The Differences Between Microsoft IIS Server, Apache Web Server, and Research Paper

The Differences Between Microsoft IIS Server, Apache Web Server, and Other Web Server Hosting Applications - Research Paper Example Web server stores site pages (contain designs, text, and sight and sound) reviewed utilizing mark language, and they serve static substance over the system to a client’s PC internet browser program. The program and the server impart utilizing HTTP. A web server offers fundamental types of assistance over the system to both the private clients inside associations, or to open clients through the web, and oversees arrange assets. This is typically founded on customer server registering, whereby the customer speaks to the user’s workstations, which get administrations from the server. Web servers contain the accompanying parts; stage (PC equipment, organize working framework, and programming), programming (gets and forms demands for reports), and data. There is an assortment of web servers; this incorporates Apache HTTP server, Internet Information Services, Lighttpd, Sun Java System Web Server, Apache Tomcat, Xitami, Zues, and Jigsaw server. They have an IP address, and a space name, the two of which are utilized for solicitation, recovery, and sending of data to customers and different servers (Yeager, McGrath, 1996). Microsoft IIS Server IIS is Microsoft’s web server, which runs under forms of windows 2000, 2003, and 2008. IIS depicts various servers and administrations answerable for moving records, supporting client correspondence, and distributing data. IIS is made out of five parts dealt with by various help has. It has HTTP abilities added to the windows working framework and supports the overall distributing administrations, conventions, for example, FTP administration, Network News Transfer Protocol (NNTP) administration, and SMTP administration for email. Its working framework bolsters .NET applications, and it permits productive expansion of web abilities that mesh straightforwardly into the associations foundation (Jones, Brown, 2003). Preferences of IIS improves the exhibition for both static and dynamic pages. Solidness is ensure d regarding insurance of individual procedures so issues with customers or outsider application don't bring about easing back down or smashing the whole framework. IIS empowers clients to run various applications utilizing the program, without establishment of extraordinary programming. IIS applications are perfect with an assortment of program programming and working frameworks, and give a recognizable improvement condition and model. It gives reusability of segments through the straightforward entry of web classes from resulting web classes. IIS forestalls non-noxious contents from altering documents through its extended arrangement of confirmation techniques, henceforth ensuring security. The IIS has an assortment of highlights including application wellbeing observing, powerful substance reserving (diminishes CPU overhead), process detachment (empowers allocating applications to various pools), and improved logging. IIS is multithreaded. Detriments of IIS The IIS is intended to work under the windows condition just subsequently restricting its usefulness, IIS limits clients to HTTP just while utilizing Windows XP and Windows server 2003. There are overhead expenses acquired as far as buying the item, and establishment. Apache Web Server Apache is a program that runs under a reasonable performing various tasks working

Environmental and Social Impacts of Offshore Wind Farms in Botany Bay

Natural and Social Impacts of Offshore Wind Farms in Botany Bay; When arranging seaward wind cultivates the accompanying effects are concentrated to ensure the purposed venture has a net advantage ecologically. Steps would then be able to be taken to deal with any negative effect coming about because of the development of the breeze ranches. Ecological Impact: Botany Bay has a differing marine life the effect of the breeze turbines on the earth; have shockingly appeared to create fake reefs.A ongoing investigation; â€Å"Effect of the Horns Rev 1 Offshore Wind Farm on Fish Communities†(Leonhard, Stenberg, Stottrup;2011) has delivered positive outcomes delineating the turbines have no unfavorable impact to the marine life; and has really expanded the number of inhabitants in certain types of fish in the zone. It is additionally indicated the most unsettling influence will coming in the development phase of creation. Wind cultivates additionally would have consequences for the n eighborhood winged animal life; as both an impact chance with the rotors and unsettling influence and obstruction impact to relocating birds.Botany Bay is noted to have near seventeen types of shorebirds provoking the requirement for additional examination to be taken a gander at flying creature conduct the region. Social Impact: Many investigations have been created to audit wind turbines impact on the strength of individuals; an Australian examination â€Å"Wind Turbines and Health† (National Health and Medical Research Council, 2010) presumed that general breeze ranches have negligible wellbeing impacts contrasted with wellbeing weights of traditional power generation.The idea of â€Å"wind turbine syndrome† incorporates the more regrettable of the antagonistic medical problems; associated with hear misfortune and sleep deprivation coming about because of clamor levels of the breeze cultivates however it is by and large accepted to be a nocebo response to the nearne ss of wind turbine. The commotion level of 10 turbines at 350 meters is 35-45 dbA, in contrast with a standard calm room being 35 dbA. The principle genuine medical problem incorporates disturbance sway by local people and as indicated by World Health Organization (WHO; 1999) irritation is an unfavorable wellbeing effect.In terms of the arranged breeze ranch at Botany Bay’s region; planning seaward incredibly lessens the sound and visual effect; Being out of sight to have no shadow flash with no impact. Additionally situated in such a urban zone sound from city is found to balance the clamor level of the breeze turbines (Ion Paraschivoiu). Recreational angling in Botany Bay is an enormous fascination in Botany Bay with business angling presently prohibited. A few fake reefs were development in 2006 to help fish habitats.With the capability of progressively fake reefs from the breeze ranches; marine untamed life will hope to flourish; anyway working of seaward wind homesteads will present security issues to angling in the region. Shutting angling zones nearest to the breeze homesteads might be important to give appropriate security; which will in all likelihood disturb nearby anglers. Natural and Social effect of seaward wind ranches can't be messed with and for more intensive look on such impacts appropriate itemized examination must be made on the encompassing untamed life and populace of Botany Bay.Bibliography NSW Department of Primary Industries. (2006). Six fake reefs for Botany Bay. Accessible: http://www. dpi. nsw. gov. au/chronicle/news-discharges/angling and-aquaculture/2006/fake reefs-herbal science inlet Last got to 12 Oct 2012. Science Daily. (2010). Seaward Wind Power and Wave Energy Devices Create Artificial Reefs. Accessible: http://www. sciencedaily. com/discharges/2010/01/100118132130. htm Last got to 12 Oct 2012. The Fish Site News Desk. (2010). Seaward Wind Power Creates Artificial Reefs.Available: http://www. thefishsite. com/fishnew s/11577/seaward wind-power-makes counterfeit reefs Last got to 12 Oct 2012. Hazel Watson. (2010). Shorebirds of Botany sound. Accessible: http://www. wetrivers. unsw. edu. au/inquire about tasks/shorebirds/shorebirds-of-herbal science sound/Last got to 12 Oct 2012. The Society for Wind Vigilance. (2010). Irritation and Wind Turbines. Accessible: http://www. windvigilance. com/about-unfavorable wellbeing impacts/disturbance and-wind-turbines Last got to 12 Oct 2012.Magnus Johnson. (2009). Fisheries, the earth and seaward wind ranches: Location, area, area.. Available:http://www. the scholarly community. edu/892929/Fisheries_the_environment_and_offshore_wind_farms_Location_location_location Last got to 12 Oct 2012. Feasible Development Commission (United Kingdom) (SDC), (2005): Wind Power in the UK: A manual for the key issues encompassing inland wind power improvement in the UK, Government of the United Kingdom, England.Available at: http://www. sdcommission. organization. uk/World H ealth Organization (2004): Energy, feasible turn of events and wellbeing. Foundation archive for the Fourth Ministerial Conference on Environment and Health, 23-25 June 2004, Geneva. Rogers A, Manwell J and Wright S. (2006): Wind Turbine Acoustic Noise. Sustainable power source Research Laboratory, University of Massachusetts at Amherst. Wind Turbine Design: With Emphasis on Darrieus Concept by Ion Paraschivoiu Natural and Social Impacts of Offshore Wind Farms in Botany Bay Natural and Social Impacts of Offshore Wind Farms in Botany Bay; When arranging seaward wind cultivates the accompanying effects are concentrated to ensure the purposed venture has a net advantage ecologically. Steps would then be able to be taken to deal with any negative effect coming about because of the development of the breeze ranches. Ecological Impact: Botany Bay has an assorted marine life the effect of the breeze turbines on nature; have shockingly appeared to deliver fake reefs.A ongoing investigation; â€Å"Effect of the Horns Rev 1 Offshore Wind Farm on Fish Communities†(Leonhard, Stenberg, Stottrup;2011) has created positive outcomes delineating the turbines have no antagonistic impact to the marine life; and has really expanded the number of inhabitants in certain types of fish in the zone. It is likewise indicated the most aggravation will coming in the development phase of creation. Wind cultivates likewise would have consequences for the neighborhood feathere d creature life; as both an impact chance with the rotors and unsettling influence and boundary impact to relocating birds.Botany Bay is noted to have near seventeen types of shorebirds provoking the requirement for additional examination to be taken a gander at winged animal conduct the territory. Social Impact: Many investigations have been created to audit wind turbines impact on the soundness of individuals; an Australian examination â€Å"Wind Turbines and Health† (National Health and Medical Research Council, 2010) reasoned that general breeze ranches have insignificant wellbeing impacts contrasted with wellbeing weights of traditional power generation.The idea of â€Å"wind turbine syndrome† incorporates the more regrettable of the antagonistic medical problems; associated with hear misfortune and sleep deprivation coming about because of commotion levels of the breeze cultivates yet it is for the most part accepted to be a nocebo response to the nearness of win d turbine. The commotion level of 10 turbines at 350 meters is 35-45 dbA, in contrast with a standard calm room being 35 dbA. The fundamental genuine medical problem incorporates irritation sway by local people and as per World Health Organization (WHO; 1999) inconvenience is an unfriendly wellbeing effect.In terms of the arranged breeze ranch at Botany Bay’s territory; planning seaward significantly diminishes the sound and visual effect; Being out of sight to have no shadow glint with no impact. Additionally situated in such a urban zone sound from city is found to balance the commotion level of the breeze turbines (Ion Paraschivoiu). Recreational angling in Botany Bay is an enormous appreciation for Botany Bay with business angling right now restricted. A few fake reefs were development in 2006 to help fish habitats.With the capability of increasingly counterfeit reefs from the breeze ranches; marine natural life will hope to thrive; anyway working of seaward wind homestea ds will present security issues to angling in the territory. Shutting angling territories nearest to the breeze ranches might be important to give legitimate security; which will in all probability aggravate neighborhood anglers. Ecological and Social effect of seaward wind ranches can't be trifled with and for more intensive look on such impacts legitimate point by point examination must be made on the encompassing untamed life and populace of Botany Bay.Bibliography NSW Department of Primary Industries. (2006). Six fake reefs for Botany Bay. Accessible: http://www. dpi. nsw. gov. au/file/news-discharges/angling and-aquaculture/2006/fake reefs-herbal science inlet Last got to 12 Oct 2012. Science Daily. (2010). Seaward Wind Power and Wave Energy Devices Create Artificial Reefs. Accessible: http://www. sciencedaily. com/discharges/2010/01/100118132130. htm Last got to 12 Oct 2012. The Fish Site News Desk. (2010). Seaward Wind Power Creates Artificial Reefs.Available: http://www. the fishsite. com/fishnews/11577/seaward wind-power-makes fake reefs Last got to 12 Oct 2012. Hazel Watson. (2010). Shorebirds of Botany narrows. Accessible: http://www. wetrivers. unsw. edu. au/inquire about ventures/shorebirds/shorebirds-of-plant science straight/Last got to 12 Oct 2012. The Society for Wind Vigilance. (2010). Inconvenience and Wind Turbines. Accessible: http://www. windvigilance. com/about-unfavorable wellbeing impacts/inconvenience and-wind-turbines Last got to 12 Oct 2012.Magnus Johnson. (2009). Fisheries, nature and seaward wind ranches: Location, area, area.. Available:http://www. the scholarly world. edu/892929/Fisheries_the_environment_and_offshore_wind_farms_Location_location_location Last got to 12 Oct 2012. Economical Development Commission (United Kingdom) (SDC), (2005): Wind Power in the UK: A manual for the key issues encompassing coastal breeze power advancement in the UK, Government of the United Kingdom, England.Available at: http://www. sdcommission. organization. uk/World Health Organization (2004): Energy, feasible turn of events and wellbeing. Foundation archive for the Fourth Ministerial Conference on Environment and Health, 23-25 June 2004, Geneva. Rogers A, Manwell J and Wright S. (2006): Wi

