindu mythology also the first human beings that were sent down were Manu and Shatarupa, again of two different sexes. The purpose in both cases was procreation because this can happen only with the union between the opposite sexes. Same sex marriages are condemned the world over by every religion as it goes against the law of nature. While spiritualism directs to look at every individual as a soul and not to look at the external form and shape, hence beyond gender, but same sex marriages create social distortions and challenge the very institu tion of marriage. In India same sex marriages are a taboo and motherhood is essential to attain fulfillment. Nevertheless, close-knit Indian families are traveling beyond and embracing the new way of sharing the love. In the US, same sex families claim to provide the same environment to the children and the children grow up in a better environment than natural families and hence through adoption, they can fulfill the desire to have children. Same sex marriages in the US is gaining acceptance while in India it is still a stigma and a taboo.

Bosch company part-A project report Essay Example for Free

Bosch company part-A project report Essay 1.1 Autumobile industry The automotive industry designs, develops, manufactures, markets and sells the world motor vehicles. In 2008, more than 70 million motor vehicles, including cars and commercial vehicles were produced worldwide. In 2007, a total of 71.9 million new automobile were sold worldwide. Around the word, there were about 806 million cars and light trucks on the road in 2007: the burn over 260 billion gallons of gasoline and diesel fuel yearly. The numbers are increasing rapidly especially in India and china. 1.2 INDIA An embryonic automotive industry started in India in the 1940s. However for the next 50 years the growth of the industry was hobbled by the socialist policies and the bureaucratic hurdles of the license. Following, the economic liberalization in India from 1991 and the gradual easing of restrictions on industry, India has seen dynamic 17% annual growth in automobile production and 30% annual growth in export of automotive components and automobiles. India produces around 2 million automobiles currently. Total turnover of the Indian automobile industry is expected to grow from USF 34 billion in 2006 to 122 billion in 2016. Tata Motors has launched Tata Nano, the cheapest car in d world at USD 2200. Indian automotive industry is contributing a significant portion to overall Indians GDP. This sector is growing and promising a lucrative future. Automotive sector also provides wide business and employment opportunities. With the liberalization of economy, the decades old monopolistic environment of the Indian automotive industry where only a handful of vehicle models were available with a long waiting list, gradually gave way to a highly competitive, complex and rapidly changing market which was not limited to domestic market alone. Today the number of vehicle models available are more than hundred and not a month goes without offerings of newer and more advanced mode. Ironically for the Indian automotive industry, the cost of technology  development has increased manifold and increasing product cost has put a squeeze on profit margin affecting their ability to outsource expensive technologies. Moreover, the technologies are not so easily available from outside .Instead of giving a license or setting up joint ventures with an industry, many intentionally renowned automobile manufacturers have started production in India to take advantage of grate commercial opportunities Indian market offer. Even in the existing joint venture, the control has slowing moved into hands of MNCs. Indian automotive industry urgently needs technologies to produce fuel efficient, environmental friendly, lighter, safer and cost competitive engines, and vehicles. Advanced material and manufacturing techniques, technologies for using alternative fuels, emission abatement, fuel economy improvement, safety enhancement, engine management systems, and embedded vehicle control system are some of the areas where we must focus our efforts. 1.3 AT PRESENT, INDIA IS THE WORLD’S †¢Largest tractor and three wheel vehicle producer †¢Second largest two wheel vehicle producer †¢Fourth largest commercial vehicle producer †¢Eleventh largest passenger car producer. CHAPTER- 2 COMPANY PROFILE 2.1 BACKGROUND AND INCEPTION OF THE COMPANY BOSCH Group founded in 1886 in Germany as a workshop for precision Mechanics and Electrical engineering by Robert BOSCH Group. The BOSCH Group today is the largest automotive technology supplier in the world with a global group turnover of 47.3 billion Euros in the automotive technology, industrial technology, consumer goods and buildings technology in the fiscal 2010. Robert BOSCH Group GmbH is a widely known company the world over, with presence across six continents. It has more than 300 subsidiaries and regional companies in over 60 countries. If its  sale and service partners are included, then Bosch is represented in roughly 150 countries. Bosch operates 260 manufacturing locations worldwide of these 200 are located outside Germany in Europe, North and South America, Asia, and Australia. The company employs more than 283,500 associates worldwide. The name Bosch is synonymous with innovation in automotive technology, industrial technology and consumer goods and building technology. The company is not just famous for automotive technology products like Gasoline, Chassis systems and Car electronics, it is also a pioneer in the areas of automation technology, metal technology, packaging technology, power tools, heating technology, house hold appliances, car multimedia systems and security systems. In 2010, BOSCH Group filed 3800 patent applications across the globe. The special ownership structure of the BOSCH Group guarantees financial independence and entrepreneurial freedom of the Bosch group, making it possible for the company to plan over the long–term and to undertake significant up front investments in the safeguarding of its future. 92% of the shares capital of Robert Bosch GmbH is held by Robert Bosch sifting GmbH, the charitable foundation. The slogan â€Å"Invented for Life† is part of its long tradition, through which it communicates the Group’s core competencies and vision, that includes technological leadership, modernity, dynamics, and quality and customer orientation. 2.2 ABOUT BOSCH LIMITED Bosch has been present in India for more than 80 years –first via representative office in Calcutta since 1992, and then from 1951 via its subsidiary Bosch Limited (formerly Motor Industries Company Limited) Bosch Limited (then MICO) began operations with a two man team in Chennai; its activities were importing and marketing BOSCH Group automotive products. Soon after the company set up a manufacturing plant for sparkplugs and fuel injection equipment for diesel engines in Bangalore. Bosch Limited today is the country’s largest auto component manufacturer and also one of the largest Indo-German companies in India. The BOSCH Group holds close to 71.18% stake in Bosch Limited. The company is headquartered in Bangalore with manufacturing facilities in Bangalore, Nasik, Naganathapura, Jaipur and recently-opened facility in Goa. The plants are TS 16949 and ISO 14004 Certified. Bosch Limited has its presence across automotive technology, industrial technology and consumer goods and building technology, with strength of over 11,700 associates. The company recorded a turnover of Rs. 6630 crores in 2010. The company has excellent RD and manufacturing capabilities and a strong customer base. Its market leadership is testimony to the high quality and technology of its products. It also has a strong presence in the Indian automotive services sector. Bosch’s service network spans across 1,000 towns and cities with 5000 sales outlets and over 4,000 authorized representatives who ensure widespread availability of both products and services. Bosch Ltd: Bosch is also represented by five other group companies in India. 