Hitler Essays (1062 words) - Nazism, Hitler Family, Adolf Hitler

Hitler On April 30,1945, Adolf Hitler committed suicide in an underground bunker near the center of Berlin. His dream of a Thousand - Year Reich" lay in ruins. German cities had been bombed, German armies captured or destroyed. A week after Hitlers death, Germany offered unconditional surrender to Allied forces. The nightmare of World War 2 in Europe came to an end. Hitler was the only man responsible for the horrors of World War 2. But it was his dream of world domination that possessed Germany. For twelve years he had the opportunity to make the world over in the image of his sick fantasies. He nearly succeeded. Hitler was one of the most hated men in world history. But he cannot be dismissed as simply a monster who through the accidents of history reached great power. Hitler was a man whose prejudices and fears were shared by many other people. He gained their trust, even their adoration. Millions, after all died fighting in his name. We must take Hitler seriously both as an individual and as an effective politician in order to understand how he gained so much power and how he abused that power. Only then will we be able to appreciate the profound evil of Hitler and Nazism. Adolf Hitler: The Man Behind the Mask! Adlof Hitler was born April 20, 1889 to Alois and Klara Hitler and had a little sister Paula and half-brother Alois J.R. and half-sister Angela. Young Adolf was a good student in elementary. Energetic and smart, leader among children his own age. Loved warlike games. Had an outstanding gift as a speaker. It was also discovered Adolf could draw which encouraged him to want to become an artist. After returning to Vienna in February hoping to gain admission to the Academy of Fine Arts, but had been turned down and later turned down twice more after failing the entrance exam. He lived alone most of his life until Reihold Hanisch, noted his talent for drawing and suggested he produce postcards to be sold on taverns and on the street. They sold well and Hanisch suggested Hitler produce water color pictures which could be sold for more money. His mother died December 21, 1907 and he left Vienna later on in 1913 for he hated Jews and despised of his country because of the trade- unions, democratic rule, and mankind. So, he left Vienna and went to Munich to study art and architecture, while in the mean time becoming fascinated with politics as he continued to struggle as an artist. When all hopes of Hitler becoming an artist were lost World War 1 had started when Archduke Franz Ferdinan was assassinatedon June 28 in Sarajevo. After that Austria declared war on Serbia, Germany declared war on Russia and France. Hitler volunteered for the German army and was accepted. He saw action on the western front facing British, French, and Belgian troops. Hilter worked as a messenger. He had receives six medals for bravery including the Iron Cross Medal which is Germany's highest military honor. After Germany's defeat in 1917. Hitler felt military had stabbed Germany in the back for giving up and not wanting to fight. On June 28, 1919, Versailles Treaty was signed which caused a break down of military and police organizations. A first attept at political democracy was made, but failed. On March 31, 1920, The Nationalist Socialist Party German Workers Party was formed. (Nazi) It's symbol was the Swastika. Hitler then became a private citizen and wrote his book called Mein Kampf while in jail for a Putsch. The Nazi Party was declared illegal so the National Socialist Freedom Movement was formed. When released from jail on December 20,1924, Germany resumed role as leader of European Culture. Hitler was appointed Chancellor of Germany January 30, 1933. As a result Hitler wanted to control the world so he started conflicts and opening fire on countries. Starting with Czechoslovakia then Belgium, England and France. Hitler then wanted Poland, but in order to take Poland he had to make a Peace Treaty with Russia as he did in August of 1939. In June of 1941 Hitler turned adn invaded the Soviet Union which went well as Germany had scored another victory. Being that Hitler disliked Jews he decided to attack any and every Jew in Europe to create a one race nation. The first large scale physical attack occured in November, 1938, after this attack Concentration or Death Camps were set up to rid Europe of Jews. Jews from France,

Big Bazaar Report Essay Example

Big Bazaar Report Essay Example Big Bazaar Report Essay Big Bazaar Report Essay Essay Topic: Bound Feet and Western Dress The Book Of the City Of Ladies The Joy Luck Club A PROJECT REPORT ON â€Å"CUSTOMER PERCEPTION – A STUDY AT BIG BAZAAR MYSORE ROAD BANGALORE† In partial fulfilment for the award of the degree of Master of Business Administration By SHIVANAND REG. NO: 09JRCMA040 GUIDE Dr. H. S. MAHABALESHWAR BHATTA PRINCIPAL, RRMBA RAJARAJESHWARI COLLEGE OF MANAGEMENT STUDIES COMPUTER APPLICATIONS No. 14, Ramohalli cross, Mysore Road, Banglore-74 (2009-2011) RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 1 CHAPTER-I INTRODUCTION RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 2 INTRODUCTION Introduction to retail market: Today’s retail market is facing their toughest competition, that Big Bazaar can outperform the competition. If they can move from a product and sales philosophy to a marketing philosophy. The Big Bazaar can go about winning customers and outperforming competitors by performing a better job of meeting and perceiving customers needs. The ultimate success of any marketing programme depends upon how the customer behaves and Weather his/her behaviour is indicated of the acceptance of the product or service offering from the firms. Today even Big Bazaar is pouring in a lot of money for undertaking researches to have a better understanding of their customer perception. Marketing process begins with customers and ends with customers. It means marketing process aims at delivering maximum perception to customer. In doing so, it takes care about purchase perception with the loyalty of the customer. Marketing is responsible for driving the rest of the Big Bazaar to be customers oriented and market drives customers care without them, the Big Bazaar ceases to exist. Plans must be laid to acquire and keep customer and because of many malls affect customer perception. Many of which lie outside the scope of marketing department such as delivery, reliability, sales process after sales service. Big Bazaar must work hard to ensure that it delivers as per customer expectations the service required by them. Customer’s expectations are increasing day by day in case of products life. Products, which are used for daily purpose, involves complex decision making. After sales, service is important in winning the confidence of the customer. Every customer wants to enjoy full benefits of a purchase over the excepted life of the product. To ensure this, Big Bazaar effort towards customer perception is very important. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 3 INDUSTRY PROFILE In India, the retail sector is the second largest employer after agriculture. The retailing sector in India is highly fragmented and consists of predominantly of small, independent, and owner-managed shops. The organised retail sector in India is only 2%. The Proportion of sales through organised retailing is estimated to increase to around 6% by 2010. There are some 12 million retail outlets in India; the retail business in India is expected to reach Rs. 19069. 3 billion by 2010. Over 50 of the Fortune 500 and 25 of the Asian top 200 companies are retailers. Retail is India’s largest industry; it contributes for over 10 per cent of the country’s GDP and around eight per cent of the employment. Retail industry in India is at the crossroads. It has emerged as one of the most dynamic and fast paced` industries with several players entering the market. But because of the heavy initial investments required, break even is difficult to achieve and many of these layers have not tasted success so far. However, the future is promising; the market is growing, government policies are becoming more favorable and emerging technologies are facilitating opertaions. Retailing in India is gradually inching its way toward becoming the next boom industry. The whole concept of shopping has altered in terms of format and consumer buying b ehavior, ushering in a revolution in shopping in India. Modern retail has entered India as seen in sprawling shopping centers, multi-storied malls and huge complexes offer shopping, entertainment and food all under one roof. The Indian retailing sector is at an inflection point where the growth of organized retailing and growth in the consumption by the Indian population is going to take a higher growth trajectory. The Indian population is witnessing a significant change in its demographics. A large young working population with median age of 24 years, nuclear families in urban areas, along with increasing working women population an emerging opportunities in the services sector are going to be the key growth drivers of the organized retail sector in India. According to this year’s Global Retail Development Index, India is positioned as the leading destination for retail investment. This followed from the saturation in eastern retail markets and we find big western retilers like Wal-mart and Tesco entering into Indian market. India’s retail industry accounts for 10 percent of its GDP and 8 percent of the RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 4 Employment to reach $17 billion by 2010. There are about 300 new malls, 1. 500 supermarkets and 325 departmental stores being in the cities very soon. A shopping revolution is ushering in India where, a large population between 20-34 age groups in the urban regions is boosting demand by 11. 1 percent in recent years to an Rs 23,308 purchasing power. This has resaulted in huge international retail investment and a more liberal FDI. India represents an economic opportunity on a massive scale, both as a global base and as a domestic market. Indian Retail sector consists of small family-owned stores, located in residential areas, with a shop floor of less han 500 square feet. At present the organized sector accounts for only 2 to 4% of the total market although this is expected to rise by 20% to 25% year on year basis. Retail growth in the coming five years is expected to be stronger than GDP growth, driven by changing lifestyles and by strong income growth, which in turn will be supported by favorable demographic patterns and the extent to which organized retailers succeed in reaching lower down scale to reach potential consumers towa rds the bottom of the consumer pyramid. Growing consumer credit will also help in boosting consumer demand. The structure of retailing will also develop rapidly. Shopping malls are becoming increasingly common in large cities, and announced development plans project at least 150 new shopping malls by 2012. The number of department stores is growing much faster than overall retail, at an annual 24%. Supermarkets have been taking an increasing share of general food and grocery trade over the last two decades. However, Distribution continues to imporve, but it still remains a major inefficiency. Poor quality of infrastructure, coupled with poor quality of the distrubtion sector, results in logistics costs that are very high as a proportion of GDP, and inventories, which have to be maintained at an unusually high level. Distribution and marketing is a huge cost in Indian consumer markets. It’s a lot easier to cut manufacturing costs than it is to cut distribution and marketing costs. Also, government has relaxed regulatory controls on foreign direct investment (FDI) considerably in recent years, while retailing currently remains closed top FDI. However, the RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 5 Indian government has indicated in 2005 that liberalization of direct investment retailing is under active consideration. It has allowed 51% FDI in â€Å"Single Brand† retail. The next cycle of change in Indian consumer markets will be the arrival of foreign players in consumer retailing. Although FDI remains highly restricted in retailing, most companies believe that will not be for long. Indian companies know Indian markets better, but foreign players will come in and challenge the locals by sheer cash power, the power to drive down prices. India’s vast middle class and its untapped market are the key attractions for the foreign players by changing lifestyle and strong income growth. Retail reform The government regulations allow 100 percent FDI in cash and carry through automatic route and 51 percent in single brand. Besides, the franchise route is available for big operators. Now, the Government also proposes further liberalization in the retail sector allowing 51 percent FDI in consumer electronics