Henry Cabot Lodge essays

Henry Cabot Lodge articles Henry Cabot Lodge was an American ambassador. He was conceived on July fifth 1902. He was conceived in Nahant Massachusetts. He did alot for our nation so in the following not many sections I will enlighten you concerning Henry Cabot Lodge and a portion of his achievements. Henry Cabot Lodge went to Harvard University. Somewhere in the range of 1923 and 1932 he was related with the Boston Evening Transcript and the New York Herald Tribune. He was additionally an individual from the Republican Party. He served two terms in the Massachusetts governing body from 1933 until 1936. Hotel was a fruitful man in the realm of governmental issues. He was chosen U.S. representative from Massachusetts. He was additionally chosen for a second term in 1942 yet he resigned right off the bat in 1944.Afterwards he served in the U.S. armed force in Europe until late 1945. After his present moment in the military he served again as representative from 1947 to 1953.He crushed for re-appointment by John F. Kennedy. In 1950 Lodge turned into an individual from the U.S. designation to the United Nations. He was a U.S. delegate to the UN during the organization of President Dwight D. Eisenhower from 1953 to 1960. He was assigned by the Republican national show of 1960 to run for the bad habit administration with the president Richard M. Nixon. A short time later Lodge filled in as minister to South Vietnam from 1963 to 1964 and from 1965 to 1967. In 1969 Lodge spoke to the U.S. at the Paris harmony gathering on Vietnam. Cabin did alot for our nation yet he died in 1985. As I would like to think I think Lodge was an extraordinary individual and he did alot for our nation. You could expound more on this man. He did alot a bigger number of things than I referenced in this paper I simply wish I had more opportunity to expound on him. ... <!

Environment Health and Sustainable Development - 825 Words

Environment Health and Sustainable Development (Reaction Paper Sample) Content: ENVIRONMENT, HEALTH AND SUSTAINABLE DEVELOPMENTStudents NameCourse NameInstructors NameInstitution of LearningLocation of the SchoolDate Environment, Health and Sustainable DevelopmentWhat lessons heard, read, found and presented and the way they changed my feeling about environmentThere are several aspects of global environment that I learnt of their effects to human. Air pollution, water contamination, industrial hazards and agricultural hazards form the major contributor to environmental hazards. I have established that there are several links that exist between health, environment and sustainable development. For instance, industrial and agricultural hazards contribute to air, water and land pollution that contributes to poor health of humans. Equity and sustainability form the central principles in preserving environmental health. I concur with Landon (2006) that an affected population cannot adequately deliver leading to strained economic development. I also le arnt that environmental quality is affected by human activity across the globe. Developed countries pile pressure on developing countries which experience aftermath of environmental pollution. Industrialized countries contribute more to global warming, an effect that affects poor countries more than the developed ones. Equity should be practiced by the industrialized countries paying for their effects to the developing countries (Landon 2006). My reflections on how the world can reduce environmental harm are by reducing on factors of production that contribute much to the destruction of the environment. My feeling about environment changed as I saw the inequality in resource distribution caused damage to the environment with increasing requirement to distribute resources equitably. According to me, a healthy environment presents a situation where the population can work freely without suffering the effects of polluted air and water, hazardous effluents from industries and agricultu ral production. The rationale for this definition is to provide an ambience climate for economic sustainability and good health. A pollution-free environment grants the population access and freedom to develop ((Szyszkowicz 2015). Reflection on one of the groups presentation (Air pollution) Outdoor air pollution makes a significant environmental health problem as the group defines it. The most affected countries are the middle and the low income countries. The group expounded on how pollutants have both short- and long-term health effects on various populations. The group explained the main components and the source of air pollution that affect health of the populations. The explanation that air pollution is largely due to particulate matter like aerosols, fine solid or liquid particles and other fine particles is satisfying and shows intensive research on air pollution. The main theme presented in their work was the burden presented to the low and middle-income countries by the dev eloped countries through their industrial actions. The control of air pollution is challenging since it is caused by several factors. The three main causes of air pollution are burning of biomass fuel, transport and power stations burning fuels. I was not expecting transport to feature among the main causes of air pollution in the low-income countries. I discovered that the main source of Sulphur dioxide is power stations that burn fossil fuels in urban areas. One recommendation for controlling particulates is to use gas cleaning, use less coal and biomass fuels as well as separating residential areas from industrial areas. This proposal can work to limit the expansion of air-polluted areas and reducing mass infections from the pollutants. The government can invest in separating these areas and put policies that control usage of biomass fuel. Embracing clean energy is the option. Our Group Presentation On Water PollutionThe group presented the topic on water pollution after a detail ed research and reading of the materials presented in the class. The group deliberated on different issues to each group member and all members shared their thoughts on improving their presentation. Some members were tasked with iden...

Gatsby and Daisy, Tom and Myrtle, and George and Gatsby’s...

After Gatsby, Daisy, and Tom leave Tom’s house along with Nick and Jordan, they end up going to a suite at the Plaza Hotel in New York City (Fitzgerald 178). Tom starts arguing with Gatsby about Gatsby’s bad habit of calling everyone â€Å"old sport.† This leads to him accusing Gatsby of lying about Gatsby actually attending Oxford. Gatsby gives him permission to ask him any question he would like after he informs Tom that he went to Oxford for five months because he was in an army program. Tom, angry about Gatsby’s reaction, asks him about his feelings for Daisy. He then tells Tom that Daisy loves him and that she never really loved Tom. Tom throws up Gatsby bootlegging in Gatsby’s face. When Daisy realized that Tom had out bested Gatsby as she observed the two argue, she then starts feeling closer to Tom. During the process, Nick all of a sudden realized that it was his thirtieth birthday (Fitzgerald 180). Nick is a veteran of World War I who grad uated at Yale University. 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The Commodification Of Baseball Players - 1839 Words

The Commodification of Baseball Players English Culminating Clayton Lyons Over the years the great game of baseball has developed and evolved into much more than just â€Å"America’s Favourite Past Time†. It is now a globalized, highly profit-motivated industry that seems to have a greater interest in mass-producing players into their commodity chain. In today’s game there is a wide variety of ethnicities in the Major Leagues, ranging from the Dominican Republic and Cuba all the way to China, Korea and Japan. Now, I am one of the many who believe it is not a bad thing to have this wide range of nationalities but the difficult journeys and hardships that many of the international players have had to face on their ‘road to the show’ can be considered unfair when compared to the average North American ball player. Even though the conditions for the majority of Major League players are very luxurious, they are all treated as commodities in some ways by the millionaire owners, baseball executives and scouts. Prosp ects are graded on a five tool system and only the players who fit all five categories are given the generous signing bonuses. If you do not have the skills or if the scouts do not believe you will ever achieve those skills you are considered to be inferior or substandard. That is what the book Moneyball is about, it describes the process that Billy Beane, the GM of the low-budgeted Oakland A’s had to use to find value in the players that were ‘tossed aside’ and undervalued.Show MoreRelatedEssay on Marketing of the Sport Celebrity2080 Words   |  9 Pagesbe a celebrity. The athlete must have a unique personality, something bold and different that makes them shine from the rest. There are different facets of marketable celebrities such as the strong fierce athlete, the hero, and the controversial player. Examples of controversial athletes are Mike Tyson, Charles Barkley, Dennis Rodman and Alex Higgins. The hero athlete is someone like Tiger Woods or Michael J ordan. And lastly the strong and fierce competitor like Allen Iverson or Muhammad Ali,Read MoreStudy Guide9234 Words   |  37 Pagesthe basic social needs. The initial goal of playing sports is to have fun and win. It can even be a profession. But the institution of sports does more than that. It can be an important part of shaping someone’s identity. For example, boys who play baseball may learn that it is important to be part of a team. They may also learn that it is bad to â€Å"run like a girl.† Fans of some sports teams can also find an identity, such as being loyal to the team that always loses. 4. A sociologist studies the way