1.Robert Bosch Engineering and Business Solutions Ltd: Robert Bosch Engineering and Business Solutions Ltd., a 100% subsidiary of Robert Bosch GmbH, which is present in India since 1998, has emerged as one of the largest Bosch development centres outside Germany. It provides end to end engineering and technology solutions for all the business sectors of automotive technology, industrial technology, consumer goods and building technology. 2.Bosch Rexroth India Ltd: Bosch Rexroth India Ltd., established in 1974 in India, serves customers through its manufacturing facilities and service centres in Ahmadabad and Bangalore. 3.Bosch Chassis Systems India Ltd: Bosch Chassis Systems India Ltd., established in 1982 as Kalyani Brakes Limited in India, is amongst the leading manufactur ¬ers of brakes in the country. It currently manufactures a range of Hydraulic Brake Systems meeting the stringent quality norms of many leading Indian and international vehicle manufacturers. 4.Bosch Automotive Electronics India Private Ltd: Bosch Automotive Electronics India Private Ltd. is a 100%  subsidiary of Bosch Group and is engaged in the manufacture and sale of electronic devices and electronic control units. The Company is based at Naganathapura in Bangalore. 5.Bosch Electrical Drives India Private Ltd: Bosch Electrical Drives India Private Ltd. is a joint venture company. It drives for various automotive applications such as window lift drive, wiper system, engine cooling fans etc. Robert Bosch Worldwide The Bosch Group is one of the world’s biggest private industrial corporations. Headquartered in Stuttgart, Germany, the Bosch Group has some 280,000 Executives worldwide, and generated annual sales revenue of 38.2 billion Euros in 2009. There are about 300 subsidiary and regional companies around the world. History of Bosch †¢1886 Opening of Workshop for Precision Mechanics and Electrical Engineering in Stuttgart on 15 November †¢1887 First low-voltage magneto from Bosch for stationary petrol engines †¢1897 First low-voltage magneto ignition for motor vehicle internal combustion engines †¢1901 First plant in Stuttgart †¢1902 First commercially viable high-voltage spark plug †¢1906 Production of 100,000th magneto ignition †¢1906 Introduction of eight-hour working day †¢1910 Opening of plant in Stuttgart-Feuerbach †¢1913 Start of production of headlights †¢1918 American assets seized; later become American Bosch Magneto †¢1926 Start of production of windscreen wipers †¢1927 First diesel fuel injection pump †¢1929 First TV Set from Fernseh AG division †¢1932 Formation of Junkers Co. †¢1932 First power drill from Bosch †¢1932 First Blaupunkt car audio †¢1936 First diesel fuel injection pump for passenger cars, such as the Mercedes-Benz 260D †¢1942 Death of the company founder Robert Bosch on 12 March †¢1962 Worcester Bosch Group opens in England †¢1964 Robert Bosch Foundation †¢1970 Company headquarter moves to Gerlingen †¢1976 First oxygen sensors †¢1978 Worldwide first Anti-lock Braking System (ABS) †¢1979 First electronic engine management system (Motronic) †¢1982 Company acquires photographic equipment division from Braun AG †¢1986 Traction control system (TCS) on the market †¢1995 Acquisition of Atco-Qualcast Ltd †¢1995 First Electronic Stability Control Electronic Stability Program (ESP ®) †¢1997 Common rail diesel fuel injection †¢2000 DI-Motronic gasoline direct injection system †¢2003 Acquisition of Buderus AG †¢2003 Digital car radio with MP3 drive and digital recorder (Blaupunkt) †¢2003 The formation of the Robert Bosch Tool Corporation and acquisition of S-B Power Tool Corporation and Vermont American Corporation including the brand names for Bosch Power Tools, Skill Power Tools, Dremel, Vermont-American, Primark brands, and Gilmours †¢2004 Third-generation common rail diesel injection for cars, with piezo injectors †¢2004 Bosch opens new Technology Center in Abstatt †¢2006 Bosch acquires Telex Communications, a maker of hearing aids, headsets and audio equipment, and partners with Daewoo to build Bosch refrigerators in Mexico †¢2007 The Bosch Communications Systems business unit is created to manage the brands and products of former Telex Communications †¢2008 Tata Nano, the $2,500 Peoples Car powered by Bosch-designed engine is unveiled at Auto Expo in New Delhi. Bosch plans to acquire majority stake in Ersol photovoltaic’s. †¢2009 Bosch acquires LR Nelson, a maker of lawn and garden products, including ponds, and merges the Gilmour’s and Nelson brands into Bosch Garden and Watering. †¢2009 Manufacture of Electronic Control Unit and Anti lock Brake System. †¢2010 Bosch started production of predictive emergency braking system, which alert of emergencies automatically applies brakes if needed †¢2010 Launch of A4000 pump meeting BS3 norms of commercial vehicles in India 2.3 NATURE OF BUSINESS CARRIED Automotive Technology Business divisions: Diesel and Gasoline Fuel Injection Systems, Car Multimedia Systems, Auto Electricals and Accessories, Starters and Generators, Energy and Body Systems. Industrial Technology Business divisions: Packaging Machines, Special Purpose Machines, Solar Energy Consumer Goods and Building Technology Business divisions: Power Tools, Security Systems 2.4 BOSCH VISION Creating Value – Sharing Values As a leading technology and services company, we take advantage of Bosch global opportunities for a strong and meaningful development. Bosch ambition is to enhance the quality of life with solutions that are both innovative and beneficial. We focus on Bosch core competencies in automotive and industrial technologies as well as in products and services for professional and private use. We strive for sustained economic success and a leading market position in all that we do. Entrepreneurial freedom and financial independence allow Bosch actions to be guided by a long-term perspective. In the spirit of Bosch founder, we particularly demonstrate social and environmental responsibility – wherever we do business. Bosch customers choose us for Bosch innovative strength and efficiency, for Bosch reliability and quality of work. Bosch organizational structures, processes, and leadership tools are clear and effective, and support the requirements of Bosch various businesses. We act according to common principles. We are strongly determined to jointly achieve the goals we have agreed upon. As associates worldwide, we feel a special bond in the values we live by – day for day. The diversity of Bosch cultures is a source of additional strength. We experience Bosch task as challenging, we are dedicated to our work, and we are proud to be part of Bosch. 