and sports goods. The retail road ahead The Indian retail market is estimated at US$ 350 billion. But organized retail is estimated at only US$ 8 billion. However, the opportunity is huge- by 2010, organized retail is expected to grow to US$ 22 billion. With the growth of organized retiling estimated at 40 percent (CAGR) over the next few years, Indian retiling is clearly at a tipping point. India is currently the ninth largest retail market in the world. And it is names of small towns like Dehardun, Vijayawada, Lucknow and Nasik that will power India up the ranking soon. The main competition for the organized retail industry which at this point of time is 2%-4% comes from the unorganized sector. But this scenario is going to change in the future. The existing players in the market such as LandMark, TATA group, Pantaloon group, RPG group are trying to strengthen thier market. Where as the new entrants like the Reliance group which is trying to enter the market in the most aggressive manner and the some others include the Bharti group with the tie up with the Wal-Mart. As the markets open up for the multi brand retiling then the competition from the unorganized sector will reduce gradually and the competition among the organized sector will become intense. So in the coming years the retailing is going to drive the economy by RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 6 providing employment in a huge magnitude and thus becoming the major contributor to the GDP of the country. As the western markets are saturated the big global players in retailing are eyeing India, for the other reasons such as growing middle class population and increasing awareness and other changes in the life styles and shopping patterns. At present all the formats are not yet being practicewd in full fledge, once the formats are defined and retailer’s rollover in full fledges then the patterns will evolve and will be practiced in a proper manner. So in the next five to seven years the industry is going to be intense as big players are entering and eyeing the huge untapped market. Major Competitors: 1) RPG Group- Spencer’s 2) Reliance Retail 3) Vishal Group 4) Tata Group 5) Aditya Birla group Reliance Fresh is the retiul chain division of Relaince Industries of India which is headed by Mukesh Ambani. Reliance plans to invest Rs 25000 Crores in the next 4 years in their retail division and plans to begin retail stores in 784 cities across the country. The Reliance Fresh supermarket chain is RIL’s Rs 2500 crore venture and it plans to add more stores across different, and eventually have a pan- India footprint by year 2011. Vishal Mega Mart is a conglomerate encompassing 100 showroom in 67 cities / 20 states. RPG Group is planning to double its total retailing space from the existing level of 10 lakh sq. ft. Within the next 18 months. Retailing encompasses the business activities involved in selling goods and services to consumers for their personal, family, or household use. It includes every sale to the final consumer. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 7 Characteristics of retailing: Retailing can be distinguished in various ways from other businesses such as manufacturing. Retailing differs from manufacturing in the following ways: There is direct end-user interaction in retailing. It is the only point in the value chain to provide a platform for promotions. Sales at the retail level are generally in smaller unit sizes. Location is a critical factor in retail business. In most retail businesses services are as important as core products. There are a larger numbers of retail units compared to other members of the value chain. This occurs primarily to meet the requirements of geographical coverage and population density. For Effective Retail Marketing Strategy we need to focus on†¦Ã¢â‚¬ ¦ ? Maintaining consistent branding across different channels. ? Optimizing the media mix. ? A Partner to support Marketing Strategies promotions. ? Use of Effective Campaign Management Techniques. ? Managing the relationship with the customers. ? Increasing the brands share of usage within a household Classification of Retail Operations: Ownership:? ? Independent Retailers Chain Stores Franchises RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 8 Level of Service:Types of Stores and Their Characteristics:Hypermarket:A hypermarket is a superstore which combines a supermarket and a department store. The result is a gigantic retail facility which carries an enormous range of products under one roof, including full lin es of groceries and general merchandise. When they are planned, constructed, and executed correctly, a consumer can ideally satisfy all of his or her routine weekly shopping needs in one trip to the hypermarket. Hypermarkets, like other big-box stores, typically have business models focusing on high-volume, low-margin sales. Due to their large footprints - a typical Wal-Mart Supercenter covers 150,000 square feet, a typical Carrefour 210,000 square feet - and the need for many shoppers to carry large quantities of goods, many hypermarkets choose suburban or out-of-town locations that are easily accessible by automobile. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 9 Statement of the problem: ‘A Study on customer perception towards Big Bazaar’ It is important for any company to know how customer perceives their products, service or the organization as a whole. The understanding of customer’s perception is a very difficult and vital task for the organization. If the organization makes an attempt to find the customer perception, it is easy to offer the service according to customers. OBJECTIVES OF STUDY 1. To know the frequency of the customer visiting the stores 2. To understand the customer profile of Big Bazaar. 3. To know the factor influencing the customer purchase decision 4. To know the customer perception towards Big Bazaar 5. To know overall satisfaction of customer. SCOPE OF STUDY The scope of the study is limited only to the customers of Big Bazaar (Mysore road) This study helps to know the perception of customers towards Big Bazaar. The study helps to know the customer satisfaction level. Period of study: The study was undertaken during the period of 2011 from 28 thJanuary 2011 to 28 Feb. 2011, a total of 4 weeks. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 10 RESEARCH METHODOLOGY The word ‘method’ indicates the mode or the way of accomplishing an objective. The study was description type of research as it describes the current market situation. Sampling:Sampling is bsimple process of learning about the population on the basis of a sample drawn from it. Thus, in sampling technique instead of every unit of universe only a part of universe is studied and the conclusions are drawn on the basis for the entire universe. Sample design In this study simple random sampling method is used to select the respondents. Simple random sampling refers to sampling technique in which each an every unit of the population has an equal opportunity of being related in the sample. Sample size The total sample size for the study was 100 respondents. SOURCES OF DATA There are two types of data collection methods that are being used in this research: a) Primary data b) Secondary data Collection of primary data: RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 11 Primary data is that type of data which includes the first hand information which is being collected from the respondents through observation or through direct communication with respondents in one form or another or through personal interviews. In this research personal interviews were conducted to get primary data. Collection of secondary data The secondary data includes data from various external and internal sources of the organisation. PLAN OF ACTION ? Planning the study ? Devising the question and making the questionnaire ? Selecting the type of sample ? Using the questionnaire to obtain the information ? Organizing the data ? Making the finished tables and charts ? Analyzing the findings Tools for data collection The tool used for collecting the data is a structured questionnaire. Tools used for Analysis: Percentage analysis Bar charts/pie chart Limitation of the study: RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 12 The limitations of this research are: 1. The opinion of the respondent visiting the store may not represent the whole population. 2. Due to the limitation of time, it was unable to cover larger base of respondent where in sample was limited. 3. The customer opinion might have been bias ed and may not represent the whole population opinion. 4. Most of the customer was busy in shopping they were reluctant to fill the uestionnaire. 5. Analysis and interpretation of date obtained from the questionnaire was done on the assumption that the data given by the customer was correct and honest. Company profile Pantaloon Retail (India) Limited, is India’s leading retailer that operates multiple retail formats in both the value and lifestyle segment of the Indian consumer market. Headquartered in Mumbai (Bombay), the company operates over 10 million square feet of retail space, has over 1000 stores across 61 cities in India and employs over 30,000 people. The company’s leading formats include Pantaloons, a chain of fashion outlets, Big Bazaar, a uniquely Indian hypermarket chain, Food Bazaar, a supermarket chain, blends the look, touch and feel of Indian bazaars with aspects of modern retail like choice, convenience and quality and Central, a chain of seamless destination malls. Some of its other formats include, Depot, Shoe Factory, Brand Factory, Blue Sky, Fashion Station, all, Top 10, bazaar and Star and Sitara. The company also operates an online portal, futurebazaar. com. A subsidiary company, Home Solutions Retail (India) Limited, operates RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 13 Home Town, a large-format home solutions store, Collection I, selling home furniture products and E-Zone focused on catering to the consumer electronics segment. Pantaloon Retail was recently awarded the International Retailer of the Year 2007 by the US-based National Retail Federation (NRF) and the Emerging Market Retailer of the Year 2007 at the World Retail Congress held in Barcelona. Pantaloon Retail is the flagship company of Future Group, a business group catering to the entire Indian consumption space. Pantaloon is not just an organization it is an institution, a centre of learning development. We believe that knowledge is the only weapon at our disposal and our quest for it is focused, systematic and unwavering. At Pantaloon, we take pride in challenging conventions and thinking out of the box, in travelling on the road less travelled. Our corporate doctrine ‘Rewrite Rules, Retain Values’ is derived from this spirit. Over the years, the company has accelerated growth through its ability to lead change. A number of its pioneering concepts have now emerged as industry standards. For instance, the company integrated backwards into garment manufacturing even as it expanded its retail presence at the front end, well before any other Indian retail company attempted this. It was the first to introduce the concept of the retail departmental store for the entire family through Pantaloons in 1997. The company was the first to launch a hypermarket in India with Big Bazaar, a large discount store that it commissioned in Kolkata in October 2001. And the company introduced the country to the Food Bazaar, a unique bazaar within a hypermarket, which was launched in July 2002 in Mumbai. Embracing our leadership value, the company launched all in July 2005 in Mumbai, making us the first retailer in India to open a fashion store for plus size men and women. Today we are the fastest growing retail company in India. The number of stores is going to increase many folds year on year along with the new formats coming up. The way we work is distinctly Pantaloon. Our courage to dream and to turn our dreams into reality – that change people’s lives, is our biggest advantage. Pantaloon is an invitation to join a place where there are no boundaries to what you can achieve. It means never having to stop asking questions; it means never having to stop raising the bar. It is an opportunity to take risks, and it is this passion that makes our dreams a reality. Come enter a world where we promise you good days and bad days, but never a dull moment! RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 14 Future Group Future Group is one of the country’s leading business groups present in retail, asset management, consumer finance, insurance, retail media, retail spaces and logistics. The group’s flagship company, Pantaloon Retail (India) Limited operates over 10 million square feet of retail space, has over 1,000 stores and employs over 30,000 people. Future Group is present in 61 cities and 65 rural locations in India. Some of its leading retail formats include, Pantaloons, Big Bazaar, Central, Food Bazaar, Home Town, eZone, Depot, Future Money and online retail format, futurebazaar. com. Future Group companies includes, Future Capital Holdings, Future General India Indus League Clothing and Galaxy Entertainment that manages Sports Bar, Brew Bar and Bowling Co. Future Capital Holdings, the group’s financial arm, focuses on asset management and consumer credit. It manages assets worth over $1 billion that are being invested in developing retail real estate and consumerrelated brands and hotels. The group’s joint venture partners include Italian insurance major, Generally, French retailer ETAM group, US-based stationary products retailer, Staples Inc and UK-based Lee Cooper and India-based Talwalkar’s, Blue Foods and Liberty Shoes. Future Group’s vision is to, â€Å"deliver Everything, Everywhere, Every time to Every Indian Consumer in the most profitable manner. The group considers ‘Indian-ness’ as a core value and its corporate credo is- Rewrite rules, Retain values. Mr. Kishore Biyani Managing Director (FUTURE GROUP) RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 15 Major Milestones/ Achievements 1987 Company incorporated as Men’s Wear Private Limited. Launch of Pantaloons t rouser, India’s first formal trouser brand. 