Hospitalities Policies And Procedures Of Workers †Free Samples

Question: Discuss about the Hospitalities Policies And Procedures Of Workers. Answer: Developing the policies and procedures of a workers induction The purpose of the policy and procedure of a workers induction is to make the staff members and heads understand the significance of orientation and induction along with their responsibilities of these two activities. Policy The joining workers need to participate in an effective orientation and induction program in order to develop an understanding of the institution, working environment and the roles and responsibilities. The new workers are eligible and employed to work for 20 hours in a week for a period of 12 months or more (Knowles, Holton and Swanson 2014). The workers employed for working less than 20 hours a week and less than 12 months will have to participate in an appropriate induction and orientation program. The new workers withmanagement and leadership roles and responsibilities need to make sure that the staff members are reporting and participating in an effective orientation and induction program (Mansuri and Rao 2012). To manage the annual training needs analysis process and lead the planning, development, monitoring, and evaluation of staff training and development. To produce annual training prospectus to reflect the training needs. The new workers and their reporting line in manager must ensure attendance and participation in the orientation and induction of the activities provided. To support the Staff Training and Development Committee Procedures: Program components of the employment by sending a new stater email by the Human Resource team. Meeting with the supervisor and highlighting the job requirement, health, and safety, workstation, email and communication, workplace issues Duties and responsibilities of the post Line in managers and supervisors Procedural manuals Sources of funding and conferences Personal development and Review Scheme Ensuring that the new workers are aware of the time and place of arrival on the first day Ensuring someone is present to welcome the new worker to the workstation Allocating the working space and required equipment Arranging a staff identity card Ensuring code of practice Enabling the new workers to settle in their working position and becoming efficient and productive members of the staffs (Kadushin and Harkness 2014) Providing an overview of the organization along with enabling the new workers to see their position in the organization Ensuring that the new workers are highly motivated and that their motivation is reinforced. Ensuring that the labor turnover is decreased by emphasizing on the valid employee credentials such as poor performance and absenteeism. Ensuring that the new workers are working in a safe working environment Ensuring that the new workers understand the corporate culture and contribute positively towards the job roles and responsibilities (Ablis.business.gov.au, 2017) Ensuring that the new workers receive appropriate level of induction that their post desires Covering all the topics in the checklist during the first three months with mandatory items (Armstrong and Taylor 2014) References Ablis.business.gov.au. (2017). ABLIS | Enabling business. [online] Available at: https://ablis.business.gov.au/ [Accessed 2 Nov. 2017]. Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers. Kadushin, A. and Harkness, D., 2014. Supervision in social work. Columbia University Press. Knowles, M.S., Holton III, E.F. and Swanson, R.A., 2014. The adult learner: The definitive classic in adult education and human resource development. Routledge. Mansuri, G. and Rao, V., 2012. Localizing development: does participation work?. World Bank Publications.