2.4.1 BOSCH MISSION BeQIK – Be Better, Be Bosch – Profit secures our growth †¢Quality †¢Innovation †¢Customer Orientation BeQIK gives us the bearing for our actions. Our objective is to continuously improve all our internal processes – so that growth and economic success can be secured in the long term. BeQIK †¢Quality is our most valued asset †¢Innovation today ensures businesses tomorrow †¢Customer orientation inspires customers and associates BeBetter †¢We want continuous improvement †¢We want to be better than our competitors BeBosch †¢We offer outstanding products and services worldwide †¢We keep our promises 2.4.2 QUALITY POLICY †¢We strive to exceed the expectations of our customers by offering products and services of high quality standards. †¢Quality encompasses our assets throughout their life cycle, and our initiatives towards environmental protection and safety. †¢We effectively deploy methods and told to provide cost effective solutions to meet our quality objectives. †¢We involve our business partners in our endeavor towards improvements across the supply chain. Quality Principles †¢Our goal is to fully satisfy our customer’s expectations through our quality of our products and services. †¢Quality and quality improvements is every associate’s responsibility and ultimate goal from our board of directors to their apprentices. †¢Our directives, processes, systems and goals are based on requirements from international standards, consumer’s expectation, our knowledge and experience. Knowledge of and compliance with  these directives and processes in the foundation of our quality. †¢Quality means doing right in the beginning thus preventing failures in the end. Continues improvements for quality of processes lowers costs and improves productivity. †¢Avoiding failure is more important that eliminating defects. We systematically apply methods and tools, preventive quality assurance systematically, learn from mistakes and prevent their root causes without delays. †¢Our suppliers contribute systematically to the quality of our products and services. Therefore our suppliers have to live up to standards we have adopted. 2.5 PRODUCT/SERVICE PROFILE Product Range A. Automotive Technology – Robert Bosch Diesel Systems †¢Common Rail System for passenger cars, commercial vehicles off-highway vehicles †¢Axial Distribution injection pumps †¢Multi Cylinder Inline Injection Pumps (PE) †¢Single-Cylinder Injection Pumps (PF) †¢Elements †¢Delivery Values (DV) †¢Governors †¢Injection Timers for PE pumps †¢Fuel Filter Water Separators †¢Glow Equipment †¢Electronic Control Unit Gasoline system †¢Electronic Control Unit †¢Fuel Injectors †¢Lambda Sensors †¢Engine Speed Sensors †¢Knock Sensors †¢Hot Film Air Mass Meter †¢Pressure Regulators †¢CVT Belts †¢Connectors other plastic parts Starters Generators (Auto Electrical) †¢Starter Motors †¢Generators Spark Plugs †¢Spark plugs for 2, 3 and 4 wheelers and industrial applications †¢Long Life Plugs :Nickel Yttrium Twin Electrode Test Equipment Diagnostics †¢Fuel Injection Pump Calibration Test Benches †¢Nozzle Tester †¢Auto Electrical Test Bench †¢Diagnostic Tool : KTS series †¢Engine Analyzer : FSA series †¢Engine Analyzer : BEA series †¢Chassis System Check †¢Battery Service Equipment †¢Wide range of service tools for unit vehicle repairs †¢Software / Teach ware : ESI ( tronic ), MSI, K-CD B. Industrial Technology Industrial Equipment †¢Special Purpose Metal Cutting / Grinding / Honing / Lapping/ Super Finishing machines. †¢Semi / Fully Automatic Assembly Machines †¢Semi / Fully Automatic Inspection Measuring Equipment †¢Cleaning Machines †¢Electro-Chemical Machines †¢Tools, Gauges Fixtures †¢Exhaust Gas Re-circulating Unit (EGR) †¢Test Equipment Bosch Packaging Machines †¢Vertical Form Fill Seal Machines †¢Dosing System – Cup Filler, Auger Filler, Weighed Pump †¢Pharmaceutical Packaging Machines †¢Confectionary Processing Packaging Machines C. Consumer Goods Building Technology Bosch Power Tools †¢Construction Tools †¢Wood Working Tools †¢Metal Working Tools †¢Cordless Tools †¢Do- It Yourself Tools †¢Lawn Garden Tools †¢High Pressure Water Jets †¢Specialty Tools †¢Pneumatic Tools †¢High Frequency Tools †¢Automation Technology †¢Accessories for all Tools †¢Fischer Fixing System Bosch Security Systems †¢Fire Detection †¢Intrusion Detection System †¢CCTV Surveillance †¢Access Control †¢Integrated Security Management BIS †¢Public Address Emergency Sound System 2.6 AREA OF OPERATION The Bosch Group is one of the world’s biggest private industrial corporations. Headquartered at Stuttgart, Germany. There are about 300 subsidiary and regional companies around the world. In India, Bosch is a leading supplier of technology and services, and has a strong presence in the country at numerous locations in diverse industry segments. Bosch Limited is India’s largest auto component manufacturer and also one of the largest Indo – German company in India. Bosch Limited has a strong nationwide service network which spans across 1,000 towns and cities with over 4,000 authorized representations to ensure widespread availability of both products and services. The company is headquartered in Bangalore with manufacturing facilities at Bangalore, Naganathapura (near Bangalore), Nasik, Jaipur and Goa. Number of Branches in India Bosch manufacturing facilities are located in Bangalore with state of the art plants in Bangalore, Naganathapura, Nasik, Jaipur and Goa. All the 5 plants are TS 16949 and ISO certified. Bangalore Plant Manufactures multi cylinder, PE pumps, mechanical governors, elements, delivery valves, special purpose machines, packaging machines, power tools and will foray into the production of common rail pumps from 2006 onwards. Built areas 109.948m2 Land area 311.140m2 Employees more than 5500 Nagnathapura Plant RBIN (Bosch Ltd. India) Naganathapura Plant, inaugurated in the year 1990, is the 3rd plant among the 4 plant of RBIN. The plant houses productions hangars for Spark Plugs, Glow Equipment, Starter Motors, Alternators, Regulators and PF Pumps. Portions of the plant are leased out to RBAI and Bosch Training Center. Built area 47.494m2 Land area 266.100m2 Employees more than 1279 Nasik Plant Set up in 1969 is specialized in manufacture of clinical and Euro series of nozzles and injectors to automobile industries recently the Nasik Plant has ventured into the production of CRI ports catapulted by Bosch Endeavour in common rail technology. Built area 67617m Land area 405.060m2 Employees more than 2500 Jaipur Plant Set up in 1999 the Jaipur plant manufactures BE (Mechanical) pumps for domestic market and export purpose. The VE pump (Distributor fuel injection pump) is designed to meet Bharat state 11 Euro 11 emission norms. These pumps are used in 3-6 cylinder vehicles. Built area 16345m2 Land area 202350m2 Employees more than 1200 COUNTRIES COVERED Middle-East and Africa (UAE, EGYPT, KENYA), Neighboring countries (Sri Lanka, Bangladesh,) South East Asia (Philippines, Thailand, Indonesia). 2.7 OWNERSHIP PATTERN Since 1964, Bosch’s majority shareholder has been Robert Bosch Stiftung GmbH, a charitable foundation. The Stiftung carries on the charitable and social endeavors of the company’s founder in contemporary form. It sees itself as a foundation that pursues its objectives both with programs and institutions of its own, and by supporting suitable projects and initiatives proposed by others for tackling the tasks faced by society. Today, the Robert Bosch Stiftung, a charitable foundation, holds a 92 percent stake in the share capital of Robert Bosch GmbH. The share dividend received by the foundation is used exclusively for charitable purposes, i.e. to support general medical care, international understanding, social work, training and education. 