1991 Launch of BARE, the Indian jeans brand. 1992 Initial public offer (IPO) was made in the month of May. 994 The Pantaloon Shoppe – exclusive menswear store in franchisee format launched across the nation. The company starts the distribution of branded garments through multibrand retail outlets across the nation. 1995 John Miller – Formal shirt brand launched. 1997 Pantaloons – India’s family store launched in Kolkata. 2001 Big Bazaar, ‘Is se sasta aur accha kahi nahin’ India’s first hypermarket chain launched. 2002 Food Bazaar, the supermarket chain is launched. 2004 Central – ‘Shop, Eat, Celebrate in the Heart of Our City’ India’s first seamless mall is launched in Bangalore. 005 Fashion Station the popular fashion chain is launched a LL– ‘a little larger’ exclusive stores for plus-size individuals is launched 2006 Future Capital Ho ldings, the company’s financial arm launches real estate funds Kshitij and Horizon and private equity fund in division. Plans forays into insurance and consumer credit. Multiple retail formats including Collections, Furniture Bazaar, and Shoe Factory, E-Zone, Depot and futurebazaar. com are launched across the nation. Group enters into joint venture agreements with ETAM Group. 007 Pantaloon Retail wins the International Retailer of the Year at US-based National Retail Federation convention in New York and Emerging Retailer of the Year award at the World Retail Congress held in Barcelona. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 16 2008 Future Capital Holdings becomes the second group company to make a successful Initial Public Offering in the Indian capital markets. Big Bazaar crosses the 100-store mark, marking one of the fastest ever expansion of a hypermarket format anywhere in the world. Total operational retail space crosses 10 million square feet mark. 2009 CNBC Awaaz Consumer Awards 2009 Most Preferred Multi Product Chain Big Bazaar Most Preferred Multi Brand Food Beverage Chain Big Bazaar Images Fashion Forum 2009 Most Admired Fashion Group of the Year Future Group Most Admired Private Label Pantaloons, the lifestyle format Critics Choice for Pioneering Effort in Retail Concept Creation Central Coca-Cola Golden Spoon Awards 2009 Most Admired Food Grocery Retailer of the Year Most Admired Food Court, Most Admired Food Professional Our culture At Pantaloon, Empowerment is what you acquire and Freedom at Work is what you get. We believe our most valuable assets are our People. Young in spirit, adventurous in action, within average age of 27 years, our skilled qualified professionals work in an environment where change is the only constant. Powered by the desire to create path-breaking practices and held together by values, work in this people intensive industry is driven by softer issues. In our world, making a difference to Customers’ lives is a Passion and performance is the key that makes it possible. Out of the Box thinking has become a way of life at Pantaloon and living with the change, a habit. Leadership is a value that is followed by one and all at Pantaloon. Leadership is the quality that motivates us to never stop learning, stretching to RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 17 reach the next challenge, knowing that we will be rewarded along the way. In the quest of creating an Indian model of retailing, Pantaloon has taken initiatives to launch many retail formats that have come headed for serve as a benchmark in the industry. Believing in leadership has given us the optimism to change and be successful at it. We do not predict the future, but create it. At Pantaloon you will get an opportunity to handle multiple responsibilities, and therein, the grooming to play a larger role in the future. Work is a unique mix of preserving our core Indian values and yet providing customers with a service, on par with international standards. At Pantaloon you will work with some of the brightest people from different spheres of industry. We believe it’s a place where you can live your dreams and pursue a career that reflects your skills and passions. New discoveries in retail In the financial year 2006-07, the company’s retail businesses discovered new categories across formats, new sets of consumers and fresher and contemporary merchandise. We have been able to offer more in the established businesses and gain favourable acceptance with new concepts. In addition, concerted expansion plans saw retail space increase to over 5. 2 million square feet at the end of 2006-07. This expansion mode was characterized by a two pronged approach. By dominating the cities the company was already present in and by bringing the benefits of modern retail to towns and cities like Mangalore, Palakkad, Surat, Indore, Kanpur, Haldia, Agra, Coimbatore, Jaipur and Panipat. The company has also undertaken significant private label initiatives in food, in general merchandise and in the consumer durables and electronics Categories. Strategic alliances have also been forged with established domestic and international brands. However, the most significant development was the internal realignment the company undertook within each of its retail businesses. To embark on a more detailed approach towards value creation and increasing efficiency, the company reviewed its business operations and adopted a more focused approach by creating RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 18 an integrated support unit or Line of Business. Augmenting the retail front-end team, Line of Business (Lob) units have been created in the three most critical businesses – food, fashion and general merchandise. Formed during the second half of 2006-07 these business units focus on introducing optimum operational efficiencies. Thus, these units ensure that back end measures are appropriately taken care of and the right kind of merchandise reaches the stores in the best possible time, at the right price. These teams focus on product consolidation and suitability, margin improvement, and vendor rationalization, thereby ensuring that the sourcing benefits are made available to the front end team. The company’s efforts over the next couple of years would entail a combination of expansion and process up gradation and implementation. The emphasis will be on the next discoveries to be made in the retail space that will lead to expansion. At the same time, there will be an increased focus on micro detailing aspects including process, product and operational efficiencies thereby contributing positively to the company’s bottom-line. Discovering fresh fashion RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 19 It was the first Pantaloons store in Kolkata that set off a chain of discoveries that have led us to where we are today. Ten years later, we have launched our largest Pantaloons store in Kankurgachi in Kolkata. Spread across 85,000 square feet, the store is the first among a series of large format stores that will be launched across the nation. After consolidating its Fresh Fashion positioning, Pantaloons embarked on a major expansion during the year 200607. In 8 cities, 11 Pantaloons stores were opened with 7 of them opening in the single month of March 2007. The total count of Pantaloons stores as on 30th June 2007 stood at 31 with the total area under retail close to 1 million square feet. In order to maintain the top of the mind association with fashion in India, Pantaloons continued to be the title sponsor for the Femina Miss India 2007 pageant. In addition, Bipasha Basu and Zayed Khan were roped in as brand ambassadors in the month of August 2006. The success of this initiative was evident in the increased sales for the ‘Haldi Gulal’ range as well as the ‘Svayam Utsav’ summer collection that were endorsed by Bipasha and Zayed. The private label apparel share during the year was in excess of 70 percent. The year also witnessed categories like Winter-wear and Ethnic Ladies-wear strengthening their presence in the stores. The increasing success of the store brand is evident from the fact that the store’s loyalty programme, Green Card, added 200,000 new members. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 20 Pantaloons will see a significant expansion during the coming year with an increase of nearly 0. 50 million square feet of retail space and an addition of about 15 stores. Pantaloons will look at dominating cities where it has a first entrant advantage and will scale up sizeably with larger stores, additional categories and retail formats. The year 2007-08 will witness considerable focus in the North and East regions. Delhi and the NCR area along with Punjab, Chandigarh and Ludhiana will see the next stage of expansion. Cities like Ranchi, Guwahati and Siliguri in the East will also discover Fresh Fashion. Discovering more value In 2006-2007, more Indians discovered the value of shopping in Big Bazaar. And with the launch of each store, we discovered more value in terms of operational efficiency. Big Bazaar launched 27 new stores in 22 cities, covering over 1. 40 million square feet. As of June 2007, there were 56 Big Bazaar stores across 43 cities. While Big Bazaar continued to expand in the large cities, it also tapped consumption potential in smaller cities like Agra, Allahabad, Coimbatore, Surat, Panipat, Palakkad, Kanpur and Kolhapur. The year under review also witnessed realigning of business teams with shared Experience in category management, sourcing, front-end operations and business planning. In addition, separate teams have been formed to look into all aspects of new store launches and to manage mature stores. This provides more flexibility and focus in expansion plans. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 21 The increase in SKUs in existing categories and the introduction of new categories encouraged the opening of larger stores or Super Centres, measuring 100,000 square feet or more. There are now 5 Big Bazaar Super Centres. Considering this scale of expansion, technology plays a significant facilitating role. The introduction of SAP in 2005-06 and its roll out during the year positively impacted the business. Big Bazaar has initiated the process of Auto Replenishments Systems, thus improving operational efficiencies and productivity. The company has also rationalized nearly 250 vendors through better vendor management in terms of potential to expand, and for inclusion and up gradation to the online B2B platform. The company plans to open over 60 stores across India in FY 2008, and the opening of the 100th Big Bazaar store will mark the fastest ever expansion by a hypermarket format. Discovering the new consumer Based on the company’s in-house consumer data and research, and in cognizance with observations on customer movements and the shopping convenience factor, Food Bazaar has initiated certain refurbishments and layout design across all stores. The intention is to continuously change with the times and demands of the evolving Indian consumer. Food Bazaar also witnessed healthy expansion during the year 2006-07, making its presence felt in nearly 26 cities and adding 40 stores during the year under review. The total count of Food RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 22 Bazaars as on 30th June 2007 stood at 86 stores. The year under review witnessed the company’s private label programme gaining significant traction. The brands have been very competitive vis-a-vis the established brands in quality and price terms, and have in fact scored better than national or international players in certain categories. The shares of private labels as a percentage of total Food Bazaar revenues has increased significantly