Research on Hero Honda Essay Example

Research on Hero Honda Essay MARKET analysis OF HERO HONDA MOTORS LIMITED. [pic] [pic] A Project Report submitted in partial fulfillment of the requirements for Submitted by sUBMITTED TO ACKNOWLEDGEMENT A project cannot be said to be the work of an individual. A project is a combination of views and ides, suggestions and contributions of many people. I am extremely thankful to my project guide who gave me an opportunity to do this project report as a part of the curriculum. I wish to express my sincere gratitude to Hero Honda Company Staff dealers whose valuable information throughout my project work. Also I wish to thank all the respondents who gave me some of their valuable time to fill up the questionnaires, without which the project study wouldn’t have been a success. TABLE OF CONTENTS OBJECTIVES SCOPE OF THE PROJECT grand success. Information regarding the market share, cost factors, the marketing and promotional strategies etc was collected from primary data sources. INTRODUCTION HISTORY ABOUT THE CHAIRMAN Brijmohan Lall Munjal – Seeding a Dream [pic] Dont dream if you cant fulfill your dreams Brijmohan Lall Munjal is often fond of saying. The founder and patriarch of the $ 2. 8 billion Hero Group is your classic first generation entrepreneur. He is a man who started small, dreamt big and used a combination of grit and perseverance to create one of the countrys largest corporate groups and the Worlds No. 1 Two Wheeler Company. Instinctive from a young age, Brijmohan Lall made a rather unusual start in life. Around the time when the freedom movement in India was taking shape in the late 1920s, he walked into a newly opened  Gurukul  (Indian heritage school) near his home in Kamalia (now in Pakistan). He was only six years old then. We will write a custom essay sample on Research on Hero Honda specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Research on Hero Honda specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Research on Hero Honda specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Thus began an extraordinary tale of courage and perseverance. Brijmohan began his business story after partition in 1947, when he and his brothers relocated to Ludhiana. The family set up a company that provided poor people with basic transport (cycles). Three decades later, as India evolved, he added a second crucial chapter which visualized affordable and technologically superior transport to millions of middle class Indians. The rest is history. Building Relationships When Brijmohan and his brothers started out, there was no concept of organized dealer networks. Companies just produced, and most dealers functioned like traders. Brijmohan changed the rules of the business by trusting his gut instincts; introducing business norms that were ahead of their time, and by investing in strategic relationships. Brijmohan built a series of bonds and networks with hundreds of family members, vendors, dealers and employees. Much like the Japanese keiretsu system, these networks are now the glue that holds the Hero Group together. Thanks to the relationships that we have nurtured so passionately in the Hero Family, the younger generations of some of our bicycle dealers have become dealers of Hero Honda. These relationships have survived through generations through bad times and good times the patriarch now reminiscences. Besides bonding with his vendors and dealers, Brijmohan has been personally responsible for kindling a spirit of entrepreneurship amongst his employees, and today, 40 of his former employees are successful entrepreneurs. Staying Ahead Though not technically qualified in the conventional sense, few of his contemporaries have understood the dynamics of technology better than Brijmohan Lall has. He could always visualize the applicability of technology before others could. For example, in the 1980s, when all two-wheeler companies in India opted for two-stroke engine technology, Brijmohan preferred a four-stoke engine a technology that dramatically increased fuel efficiency and reduced maintenance costs. This technology was one of the biggest reasons for Hero Hondas stupendous success. Time and again, Brijmohan managed to steal a march over his industry peers. For example, when Honda Motors of Japan was looking for a collaborator in the 1980s, the Hero Group was not high up the pecking order initially as there were other more eligible and established suitors. Yet it didnt take long for the astute Japanese to realize that the Hero Group and Honda had much more in common than earlier perceived; there a sharp focus on financial and raw material management, and employee turnover was low. Honda officials were also amazed to find that the Munjals were already practicing Just-in-time-inventory at the time (JIT). It turned out that Brijmohan Lalls aspiration to provide cheap transportation to Indias poor by default ensured lean and cost-effective operations. This in turn increased vendor efficiency and led to near-zero inventories. A Corporate Citizen A frugal upbringing and a value system modeled on the famous Gurukul system which stresses the sanctity of the teacher-pupil relationship imbibed in Brijmohan a strong sense of social commitment and responsibility. There is a special place in his heart for Ludhiana, the city where he took roots. Today, Ludhiana is a modern, bustling city, but Brijmohan has played no mean role in its evolution. Several schools and educational institutions in Ludhiana owe their existence to the Munjal family. The Ludhiana Stock Exchange owes its existence to Brijmohans vision as does the Ludhiana Flying Club. Hes also set up the not-for-profit Dayanand Medical College and Hospital-an institute now rated as one of the best medical colleges in India, in terms of infrastructure, quality of staff and alumni profile. In and around Dharuhera, near the first Hero Honda plant, Brijmohan and his family have left their stamp of philanthropy. The Raman Kant Munjal Foundation which Brijmohan set up in memory of his eldest son, today runs a higher secondary school and a very modern and well-equipped 100-bed hospital at Dharuhera. The group has also adopted numerous villages and provides education, vocational training, drinking water, roads, streetlights nd sewerage. AUTO INDUSTRY- A REVIEW INTRODUCTION The Rs. 5500 crore Indian two wheeler segment is the second largest market fin the world after China. India’s two wheeler production is the third largest in the world after Japan and China. India has a well- developed two wheeler market with around 25 million households owning two-wheeler. The I ndian two wheeler industry made a modest beginning in the early 1950 when Automobile Product of India ( API ) started manufacturing scooter in India. Until 1958. API and Enfield( motorcycle) were the only two in production. In 1948, Bajaj auto began trading in imported Vespa scooter and the three – wheeler- finally, in 1960’s. it set up shop to manufacturer them in technical collaboration with piggaio of Italy. The agreement expired in 1971. In the initial stages, the scooters segment was regulated regime, foreign company was not allowed to operate in India, and waiting time for getting Bajaj scooters was as high as 12 years. Java, and escort. While the Enfield bullet was a four strokes bike, the Java and Rajdoot were two-strokes bikes. The motorcycles industry was originally dominated by Enfield with 350 cc bikes. The motorcycles industry was cc segment. The two wheelers segment was opened up to foreign competition in the mid 1980’s which saw the entry of the Japanese manufactures into the country. Classification of the Industry The two-wheeler segment can be categorized into the scooter, mopeds, and motorcycles. Motorcycles: this segment has shown the best performance in the recent years. The market leaders in this section are Bajaj Auto. TVS, Mahindra, Hero Honda. [The splendor is the most popular segment among motorcycles. ] Two Wheeler Industry It wasn’t an easy year for the two wheeler industry. Rising interest rates and the economic slowdown resulted in delayed consumer decision making and a rise in loan defaults. Over the course of the year, banks withdrew financing facilities from satellite towns. The share of financing, which had increased rapidly to 50-60 per cent of the total retail sales by early 2007, has now come down to below 30 per cent. This came as a major setback for the two-wheeler industry. Ongoing government investments very clearly emphasis inclusive growth through improved connectivity, job-creation and improving quality of life. The rural road outlay has been upped by close to 60 per cent, the budget for the Urban Renewal Mission has been hiked by 87 per cent, and fund allocation to the ongoing National Highways program has been upped by 23 per cent. Importantly, India has added fresh impetus to its flagship job creation program for rural India: the National Rural Employment Guarantee Scheme. During 2008-09, this scheme, which provides 100 guaranteed days of work a day for the country’s rural poor, provided employment opportunities to more than 44 million households last year; a year ago, 33 million households were covered. During the year, there have been important developments in two-wheeler industry. The competition has strengthened though there are hardly any new entrants into the industry. There is an increasing emphasis on price and this has led to cost cutting efforts all across the industry, thereby, making the customer an ultimate beneficiary. The trend also saw introduction of new motorcycles with capacity ranging from 100 to 250cc bikes. We anticipate that many more new models will be launched during the year and provide customers plenty of choice at competitive prices. Businesses cannot consistently grow at 25-30 per cent. Each business has a tendency to taper and plateau after attaining a particular size. An annual growth rate of 10-12 per cent over a period of time is extremely healthy. The TCS study rankings are conducted at the motorcycle segment-level to provide comparisons among similar groups of motorcycles. Motorcycles ranking highest in their respective segments for TCS are: Hero Honda splendor plus (best standard motorcycle segment); Bajaj pulser (best executive motorcycle segment); Hero Honda karizma (best premium motorcycle segment); and Royal Enfield Bullet Electra (best cruiser motorcycle segment). The relatively low score for the executive segment indicates that most manufacturers have fallen short of meeting the high expectations of these buyers,. Production, sales growth of the industry The two-wheeler companies have been operating at high capacities due to high growth rates between 2009 and 2008. The growth is expected to lead to increase in the capacities from present 52 lakh units t o 65 lakhs per annum in the year 2009-10, whereas the actual production estimates by that period at an estimated growth rate of 18% is only 60 lakhs. Charts showing two-wheeler industry growth rates Demand In India the two-wheeler provide an easy and popular mode of personal transport for the middle classes. With public transportation system being inadequate and ineffective the demand for the two-wheeler is likely to rise. The two-wheeler sales are expected to touch the 5 million mark by the end of the decade as against the annual sales of 35,49,271 in 2008-09. Technology With liberalization and the increasing competition. The two- wheeler industry has witnessed technological changes. The four- stroke engine is being introduced in place of the traditional populations and fuel inefficient two stroke engine. The smaller capacity engine with the electronic fuel injection is also being used. Bajaj auto is now feeling the need to increase its technological competence. Wit the competition cashing in on the technological competence for their collaborators. Emphasizes being laid on lighter and fuel- efficient vehicles. A class of vehicle having fuel efficiency of a moped and sleekness and style of the motorcycles called scooterette is growing. The vehicles offer a fuel efficiency of 60-65 km p/h. They enter into new segment,Bajaj Auto has come out with TVS with Scooty pep and Hero Honda has come out with a Pleasure and upgraded version of sleek. Government policy The excise duty on two-wheeler , which has previous 10 percent to 30 percent according to the engine capacity, was rationalized is only two categories size. 15 percent for 75 cc engine capacity and 25 percent for above 75 cc engine capacity the excise duty structure has been left untouched since the 1993-94 budget. Marketing and The Distribution Like any other emerging country, India experienced the knock-on effects of the global crisis during the year in review. The effects were felt through the monetary, financial and real channels. Drying up of global finance impacted from the middle of the fiscal impacted domestic capital finance; and corporate earnings came off peaks. In April 2009, Reserve Bank of India predicted that the Indian economys growth for 2008-09 would slow to 6. 