2.8 COMPETITORS INFORMATION †¢Modi Champion †¢Delphi †¢Denso †¢Doowon †¢Electrex †¢Nippon †¢NGK †¢Siemens VDO †¢Zexel †¢Cav England †¢Lucas †¢TVS 2.9 INFRASTRUCTURAL FACILITIES Bosch infrastructure is one of the best in the country. The individual work place is designed as per the international standards which make the employees feel comfortable, proud, happy and safe. Medical Facilities †¢Medical centre works round the clock and also provides a 24 hours ambulance service †¢The company has also associated with important hospitals, labs and senior medical consultants in the city for the treatment of the employees †¢They are provided with annual master health check-up †¢Special schemes like hospitalization scheme, Manipal hospital scheme and Medical reimbursement scheme are provided to the employees Canteen Facilities †¢Food is provided to all the employees and 24hrs a day providing breakfast, lunch, dinner, tea/coffee and snacks for 8500 employees in 4 shifts. †¢It is well equipped and accommodation for more than 1500 persons at a time †¢The food provided in the organization is 100% hygiene. Workings of the canteen is guided by an advisory committee Transportation Facilities †¢The company provides transport facilities for employees Library Facilities †¢The company has the facility of both general and technical library The general library is used by the project trainees also Other Facilities †¢Sports club †¢Fine Arts Society looks into the cultural events and various programmes conducted during the course of the year. †¢Uniform, shoes, socks and soap is given to employees on the job by Bosch. †¢Accident benefit scheme †¢Holiday homes and time share holidays †¢Vehicle expenses and reimbursement †¢Death relief scheme. 2.10 ACHIEVEMENTS/AWARD February 1, 2012: Bosch Limited wins Car Bike Award 2012 The accolades and awards keep rolling in for Bosch Limited. Once again, Bosch Limited was the proud winner of the Subros Car Bike Award 2012 in the â€Å"Best Automotive Component Manufacturer† category. Bosch Wins â€Å"Car Bike† Award 2011 Receiving yet another glory in its 125th Anniversary Year, Bosch Limited was conferred with the Car Bike India Award in Best Auto Component Manufacturer category. The Car Bike Award function was held at Mumbai on January 13, 2011. Bosch was adjudged the best among two other nominees, namely Delphi and Endurance. Jan. 07, 2010: NDTV Car Bike Award ‘Automotive technology of the year’ This accolade recognizes the contributions made by Bosch in India, for localizing ABS (Antilock Braking System) production. Bosch is the only automotive supplier to manufacture ABS in India for passenger cars and light commercial vehicles. ABS is crucial to safety while driving, as it makes braking safer, by preventing the wheels from locking. April 15, 2009: DHL CNBC TV18 International Trade Award Bosch won this honor in the category of auto component industry, for doing  extremely well in exports through its low-cost solutions. The award recognizes the company’s commitment and innovations that address the needs of the Indian market, and keep Brand India alive. Feb. 20, 2009: NDTV Car Bike Award – ‘Auto component manufacturer of the year 2009’ Bosch was chosen as the best in the auto component industry of India for the year 2009. These awards are considered as benchmarks for auto excellence in India and widely trusted by consumers, manufacturers and auto experts alike. The award recognizes the best in the automobile industry of India. Jan. 7, 2009: UTVi Autocar Award Bosch and Mahindra Mahindra won the ‘Best Innovation of the Year’ UTVi Autocar Award. The award recognizes Bosch innovation start/stop system which contributes to fuel efficiency at a very reasonable cost. The Mahindra Bolero Micro Hybrid is the first vehicle in India to integrate this technology in their new car. June 21, 2008: Business Standard Award ‘Star MNC of the year’ Bosch was noted for its cutting edge technologies, especially for designing and delivering low cost high quality fuel injection system and for pioneering the common rail system in India. Jan. 10, 2008: NDTV Car Bike Award Car Technology of the year Bosch not only setup the common rail injector and pump manufacturing projects in record time, but also pioneered the new application of Common Rail in low cost car segment. This is a revolutionary leap achieved by Bosch in India, which is the pioneer of Common Rail technology in the rest of the world as well. Jan, 12, 2007: NDTV Profit Car Bike Award 2007 – ‘Automotive Technology of the year’ Audited by PricewaterhouseCoopers, these awards honored the best in the Indian automotive industry for their handiwork in calendar year 2006. Bosch was presented with the award for its application of ABS / ESP technology. Jan. 4, 2007: CNBC-TV18 Autocar Auto Award – ‘Auto Component manufacturer of the year’ Bosch Limited was chosen for the mark that it has made both in the domestic and international markets with its superior technology and products. These awards seek to reward exemplary performance in the industry in 2006 based on a comprehensive set of attributes including design, technology, value, product experience and so on. The selection process truly reflects the choices and sentiments of all stakeholders and justifies their stature as benchmarks in auto excellence. Aug. 17, 2006: Dun Bradstreet American Express Corporate Award -–‘Top Indian company in the Auto Components sector’ The award recognizes the twin virtues of size and growth in the organizations of corporate India, from a derived list of top 500 companies in the country. Bosch Limited was selected as the best amongst the top 10 auto component manufacturers in India. Aug. 10, 2006: EEPC Award – ‘Star Performer for outstanding export performance’ The Engineering Export Promotion Council (EEPC) conferred the ‘tar Performer’for outstanding export performance in the large enterprises category on Bosch Ltd, which garnered a total export figure of Rs 423 crores in 2005, almost twice as high as Rs 193 crores in 2001. Jan. 12, 2006: NDTV Profit Car India Award – ‘Safety Technology Award’ Bosch was presented with this award for its pioneering work on the new age direct injection diesel fueling systems, with notable emphasis in the range of common rail diesels. Also taken into account was the persistent focus on unit injector systems which are entering the scene in the high profile high aspiration D-segment cars. The jury considered not just the technology but its bearing on safety, and the benefits it brought to automotive users as well as the potential it has for India. Jan. 8, 2005: Overdrive–Auto Monitor Award – ‘Auto component manufacturer of the year’ Recognized for innovations in technology and the scale and size of manufacturing capabilities, the award also commemorated the customer satisfaction earned by Bosch over the years, performance, quality and diverse range of products. This Annual Award is the â€Å"Oscar† for the automobile industry in India and recognizes the â€Å"best† in the industry in association with reputed industry bodies like CII, SIAM ACMA. 2.11 WORK FLOW MODEL The work flow model of Bosch can be interpreted in two phases †¢Information flow †¢Material flow Bosch believes in the concept of â€Å"customer is king† this is depicted in the workflow model which starts with customer signifying the pull system of production (i.e. production against customer order). Sales and marketing department receives purchase order from the customer. RD division takes decision with respect to product design and specification. Engineering wing analyses the order and decides upon in house manufacturing or outsourcing. The next step is to procure the component and assembling the final product, or acquire raw materials and convert it into finished product. Finally dispatch the end product to logistics department, which is entrusted with the responsibility of transit of consignment to the ultimate consumer. 