and comprise nearly 50 merchandise categories. While Fresh Pure brand entered categories like cheese slices, frozen peas, honey, packaged drinking water and packaged tea, the Tasty Treat brand received a very favourable response in new categories like namkeens and wafers. In the home care category, Caremate launched aluminium foil and baby diapers while clean mate launched detergent bars and scrubbers. A new format ‘BB Wholesale Club’ was launched and 4 such stores have been opened so far. To be managed by Food Bazaar from the ensuing financial year, this format sells only multipacks and bulk packs of a select range of fast moving categories and caters to price sensitive customers and smaller retailers. The company has also forged tie-ups with established companies like ITC, Adanis, DCM Group, USAID and other farm groups in Maharashtra and Madhya Pradesh to source directly from them. These alliances are expected to drive efficiencies as well as bring better products to consumers. By the end of FY 07-08, the total number of Food Bazaar stores is expected to be 200. Future ideas Discovering new opportunities Future Ideas is the Innovation, Design Incubation cell within Pantaloon Retail that stems from the core proposition ‘Protecting and preserving the soul of a small business or RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 23 enterprise within a large organisation. ’ Future Ideas deals with the whole aspect of idea creation, scenario planning activities, alternate approaches to an issue, providing varied outcomes and solutions to a problem and handholding the activity till its success parameters are satisfied. A unique initiative in corporate India, Future Ideas rests on a tripod that can be classified as Innovation driven, Design Management approach and an Incubation chamber, each with its own uniqueness, yet with common objectives. The Design Management team looks at each observation made by the Innovation team, and brainstorms by using a collaborative and holistic approach. The resultant ideas are then nurtured within the Incubation cell. The Incubation team comprises of business teams, mentored by the Innovation and Design teams. They are people who are released from their original businesses or concepts and made part of the entire ideation process at Future Ideas. They remain at Future Ideas till project completion stage when the success parameters for running the business are met. Future Ideas draws inspiration for most of its activities and projects, keeping in mind the new genre of inspirational Indians. At any point of time Future Ideas would work on about 20 varied projects within the Future Group. Some of the formats that are now being incubated by this team include Top10, Depot, Star Sitara and Talwalkars’ Fit Active. The team is also working on ideas around small format no-frills stores, rural retailing, and fashion for the masses and on projects involving women and self-help groups. Discovering new segments Depot, in many cities, is the first modern retailer in books and music and the Response has been overwhelming. The core differentiators of Depot are its young, colourful and vibrant RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 24 stores, strong regional range, affordability and a private label publishing rogram Depot Exclusives. In its first year of operation, Depot has launched 6 stand-alone stores and 50 cutins. Along with its expansion in major cities, Depot debuted in smaller towns like Rajkot, Vadodara, Haldia, Thrissur, Palakkad and Tiruvanantharam. The Depot Exclusives (released solely in Depot) catalogue expanded rapidly with over 100 titles across genres like children’s books, cookery, regional literature etc. Reputed authors/ imprints like Nita Mehta and S anjeev Kapoor in cookery, Disney in children’s books etc. have been associated with the company. Depot has also tied-up with the UK based publisher of Children’s books, Small World, to co-publish a series of toddlers’ interactive books. In FY 2007-08, the total Depot footprint should cross over 100 stores. The Health, Beauty Wellness business opened 35 new outlets in the beauty products, services and holistic health care formats Multiple formats operate in this segment, including Tulsi, the pharmacy chain and Star Sitara, the beauty products cut-ins and Star Sitara Salons. The largest format, Beauty Free offers unique combination of products, services and holistic health offerings. To capture the increasing consumption spend on wellness and preventive health care, the joint venture between Pantaloon Retail (I) Limited and Talwalkar Better Value Fitness opened its first ‘Talwalkars Fit Active’ health centre at Orchid City Centre, Mumbai in April 2007. Spread over 5,200 square feet, it is the country’s first health centre to offer health, fitness and gym services within a modern retail and consumption environment. The venture is also looking at innovative value added offerings in the fitness space as well as developing a Spa model for the Fit Active brand across the country, by increasing its presence to nearly 50 such centres in the near future. Human Resources Discovering talent diversity The company strongly believes that its sustainable competitive advantage lies in the values that it cherishes the culture that it imbibes and spirit of enterprise that resides within the organization. Talent management therefore continues to be the core focus for the company. Considering the Multiple businesses and rapid expansion expected across the business, the company saw merit in taking a fresh guard to the way in which business would run in order to meet the next leg of expansions. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 25 During the year 2006-07, the company conducted an extensive review of in-house talent management, which involved mapping every managerial position in the organization for their skill sets, competence and attitudinal aspects as well as taking an inventory check of the existing talent base and addressing their development needs. Development Centres were created with in-house assessors, which further aided in identifying potential resources and helped chalk out post assessment development plans. Continuing with its policy of strategic alliances, the company is collaborating on joint degree programs with 15 management schools, design institutes and institutes of higher learning in areas like food business, supply chain management, design experience management etc. This ‘Seekho’ programme for external and internal candidates has ensured a steady stream of mid level, well trained retail professionals every year. The company’s ‘Gurukool’ programme provides the front-end employees an opportunity to imbibe the company’s values and a sense of ownership to the company. The company has also created an Employee Growth Trust Fund that was launched during the last financial year for the senior management. Equal Opportunity The company believes that in order to build a sustainable business environment, the composition of its talent base needs to reflect the diversity that exists in our country and among its customers. Therefore the company ensures that the proportional representation of different communities in the Indian population is mirrored in its employee profile. The majority of employees in the company come from socially and economically marginalized sections of the society. Close to 46% of the employees in the organization are women and the average age within the organization is 27 years. The effectiveness of its talent management initiatives is reflected in the fact that the annual rate of attrition is 8. 2%, much below industry levels. The company plans to strengthen its employee platform to about 30,000 people by FY 08, from nearly 18,000 people as on FY 07. Human Resource Initiatives RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 26 Pantaloon Retail believes that one of its sustainable competitive advantages will continue to be the people who are part of the organization. Being in service industry, the Company places a lot of focus is placed on attracting, and training , incentivising and retaining talent. The vision is To provide an environment that creates happy people who have a meaningful life and add value to business and society. With over 18000 employees at an average age of 27 years, the Company prides itself on being a young and energetic organization, driven through the The Pantaloon People Management System. This is Built on 5 pillars of people based growth, namely Culture Building, Performance Management through Balanced Scorecard, People Processes, Management Processes and Leadership Brilliance. Training A competent Learning Development Team is responsible for training employees at all the levels across the country, focusing on primary and secondary research into various aspects of retail and assessment of training needs across Knowledge, Skills Attitude areas. The emphasis is on creating product and process knowledge through well defined programs like Praarambh and Parikrama. For the critical front line staff, the Companys unique outbound residential training program Gurukool focuses on integrating the mind, body and soul and brings about measurable attitudinal and behavioural changes. The program has covered nearly 4,500 employees. The SMILE initiative for training of new Store Managers has been created and disseminated to over 100 store managers by this team Group Vision ? Future Group shall deliver Everything, Everywhere, Every time for Every Indian Consumer in the most profitable manner. Group Mission We share the vision and belief that our customers and stakeholders shall be served only by creating and executing future scenarios in the consumption space leading to economic development. We will be the trendsetters in evolving delivery formats, creating retail realty, making consumption affordable for all customer segments – for classes and for masses. We shall infuse Indian brands with confidence and renewed ambition. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 27 We shall be efficient, cost- conscious and committed to quality in whatever we do. We shall ensure that our positive attitude, sincerity, humility and united determinatio n shall be the driving force to make us successful. Core Values Indianness: Confidence in ourselves. Leadership: To be a leader, both in thought and business. Respect Humility: To respect every individual and be humble in our conduct. Introspection: Leading to purposeful thinking. Openness: To be open and receptive to new ideas, knowledge and information. Valuing and Nurturing Relationships: To build long term relationships. Simplicity Positivity: Simplicity and positivity in our thought, business and action. Adaptability: To be flexible and adaptable, to meet challenges. Flow: To respect and understand the universal laws of nature. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 28 CHAPTER-4 DATA ANALYSIS AND INTERPRETATION RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 29 Analysis and interpretation Table No. 1. 1:-Showing classification of respondents based on which source they Come to know about Big Bazaar. Particulars News papers. Magazines. Friends/word of mouth Internet Other Total No of respondent 49 10 25 3 13 100 % Of Respondent 49 10 25 3 13 100 Analysis:From the above table it is clear that majority of the respondents came to know about Big Bazaar with the help of News Papers. This shows that Big Bazaar is giving importance for advertisement to attract customers. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 30 Chart-1. 1:-Respondents based on which sources they come to know about Big Bazaar:- Interpretation The following is the percentage of respondents, through which they have come to know about the Big Bazaar 49% of respondents through News papers, 10% of respondents through Magazines, 25% of respondents through Word of mouth, 3% of respondents through Internet. The remaining 13% of respondents through other source like TV, Radio and by direct observation RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 31 Table No 1. 2:- Showing frequency of customer visiting stores Particulars Twice in a week Once in a week Once in a fortnight Once in a month Special occasion First time Total No of respondent 13 18 22 17 24 06 100 % Of Respondent 13 18 22 17 24 06 100 Analysis:From the above table maximum no. of respondents visited the stores in special occasion. This shows that Big Bazaar is giving discounts or offers during festivals and public holidays. Chart-1. 2:-Frequency of customer visit Big Bazaar:RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 32 Interpretation The following is the percentage of frequency of customer visiting to store. 6% of customers are first time visitors, 24% of customers visit only at special occasions, 17% of the customers visit once in a month, 22% of the customers visit once in a fortnight, 18% of the customers visit once in a week, 13% of the customers visit twice in a week. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 33 Table No1. 3:- Showing classification of customers with whom they would like to shop. Particulars Alone with friends With family With spouse Any others No of respondent 12 38 44 06 00 % Of Respondent 12 38 44 06 00 Analysis:From the above table it is found that majority of respondents like to do shopping in Big Bazaar with family rather than visiting with friends. This shows that they are maintaining good environment. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 34 Chart-1. 3: showing the customers with whom they would like shop:- Interpretation Following is the percentage of customers with whom they would like to shop. 6% of customers would like to shop with Spouse, 12% of customers would like to shop Alone, 38% of customers would like to shop with Friends, and 44% of customers would like to shop with Family. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 35 Table No 1. 4:- showing classification of respondents based on distance from Big Bazaar to their residence. Particulars Less than 1km 1-3 Km 3-5 Km More Than 5 Km Total No of respondent 10 38 43 09 100 % Of Respondent 10 38 43 09 100 Analysis:From the above table it shows that majority of respondents have their residence near to Big Bazaar. So they are visiting frequently and get all the products in one place. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 36 Chart-1. :-The respondents based on distance from Big Bazaar to their residence:- Interpretation The following is the percentage of customers, how far they are located from Big Bazaar. 9%of customers are located above 5km, 10% of customers are located within one kilometre, 38% of customers are located between one to three kilometres, 43% of customers are located between three to five kilometres. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLI CATIONS Page 37 Table No 1. 5:- Showing opinion of respondent about prices of products in big bazaar when compared to other retail stores. Particulars High Affordable Low Total No of respondent 46 39 15 100 % of respondent 46 39 15 100 Analysis:From the above table it is clear that maximum no. of respondents said that the price of products in Big Bazaar is high when compared to other retail stores. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 38 Chart-1. 5:-The opinion of respondent about prices of products in big bazaar when compared to other retail stores. Hence majority of customers have the favourable opinion towards Big Bazaar prices. Interpretation 6% of customers have perceived that Big Bazaar prices are high, 39% of customers have perceived that Big Bazaar prices are Affordable, 15% of customers have perceived that Big Bazaar prices are low. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 39 Table No1. 6:-Showing no of respondent’s rate the product quality of big bazaar when compared to other retail stores Particulars 5 4 3 2 1 Total No of respondent 8 25 51 10 6 100 % o f respondent 8 25 51 10 6 100 Analysis:From the above table it is said that more no. of respondents experienced that quality of products in Big Bazaar is average when compared to other retail stores. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 40 Chart-1. 6:-No of respondent’s rate the product quality of big bazaar when compared to other retail stores: Interpretation 6% of customers have perceived that product quality is Very low, 8% of customers have perceived that product quality is Very good, 10% of customers have perceived that product quality is below average, 25% of customers have perceived that product quality is above average, 51% of customers have perceived that product quality is Average. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 41 Table No1. 7:-Showing comparison of brand big bazaar with other retail stores Particulars Value for money Quality of products Wide variety of product Good shopping experience Any other Total No of respondent 26 12 37 14 1 100 % of respondent 26 12 37 14 1 100 Analysis:From the above table it is clear that majority of respondents said that wide variety of products are more when compared to other retail stores. This shows that Big Bazaar is giving importance to more number of brands when compared to other retail stores. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 42 Chart-1. :-Comparison of brand big bazaar with other retail stores:- Interpretation 1%0f customers have perceived that the brand Big Bazaar is affordable compared to other retailers, 12%of customers have perceived that the brand Big Bazaar has quality products compared to other retailers, 14%of customers have perceived good shopping experience in Big Bazaar compared to other retailers, 26%of customers wo uld like to compare brand Big Bazaar as value for money than other retailers, 37%of customers have perceived that the brand Big Bazaar has got wide range of product compared to other retailers. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 43 Table No 1. 8:-Showing opinion about discount offered by the Big Bazaar when compared to other retailers. Particulars Very good Good Fair Satisfied Bad Total No of respondent 5 34 55 6 00 100 % of respondent 5 34 55 6 00 100 Analysis: From the above table it shows that maximum number of respondents said the discount offered by Big Bazaar was fair when compared to other retailers. This shows that Big Bazaar is giving importance to price to attract customers. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 44 Chart-1. :-Opinion about discount offered by the Big Bazaar when compared to other retailers:- Interpretation 5%of customers have perceived that the discounts offered by the Big Bazaar are very good, 34%of customers have perceived that the discounts offered by the Big Bazaar are good, 55%of customers have perceived that the discounts offered by the Big Bazaar are Fair, 6% of customers have perceived that the discounts offered by the Big Bazaar are satisfied. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 45 Table No 1. 9:- Showing no of respondent purchasing product in Big Bazaar. Particulars Apparels Accessories Food Beverages Home durables Electronic goods Personal care Cosmetics All of the above Total No of respondent 21 31 8 24 10 6 100 % of respondent 21 31 8 24 10 6 100 Analysis:From the above table it is clear that majority of respondents said food and beverages were purchased more when compared to other item. This shows that Big Bazaar is giving importance to food and beverages when compared to other items. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 46 Chart-1. 9:-No of respondent purchasing product in Big Bazaar:- Interpretation 6% of the customers purchase All of the Above, 8% of the customers purchase Home durables, 10% of the customers purchase personal care and cosmetics, 21% of the customers purchase Apparels, 24% of the customers purchase all Electronic goods, 31% of the customers purchase Food and Beverage. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 47 Table No 2:-Showing no of respondent are satisfied with the billing system of big bazaar. Particulars Yes No Need to be improved Total No of respondent 56 14 30 100 % of respondent 56 14 30 100 Analysis: From the above table it shows that maximum number of respondents said that the billing system of Big Bazaar is satisfied but it needs to be improvement. Billing counter should be increased. Chart-2:- No of respondent are satisfied with the billing system of big bazaar:RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 48 Interpretation 14% of customers are not satisfied with the billing system, 30% of customers think that, the billing system needs to be improved, 56% of customers are satisfied with the present billing system Table No 2. :-Showing composition of factors in which they will shop in big bazaar RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 49 Particulars Availability of products Convenience of location Shopping experience Reasonable price Parking facility Other Total No of respondent 40 14 18 25 3 00 100 % of respondent 40 14 18 25 3 00 100 Analysis:From the above table it shows that majority of respondents said that the availabili ty of products is more when compared to other composition. This shows that they are giving more importance for products rather than location, price and parking facility. Chart-2. 1:-Composition of factors in which they will shop in big bazaar:- RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 50 Interpretation Following is the percentage of respondent’s reason to shop in Big Bazaar. 3% of customer purchase because of parking facility, 14% of customer purchase because of convenience of location, 18% of customer purchase because shopping experience, 25% of customer purchase because of reasonable price, 40% of customer purchase due to availability of product. Table No 2. 2:- Showing composition of factors influencing the respondent purchasing decision. Particulars Price No of respondent 23 % of respondent 23 RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 51 Quality Brand Usage Any other Total 30 22 25 00 100 30 22 25 00 100 Analysis:From the above table it is clear that maximum number of respondents said that the quality of products is good when it comes to the matter of purchasing decision. This shows that product quality is tested and other factors are not justified. Chart-2. 3:-Composition of factors influencing the respondent purchasing decision:- RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 52 Interpretation Following is the percentage of factors influencing the purchase decision. 22% of customers are influenced by Price, 23% of customers are influenced by Family, 25% of customers are influenced by Quality, 30% of customers are influenced by friends. Table No 2. 3:- Showing no of respondent satisfied with service of a big bazaar. Particulars No of respondent % of respondent RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 53 5 4 3 2 1 Total 3 29 42 16 10 100 3 29 42 16 10 100 Analysis:From the above table it is clear that majority of the respondents are highly satisfied with the service provided by Big Bazaar. This shows that Big Bazaar is providing good service. Chart-2. 3:-No of respondent satisfied with service of a big bazaar:- RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 54 Interpretation Following is the percentage of satisfaction with the service provided by the Big Bazaar. 3% of customers are highly dissatisfied, 29% of customers are dissatisfied, 42% of customers are highly satisfied, 16% of customers are neutral, 10% of customers are satisfied. Table No 2. 4:- Showing classification of respondent no the basis of age group. Particulars No of respondent % of respondent Page 55 RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Less than 20 years 20 to 30 years 30 to 40 years Above 40 years Total 3 59 28 10 100 3 59 28 10 100 Analysis: From the above table it is said that the maximum number of respondents come to visit Big Bazaar are all at the of 20-30. This shows that average aged peoples are aware of Big Bazaar products and discounts when compared to others. Chart-2. 4:-Classification of respondent on the basis of age group:- RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 56 Interpretation Following is the percentage of respondents’ age group visiting the Big Bazaar 3%of customers are belonged to less than 20 years, 10%of customers are belonged to above 40 years, 28%of customers are between 30 to 40 years, 59% of customers are between 20 to 30 years. Table No 2. 5:- Showing composition of respondent gender. Particulars No of respondent % of respondent Page 57 RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Male Female Total 60 40 100 60 40 100 Analysis:From the above table it is clear that majority of them are males visiting Big Bazaar when compared to ladies. This shows that males are interested to do shopping in this retail store may be due to price discounts. Chart-2. 5:-Composition of respondent gender:- RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 58 Interpretation 40% of respondents are Female, 60% of the respondents are Male Table No 2. 6:-Showing composition of marital status of the respondent. Particulars No of respondent % of respondent RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 59 Single Married Total 58 42 100 58 42 100 Analysis:From the above table it shows that maximum number of respondents visiting Big Bazaar is unmarried. This shows that unmarried persons are willing to do shopping may be due to the availability of variety of brands in all products. Chart-2. 6:- Composition of marital status of the respondent:- RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 60 Interpretation 42% of respondents are married, 58% of respondents are Single. Table No 2. 