My Experiences in a Nursing Career Essay -- Personal Essays Career

Nursing   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Nursing is an art: and if it is to be made an art, It requires an exclusive devotion as hard a preparation, as any painter ´s or sculptor ´s work; for what is the having to do with dead canvas or dead marble, compared with having to do with the living body, the temple of God ´s spirit? It is one of the Fine Arts: I had almost said, the finest of Fine Arts.† Spoken by a true nurse, Florence Nightingale; a pioneer of nursing and a reformer of hospital sanitation methods.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  I have many goals in life such as to have a good strong career and family. What is important to me is graduating Central high school and go on to UND. While at UND I plan to get my nursing degree and specialize in pediatrics and truama. I have already started to make short term goals that will lead me in to the life of nursing.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  I have volunteered at Altru hospital since I was in the eight grade. I have been on most of the floors from surgery to pediatrics, terminally ill to yearly check ups. This has influenced me greatly, encouraging me to go in to nursing and also to go in to a more specialized area. Volunteering helped me search my future my career until I was old enough to get my CNA and go in to the health careers class. A CNA is a certified nursing assistant. When I turned sixteen i applied for the CNA class. Three months later I became a CNA. As a junior I also took a health careers class. This class gave me a more indepth look at the choices that I could make a...

Commentary on Women Beware Women Essay

Beware Women is a Jacobean tragedy, which has a complex plot and deals with corrupted characters. This tragedy is about corruption in the court and life in general, love by money and how women can lead other women to destruction. As Tricomi states about the characters, they ‘are not wholly the product of their circumstances, but their circumstances condition their choices and propel them toward their destiny’. Middleton, as other Jacobean playwrights before him, has managed to point out that ‘aristocratic life is brutal and corrupt’. 2] The focus of this commentary will be concentrated on marriage and to what can lead one to fall apart. The first scene (Act I), deals with the characters of the play’s main plot: Leantio, Bianca and the Mother. In this scene, the readers come across with the insulting behaviour towards Bianca, where she is treated as an object. Leantio speaks of his wife with words of business, to him she is â€Å"the most unvalued’st purchase†.He describes her as if she was a dangerous object that must stay hidden and safe, away from the sight of men. When he talks about her, it is obvious that Bianca is for him a treasure and he is the thief that now has to hide his â€Å"best piece of theft† (I. ii) in a safe place so no one will steal it from him. Such words describing a human being are rather cruel, especially when Leantio is talking about a person for whom he is supposed to have true and pure feelings of love. Leantio is aware that Bianca’s family is rich, but he also knows that by marrying Bianca in secrecy and taking her away from them, Bianca will lose all of the property and money that belongs to her. He has also written over to her his house and put his mother in jeopardy. Although his act seems a romantic one and, even though he speaks of that relationship and feelings as being pure, his love is not mature; rather, it is one filled with jealousy. In the beginning of the play Bianca could be characterised as the victim because she has a mother-in-law who is not fond of her and does not approve their marriage and she is now imprisoned in poverty and in home. However, Bianca is ‘as much a victim as perpetrator, and she is to be judged as a tragic protagonist with a vexing mix of virtues and flaws’. [3] As seen in the plot, the Mother aids and abets in Bianca’s meeting with the Duke. The Mother and Livia hatched up a plan for Bianca’s rape and she falls into the trap, as Isabella did, but the rape was almost enticed on her part. ‘The attitude towards Bianca is one of dehumanizing possession and manipulation’. [4] But Bianca, after that, changes drastically and soon enough she becomes one of the most corrupted characters, who along with others, brings about the downfall and the final bloodshed in the play. Bianca chose money over her marriage, although, she blames the other women for her disaster. ‘Treachery and betrayal [†¦ ] are Bianca’s terms of explanation for her downfall’. [5] Bianca is seen by her mother-in-law as an added burden to her son’s finances. The Mother’s interest is focused only on money. For the Mother, Bianca as a wife has nothing to offer, she will only demand and receive. The Mother is sizing up the economics of their situation now that there are three members in the family. Leantio can barely support himself, and up until now he had to support his mother as well. The Mother doubts that her son is able to support a family of three. She claims that nothing can save him from this financial dead end by saying â€Å"My life can give you But little helps, and my death lesser hopes† (I. i). The Mother thinks of Bianca, as for every other wife, that she will require from Leantio â€Å"maintenance† (I. ii) fitting to her â€Å"birth and virtues† (I. ii), but also gratification of her desire for â€Å"affections, wills, and humours† (I. ii). [6] Leantio then expresses his intentions towards Bianca, by replying to his mother’s words, pleading with her not to â€Å"teach her to rebel† (I. ii) now that â€Å"she’s in a good way to obedience† (I. ii). Leantio’s â€Å"assurance† (I. ii), of keeping his â€Å"jewel† (I. ii) locked away â€Å"from all men’s eyes† (I. ii), is his mother. She is the one who holds the â€Å"key† (I. i) to his â€Å"treasure† (I. ii), and â€Å"old mothers† (I. ii) are â€Å"good to look to keys† (I. ii) when â€Å"sons lock chests† (I. ii). However, the irony here is that later on, it’s the Mother herself who pushes Bianca towards rape with the Duke, first to get rid of her, but then to accrue some of the benefits from the court life for herself and her son. Bianca is to Leantio nothing but an object of â€Å"great value† (I. ii), a â€Å"matchless jewel† (I. ii) that he has stolen. Because â€Å"temptation is a devil will not stick to fasten upon a saint† (I. ii), Leantio’s â€Å"gem† (I. ii) must stay hidden and locked. This is the â€Å"great policy† (I. i) for Leantio in order to never lose a treasure; never â€Å"show thieves our wealth† (I. ii). Bianca is the â€Å"treasure† (I. ii), Leantio is the â€Å"thief† (I. ii), and the â€Å"key† (I. ii) to his happiness holds his mother, thus, it could be said that the chest with the key is symbolic of Leantio and Bianca’s relationship. To conclude, this tragedy proves that women should beware women. Women lead other women to destruction, and are even responsible for another woman’s rape. Corruption and enemies are present everywhere but, as Bianca says in her dying breath, â€Å"Like our own sex, we have no enemy†.