2.12 FUTURE GROWTH AND PROSPECTS The auto component industry appears to have a bright future with the existing manufacturing planning and capacity and in addition moreover new plants are being setup with foreign collaboration. The Indian auto component industry is highly fragmented with over 3000 players in organized sector and estimated 500 units in the small sector. Vocationally the industry has developed major vehicle manufacturing centers. Small and medium enterprise sector is keen on taking a number of technology investment initiatives in order to become self reliant and globally competitiveness according to a confederation of Indian Industry survey report on auto component. The survey reveals that Indian small scale enterprises manufacturing auto components are well equipped to produce components as per international standards. These SMEs have now started talking strategic positions in the international markets at both the original equipment manufacturers and the replacement supply. The last few months have seen a virtual boom in the Indian automobile industry with not only domestic component manufacturing shares but also the formidable biggies also entering India in such a manner that it is increasingly turning out to be a lucrative destination for many companies. The other growth plans are †¢Focus on strengthening or engineering competencies and infrastructure in new product lines. †¢Focus on securing liquidity position. †¢Cost reduction without hurting the long term interest of the business. †¢Import substitution projects. †¢Continuous improvement activities and implementing lean practices through Bosch Production System (BPS), continue with redesign of HR policies and practices to attract, retain and motivate employee. CHAPTER 3 MCKINSEYS’S 7S FRAMEWORK 3.1 STRATEGY Strategy is the systematic action allocation of resources to achieve company goals. A strategy is defined as â€Å"a coherent set of action aimed at gaining a sustainable advantage over competitors by improving the market position and effective allocation of resources vice versa. Hr Strategy It pays special attention to competence management and filling up of executive positions in growth regions, special entry programs to attract qualified university graduates and applicants with professional experience. Train and develop the younger generation of apprentices/ engineers who are the future skilled technicians and managers. Corporate Strategy Bosch economic strategy corresponds to a common aim of the group for innovation, independence and integrity. The aim is to be among the world market leaders and to be a major player in all of the company business sectors. The strategy to achieve this goal is by strong marketing of new products and ongoing investment in Research and Development to innovate continuously. The emphasis on innovation is underlined by huge number of associates, working in Research and Development departments, 21250 world wide. Efficient sales and customer service also play a key role in Bosch’s corporate strategy. Innovation Bosch shall focus their innovative strength on technology that is â€Å"INVENTED FOR LIFE.† Bosch has invested heavily in RD much above the industry average. This has resulted in Bosch pioneering many technological advances †¢Anti-locking braking systems †¢Electronic stability control †¢High pressure diesel injection †¢Parking assist systems 3.2 STRUCTURE The design of organization structure is a critical task to the top management of an organization. It is the selection of the whole organization edifice. Organization structure refers to the relatively more durable organizational arrangements and relationships. It prescribes the formal relationship, how an organizational member’s procedure exists. To guide the various activities performed by the member of all part of the organization. 3.3 SYSTEM System refers to formal process and procedures use to manage the organization including the management control system performance management measurement and reward system, information system and distribution. Human Resource The HR organization uses its human resources strategy to support the divisions in the pursuit of their objectives. This involves the consistent application of the balanced scorecard. This method is used by executives. The HR organization’s missions are based on the House of Orientation and contribute to closer alignment with the strategic objectives of the company. The â€Å"House of Orientation† provides a frame of reference for Bosch long term road map and for the way Bosch works together. It is based on Bosch values and core competencies. Environment Management Bosch has been expanding the environment management systems at Bosch sites since 1996. Now, the 300 sites have been certified to ISO 14001. Bosch implemented a maturity model for all manufacturing and developing sites, which will serve as the basis for further improvements in environmental protection, occupational safety and fire safety. Occupational Safety Management Bosch implemented a new occupational safety management system based on the globally recognized OHSAS 18001 standard. One of the systems main functions is to detest potential accident and health risks for associates in order to take appropriate preventive measures in good time. The new system is to be implemented at all manufacturing sites in no more than two years. This makes Bosch one of the forerunners in global implementation of the OHSAS 18001 standard. Bosch Production System (Bps) It was installed in 2002. It is a systematic production system in Bosch. In general it is called as Lean manufacturing. Just in Time (JIT) is one of the systems in Bosch production. In this the right parts produced at the right quantity should reach the assembly time at the right time. Approaches in Bosch Production System †¢The right part †¢In the right quantity †¢In the right quality †¢At the right cost †¢At the right time †¢At the right place Quick Response System (Qrs) System designed to respond quickly to any problem/issues in the production. Example – Every system has three machine indicators: Red (machine breakdown), Yellow (shortage of materials), and Green (process completed for that machine) 3.4 STYLE Style is the leadership approach in the top management and the company’s  overall operating approach. Style impacts the norms that the people follow and how they work and interact with each other and the customers. The leadership style depends upon the organization culture that is in practice. Bosch Ltd has participative kind of leadership style where in the leader consult with the subordinate, a proposed action, decision and encourages, ensures equal participation among them. The style adopted by the management is to maintain a friendly and collaborative environment for smooth running of the organization. Bosch Guidelines for Leadership 1. Aim for success: Profit, growth, quality, customer and process orientation. These are the key metrics with which our corporate objectives are aligned. Regularly communicate these objectives to your associates. Make it clear what each individual can contribute to achieve it. 2. Demonstrate initiative: Together with your associates, generate new ideas and strategies that make our company stronger. Encourage them to embrace change and take initiative on their own and support them in the implementation. 