7:-showing composition of respondent occupation Particulars Student Professional Business man Home maker Govt employee No of respondent 33 28 21 7 7 % of respondent 33 28 21 7 7 Page 61 RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Other Total 100 4 100 Analysis:From the above table it shows that majority of respondents visiting big bazaar are students when compared to professionals, and others. This shows that students are aware about this retail store when compared to others. Chart 2. 7:-Composition of respondent occupation:- RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 62 Interpretation 4% of respondents a re belonged to other group, 7% of respondents are govt employees, 7% of respondents are home makers, 21% of respondents are Businessmen, 33% of respondents are students, 28% of respondents are professionals. Table No 2. 8:- Showing composition on annual income of respondent Particulars Less than 15000 1. 5 lakh-3 lakh 3lakh-5 lakh More than 5 lakh No of respondent 23 30 14 3 % of respondent 23 30 14 3 RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 63 None Total 30 100 30 100 Analysis:From the above table it is clear that majority of respondents annual income is 1. 53 lakh. This shows that middle income group people are willing to do shopping in Big Bazaar. Chart 2. 8:-Composition on annual income of respondent:- RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 64 Interpretation 3% of respondents have more than 5lakh income, 14% of respondents have income between 3-5lakh, 23% of respondents have less than 150000 income, 30% of respondents have income between 1. 5-3lakh, 30% of respondent don’t have any income. FINDINGS FROM THE STUDY Majority of the respondents felt that the billing system needs to be improved, as during weekends and in other occasions it takes a very long time for the customers to complete the billing procedures. Majority of respondents felt that the parking facility was not enough during the weekends and during other festive seasons. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 65 Some of the respondents also raised thier concern regarding the arrangement of the products within the product category, some respondents found it difficult to find the products which they require immediately, it took a lot of time for them to search for the products which they required. Some respondents did not find much space to shop during the weekends and in other festive seasons because the store will be crowded during these periods. So respondents found it uncomfortable to shop during the weekends and festive seasons. Some of the respondents also raised their concern regarding the seating arrangement; drinking water facility priority should be given towards these issues. Majority of the respondent are asking about the branded products, the store does not have so much of branded products. Conclusion The overall perception of the BIG BAZAAR store is good except in some areas like billing system during the festi val time, proper arrangements of the products, parking facility and seating arrangement. The target customer for the BIG BAZAAR is the middle class segment is growing due to high disposal income. Customers found the prices are affordable with a good variety of the products available less than one roof. RR COLLEGE OF MANAGEMENT STUDIES AND COMPUTER APPLICATIONS Page 66 Customer’s responded positively to the promotions offered at the store, with the sales during the weekends and festive seasons picking up nicely. The quality of the products offered at the store was also very well accepted by the

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Strategy implementation and context - Case Study Example This strategy should be supported by a different structure that would carry on the fulfillment of various responsibilities and tasks to achieve the organization's objectives. However, in implementing a chosen strategy which requires restructuring within an organization, various strategic human resource management issues should be addressed. In the case of VSM, where the recommended strategies are to induce inorganic growth and to consolidate fragmented markets through acquisitions, potential barriers to the implementation of these strategies are discussed below. Capacity talks about the ability of the environment of an organization to promote growth, which is measured through relative abundance or scarcity in the market. In the case of VSM, researchers suggest in their recommendation acquisitions in the market in order for the company to strengthen its presence, due to scarcity of resources. There is little growth in some parts of the market that it needs to be consolidated for VSM to maintain profitability and acquire new resources for its expansion goals. Stability and dynamism is what the volatility dimension is about-the degree of instability in the environment of the company.... The third dimension is determined by relative homogeneity and dispersion of elements which make an environment either simple or complex. VSM operates in a relative heterogeneous environment with dispersed elements, given that its sewing machine production is coupled with the changes in technology, which we all know is more rapidly-changing. When it incorporates information technology in its offering, the company becomes subject to changes in technology in the market place. Also, the company faces relative threat of new entrant as competitors that fight in terms of costs. All these comprise the complexity in VSM's environment. P&G P&G is in the business of fast-moving consumer goods-as it offers a diverse range of products that consumers use and consume in their daily lives. From abundant to scarce--the amount of resources that are available to the organization determines the degree of an organization to sustain growth; this is the capacity dimension of the organization, as Robbins has put it. The fast moving consumer goods is an abundant environment for P&G, as basically as the people in the world are consumers. The world market has a lot of opportunities in terms of untapped market where P&G can offer the vast range of its products. In terms of volatility, the second dimension in the environment which Robbins described as the degree of instability in the environment, P&G's surrounding environment is relatively dynamic. From stable to dynamic: the degree of high unpredictable change a company faces makes forecasting and testing various probabilities becomes imperative for managers when making decisions. The 'consumer' factor, or the

An alloy is a partial or complete solid solution

An alloy is a partial or complete solid solution INTRODUCTION An alloy is a partial or complete solid solution of one or more elements in a metallic matrix. Complete solid solution alloys give single solid phase microstructure, while partial solutions give two or more phases that may be homogeneous in distribution depending on thermal heat treatment. Alloys usually have different properties from those of the component elements. Alloying one metal with other metal(s) or non metal(s) often enhances its properties. For example, steel is stronger than iron, its primary element. It is sometimes due to the sizes of the atoms in the alloy, since larger atoms exert a compressive force on neighbouring atoms, and smaller atoms exert a tensile force on their neighbours, helping the alloy resist deformation. Sometimes alloys may exhibit marked differences in behaviour even when small amounts of one element occur. For example, impurities in semi-conducting ferromagnetic alloys lead to different properties, as first predicted by White, Hogan, Suhl, Tian Abrie and Nakamura. Some alloys are made by melting and mixing two or more metals. Bronze, an alloy of copper and tin, was the first alloy discovered, during the prehistoric period now known as the Bronze Age; it was harder than pure copper and originally used to make tools and weapons, but was later superseded by metals and alloys with better properties. In later times bronze has been used for ornaments, bells, statues, and bearings. Brass is an alloy made from copper and zinc. Unlike pure metals, most alloys do not have a single melting point, but a melting range in which the material is a mixture of solid and liquid phases. The temperature at which melting begins is called the solidus, and the temperature when melting is just complete is called the liquidus. However, for most alloys there is a particular proportion of constituents (in rare cases two)-the eutectic mixture-which gives the alloy a unique melting point. IMPORTANT OF ALLOYS Some alloys are used so predominantly with respect to their base metals that the name of the primary constituent is also used as the name of the alloy. For example, 14 karat gold is an alloy of gold with other elements. Similarly, the silver used in jewellery and the aluminium used as a structural building material are also alloys. The term alloy is sometimes used in everyday speech as a synonym for a particular alloy. For example, automobile wheels made of an aluminium alloy are commonly referred to as simply alloy wheels, although in point of fact steels and most other metals in practical use are also alloys. ALLOY OF IRON Iron Anthracite iron (carbon) Cast iron (carbon) Pig iron (carbon) Wrought iron (carbon) Fernico (nickel, cobalt) Elinvar (nickel, chromium) Invar (nickel) Kovar (cobalt) Spiegeleisen (manganese, carbon, silicon) Ferroalloys Ferroboron Ferrochrome Ferromagnesium Ferromanganese Ferromolybdenum Ferronickel Ferrophosphorus Ferrotitanium Ferrovanadium Ferrosilicon ANTHRACITE IRON Anthracite iron is the substance created by the smelting together of anthracite coal and iron ore. Research into the smelting of iron using anthracite coal began in the 1820s. Initial experiments, most notably by Gueymard and Robin at Vizille in 1827, attempted to gradually substitute anthracite for other fuels, such as coke or charcoal, but all failed due to the use of cold blast techniques, which generated insufficient heat to keep the anthracite in combustion. In the United States, where the Lehigh Coal and Navigation Company (LCN) had begun shipping anthracite to Philadelphia in 1820, there was great interest in exploiting the great anthracite deposits of Schuylkill County for iron making. The Franklin Institute, in 1830, offered a gold medal to the manufacturer of the greatest quantity of anthracite iron, and Nicholas Biddle and his associates offered a prize of $5,000 to the first individual to smelt a certain quantity of iron ore within a given time, using anthracite. The Lehigh Coal and Navigation also offered free water power and discount rates on coal and shipping to encourage the development of the process. HISTORY OF ANTHRACITE IRON The key breakthrough occurred in 1829, when James Beaumont Neilson patented the hot blast, which he had conceived in an attempt to improve the efficiency of conventionally-fueled furnaces. The first person to employ the hot blast technique to anthracite smelting was Dr. Frederick W. Gesenhainer, who filed for a patent on the process in 1831 and received it in 1833. In 1836, he tried smelting anthracite iron on a practical scale at his property, Valley Furnace, near Pottsville, Pennsylvania. He produced a small quantity of iron, but due to mechanical breakdowns, could not keep the furnace in operation for more than two months. While distinguished visitors, including Governor Joseph Ritner, acknowledged his success, he sold out his share in Valley Furnace and went to New York City. Research was proceeding along parallel lines across the Atlantic. George Crane, owner, and David Thomas, supterintendent of the Yniscedwyn Iron Works, had themselves conceived of the idea of using hot blast to smelt anthracite. Thomas was sent to Scotland to examine Neilsons installation and reproduced it at Yniscedwyn. Crane filed for a British patent on smelting iron with anthracite and hot blast in 1836, and received it in 1837. By the time the patent was sealed, Yniscedwyn was producing about 35 tons of iron using anthracite only as a fuel. Inspired both by Geisenhainer and Crane (whose success was closely followed by the LCN), experiments in the US continued. Baughman, Guiteau and Company used an old furnace near Mauch Chunk to produce some anthracite iron during late 1837. They built another experimental furnace nearby, which was worked for about two months during fall and winter 1838 and for some time in 1839, but mechanical deficiencies led them to abandon the furnace at the end of 1839. In the meantime, Pioneer Furnace, in Pottsville, was blown in using anthracite fuel in 1839. It was built by William Lyman obtained the aid of a Welsh emigrant, Benjamin Perry, who was familiar with Neilsons process and the Yniscedwyn works, for the blowing-in. The furnace ran for three months on anthracite alone and fulfilled the conditions to win the $5,000 prize. In the design of Pioneer Furnace, Lyman had also been assisted by David Thomas, who had arrived in the United States in May 1839. Thomas was engaged by the LCN to set up the Lehigh Crane Iron Company and