Road to Hell

Baker, bothered by this, feels he needs to raise the issue and break-through he seams at the last meeting with his successor. Unfortunately, do to the lack of importance of communicating across cultures portrayed by Baker and his unawareness when it comes to his ladder of inference, Baker has unintentionally created a hostile atmosphere which has left the company with no successor as Chief Engineer. The ladder of inference is a common mental pathway of increasing abstraction, often leading to misguided beliefs. The ladder of inference begins with observable data and experiences. Ross, 1994). For example, Baker, as he begins thinking of the credits† and â€Å"debits† associated with Rentals, he claims because Rentals spent four years at London university It has heightened his sensitively to any sign of Dallas coming from expatriates. Baker, by observing what was going on in the work place (Jackson's complaints about Rentals' rudeness), has selected certain data from what he observed and put personal meanings behind it that may be untrue. This has caused him to make assumptions after the meanings he has added to his observations.Rentals' claims that if a Barracking had behaved in an equally obstruct manner he would have reacted in the same way. He claims there are also other people in the company, also expatriates, who felt the same. Baker assumed because Rentals was a Barracking that he would not get along with expatriate senior managers and he was racially conscious. When, In reality, he was of a new Barnacle generation, who was well educated and professional, open to people of other cultures. Because of Baker's assumptions about Rentals he took action without adjusting or realizing his ladder of Inference, damaging the relationship further.Lastly, the reflexive loop, which determines our beliefs that influence what data we will select next time, influences the way Baker continuously feels about Rentals. He continuously feels as thought he has to c orrect Rentals way of being racially conscious without asking Rentals what exactly is going on or how he feels about the situation. Communicating across cultures can be difficult and challenging for all employees in a company, including senior level management. No two groups see the world exactly the same way (Island & Turner, 2011) and through analyzing the case â€Å"The Road to Hell†¦ E can see that this is In fact true. If the ideas behind cross cultural misconception, cross cultural misinterpretation, and cross-cultural miscalculation, are not recognized as Important, companies, Like Continental Ore, can be left with a disastrous situation among managers which leads to poor performance for the company over all. When talking about being aware of cross-cultural selective (Island & Turner, 2011), Baker only noticed how Rental's acted with his fellow Barbarians and only took into account Jackson's complaint. Baker did not care to ask Rentals what was going on.Perception is al so culturally determined (Island & Turner, 2011). Because Baker is European, and Europe has been developed industrially for almost 300 years, he felt that his race was superior to that of the Barbarians because Barbarians had Just begun tapping into the industrial growth that the rest of the world had already seen. Although this may have been accurate, making a stereotype that all Barbarians are â€Å"behind† offended Rentals and his culture. Although Baker may have not intended to offend Rentals, Rentals may have misinterpreted what Baker was actually trying to say.This is an example of cross- cultural misinterpretation: this occurs when an individual gives meaning to observations and their relationships (Island & Turner, 2011). Because Rentals studied in London and represents the professional educated Barracking, he is sensitive to racial issues and he misinterpreted Baker's casual references to European history as putting down his country. What Baker did was stereotype all Barbarians when really Rentals' was part of the professional, well educated, new generation of Barbarians with different viewpoints.Stereotyping, a form of disintegration that organizes our experience and guides our behavior toward ethnic and national groups, is only effective when people understand other cultures but act appropriate in new situations. Baker failed to do this. Baker also miscalculated Rentals. People often use their own culture as a standard of measurement; they label their own culture as â€Å"good† and other cultures as â€Å"bad† (Island & Turner, 2011). Baker labeled the European culture as good and the Barracking culture as bad because they have not been developing identical to the way European nations have developed.The first action I would take, if I were Baker, would be to think about why Rentals could possibly feel this way and I would also consult a friend or colleague. Once I figured out what I did to cause this I would call Rentals and ask him to come in and speak with me again and attempt to apologize and explain that you know exactly what you did to upset him and explain how big of an asset he is to the company. I would also investigate further what is really going on between Rentals and the expatriates working for the company and have a potential meeting with all employees involved. Samaritan Mahoney Road to Hell Baker, bothered by this, feels he needs to raise the issue and break-through he seams at the last meeting with his successor. Unfortunately, do to the lack of importance of communicating across