3. Demonstrate courage: Stand by your associates. Make clear decisions and demonstrate determination in implementing them. Be a role model and exemplify the Bosch values. 4. Keep your associates informed: Of course you give your associates factual information. They should also know the business context and background – they are an important prerequisite for identification with the company. 5. Lead by goals: Delegate tasks and give your associates the authority to perform them. Agree on clear goals and allow sufficient space so that creativity, self-confidence, and accountability can be developed. This enables you to lead your associates to success. 6. Give feedback to your associates: Recognize the strengths of your associates and help them to utilize and further develop them. Take a close look: praise your people where praise is due, but also give fair and constructive criticism. Mistakes happen on both sides. Be quick and open in addressing them with the associate. 7. Trust your associates: They are capable and willing to perform. Have the courage to manage with limited control. Your trust will create the entrepreneurial momentum that all of us want. 8. Shift your perspective: Put yourself in your associates position and also look at things from their point of view. How would you react to the decisions you have taken as their supervisor, and what rationale would you  expect to hear. 9. Shape the future together: Your associates can and do contribute to our company. Integrate them into the preparation of decisions and capitalize on the ideas and the potential that the cultural diversity of our company offers. Work together with your associates to transform mere interfaces into connection points, and barriers into opportunities. 10. Develop your associates: Advise and systematically support your associates in their professional development. Support them if there are suitable opportunities for, or if they desire, further development somewhere else in the company. 3.5 STAFF The staff at Bosch Ltd is considered as a pool of resources to be nurtured, developed, guarded and allocated. There are about 3650 employees in the organization. Permanent employees are 2550, temporary employees are 500, on job trainees are 600. Levels at Bosch Ltd MANAGEMENT AND SUPERINTENDENT STAFF †¢GM – General Manager †¢DGM – Deputy General Manager †¢Gr.1 – Senior Manager †¢Gr.2 – Manager †¢Gr.3 – Deputy Manager †¢Gr.4 – Assistant Manager †¢Gr.5 – Senior Engineer †¢Gr.6 – Officer †¢Gr.7 – Assistant Officer Managerial And Supervisory Staff (MSs) Managerial and Supervisory Staff refers to a salaried professional or an educated worker who performs semi-professional office, administrative and sales co-ordination task. They are board occupational grouping of workers engaged in non-manual labor. Blue Coloured Associates (Bca) A blue collared associate is a member of the working class who typically performs manual labor and earns an hourly wage. Blue collared associates  work may be skilled or unskilled and may involve manufacturing, mechanical work, maintenance repair and operations maintenance of technical installations. 3.6 SKILLS There are 6 different skill groups within the skills framework. Community leadership skills, leadership skills, management skills, occupational/technical/ professional skills, core skills, skills for life. The other skills groups are †¢GENERIC SKILLS are those which should be possessed by each and every employee in order to carry out the task successfully. Skills like problem solving, decision making and communication form the basic important generic skills. †¢SPECIFIC SKILLS are those which should be possessed by the employee to carry out his/her assigned specific task. Example: Time management, shop floor management, building teams, leadership and motivation, creativity, industrial safety and environment. BOSCH SKILLS The employees according to the nature of the jobs posses following skills †¢Functional †¢Quality †¢Information Technologies †¢Behavioural/ Human Relations Managerial 3.7 SHARED VALUES – BOSCH VALUES Bosch Values are those values which are applied and followed by all Executives faithfully. †¢Future and result focus: In order to ensure dynamic development of our country and to guarantee long term corporate success, we participate in shaping the changes in markets and technologies. †¢Responsibility We accept that our actions must accord with interests of society. †¢Initiative and determination We act on our own initiative, with an entrepreneurial but accountable spirit, and demonstrate determination in pursuing our goals. †¢Openness and Trust We inform our associates, business partners and investors in a timely and open fashion of important development within our company. †¢Fairness We view mutual fairness as a condition of our corporate success when dealing with each other and with or  business partners. †¢Reliability, credibility, and legality We promise only what we can deliver accept agreements as binding and respect and observe the law in all our business transactions. †¢Cultural diversity We are aware of our company’s regional and cultural origins and at the same time regard diversity as an asset as well as a precondition of or global success. CHAPTER 4 SWOT ANALYSIS 4.1 STRENGTHS †¢High customer satisfaction. †¢Established brand image around the world over the centuries. †¢Continuous improvement of products and quality. †¢Employee development given at most important. †¢Cost reduction strategy is good. †¢Good infrastructure facility. †¢Leadership through innovation. †¢High employee morale. †¢Effective decision making, information sharing and authority distribution. †¢Less employee turnover. †¢High quality and eco-friendly products. 4.2 WEAKNESS †¢Experience and skilled employees are not in right position because of ineffective allocation. †¢Decision making will be delayed because of long procedure. †¢In certain situations centralized management is followed. †¢Marketing of products is given less importance. †¢Adaptability towards change is low. †¢No diversification of business. 4.3 OPPORTUNITIES †¢Continuous innovation of products. †¢Bosch can foray into other line of business as it has a good brand image. †¢It can produce new machineries using high technology. †¢Potential to grow in power tools, packaging and security systems. †¢It can produce more economical and eco-friendly products. †¢It helps to compete with other companies †¢Quick cost effective adaptation of product to market requirement of Indian market. 4.4 THREATS †¢Increase in competition. †¢Too many substitute products available in the market. †¢Brand image being diluted due to entering into many products. †¢Growing bargaining power of companies. †¢Continuous cost pressure. 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Factors Influencing Buyer Behaviour in Events