6 per cent, breaking an excellent five-year growth sequence. There were two dimensions to the economic slowdown. In the first half, inflation ran into double digits as a result of the global crude shock and the global food grain shortage. To control inflation, the RBI clamped down on money supply, and reduced liquidity in the economy. By the time inflation started coming under control, domestic interest rates started shooting up. Meanwhile, the global crisis erupted, putting further pressure on liquidity levels. By October 2008, slowdown was clearly apparent in export-intensive sectors, both in the manufacturing and service side. By December, the slowdown turned into de-growth. The cutback in demand from Europe and the US was so sharp that even a competitive rupee, which devalued by around 12 per cent during the year, couldnt act as a buffer. By December 2008, the growth momentum of the first six months was lost. Planned investment projects were shelved; live projects faced a shortage of funds as credit flows dried up. As money became dearer, pay packets became slimmer and risk aversion grew both from the demand and supply side. Compulsions of coalition politics at the Centre and the impending Lok Sabha elections didnt help either, and slowed down reforms and implementation of projects, particularly in critical sectors like roads, ports and power. The worst hit was the manufacturing sector. From the second half of the financial year, the index of industrial production contracted on three occasions, remained close to zero on two occasions, and was mildly positive only once. Two –Wheeler Financing Though two-wheeler are the most preferred from of transport in India,the fact remains that it is a lower end market product. Most two-wheeler manufacturer like Bajaj Auto and kinetic engineering have set up their own finance company since organized financiers do not think the returns are particularly attractive. The argument given by some financiers is that the price of a Yamaha or Hero Honda is so high that people prefer to buy a second hand car instead. This is particularly true of small town where people desire to own a car and they have the means the two wheeler is then only a second vehicle for the family. MARKET MECHANICS: Since 1985, when the first Hero Honda it has been and instant hit. A mileage miser with just about adequate performance further backed by image of Honda and Hero Cycles brand of aggressive marketing, it climbed up the sales chart outselling every other motorcycle by ten of thousands every year. Over the years, company has received its share of accolades, including the National Association of India Award against 200 contenders. SEGMENTATION, TARGETING POSITIONING From the current segmentation, targeting positioning and consumer surveys we found that our client has targeted the following segments: ? Congested areas of urban cities. Males/Females between the age group of 18-36 ? Middle class people , mostly officials executives The client analysis from our questionnaire it was found that our client has targeted the right segment HHML is overlooking one feature in bike which is its low maintenance cost and reliability (i. e. less chances of breakdown) which is absent in its competitors. Therefore, in order to meet the sales target, two option are ava ilable with the client, one is to redesign the bike and second is to reposition the bike as â€Å"Bike with one time investment†. Since redesigning of bike may involve a big task and huge investment therefore we recommended repositioning the bike. COMPANY PROFILE The Hero Honda story began with a simple vision – the vision of a mobile and an empowered India, powered by Hero Honda. This vision was driven by Hero Hondas commitment to customer, quality and excellence, and while doing so, maintain the highest standards of ethics and societal responsibilities. Twenty five years and 25 million two wheelers later, Hero Honda is closer to fulfilling this dream. This vision is the driving force behind everything that we do at Hero Honda. We understood that the fastest way to turn that dream into a reality is by remaining focused on that vision. There were many unknowns but we kept faith, and today, Hero Honda has been the largest two wheeler company in the world for eight consecutive years. Our growth has kept compounding. The company crossed the ten million unit milestone over a 19-year span. In the new millennium, Hero Honda has scaled this to 15 million units in just five years! In fact, during the year in review, Hero Honda sold more two wheelers than the second, third and fourth placed two-wheeler company put together. With Hero Honda, the domestic two wheeler market was able to show positive growth during the year in review. Without Hero Honda, the domestic market would have actually shrunk. Over the course of two and a half decades, and three successive joint venture agreements later, both partners have fine-tuned and perfected their roles as joint venture partners. What the two partners did was something quite basic. They simply stuck to their respective strengths. As one of the worlds technology leaders in the automotive sector, Honda has been able to consistently provide technical know-how, design specifications and R innovations. This has led to the development of world class, value for- money motorcycles and scooters for the Indian market. On its part, the Hero Group has taken on the singular and onerous responsibility of creating world-class manufacturing facilities with robust processes, building the supply chain, setting up an extensive distribution networks and providing insights into the mind of the Indian customer. Since both partners continue to focus on their respective strengths, they have been able to complement each other. In the process, Hero Honda is recognized today as one of the most successful joint ventures in the world. It is therefore no surprise that there are more Hero Honda bikes on this countrys roads than the total population of some European countries put together! The companys meteoric growth in the two-wheeler market in India stems from an intrinsic ability to reach out and come closer to its customers, with every passing year. Hero Hondas bikes are sold and serviced through a network of over 3500 customer touch points, comprising a mix of dealers, service centres and stockists located across rural and urban India. Hero Honda has built two world-class manufacturing facilities at Dharuhera and Gurgaon in Haryana, and its third and most sophisticated plant at Haridwar has just completed a full year of operations. It is difficult to imagine that all this has happened in the span of just two and a half decades! The best is yet to come. During the year in review, Hero Honda powered its way in a market that, for all practical purposes, was feeling the full effects of the economic slowdown in India. With an economic recovery now clearly on the cards, Hero Honda is all set to ride into another summit. As Brijmohan Lall Munjal, the Chairman, Hero Honda Motors succinctly puts it, We pioneered Indias two wheeler industry, weve steered it through difficult times; now it is our responsibility to set the pace again. . New Models The company has a large portfolio of brands, with the money-spinners being mainly Splendor Plus (the worlds largest selling bike) and Passion. However, the company claims it was the launch of the 150cc CBZ and 225cc KARIZMA which established Hero Honda as an inspirational brand. The launch of CBZ and KARIZMA got us into a different league altogether. Although the sales are just about 3,000 a month, it made us an overall bike company†, Hero Honda would launch a new model of the KARIZMA by the end of current year, the Managing Director, Mr. brijmohanlal Munjal, said. Meanwhile, the company is yet to decide on the location of its proposed Fourth manufacturing unit. The feasibility study is on, he said, adding that the new plant was likely to come up in the next 18 months. New launches are likely to help Hero Honda gain a market share in the coming quarters. Hero Honda Motors Ltd, has launched a new 100-cc four-stroke bike, CD deluxe and Dawn is likely to be phased out of the market once the new model sells 10,000 plus units per month. Sales Performance Hero Honda went against the grain and created a growth trajectory all of its own. Sales of the company grew by over 11 per cent in volume terms and in value terms; they grew by over 19 per cent. Effectively, this helped the company end the year with a market share of around 60 per cent. This robust performance helped the company increase earnings margin 120 basis points—a remarkable feat, considering that elsewhere in the world, the automobile industry went through its worst year in recent history. Hero Honda’s performance in its silver jubilee year helped it retain its position as the world’s largest two wheeler company for the eighth year in a row. It also helped the company cross the 25 million unit mark—becoming the first company in India to reach this milestone. Last year, two new models were launched, namely CBZ XTREME and HUNK to address super-style and economy segments. Passion pro has found its position firm amongst Indian models, only next to Splendor, the largest selling bike in the world in terms of sales performance. CBZ was re-launched as CBZ XTREME, in April 2007, with changes and value additions to cater to specific needs of the customers. Reportedly CBZ XTREME is doing well in its segments and has sold over 10,000 units in the initial months itself. Hero Honda has targeted a sale of over 3 million bikes for the year 2009-10. This effort is supplemented by a major launch this year, in October end; this bike will have some exclusive features and will be in the 200cc plus range. There are some ambitious programmes of launching a new range of bikes with technical support from Honda in the coming years. With a slew of such measures the capacity available at present locations can at best support two-million production target at the existing plants. The company, therefore, is looking at the possibility of setting up a third plant to meet the future demand and for which techno-economic study is in progress. New Initiatives Customer and customer satisfaction is the purpose of our being an entity. To increasingly understand him and make him part of our ongoing business. Customer related initiative has been the increase of warranty period to three years since July 2008. This has attracted a great deal of customer attention. During the year the company has added nearly a hundred dealerships and SSPs. In terms of sheer numbers, the network has grown by 16% during the year 2008-09. We would endeavor to increase our reach to every corner of this country. Plans for the future In the previous year, the domestic two-wheeler industry entered a period of de-growth. However, this was arrested in 2008-09, largely on the back of Hero Hondas performance. After the blip of last year, the two-wheeler industry went back to a growth phase, largely driven by Hero Honda and exports. The industry clocked total volumes of 8. 5 million during the year in review, a growth of 5 per cent compared to a fall of 5 per cent in the previous year. The pace of growth was lower in the domestic market, where the industry clocked sales of 7. 43 million, a rise of only 2. 60 per cent. This, however, was a significant improvement over previous year when the industry had shrunk by 8 per cent. Motorcycles continue to constitute the largest chunk of the two-wheeler industry, and during the year in review, accounted for four fifth of sales. Interestingly, for the second year in succession, scooters increased their share in the two-wheeler pie from 14 per cent to 16 per cent. This is clearly a trend reversal from the last 10 years, where the share of scooters in the two-wheeler pie had been shrinking. Changing lifestyles among women, and the introduction of feature-rich, high-quality scooters possibly has much to do with the revival in demand The entry segment – made up of basic 100 cc bikes -Had started slowing two years ago, and during the year in review, sales in this segment were down by more than 15 per cent. This could be attributed to the fact that deluxe segment bikes have become affordable on account of a 4 per cent excise cut, 1 per cent reduction in CST and the special package of reduction in excise duty in December, which most manufacturers passed on to the consumers. The deluxe segment-made up of value for money and feature-rich bikes in the 100-125 cc category-grew by 15. 2 per cent. The 125-250 cc category-grew at 8. 8 per cent. The pace of growth has fallen from last years levels. There is no doubt that the higher interest rates have brought down growth. Nevertheless, this segment was still able to clock a growth rate in high single digits mainly because of the excitement caused by a slew of new models that came into this segment during the year. The bigger story, of course, is that buyers in small-town India and rural India, as well as employees of the state and Central government, were relatively less affected by the slowdown, and this benefitted the two wheeler industry. VISION Hero Honda now the leader in the two wheeler industry. Leaders are not born, they evolve over time. It all started on the auspicious. â€Å"Baisakhi Day† the 13th of April 1984, when the Hero Honda Motor Company joined hands. On its journey to take on the No. 1 morale, Hero Honda created some prominent milestones†¦.. This leadership has been achieved only because of its philosophy to excel in all areas. In fact, passion to excel is a credo of the entire Hero Honda family and is a way of life in Hero Honda. The changing Scenario of increasing competition and the entry of new brands has made the credo even more relevant. It serves as a constant reminder to ensure excellence in providing service to the customer. They are providing outstanding customer service. It is in keeping with Hero Honda’s own passionate commitment to provide ultimate customer satisfaction. Today, they consistently meet and exceed all requirement on quality, cost and delivery. OBJECTIVES Hero Honda’s mission is to strive for synergy between technology, systems and human resources, to produce products and services that meet the quality, performance and price aspirations of its customers. At the same time maintain the highest standards of ethics and social responsibilities. This mission is what drives Hero Honda to new heights in excellence and helps the organization forge a unique and mutually beneficial relationship with all its stake holders. ACHIEVEMENTS AWARDS AND ACCOLADES |Year |Awards Recognitions | |2009 |ET Awards for Corporate Excellence   Hero Honda is the winner of the â€Å"Company of the Year award for 2008 09. | | | |2008 |NDTV Profit Business Leadership Award 2008   Hero Honda Wins the Coveted NDTV Profit Business Leadership Award 2008| | | | | |Top Gear Design Awards 2008   Hunk Bike of the Year Award | | | | | |NDTV Profit Car India Bike India Awards   NDTV â€Å"Viewers’ Choice Award† to Hunk in Bike category | | | | | |India Times Mindscape and Savile Row ( A Forbes Group Venture ) Loyalty Awards   â€Å"Customer and Brand Loyalty Award† | | |in Automobile (two-wheeler) sector | | | | | Asian Retail Congress A ward for Retail Excellence  (Strategies and Solutions of business innovation and | | |transformation) Best Customer Loyalty Program in Automobile category | | | | | |NDTV Profit Car India Bike India Awards   Bike Manufacturer of the year | | | | | |Overdrive Magazine   Bike Manufacturer of the year | | | | | |TNS Voice of the Customer Awards: | | | | | |No. 1 executive motorcycle Splendor NXG | | |No. 1 standard motorcycle CD Deluxe | | |No. remium motorcycle CBZ Xtreme | | | | |2007 |The NDTV Profit Car India Bike India Awards 2007 in the following category: | | | | | |Overall Bike of the Year CBZ X-treme | | |Bike of the Year CBZ X-treme (up to 150 cc category) | | |Bike Technology of the Year Glamour PGM FI | | | | | |Auto Tech of the Year Glamour PGM FI by Overdrive Magazine. | | | | | |Bike of the Year CBZ X-treme by Overdrive Magazine. | | | | | |Ranked CBZ X-treme Bike of the Year by B S Motoring Magazine   | | | | | |â€Å"Most Trusted Company† , by TNS Voice of the Customer Awards 2006. | | | | | |CD Deluxe rated as No 1 standard motorcycle by TNS Voice of the Customer Awards 2006. | |2006 |Adjudged 7th Top Indian Company by Wallstreet Journal Asia (Top Indian Two Wheeler Company). | | | | | |One of the 8 Indian companies to enter the Forbes top 200 list of world’s most reputed companies. | | | | | |No. 1 in automobile industry by TNS  Corporate Social Responsibility Award. | |Best in its class awards for each category by  TNS Total Customer Satisfaction Awards 2006: | | | | | |Splendor Plus (Executive) | | |CD Deluxe (Entry) | | |Pleasure (Gearless Scooters) | | | | | |Splendor Passion Top two models in two wheeler category by ET Brand Equity Survey 2006. | | | | | |Adjudged 7th Top Indian Company by Wallstreet Journal Asia (Top Indian Two Wheeler Company). | | | | |Top Indian company in the Automobile Two Wheeler sector by Dun Bradstreet   American Express Corporate Awards | | |2006. | | | | | |Her o Honda Splendor rated as Indias most preferred two-wheeler brand at the  Awaaz Consumer Awards 2006. | | | | | |Certificate of Export Excellence for outstanding export performance during 2003-04 for two-wheeler three- wheelers | | |- Complete (Non SSI) by Engineering Export Promotion Council. | |The NDTV Profit Car India Bike India Awards 2006 in the following category: | | | | | |Bike Maker of the Year | | |Bike of the Year Achiever | | |Bike of the Year Achiever (up to 150 cc category) | | |Bike of the Year Glamour (up to 125 cc category) | | |NDTV Viewers Choice Award to Glamour in the bike category | | | | |2005 |Awaaz Consumer Awards 2005 Indias most preferred two-wheeler brand by CNBC in the Automobiles category. | | |Bike Maker of the Year Award by Overdrive Magazine. | | |ICWAI National Award for Excellence (Second) in Cost Management 2004 in the private sector category by ICWAI. | | |10th Motilal Oswal Wealth Creator Award for as the most consistent wealth creato r for the period 1991-2005. | |2004 |Winner of the Review 200 Asias Leading Companies Award (3rd Rank amongst the top 10 Indian companies). | | |GVC Level 1 (Highest Rating) by CRISIL for corporate Governance. | |Adjudged as the Best Value Creator Large Size Companies 2003-04 by The Outlook Money. | | |Corporate Excellence Award 2004 by Indian Institute of Materials Management. | | |Adjudged as the Organization with Innovative HR Practices by HT Power Jobs for HR Excellence. | | |ICSI National Award for Excellence in Corporate Governance 2004 by The Institute of Company Secretaries of India. | |2003 |Winner of the Review 200 Asia s Leading Companies Award (3rd Rank amongst the top 10 Indian companies). | | |Most Respected Company in Automobile Sector by Business World. | | |Bike Maker of the Year by Overdrive Magazine. | |2002 |Bike Maker of the Year by Overdrive Magazine. | |Winner of the Review 200 Asia s Leading Companies Award (4th Rank amongst the top 10 Indian companies). | | |Company of the Year of ET Awards for Corporate Excellence. | | |Ranked 4th in Overall Best Managed Company category, ranked 3rd in Best Financial Management and Best | | |Operational Efficiency category, ranked 6th in Overall Best Investor Relations category, by Asiamoney. | | |Highest Wealth Creating Company of the Year Award by the Money. | | |GVC Level 1 (Highest Rating) by CRISIL for Corporate Governance. | |2001 |Bike Maker of the Year by Overdrive Magazine. | | |Winner of the Review 200 Asia s Leading Companies Award (9th Rank amongst the top 10 Indian Companies). | |Winner of Three Leaves Award for showing Corporate Environment Responsibility in the Automobile Sector by Centre for | | |Science Environment. | |1999 |National Productivity Award for the Best Productivity Award in the category of Automobile Tractor presented by Vice| | |President of India. | |1995 |The Analyst Award 1995 presented to Hero Honda Motors Ltd. on being ranked 9th amongst the most investor rew arding | | |companies in India. | |1995 |National Award for outstanding contribution to the Development of Indian Small Scale Industry (NSIC Award Presented| | |by President of India). | |1991 |Economic Times-Harvard Business School Award for Corporate Performance to Hero Honda Motors Ltd. | SALES [pic] MARKET SHARE METHODOLOGY The project involves the study of four- strokes bike segment in two wheeler industry sector, which involved: 1. Market survey/ Researches 2. Meeting the retailers and the customers 3. Desk Research RESEARCH APPROACH I did two types of surveys (Data source): PRIMARY SURVEY 1. P/S T1 was done visiting Hero Honda Motors Ltd. Corporate office, Basant Lok, Vasant Vihar regarding segmentation, targeting and positioning of their brands in the two wheeler sector. A lot of desk research was also done. 2. P/S T2 conducted by visiting Hero Honda Motors Ltd. And retailers of Hero Honda {Khanna Automobiles ESS AAY Agencies , auto needs(INDIA) Pvt. Ltd). Basic objective was to know their product price, distribution channel, their customers , their process of segmentation ,targeting and positioning in the problems faced by the customers and lastly their views about the model. 3. P/S T3 conducted by taking views of the customers using this model of Hero Honda i. e. Hero Honda splendor. Their view points About the model, their grievances/ complaints about it. Last but not the least their views about modification required in it. RESEARCH INSTRUMENT The research instrument used was a structural questionnaire. It was formulated after detailed discussion. SAMPLING PLAN a) sampling unit: The sampling unit constituted the people in the middle income going in for bikes. ) sampling size: the sample size consists of 45 customers, out of which 5 refused to fill the questionnaire and 5 forms were found incomplete. c) sampling procedure : Convenience sampling. B) SECONDARY SURVEY 1) S/S T1 was conducted gaining information from different magazines newspaper. And on company from their annual reports and balance sheets and their website. 2) Promotional strategies used at present like sponsoring programme and various event which have no direct bearing on the product. However the main focus is to influence youth- the largest group. e. g. Hero Honda Sa Re Ga Ma Pa. Review of Literature This chapter presents an exhaustive literature review of quality dimension in marketing strategies. The discussion in this chapter is centered on how more the quality dimension in marketing strategies understood as part of this research. Furthermore, this chapter explores the topic specific to the industries viz. Two Wheeler Industry. The term marketing strategies began to find its way into the academic marketing literature only in the late 1980’s. The first use of the term is attributable to Professor Leonard Berry of Texas A M University in an American Marketing Association presentation in 1983. The literature on marketing strategies in the early 1990’s for the most part did not approach the subject from the consumer’s perspective. There were of course notable exceptions. In 1990, John Czepiel, Professor of Marketing at the New York University observed that a marketplace based marketing strategies is â€Å"the mutual recognition of some special status between exchange partners. (Czepiel, 1990). Susan Fournier refers to what marketing is supposed to be â€Å"the epitome of customer orientation† (Fournier, 1999). The literature in services marketing, in recognition of such facts, defines marketing as the attraction, maintenance and enhancement of marketing strategies (Berry, 1997), or attracting, developing and retaining marketing strategies (Berry and Parasuraman, 1991). Traditional measures of service marketing strategies The primary outcome measures of marketing strategies, satisfaction and quality, have an extensive literature in both the product and service fields yet, particularly in the services literature, there are still some lack of conceptual distinction between the two constructs. Since it is reasonable to assume a high level of correlation between the two constructs, most studies adopt one or the other measure, often without any discussion of the justification for the choice. Satisfaction has proven to be an elusive construct to capture. Much of the literature on satisfaction focuses on the expectancy-disconfirmation paradigm as a means of identifying the process by which customers make satisfaction evaluations. Within this paradigm, satisfaction occurs when expectations are confirmed or positively disconfirmed. Measures generally focus on assessing disconfirmation at the attribute level although recent extensions of the model include affective dimensions and emotions (Oliver, 1991). Several alternatives to the expectancy-disconfirmation paradigm have been proposed. Some suggest that values are better predictors of satisfaction because values are more enduring than pre-purchase expectations. Others question the expectancy-disconfirmation model as being overly dependent on situational induced factors. As an alternative they proposed the comparison level model, which suggests that consumers examine each product attribute against a reference set of attribute levels. Each of these theories has been supported in empirical studies. Yet none has been overwhelmingly accepted as an adequate explanation for consumer post-purchase evaluations. Perhaps this is because satisfaction with a product or service has traditionally been studied as a unidimensional construct. However, in many studies, researchers have found that satisfaction is not a unidimensional construct (Leigh 1987). In fact for many products and services the use of an overall, summary satisfaction measure may mask important diagnostic information about the nature of satisfaction, its determinants and consequences. Further, the nature of these dimensions may vary across services. Another explanation for the inadequacies of existing satisfaction measures may lie in questions raised in the consumer behaviour literature regarding the emphasis placed on satisfaction research as the main method of post-purchase evaluations. Woodruff and Gardial have suggested that while satisfaction describes the customers reaction to the value received from a particular offering, customer value describes the nature of the marketing strategies between user and product. With few exceptions (Gardial et al. , 1992; Woodruff and Gardial, 1996), studies of post-purchase evaluation do not address the possible marketing strategies between value and satisfaction / dissatisfaction. Yet, as discussed in Woodruff and Gardial (1996) the perception of receiving added value is critical to understanding the nature of the relationship. Relationships, which are not perceived as being mutually beneficial, are terminated. The importance of value to the service experience may explain the use of quality as another measure of service effectiveness as in econometric terms value equals quality divided by cost. Regardless of the paradigm, traditional measures of satisfaction used in the service sector operationalize the concept on a discrete transaction basis and generally assess the construct from only one partners point of view. Yet it is clear that service relationships are built upon repeated encounters and are dyadic. If the intention is to evaluate satisfaction with the relationship, current measures of satisfaction seem inadequate. Researchers often distinguish between satisfaction and quality based on a longitudinal dimension with satisfaction seen as a transaction specific evaluation while quality represents a long-run overall evaluation or attitude. However, the distinction between satisfaction and quality in service delivery has become blurred (Bitner, 1990; Bolton and Drew, 1991). In fact Zeithaml et al. , (1990) define quality as meeting or exceeding customer expectations, the traditional definition of satisfaction within an expectancy disconfirmation paradigm. One of the most prominent measures of service quality is the SERVQUAL measure based on Parasuraman et al. (1985) gap model. This model suggests that differences between consumers expectations about the performance of a general class of service providers and their assessment of the actual performance of a specific firm in that class drives perceptions of quality. The measurement of quality is functionally identical to satisfaction measures based on the expectancy-disconfirmation model. The distinction arises primarily from the nature of the items or attributes used. Another approach to SERVQUAL is simple performance measures. The marketing literature provides considerable evidence that this approach is superior to the expectations-performance gap model (Bolton and Drew, 1991; Cronin and Taylor, 1992; Woodruff, et al. , 1983). In a test of their performance-only (SERVPERF) model, Cronin and Taylor provide evidence that performance explains more of the variation in service quality than does SERVQUAL (Cronin and Taylor, 1992). Both SERVQUAL and SERVPERF are global measures of service quality. The use of a global measure in the evaluation of service relationships may, however, not be adequate. Particularly in service relationships relying on social and structural bonding mechanisms which have increasing levels of customization, a global measure may not provide the details necessary to fully assess the strengths/weaknesses of the relationship. Quality measures, like satisfaction measures have been criticized as being largely unidimensional (Zeithaml, 1988). Though SERVQUAL is an attempt to correct for this deficiency there are still other dimensions, which may lead to a purchase experience particularly as that occurs in a marketing strategies context. Zeithaml (1988) recognized these failings and proposed a model from an exploratory study utilizing a means-end hierarchy to investigate the marketing strategies between price, quality and value. The resulting model indicates that perceived quality is one of many concepts (i. e. , perceived sacrifice, high-level abstractions, intrinsic attributes) that result in perceived value which then leads to purchase. Obviously satisfaction and quality are important concepts in the evaluation of service relationships. Both are necessary but not sufficient to good relationships. However, much controversy surrounds these constructs and their marketing strategies (Cronin and Taylor, 1992; Parasuraman et al. , 1994; Teas, 1993). Some literature suggests that satisfaction is an antecedent of service quality (e. g. , Bitner, 1990; Bolton and Drew, 1991) while Parasuraman et al. (1985) suggest that perceived service quality leads to satisfaction. Cronin and Taylor (1992) in their test of SERVPERF found evidence that the latter is in fact the correct causal order. Thus it appears that to adequately evaluate service relationships, both concepts must be measured to account for the ongoing nature of the relationship. Relationships are a multiplex phenomenon. The nature of the marketing strategies depends on the kinds of satisfaction desired by the parties involved; the clients may seek socio-emotional provisions and/or instrumental provisions, and may allow these concerns to determine their focus in the relationship. Thus their behavioral intentions may depend on the provision criterion. The relations also depend on whether the types of bonds are substantively grounded or emotionally based. This view reinforces the presence of such variables as trust, which are primarily socioemotional, and the more instrumental provisions such as legal, planning and technical bonds, which partly reflect the variable commitment. The conceptualization of such variables cannot be completely socioemotional or instrumental, and in the interests of clarity and functionality, the definitions of the antecedent states of loyalty in the marketing strategies are based on trust, intimacy, etc. But it reinforces the basic assumptions in the model. That the presence of attitudinal variables like trust also play a role and they determine the overall benefits (provisions) perceived even in a business relationship. Thus, it is not solely direct commercial value