its first furnace at Catasauqua, which went into blast in 1840, along with five other anthracite furnaces. This marked the commercial establishment of anthracite iron production in the United States. CAST IRON Cast iron usually refers to grey iron, but also identifies a large group of ferrous alloys, which solidify with a eutectic. The colour of a fractured surface can be used to identify an alloy. White cast iron is named after its white surface when fractured, due to its carbide impurities which allow cracks to pass straight through. Grey cast iron is named after its grey fractured surface, which occurs because the graphitic flakes deflect a passing crack and initiate countless new cracks as the material breaks. Iron (Fe) accounts for more than 95% by weight (wt%) of the alloy material, while the main alloying elements are carbon (C) and silicon (Si). The amount of carbon in cast irons is 2.1 to 4wt%. Cast irons contain appreciable amounts of silicon, normally 1 to 3wt%, and consequently these alloys should be considered ternary Fe-C-Si alloys. Despite this, the principles of cast iron solidification are understood from the binary iron-carbon phase diagram, where the eutectic point lies at 1,154Â °C (2,109Â °F) and 4.3wt% carbon. Since cast iron has nearly this composition, its melting temperature of 1,150 to 1,200Â °C (2,102to 2,192Â °F) is about 300Â °C (572Â °F) lower than the melting point of pure iron. Cast iron tends to be brittle, except for malleable cast irons. With its low melting point, good fluidity, castability, excellent machinability, resistance to deformation, and wear resistance, cast irons have become an engineering material with a wide range of applications, including pipes, machine and automotive industry parts, such as cylinder heads (declining usage), cylinder blocks, and gearbox cases (declining usage). It is resistant to destruction and weakening by oxidisation (rust). PIG IRON Pig iron is the intermediate product of smelting iron ore with coke, usually with limestone as a flux. Pig iron has a very high carbon content, typically 3.5-4.5%, which makes it very brittle and not useful directly as a material except for limited applications. The traditional shape of the molds used for these ingots was a branching structure formed in sand, with many individual ingots at right angles to a central channel or runner. Such a configuration is similar in appearance to a litter of piglets suckling on a sow. When the metal had cooled and hardened, the smaller ingots (the pigs) were simply broken from the much thinner runner (the sow), hence the name pig iron. As pig iron is intended for remelting, the uneven size of the ingots and inclusion of small amounts of sand was insignificant compared to the ease of casting and of handling. WROUGHT IRON Wrought iron is an iron alloy with a very low carbon content, in comparison to steel, and has fibrous inclusions, known as slag. This is what gives it a grain resembling wood, which is visible when it is etched or bent to the point of failure. Wrought iron is tough, malleable, ductile and easily welded. Historically, it was known as commercially pure iron however it no longer qualifies because current standards for commercially pure iron require a carbon content of less than 0.008 wt%. Before the development of effective methods of steelmaking and the availability of large quantities of steel, wrought iron was the most common form of malleable iron. A modest amount of wrought iron was used as a raw material for manufacturing of steel, which was mainly to produce swords, cutlery and other blades. Demand for wrought iron reached its peak in the 1860s with the adaptation of ironclad warships and railways, but then declined as mild steel became more available. Before they came to be made of mild steel, items produced from wrought iron included rivets, nails, chains, railway couplings, water and steam pipes, nuts, bolts, horseshoes, handrails, straps for timber roof trusses, and ornamental ironwork. Wrought iron is no longer produced on a commercial scale. Many products described as wrought iron, such as guard rails, garden furniture and gates, are made of mild steel. They retain that description because they were formerly made of wrought iron or have the appearance of wrought iron. True wrought iron is required for the authentic conservation of historic structures. FERROSILICON Ferrosilicon, or ferrosilicium, is a ferroalloy an alloy of iron and silicon with between 15% and 90% silicon. It contains a high proportion of iron silicides. Its melting point is about 1200 Â °C to 1250 Â °C with a boiling point of 2355 Â °C. It also contains about 1% to 2% of calcium and aluminium. Ferrosilicon is used as a source of silicon to deoxidize steel and other ferrous alloys. This prevents the loss of carbon from the molten steel (so called blocking the heat); ferromanganese, spiegeleisen, silicides of calcium, and many other materials are used for the same purpose. It can be used to make other ferroalloys. Ferrosilicon is also used for manufacture of silicon, corrosion-resistant and high-temperature resistant ferrous silicon alloys, and silicon steel for electromotors and transformer cores. In manufacture of cast iron, ferrosilicon is used for inoculation of the iron to accelerate graphitization. In arc welding, ferrosilicon can be found in some electrode coatings. Ferrosilicon is a basis for manufacture of prealloys like magnesium ferrosilicon (FeSiMg), used for modification of melted malleable iron. FeSiMg contains 3-42% magnesium and small amounts of rare earth metals. Ferrosilicon is also important as an additive to cast irons for controlling the initial content of silicon. Ferrosilicon is also used in the Pidgeon process to make magnesium from dolomite. In contact with water, ferrosilicon may slowly produce hydrogen. Ferrosilicon is produced by reduction of silica or sand with coke in presence of scrap iron, millscale, or other source of iron. Ferrosilicons with silicon content up to about 15% are made in blast furnaces lined with acid fire bricks. Ferrosilicons with higher silicon content are made in electric arc furnaces. An overabundance of silica is used to prevent formation of silicon carbide. Microsilica is a useful byproduct. The usual formulations on the market are ferrosilicons with 15%, 45%, 75%, and 90% silicon. The remainder is iron, with about 2% consisting of other elements like aluminium and calcium. FERROMOLYBDENUM Ferromolybdenum is an important iron molybdenum alloy, with a molybdenum content of 60-70% It is the main source for molybdenum alloying of HSLA steel. The molybdenum is mined and is subsequently transformed into the molybdenum(VI) oxide. FERROTITANIUM ? Ferrotitanium is a ferroalloy, an alloy of iron and titanium with between 10-20..45-75% titanium and sometimes a small amount of carbon. It is used in steelmaking as a cleansing agent for iron and steel; the titanium is highly reactive with sulfur, carbon, oxygen, and nitrogen, forming insoluble compounds and sequestering them in slag, and is therefore used for deoxidizing, and sometimes for desulfurization and denitrification. ? In steelmaking the addition of titanium yields metal with finer grain structure.ferrotitanium rowmaterial name is Ilmenitesant.making process of ferro titanium:- ilmenite-100%600kge MoO3. This oxide is mixed with iron oxide and aluminium and is reduced in the an aluminothermic reaction to molybdenum and iron. ? The ferromolybdenum can be purified by electron beam melting or used as it is. For alloying with steel the ferromolybdenum is added to molten steel before casting. Among the biggest suppliers of Ferromolybdenum in Europe is the German trading house Grondmet in DÃ ¼sseldorf, Germany. SPIEGELEISEN Spiegeleisen is a ferromanganese alloy containing approximately 15% manganese and small quantities of carbon and silicon. Historically, this was the standard form in which manganese was traded and used in steel making (see Bessemer process); today, manganese is usually traded and used in more concentrated form, 80% manganese content being typical. Spiegeleisen is sometimes also referred to as specular pig iron, Spiegel iron, just Spiegel, or Bisalloy. FERROCHROME Ferrochrome (FeCr) is an alloy of chromium and iron containing between 50% and 70% chromium. The ferrochrome is produced by electric arc melting of chromite, an iron magnesium chromium oxide and the most important chromium ore. Most of the worlds ferrochrome is produced in South Africa, Kazakhstan and India, which have large domestic chromite resources. Increasing amounts are coming from Russia and China. The production of steel is the largest consumer of ferrochrome, especially the production of stainless steel with chromium content of 10 to 20% is the main application of ferrochrome. REFERENCES http://www.omikk.bme.hu/archivum/angol/htm/ganz_a.htm http://www.glue-it.com/model-engineering/general-information/glossary/c/cast_iron.html http://www.freshney.org/ptonline/data/glossary/alloy.htm http://answers.yahoo.com/question/index?qid=20060917122846AAtf5DH http://encyclopedia.stateuniversity.com/pages/1146/alloy.html http://answers.yahoo.com/question/index?qid=20061010114339AAnfc2h http://en.wikipedia.org/wiki/Alloy http://www.wordiq.com/definition/Cast_iron

Symbolism in Nathaniel Hawthornes Young Goodman Brown Essay -- Nathan

Symbolism in Nathaniel Hawthorne's Young Goodman Brown   Ã‚  Ã‚  Ã‚  Ã‚  Nathaniel Hawthorne utilizes symbolism throughout his short story Young Goodman Brown to impact and clarify the theme of good people sometimes doing bad things. Hawthorne uses a variety of light and dark imagery, names, and people to illustrate irony and different translations. Young Goodman Brown is a story about a man who comes to terms with the reality that people are imperfect and flawed and then dies a bitter death from the enlightenment of his journey through the woods. Images of darkness, symbolic representations of names and people and the journey through the woods all attribute to Hawthorne's theme of good people sometimes doing bad things.   Ã‚  Ã‚  Ã‚  Ã‚  The use of dark imagery throughout the story gives you a sense of fear of the unknown that lies ahead of Goodman Brown on his journey. The beginning sentence of the story illustrates an image of a sunset and the approaching of night as Goodman Brown sets off on his mission. ?Young Goodman Brown came forth, at sunset, into the street of Salem village, but put his head back, after crossing the threshold.? (196) Here, the light of the sun represents the knowledge that Goodman Brown already has. The imagery of darkness setting in is the unknown knowledge Goodman Brown is out to discover. Goodman Brown must first travel through the darkness of the unknown before he reaches the light of enlightenment and truth that is why he is embarking on his journey throughout the night hours. ?My journey, as thou callest it, forth and back again, must needs be done ?twist now and sunrise.? (197)   Ã‚  Ã‚  Ã‚  Ã‚  The next use of symbolism is the setting of the journey and meeting in the woods. Early Americans looked at the woods as a test of strength, bravery and endurance. It took a lot of courage for someone to enter the forest because it was unknown territory and they would not emerge the same. ?He had taken a dreary road, darkened by all gloomiest trees of the forest?that the traveler knows not who may be concealed by the innumerable trunks?he may be passing through an unseen multitude.? (197) Goodman Brown does not face the dangers of Indians but faces the danger of reality and truth. Goodman Brown does not emerge from the forest tougher or braver but hateful and spiteful because he becomes enlightened to the ways of world. He comes to terms with the reality tha... ...er swell of those familiar tones, heard daily in the sunshine, at Salem village, but never, until now from a cloud of night.? (202) The use of light and dark imagery in this particular sentence helps you understand Goodman Brown?s despair. He has realized the truth that the people he sees in the daylight hours pretending to be pure and good are the total opposite in the dark.   Ã‚  Ã‚  Ã‚  Ã‚  Nathaniel Hawthorne uses symbolic imagery throughout his story Young Goodman Brown to impact the theme of good people sometimes do bad things. Hawthorne takes us on a journey of truth and realization. Goodman Brown was not open to the truth or the reality that the world is filled with evil and people are imperfect. His perception of the world was it was a fun loving happy place and when he was exposed to reality he turned away from people and lost faith in them. His faith should have been in God because God will never let you down but his faith was in people and people are imperfect and subject to disappoint you. Works Cited: Hawthorne, Nathaniel. "Young Goodman Brown." 1835. The Heath Anthology of American Literature. Ed. Paul Lauter et al. 2nd ed. Vol. 1. Lexington: Heath, 1944. 2129-38.