Factors Influencing Buyer Behaviour in Events Event Stakeholder Behaviour Contents (Jump to) Introduction The Context Stakeholder Behaviour Conclusion Bibliography Introduction Wilson (2000) stated that he believes the factors determining buyer behaviour is a proposition that is extremely difficult in that the processes are both complex as well as difficult to understand as a result of the many external influences at work acting upon and affecting the decisions. The purpose of buyer behavioral models is to aid marketers in mapping out the factors and influences that could affect the outcome, and then weighing those factors to assist in the decisions that will result in their favor. Identifying the buying behaviour patterns of both the attendee and the sponsor in the sports sector of the events industry entails considering that such is taking place within a semi controlled environment which in effect aids the sponsor as there are less outside competing influences vying for the attendees attention even though the atmosphere is charged with intense mental and other stimuli. The relationship involved in the setting indicated, sports sector of the events industry, means that the sponsor represents the marketer seeking to influence the outcome with reference to the attendee, to have him or her try, purchase, or consider their offering. In this context, the sponsor is seeking multiple outcomes representing a past, now and future connotation in that the preceding represent either changing an attendees preconceived notions or ideas of his offering, this represents past influences, having the attendee purchase or try the product within the setting at the event, and influ encing the attendee to re-consider their ideas on his offering that could result in trial, consideration, inquiry, trial or purchase after leaving the event. These preceding multiple objectives are valid approaches in that a singular approach, seeking ‘now’ results, overlooks and ignores the other equally important factors that are present in any gathering of distinctly different individuals of varied age groups, experiences, backgrounds and demographics. The opinions expressed by Engel et al (1968) suggest that an advertiser or sponsor should be mindful not to overstate nor understand the attributes, features or other aspects of their offering as this might result in a negative perception when real world circumstances such as actual usage or trail occur. Dubois (2000) reminds us that theorists such as Sigmund Freud have attempted to analyze what might influence individuals studying the psyche as well as subconscious motivations as their means of doing so. The implications of planning for such an event means that sponsors must consider a number of differing and unique aspects in consideration of the circumstantial context in the planning of marketing activities. The Context Buyer behaviour differs from consumer behaviour in that the former is the domain of business and marketing professionals seeking to understand this phenomenon (Schiffman et al, 2000). The Sheth et al (1969) model, which consists of multi variables, attempts to inculcate knowledge concerning a consumer’s purchase along with their behaviour, through the utilization of a transformation process. In this model it shows the stages concerning influences that affect the behaviour process (Sheth et al, 1969): The ‘Significative’ Stage The ‘Symbolic’ Stage, and The ‘Social’ Stage Contained within the preceding stages ‘reference groups’ are mentioned, which Bearden et al (1982) describe as â€Å"†¦ a person or group of people that significantly influences†¦Ã¢â‚¬  the behaviour of an individual. The three types of reference groups described by Bearden et al (1982) are: Information Influences: This type of group seeks out the information by which to make a decision that is reliable. Utilitarian Influences: This group seeks to want to appear like others within the group to either avoid punishments and/or to receive certain benefits. Value-expressive Influences: In this reference group the influenced party accepts the positions and or perceptions of others as a result of the need to belong. The preceding contextual ramifications are factors which need to be considered by sponsors in their more active role in the process as they represent influences upon the attendee. It should be noted that the Sheth et al (1969) model does not predict purchase behaviour; it simply lays out the influences that might affect behaviour that can then be utilized as a frame of reference. The model explains how influence and inputs are evaluated as well as utilized by the buyer as a result of perceptual and learning constructs (Sheth et al, 1969), and then goes on to identify the eventual outcomes and outputs of the process. Marketers utilize buyer behaviour, models, to aid them in arriving at assumptions. The preceding helps them to analyze, understand, evaluate, criticize and monitor a specific market and or product. Chisnal (1994) indicates that there are the following uses for models: That they aid in mapping out the various characteristics that might affect the eventual purchase of an offering in a manner that is more simplified. And that they result in marketing strategies that are more effective as they are developed as a result of outcomes that are likely as predicted from the model. Additionally, Chisnall (1994) indicates that a well-structured and effective model will be: Relevant: In that the model(s) must be applicable to marketing situations that are real. Comprehensible In this instance the models need to be both well constructed as well as clear. Valid This type of model is verifiable in terms of occurrences in the real world. The utilization of multi-variable models refer to the attendee, sponsor aspects as being examined herein as the factors, circumstances and influences acting within and without are more complex as well as include multiple relationships and aspects from behavioral sciences. Said models are more representative concerning the actual characteristics regarding buyer behaviour, however they are not easily analyzed. Inherent in this equation is the consideration of temporal constraints. The situation that considers the buyer behaviour in the sports sector of the events industry that is time dependent. Said events have a time period correlation which represents the length said event shall take place. Fraisse (1963) pointed out that individuals are usually influenced by conditions of situation in making judgments about time. The preceding is important in helping to mold buyer behavior in that studies conducted regarding the influence of varied mood states has shown that it has a factor in the way they estimate the duration of an event as well as their temporal orientation (Hornik, 1981). The further implications of the foregoing presents the opportunity for sponsors to introduce an additional element into the equation to aid in increasing the net effect of their efforts, as well as the other input variables. As all of these factors have differing effects with respect to their input on buyer behavi or, common sense dictates that the utilization of as many non-conflicting elements as possible will thus skew the potential outcome more in one’s favor. Thus, understanding the need to induce a positive and uplifting mood as a factor in buyer behaviour inducement represents an opportunity to increase the net effect of the message, action, influence or course one desires or seeks to obtain as a result. Hornik’s (1981) studies suggested that individuals in a positive mood will more than likely be disposed to be future oriented, whereas individuals in a negative mood will have an orientation more geared to the present, or now. This explains the utilization of bright lights, colors, theme music and a festive atmosphere as important variables. The preceding is the general overall mood present in events conducted in the sports sector as they are seen or perceived as recreational or entertaining, thus striking or establishing a pre-conceived mood expectation that needs to be amplified or at least rise to those expectations in order to maintain the positive future orientation factor. The second time-based research that enters into consideration is called ‘intertemporal choice.’ (Hornik’s, 1984) Hornik (1984) continued his work on temporal studies in another work in this area brought out the fact that in such, intertemoral choice, decisions concerning buying behaviour entail the consideration of costs and benefits that are spread over time. Utilization of presentation, message delivery and the non-complexity of information are important variables to be attended to as part of the planning of marketing activities. Stakeholder Behaviour With the conditional boundaries being understood as occurring in the sports sector of the events industry, the analysis contains a number of constraints which can be adjusted to work in favor of the sponsor, but which work upon the attendee. The proper event, based upon its demographic and other component factors, represents an opportunity for a particular business or corporation to have a forum to reach segments of their demographic profile on a more personal and controlled basis. The event entails a participatory structure whereby the attendee either elects to make an appearance, or is expected to do so by his peers, or other considerations. As the first option is the overwhelming choice, due to the voluntary nature, said attendees are more than likely to be in an anticipatory mode with the expectation of an enjoyable time. With this as the foundational mood sponsors should be more disposed to buying into the circumstances as a platform to reach attendees, who conversely are likely to be in a more receptive mood to influences as a result of the festive occasion, in general. Chisnall (1994) refers to the foregoing, on the part of the attendee, as the importance of social considerations in consumer behaviour. Palmer (1998) as well as Chisnall (1994) refer to the importance of establishing and building customer loyalty as variables in the buying process. The foregoing applicability with respect to sponsors in event marketing is a factor of the manner in which the event is conducted, organized and the interest factor inherent within the event and sporting connection. The loyalty of the attendee can be enhanced by his perception that the sponsor or advertiser support the activity, thus tend to be viewed positively. Today’s general public is aware of corporate participation and support as a result of p ronouncements in the media, as well as comparison with other activities. This awareness represents the opportunity to establish a foundation of loyalty perception that is beneficial. The importance of the social setting is a further positive aspect which influences and impacts upon buyer behaviour, as well as the group associations (Rice, 1997). The relatively ‘captive’ nature of event marketing has its appeal in reaching a defined number of individuals within a context and setting that is conductive to buying behavior as well as one which the marketer has considerable control, and influence, relative to the other participants. Sherif et al (1961) refer to the preceding as involvement as described below: High involvement products set up the parameters for a positive balance in the relationship between the performance outcome and the expectation level(s) Low Involvement products set up or result in a negative relationship correlation between performance and expectations. The preceding implication is that active participation and a level of balanced and believable performance sets the foundation for trust and thus a positive relationship. There is effort on the part of the sponsor to be there through selling means, thus setting up an important component of buyer recognition, and thus influence. Passive advertising or promotional forms entail magazine or print utilizations and thus are not participatory. The distinction is that a specific occurrence, or event, entails the participation of active as well as passive individuals, with the advantage going to the active participants influencing the passive. The attendees represent the passive element and thus the climate for buyer behavior is enhanced as it brings together both elements under conditions that foster more intense involvement and interaction. Conclusion Buying behaviour is a condition that can either be amplified or left at its relative levels based upon the everyday forces, influences and circumstances of and behavioral group. This includes attendees as well as sponsors. The common glue that binds the aforementioned is the relationship between the two parties. They represent passive and active modes, and these forces are consistently present as a condition of life. We are either being influenced, or influencing. The levels and amount of individuals thus affected, is a determinant of the degree of organization as well as purpose and offering. Thus, underwriting events within the sporting sector represents an optimum opportunity to be associated with a captive audience that is coming together for a festive occasion, be this a baseball, football, soccer or basketball game or other competitive endeavor. Such an occasion represents a situation whereby a sponsor’s interest in such an event is heightened as a result of it providing more buying behavioral factors to be brought to bear. This thus creates buying behavior difference on the part of the attendee. Increased buyer behavioral patterns are also present on the attendee side as a result of the same elemental input factors that influence such an event, as described by (Sheth et al, 1969), Bearden et al (1982), and Chisnal (1994) in their mention of ‘significance, symbolic and social stages†, along with influences of an ‘ informational, utilitarian or value-expressive nature, and the mapping out the ‘characteristics useful in developing marketing strategies’, respectively. Bibliography Bearden, W., Etzel, M. J. 1982. Reference Group Influence on Product and Brand Purchase Decisions. Vol. 14, Issue 9, p-184, 09/1982. Journal of Consumer Research Chisnall. Peter. 1994. Consumer Behaviour. McGraw-Hill Book Company, New York, New York. ISBN: 0077076168 Dubois, B. 2000. Understanding the Consumer: A European Perspective. Prentice Hall, New Jersey, the United States. ISBN: 0136163688 Engle, J.F., Kollat, D.T., Blackwell, R.D. 1968. Consumer Behavior. Holt, Rinehart Winston, New York, New York, United States Hornik, Jacob. 1984. Subjective vs. Objective Time Measures: A Note on the Perception of Time in Consumer Behavior. 06/1984, Vol. 11, pp 615-618. Journal of Consumer Research Hornik, Jacob. 1981. Time Cue and Time Perception Effect on Response to Mail Surveys. 05, 1981, Vol. 18, pp 243-249. Journal of Marketing Research Palmer, Adrian. 1998. Principles of Services Marketing. McGraw-Hill, New York, New York, United States. ISBN: 0077097483 Rice, Chris. 1997. Understanding Customers. Butterworth-Heinemann, ISBN: 0750623225 Schiffman, L., Kanuk, L. 2000. Consumer Behavior. Prentice Hall, London, The United Kingdom Sheth, J.N., Howard, J.A.. 1069. The Theory of Buyer Behavior. John Wiley and Sons, New York, New York, United States Sherif, M., Hovland, C. 1961. Social Judgment: Assimilation and Contrast Effects in Communication and Attitude Change. Yale University Press, New Haven, Conn. United States Wilson, D.F. 2000. Why divide consumer and organizational buyer behaviour?. Vol. 34, Issue 7, pp 780-796. European Journal of Marketing