related considerations but also such attitudinal considerations, which go beyond the service interaction or episode, which determine loyalty. Marketing strategies strength can be seen as the resistance to disruption of the relationship. The marketing strategies are developed partly on a basis of evaluations made and partly as a result of bonding and commitment (Strobacka, Strandvik and Gronross, 1994). Thus the strength of marketing strategies can be derived only partly from behavioural variables since they only give an indication (Hoekstra, 1993) . In most studies when measuring marketing strategies strength one indicator at a time is used. Since a behavioural and a mental dimension can be distinguished in a marketing strategies (Poiesz and Van Raaji, 1993, Storm, 1991), the individual indicator can be behavioural (descriptive) or mental (attitudinal) in nature. From the behavioural point of view indicators like length of the relationship, recency, frequency, monetary value and regularity are used most often to get an idea of marketing strategies strength. Another behavioral indicator could be whether the customer simultaneously uses also competing companies or only uses company X (Liljander and Strandvik, 1994). From the mental viewpoint a variable like satisfaction, involvement, perceived switching costs, long-term expectations, trust and commitment has been used as an indicator of marketing strategies strength. Typically, commitment and trust are seen as central to the marketing strategies paradigm of relational partners, and are posited as key mediating variables (KMV) (Morgan and Hunt, 1994). Morgan and Hunts KMV model rests on the assumptions that these two are key because they encourage marketers to work at preserving the marketing strategies investments with partners/clients, resist short term gains which may be lesser than expected benefits of staying on in the relationship, and as they view potentially high risk actions as acceptable since they expect that partners will not act opportunistically. Further, both the key variables should be present for the existence of the loyal behaviour patterns indicated here. Satisfaction plays a major role here, and leads to trust when some other antecedent conditions are satisfied, like shared values and goals, dependence based on stable expectation/perception of performance, and perceived switching costs. The notion of sharing is central to the conveyance of meaning. People and entities to whom we feel closest and who mean the most to us are generally those with whom we have a great deal in common. They share the same values they demonstrate what Duck (1994) refers to as shared meaning. In the same way, it is proposed that commitment follows trust later on the ladder, and though some commitment elements start forming at this stage, the fuller commitment only follows when there is the antecedent of trust itself, which has led to the other more direct, definitive antecedents, like the various bonds and the positive attitude to interaction with each other. Commitment, defined as the attitude towards interacting with each other, coupled with the bonds of various types, is a determinant of marketing strategies strength (Liljander and Strandvik, 1995). Marketing strategies strength is closely related to loyalty, or behaviors, which reflect loyalty like recommendations, repurchase intentions and actual repurchase, etc. Storbacka, Strandvik and Gronroos, 1995). Marketing literature talks about four sources of consumer trust:- †¢ Generalized trust (derived from social norms) †¢ System trust (rule of law, regulations, contracts, bureaucracy professionals) †¢ Pe rsonality based trust (general tendency to trust/distrust determined by personality traits) †¢ Process based trust (developed through repeated interactions, firm/brand specific, interpersonal) A customer’s first encounter with a service firm is his or her first ‘moment of truth’ and is a potential first step on a road leading away from reliance on generalized, system and personality based trust towards a reliance on process based trust. Because system and generalized trust are held in common by members of society and are equally available to all firms, they offer less potential for competitive advantage. By building process based trust, however, service firms can encourage customer retention and gain competitive advantage (Barney and Hansen, 1994). Trust is a multidimensional construct with cognitive, affective and behavioral dimensions and recent empirical investigations (Cummings and Bromiley, 1996) have supported this theorizing. In relationships, individuals trust cognitively based on their knowledge of their partner’s character, they trust affectively based on their emotion towards their partners and they trust behaviorally by taking actions that display trust in their partners. Previous conceptualization s of trust in marketing research has tended to emphasize the cognitive dimension. The affective dimension of trust has been largely ignored in the literature. However, more recently, marketing researchers have examined social support behaviour in service relationships (Adelman and Ahuvia, 1995; Adelman, Ahuvia and Goodwin, 1993), which engender affective trust. Trust is built up when there are assurances of higher and stable levels of satisfaction (the exceeding of expectations, every time, in the service quality approach), and there is lower risk perceived, security, a feeling of reliability about the supplier, and assistance. This level of service quality obviously builds trust, and can explain the threshold of satisfaction which precedes a change in loyalty behaviour, for some additional benefits are being offered, and the interactions assume a greater number of dimensions. Trust will lead to sharing of goals and values, as at this stage, assistance is expected and also given, in achieving goals that are perceived to be for the common good of both partners. Dwyer et al. (1987) marketing strategies development process model posits that with time, a marketing strategies moves along a continuum from awareness to commitment and the latter represents the highest stage of relational bonding. It must be acknowledged that the possibilities for creating and managing trust and commitment in relationships may be limited (Gronroos, 1994). A natural consequence of this may be the stage of opening up, giving more and accurate feedback by sharing more vital knowledge, which corresponds to intimacy. Marketing strategies literature also enriches the explanation of why there is sharing, and also why that sharing seems to provide a jump in the level of loyalty related behaviour. Intimacy talks of socioemotional benefits, which strengthen the relationship; and it implies a sharing of vital information, sharing socially and psychologically. In service quality terms, this would imply an increase in satisfaction due to more need areas being satisfied, as needs other than the usual instrumental provisions are being satisfied. Here the type of marketing strategies positive, cemented through socioemotional provisions including bonds such as social, planning, clubs, etc and a positive attitude towards interacting with each other. This directly impacts marketing strategies strength and hence loyalty. The difference between marketing strategies strength and customer loyalty is the difference between the object. The object of customer loyalty maybe either the service provider/firm or a particular service worker. The former is referred to as service loyalty, the latter as personal loyalty. High levels of customer trust towards the firm’s employees would be expected to translate into positive attitudes towards the firm and high levels of customer commitment to the firm ‘s employees would expect customer patronage of the firm. Therefore when a customer has a strong marketing strategies with multiple personnel from the firm, researchers suggest a direct path between marketing strategies strength and true customer loyalty to the service firm. Customer satisfaction with a company’s products or services is often seen as the key to a company’s success and long-term competitiveness. In the context of marketing strategies marketing, customer satisfaction is often viewed as a central determinant of customer retention. However there is a need to look beyond customer satisfaction as several studies have established that higher levels of customer satisfaction may not always result in higher levels of customer loyalty. A few empirical investigations in this area indicate that a direct marketing strategy between these constructs is weak or even non-existent. Some studies suggest satisfied customers may not be sufficient to create loyal customers (Cronin and Taylor, 1992; Fornell, 1992; Oliver, 2000). These studies tend to support Reichheld’s (1993) argument that customer satisfaction is not a surrogate for customer loyalty. In recent times, customer satisfaction has gained new attention within the context of the paradigm shift from transactional marketing to marketing strategies marketing (Gronroos, 1994; Sheth and Parvatiyar, 1994), which refers â€Å"to all marketing activities directed towards establishing, developing and maintaining successful relational exchanges (Morgan and Hunt 1994). In numerous publications, satisfaction has been treated as the necessary premise for the retention of customers and therefore has moved to the forefront of relational marketing approaches (Rust and Zahorik, 1993). Kotler sums this up when he states: â€Å"The key to customer retention is customer satisfaction† (Kotler, 1994). Consequently, customer satisfaction has developed extensively as a basic construct for monitoring and controlling activities in the marketing strategies marketing concept. There are obviously aspects of marketing strategies strength other than customer satisfaction. These include, for instance, the existence of bonds between the customer and the provider. These bonds function as switching barriers beside customer satisfaction. Another dimension relates to the customers (and the providers) commitment to the relationship. Commitment might be based on customers intentions and plans for the future. Within the interaction approach and network approach to industrial marketing six different types of bonds have been suggested (Dwyer et al. , 1987). These are social bonds, technological bonds, knowledge bonds, planning bonds, and legal/economic bonds. Although these six bonds can also be found in consumer markets, they are somewhat limited for this purpose. In addition to these bonds, Liljander and Strandvik (1995) have suggested that the consumer may also have geographical, cultural, ideological and psychological bonds to a service provider. They propose that ten different types of bond can be identified in the consumer market: legal, economic, technological, geographical, time, knowledge, social, cultural, ideological and psychological. Liljander and Strandvik (1995) argue that the first five bonds-legal, economic, technological, and geographical and time bonds constitute effective exit barriers for the consumer. They can be seen as contextual factors that cannot easily be influenced by the customer but can be observed and managed by the service firm. They are more likely to be perceived in a negative sense than the other five bonds. It is, for example, associated with high costs for the customer to switch banks if she is tied up with a mortgage in one bank. These bonds can prevent the customer from switching banks even when the service given is of low quality. The other five bonds- knowledge, social, cultural, ideological and psychological bonds, represent perceptual factors, which are difficult to measure and manage by the firm. For example the cultural, ideological and psychological are directly connected to the customers values and preferences. A psychological bond, where the customer is convinced of the superiority of a bank, is probably a very effective exit barrier. The consequence of bonds is that the customer might accept lower levels of service quality, compared with other service companies, without breaking the relationship. Quality dimension of marketing strategies: Studies specific to Two-wheeler Industry One of the ways in which companies have tried to establish bonds is through the loyalty programs. Loyalty programs recently gained considerable practical and academic attention in the context of marketing management. The fundamental managerial objective of these programs is to reward loyal customer behaviour with special services or rebates and thereby at the same time to promote this loyal behaviour in order to realize the economic benefit of long term business strategies (Reichheld 1993, Sharp and Sharp 2008). The extent to which loyalty program actually achieve this objective has become increasingly the subject of scientific study (Strauss et al. , 2002, Verhoef, 2007, Yi and Jeon, 2004, Noordhoff et al. , 2008). Usually, such studies have focused on the question of how strong the supposed connection between participation in a loyalty program and increased customer satisfaction and loyalty actually is. Marketing Research on loyalty programs has increased in the last years. The effect of loyalty programs on loyalty and their critical success factors were investigated in the context off various industry settings such as automotive industry (Stauss et al. , 2005), financial services (Bolton et al. , 2007), retail stores (Noordhoff et al. , 2008). The results of an empirical study of Stauss et al. (2002) indicate that the membership in an automotive customer club has a remarkable impact on the marketing strategies. Bolton et al. (2001) shows that participants of a loyalty program of a financial services provider actually tend to realize increased revenues and higher service usage levels and to overlook negative service experience. Noordhoff et al. (2008) is of the contention that a small number of alternative loyalty programs in a market and only little familiarity off customers with these programs positively affect the success of the program. This is in accordance with the results of the study of researchers who finds especially high levels of spurious loyalty among members of frequent flyer programs who are participating in several different programs. According to Stauss, Schmidt and Schoeler (2002), â€Å"More and more companies are implementing loyalty programs in order to enhance their knowledge of their customers, to identify their valuable customers, to differentiate and give personal attention to these valuable customers and especially to raise profits by increasing customer retention and by enabling a more efficient use of marketing goals†. They are of the opinion that few firms systematically verify whether the program they implemented actually achieve these goals. The consequences could be that the programs do not achieve the retention effect aimed at or even that the overall marketing strategies with the firm is weakened. Zins (2007) in his study of the commercial two wheeler industries opines that if loyal customer needs to be traced, three conceptual perspect