Compare and Contrast of Short Stories Essay

In â€Å"The Ones That Walk Away From Omelas† and â€Å"The Lottery†, Ursula Le Guin and Shirley Jackson portray a supposedly perfect society built on clandestine secrets. In the short story â€Å"The Ones Who Walk Away From Omelas†, Omelas’ inhabitants are smart and cultured, and it seems like a utopian city of happiness and delight. Everything about Omelas is your every desire, disregarding the secret of the city: the good fortune of Omelas requires that a single unfortunate child be kept in never-ending filth, darkness and misery, and that all its citizens should be told of this when they come of age. After the truth is told to the people of Omelas most are initially shocked and disgusted and somehow manage to live there life and make it worth it for the child’s existence; others just walk away from the city of Omelas. In the short story, â€Å"The Lottery†, a small village of about 300 have an annual lottery; women, men, and children participate, to see who will be the chosen one to guarantee enough rain for the corn crops. The winner is to be stoned to death. The way the authors use irony to depict the story societies as wonderful and perfect then towards the end the dark secret is discovered is very intriguing and captivating, which makes you want to keep reading. In the story, â€Å"The Ones Who Walk Away From Omelas†, Omelas seems to be this beautiful and cheerful place. The story takes place during a festival and there are children running around laughing and there is music. It talks about a race and how the horses are excited, â€Å"(the horses) flared their nostrils and pranced and boasted to one another â€Å" with silver, gold, and green braided into their manes. The story has and air of excitement and celebration that is soon questioned when the author begins to talk about the child.

Ethics and Euthanasia Essay Example

Ethics and Euthanasia Essay Example Ethics and Euthanasia Paper Ethics and Euthanasia Paper Euthanasia or mercy killing has long been a debated topic. The question is whether it is humane for a person to choose his own death when it is inevitable and prolonging his/her life would only lengthen his/her suffering. It may be so when the patient still has the capacity to acknowledge the act but in some cases, the patient can no longer respond to any given stimuli. In these special cases, close relatives are given the right to decide for the patient but this should still be subject to some regulation as giving the such decision-making power to another person may lead to abuse. It is important to know the facts behind euthanasia and how it is classified before discussing the moral and ethical issues associated with it. It is classified into four types which are passive and active euthanasia and voluntary and involuntary euthanasia. Passive and active euthanasia are different that passive euthanasia involves â€Å"withdrawing medical treatment† and active euthanasia â€Å"is taking steps to cause the patients death†. They are both classified as a form of euthanasia but the first one is more accepted in an ethical perspective (Pregnant Pause, 2001). An example of passive euthanasia is when a patient is already fully dependent on a life support mechanism to sustain life such as a respirator. In such a case, the patient may choose to disconnect the respirator to die a painless death when he/she wishes to do so. A more classical example of passive euthanasia is a â€Å"do not resuscitate order†. In standard medical practice, when there is a threat to a patient’s life, the medical staff will try to resuscitate him/her but when the medical staff chooses not to do so, this is considered as passive euthanasia. On the other hand, active euthanasia which is the more controversial form of mercy killing involves ingesting into the patient poison which usually is an overdose of painkillers and sleeping pills such as morphine. In comparison, active euthanasia is subject to a lot of debate thus legalizing it would result in much clamor for the religious sector whereas there is not much moral and ethical arguments against passive euthanasia (Pregnant Pause, 2001). Euthanasia is also categorized as voluntary and involuntary. Voluntary euthanasia means that the patient has consented in the termination of life-support or medical treatment while involuntary euthanasia is euthanasia in the absence of a consensus from the patient. This may be due to the inability of the patient to make decisions for himself in whom close relatives are given the right to decide for them (Pregnant Pause, 2001). Assisted suicide is another form of killing although it is difficult to determine whether it classifies as a form of euthanasia or not. In this method, the doctor gives the patient access to ways to end his/her life. The doctor has no direct involvement because he will not administer the drug to the patient. The patient then has to make the decision if he/she would use the provided means to end his/her life. This is assisted suicide (Pregnant Pause, 2001). Now, looking at the moral and ethical aspects, euthanasia, depending on how it is performed and the circumstances when it is performed determines whether is right or wrong. If the euthanasia is passive or voluntary, then, there is not much issue because the patient is aware of the consequences and he has consented but when euthanasia is active or involuntary, many ethical issues may be encountered such as the value of life which troubles many religious groups. For involuntary euthanasia, the patient has not consented and the relatives are the ones that made the decision for them. The fear here is that the relatives might make the decision that the patient would not naturally want. This is a highly controversial topic also considering the financial implications of the death of the patient (Pregnant Pause, 2001). The use of morphine drips has always been associated with mercy killing. Morphine is particularly used as a pain reliever and its side effects include respiratory depression. Many believe that the use of morphine shortens the life of a person and many also fear its addictive properties. It is also perceived as a normal instrument for inducing euthanasia. A proper dose of morphine is not a big deal but in bigger doses, its medical components are being used to peacefully kill someone (Esolen, 2006). There are many possible scenarios wherein morphine drips can be used to help people who are in great pain. Technically, instantly increasing the dosage to potentially fatal levels, morphine drips may be considered as active euthanasia for those who have not developed a tolerance for the drug. However, on one aspect, this is better than passive euthanasia wherein you just let the patient writhe in pain as the medical staff do nothing to help. The use of morphine drips may be recognized as a humane way of mercy killing because morphine eliminates pain and ensures that the patient dies a painless death (Esolen, 2006) According to Dr. Thomas Preston,the use of morphine drips â€Å"is undeniably euthanasia, hidden by the cosmetics of professional tradition and language†. Continuous injection of morphine into the bloodstream will eventually lead to death due to cessation of the breathing function. Preston also indicated that the use of morphine drips is the â€Å"societys wink to euthanasia†. He also attested that euthanasia is now a widespread practice in spite of the existence of laws that prohibit such (When Death is Sought, 1997). If done intentionally, significantly increasing the dosage of morphine will undeniably cause death but characterizing morphine drips as a â€Å"covert form of euthanasia† is inaccurate. The relation of morphine drips and patient deaths has no clear relationship. Due to the fact they people rapidly develop a tolerance to the drug, doses may be increases and as long as the drug is properly administered, there seems to be no tolerance limit. The claim that morphine drips hastens the death of the patient who have not developed tolerance bears no ground (When Death is Sought, 1997). Euthanasia should not be much of a moral issue; instead it should be regarded as an opportunity to be able to help people. Sometimes, it is much better to die in comfort than to live in pain. Patients should be given the opportunity to choose between the two available options. If morphine drip is a viable and effective way to attain such, then, it should in no manner be banned from use. It is true that life is of utmost importance but when there is extreme pain and suffering, plus the fact that the patient would not be living long enough because of a terminal disease, ending life to end suffering is never a bad alternative. Euthanasia should be done when the patient requests it. It should also be recommended in medical practice whenever viable instead of providing false hopes. Some argue that as humans have a right to life but they also have a right to death. References Pregnant Pause. 20 November 2001. Types of Euthanasia. Retrieved April 14, 2008, from pregnantpause. org/euth/types. htm Anthony, Esolen. 18 January 2006. Lethal Drips. Retrieved April 14, 2008, from http://merecomments. typepad. com/merecomments/2006/01/_in_the_matter_. html The New York State Task Force on Life and the Law. 1997 April. When Death is Sought. Retrieved April 14, 2008, from http://wings. buffalo. edu/faculty/research/bioethics/suppl. html