Comparitive Study of Two Multi National Corporations

Comparitive Study of Two Multi National Corporations Abstract Wal-Mart Company and London Cake Company are the chosen multinational corporations for this analysis. In analyzing the two companies, the main focus will be centered on how these multinational corporations differ in terms of the way they treat workers as well as employees from various countries. Under this analysis, the paper will also focus on the common practices and characteristics, which are relevant to these two multinational corporations.Advertising We will write a custom essay sample on Comparitive Study of Two Multi National Corporations specifically for you for only $16.05 $11/page Learn More Introduction It is evidenced that the main differences that are often witnessed in these two multinational corporations are gender inequalities among both the workers and the employees from different countries. In fact, the practices of gender inequalities and other socio-economic factors have really affected the productivity of both the Wal-Mart Compa ny and the London Cake Company. Gender discrimination is any form of unequal opportunity awarded purely based on sex of an individual. Social discrimination is any form of a move aimed at decreasing the status of a given gender in the social sphere of life. The most common social discrimination occurs to women. Gender discrimination among women is a form of an abuse, which lowers their dignity and capability in executing tasks to men. Differences analyzed There are more ways by which discriminations are experienced in the work place in the Wal-Mart Company. For instance, direct inequality happens when employer offers driving jobs to only male applicants. This is gender discrimination practiced among the employees and workers. There are also indirect discrimination cases where the given work conditions only favour one group of people. Women are forced to work until late and even overtime irrespective of any domestic responsibility that they might have (Drucker 29). Harassment of any kind is a way of reflecting inequality at the work place. This mainly takes place in the offices or dinners held by the company for the employees, most of which are sexual harassment. In addition, victimization at work place is rampant. The employer might favour one person of the opposite sex based on personal interest. Treating a person unfairly also amounts to discrimination at work. This mainly happens to employees who are ignorant of their rights. It should to be admitted that some employees at the Wal-Mart Company felt inequality based on gender or race (Hamel 79).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Work place gender discrimination has been witnessed to be the most common form of bias in the social set up. People with the same academic qualification, experience, and competencies have been unethically given promotion and job opportunities based on their sex. Job d iscrimination can either be under the whole employees group or on individual basis. Following statistical evidences, women are the most discriminated in pay and promotion, although the trend is gradually changing. Women segregation on pay has also been witnessed to decrease in gap. Between 1990 and 2000, payment was increased by 75 percent for men and only 25 percent for women. Women are also given job opportunities based on childcare (Drucker 47). This has shown that most women only getting part-time jobs, while men get permanent employments. Women are also horizontally segregated in work place environments. The Wal-Mart Company has distinct types of positions, which women can occupy while the rest are perfectly design for men. It was indicated by 2001 that only 20 percent of women were managers in Wal-Mart stores. Men occupied the largest 80 percentage. The pay gap was at around 20 percent with women earning at 72.5 percent (Hamel 96). Attention of many people has been drawn towar ds the operation of this multinational corporation on its sexism strategies. Wal-Mart Company has been seen in strings of gender based cases, especially in the Supreme Court. Most of this allegations are based on unequal treatment of women and men, especially on basis of promotion and payment policies. It has been an escalating task for the court to offer a verdict on this case, following the fact that the Company has a well-structured policy outline against any form of gender disparity. At the same time, the court has found it very hard to prove the allegations due to problems of evidence collection. Even though, many have doubted the possibility of Wal-Marts’ possibility of performing in the competitive market, it has been proven by several studies that the company has taken unhealthy approach towards the gender bias. Researches carried through interviews and questionnaires have shown that Wal-Mart Company created gender disparities both vertically and horizontally. In addi tion, the court cases pulling down this organization have brought out this clear picture.Advertising We will write a custom essay sample on Comparitive Study of Two Multi National Corporations specifically for you for only $16.05 $11/page Learn More Horizontal segregation has been noted by the fact that most of women across the branches of this organization work in almost similar departments. Men’s departments in the work places have shown that they were evenly distributed both in the department and positions. It was shown that large percentagesof administrative and management body were carried out by men. At the same time, men filled the supervisory portfolio as well as ranks, which are down the ladder. Most women in the Company are working at the level of secretary and sales. The percentage of women in the administrative and management system are hardly 25 percent today in this Company. It can be proven that the criteria are not purely based on job qualification as women respondents believed some of them were holding if not equal then above in credentials. Vertical segregation is the biggest challenge in an organization operating like Wal-Mart. Vertical segregation occurs in a place, where the promotion aspect is being addressed in terms of grades and pay. Despite their grades and competencies, women tend to stay longer on low-level jobs as compared to men. This is majorly contributed the organization strategies rather than inefficiency among women. For those that manage to get promotions to the higher positions, they suffer the ‘glass ceiling effect’. The ‘Glass ceiling effect’ is where the women can get to the top only in theory while they cannot achieve it in practice. The speed of promotion is also noted to be higher among men as compared to women. This could be noted by the fact that job stagnancy is more in percentage among women as compared to men. Some women end up falling out of their jobs o ut of frustrations, while others seek judicial interventions. Pay gaps have been seen as another determinants of gender disparity in the Wal-Mart Company. It can be evidenced that many women seek aid from the court over their pay as compared to men. Men in this company feel satisfied with their pay and promotion according to women respondents. Pay in any work set up is tied to promotions and job ranks, thus women are generally disadvantaged in this multinational corporation. The pay gap between men and women is not that distinct on the employees on the same rank. However, the general pay gap is larger on men than on women.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The gap is taken from the total some payable to equal number of employees of both sexes separately. A number of cases have been filed over the company, which includes poor remuneration policies among women, but the company has come to a great defense on its operation system. The gender segregation in Wal-Mart Company cannot be understood properly, as its own policies are clear and against any form of gender biasness. It was thought that gender issues affecting this company are local problems within the branches, but this has been disputed by the accumulating cases across the branches. Business organizations always have very objective management system. The system must have clear and sound strategies on the approach of challenges experienced. When these challenges are overturned, the company shall have better results, which translate to reasonable profit. This is why management is termed as a result oriented concept. Good human resource is very vital for the success of any system. Mo reover, this topic is useful to the company because it helps them have the analysis of their human resources and tackle the changes. The management strategies are also useful to ensure proper accountability and ways in which this can be improved. The other objective is to ensure a good strategic management to divert any eminent challenges in future so as to have a clear roadmap for the business. Analysis of major factors affecting the strategic management is looked at. The political and social environment can determine the productive nature of the organization’s performance. Economic factors can be described as the market stabilities, which are affected by either inflation or deflation. Presentation of literature captures on these categories such as environmental analysis, competitive strategies, human resource challenges, organizational behavior, leadership roles, and other employees attendance incentive schemes. In the research study, the results obtained from the London Ca ke Company are very useful to the multinational corporation and any other related business organization. The company knew its competitors and applied these instrumental strategies, thus mobilized their market share. It is through this that they were able to capture the market and have large sales. They also knew that food industry is an investment that will never fall, especially when one goes with the emerging trends in the market. The multi-corporation also applied technology in their strategy. Technology played a major role in this company. The London Cake Company Limited opened a web site. This site was able to attract many people, especially those who even never knew about their products. Customers accessed them through the web. Through this, they have enhanced their marketing strategy to reach many people. The shape of their cakes is very appealing to the customers. This is one of their strengths. The main is the trends in the environment and their events. These have potential to affect the given strategy. The analysis is able to identify these events and trends plus being able to estimate their impact and chances. In performing this analysis, it is essential to limit the analysis to those places, which are relevant and can have considerable impact on the intended strategy. Environmental analysis has five categories, political, technological, economical, and sociological aspects. Political happens when the government has political good will, hence the regulations being put in place change business mode of operation. Like good policies and political good will to enhance business operation. These taxes and incentives can affect business strategy development. Technology determines what extent the existing technology to be effective. The company uses an advanced technology to enhance its products output. They have well equipped modern factory, which has enhanced production of more Cake products. Focusing on the economic aspect, the U K has a stable economy h ence this has ensured minimal cost of production and good supplies. The inflation or deflation is not realized in the company because of the stable economy. Socio-cultural reflects on the current emerging trends in the lifestyle since they were dealing in food industry, these products are really selling and they have a good market. The emerging trend in life style is that people really value cakes for their celebrations and general usage of the house. The ready market enables the company to expand rapidly because it is in line of its business strategy (Handy 46). HR challenges regarding the workers and employees of the Wal-Mart Company Human resource challenges are numerous in number because they are of different categories. The most important challenges are change managements in the business. The environmental HR challenges, workplace diversity, leadership development, retention and motivation or HR effectiveness measurement, compensation, and attracting the best talent. These ment ioned challenges and others are discussed effectively in the following paragraphs. In the Wal-Mart Company, workplace diversity is broader than the London Cake Company and its dimensions include age, gender, ethnicity, sexual orientation, physical abilities, race, educational background, geographic location, income, marital status, religious beliefs, parental status, and work experience. The company was able to deal with all the forms in the most professional way. The human resource manager introduced training on knowledge development based on utilization skills and continuous training to enhance individual competency. The company would never succeed without all these professional approaches towards the proper management and treatment of its employees (Lamb 57). In comparison to the London Cake Company, the treatment and management practices can be analyzed under the following paragraphs. The treatment of workers and employees of the London Cake Company Analyzed The London Cake Comp any observed that the average number of years or tenure for some professional employees is less than three years. This applies to IT professionals, marketers and other middle strategic managers. The company offers good remuneration to maintain its employees. There is also a problem of attracting the best talents. In a tensed job market, most organizations always experience concurrent demands to get the same kind of talented professionals. In their pursuit for talented employees, they end up cajoling talent all over the world. This company has designed ways of attracting these talents by knowing the reward factors contributing to this. An employee with good communication skills, with capacity to think logically and being able to be analytic coupled with excellent leadership qualities is of great importance to the organization. The London Cake Company never faced all these challenges. When these challenges are addressed, it will have certain implications. The company may offer to pay the required amount at the market demands, but the cost of operation is going to be raised rapidly. This has the effect of reducing the profit margin. For its effectiveness, the management should undertake regular assessments on all issues. These include pay, work environment, benefits, administration, and promotional opportunities to monitor the progress in long term basis. Appropriate tools for measuring development must also be put in place. Introduction of IT training to all the staff will be very effective and motivational to the employees of the London Cake Company Ltd (Asnoff 49). Government roles in terms of legislative and regulatory settings, monitoring and enforcing ethical policies The British government had formed a commission referred to as Equal Opportunities Commission. This commission is championing on unfair treatment of employees at the work place. The commission was formed in 1975 and is still active to date. In Wal-Mart, women on part-time employment are paid le ss by 38.4 percent as compared to men. Full time workers have a gap of 17.2 percent (Blaxill 19).This shows high level of inequality in Wal-Mart workplace. In the Wal-Mart Company, the government asked some of the independent bodies to investigate women harassment at the offices and even in the armed forces. In addition, around 30,000 workers lose their jobs in Wal-Mart because of being pregnant. Finally, many cases of sexual harassment and discrimination have been handed by the court system in the Wal-Mart. All these confirm that there is no equality in most of the working places (Boxall 23). Common Characteristics Retention and motivation of both the employees and workers can also be termed as HR effectiveness and measurement. Motivation and retention of personnel are â€Å"very difficult not only to the Wal-Mart Company, but also to the London Cake Company. It has become a general concern today† (Ansoff 74). In fact, the technological challenge affects both the human resou rces resources of both the Wal-Mart Company and the London Cake Company. This problem has really affected the management and treatment of the workers of these two multinational corporations. Technology is a very prominent item that can have either direct or indirect effect to any company. Technology provides better ways of management, when applied in the right way. It comes in various fields and specification required when dealing in any business transaction. Some computer software may develop technical problems and it only calls for an expert to correct. The company did not train all the employees and workers on computing issues. Only IT departments had the capacity. However, this was not crucial, as measures are underway to implement the policy that all the employees must be knowledgeable in basic computer skills. The purpose is to facilitate communication between the organization and the employees, which is crucial in solving conflicts on management and the treatment of the worke rs (Boselie 102). Conclusion In sum, it has been witnessed from the two multinational corporations, which have been analyzed above that they unfair treat both their workers and employees because they often practice gender inequality. This has been seen in the cases of both the Wal-Mart Company and the London Cake Company. These unfair practices in the employment set ups have prompted the British government to set up independent organizations to investigate the case of Wal-Mart Company. In fact, such unfair treatment of workers should be discouraged through strict laws and regulations so as to achieve success and growth among these two prominent multinational corporations. Blaxill, Mark, and Ralph Eckardt. The Invisible Edge: Taking your Strategy to the Next Level Using Intellectual property. London: Irvine Publishers, 2009. Print. Boselie, Peter. Strategic Human Resource Management: A Balanced Approach. Boston: McGraw Hill Higher Education Publishers, 2010. Print Boxall, Philip. Th e Oxford Handbook of Human Resource Management. Oxford: Oxford University Press, 2007. Print. Drucker, Peter. The Age of Discontinuity. London: Heinemann Publishers, 2004. Print. Hamel, Gary. Leading the Revolution. New York, NY: Plume Publishers, 2002. Print. Handy, Charles. The Age of Unreason. London: Hutchinson Publishers, 1989. Print. Igor, Henry. Corporate Strategy. New York, NY: McGraw Hill Publishers, 1965. Print. Lamb, Robert. Competitive Strategic Management. New Jersey, NJ: Prentice-Hall, 1984. Print.