cultures portrayed by Baker and his unawareness when it comes to his ladder of inference, Baker has unintentionally created a hostile atmosphere which has left the company with no successor as Chief Engineer. The ladder of inference is a common mental pathway of increasing abstraction, often leading to misguided beliefs. The ladder of inference begins with observable data and experiences. Ross, 1994). For example, Baker, as he begins thinking of the credits† and â€Å"debits† associated with Rentals, he claims because Rentals spent four years at London university It has heightened his sensitively to any sign of Dallas coming from expatriates. Baker, by observing what was going on in the work place (Jackson's complaints about Rentals' rudeness), has selected certain data from what he observed and put personal meanings behind it that may be untrue. This has caused him to make assumptions after the meanings he has added to his observations.Rentals' claims that if a Barracking had behaved in an equally obstruct manner he would have reacted in the same way. He claims there are also other people in the company, also expatriates, who felt the same. Baker assumed because Rentals was a Barracking that he would not get along with expatriate senior managers and he was racially conscious. When, In reality, he was of a new Barnacle generation, who was well educated and professional, open to people of other cultures. Because of Baker's assumptions about Rentals he took action without adjusting or realizing his ladder of Inference, damaging the relationship further.Lastly, the reflexive loop, which determines our beliefs that influence what data we will select next time, influences the way Baker continuously feels about Rentals. He continuously feels as thought he has to c orrect Rentals way of being racially conscious without asking Rentals what exactly is going on or how he feels about the situation. Communicating across cultures can be difficult and challenging for all employees in a company, including senior level management. No two groups see the world exactly the same way (Island & Turner, 2011) and through analyzing the case â€Å"The Road to Hell†¦ E can see that this is In fact true. If the ideas behind cross cultural misconception, cross cultural misinterpretation, and cross-cultural miscalculation, are not recognized as Important, companies, Like Continental Ore, can be left with a disastrous situation among managers which leads to poor performance for the company over all. When talking about being aware of cross-cultural selective (Island & Turner, 2011), Baker only noticed how Rental's acted with his fellow Barbarians and only took into account Jackson's complaint. Baker did not care to ask Rentals what was going on.Perception is al so culturally determined (Island & Turner, 2011). Because Baker is European, and Europe has been developed industrially for almost 300 years, he felt that his race was superior to that of the Barbarians because Barbarians had Just begun tapping into the industrial growth that the rest of the world had already seen. Although this may have been accurate, making a stereotype that all Barbarians are â€Å"behind† offended Rentals and his culture. Although Baker may have not intended to offend Rentals, Rentals may have misinterpreted what Baker was actually trying to say.This is an example of cross- cultural misinterpretation: this occurs when an individual gives meaning to observations and their relationships (Island & Turner, 2011). Because Rentals studied in London and represents the professional educated Barracking, he is sensitive to racial issues and he misinterpreted Baker's casual references to European history as putting down his country. What Baker did was stereotype all Barbarians when really Rentals' was part of the professional, well educated, new generation of Barbarians with different viewpoints.Stereotyping, a form of disintegration that organizes our experience and guides our behavior toward ethnic and national groups, is only effective when people understand other cultures but act appropriate in new situations. Baker failed to do this. Baker also miscalculated Rentals. People often use their own culture as a standard of measurement; they label their own culture as â€Å"good† and other cultures as â€Å"bad† (Island & Turner, 2011). Baker labeled the European culture as good and the Barracking culture as bad because they have not been developing identical to the way European nations have developed.The first action I would take, if I were Baker, would be to think about why Rentals could possibly feel this way and I would also consult a friend or colleague. Once I figured out what I did to cause this I would call Rentals and ask him to come in and speak with me again and attempt to apologize and explain that you know exactly what you did to upset him and explain how big of an asset he is to the company. I would also investigate further what is really going on between Rentals and the expatriates working for the company and have a potential meeting with all employees involved. Samaritan Mahoney

Mahindra & Mahindra †Sm Essay

1. EXECUTIVE SUMMARY – INDIAN AUTOMOBILE INDUSTRY Starting its journey from the day when the first car rolled on the streets of Mumbai in 1898, the Indian automobile industry has demonstrated a phenomenal growth to this day. Today, the Indian automobile industry presents a galaxy of varieties and models meeting all possible expectations and globally established industry standards. Some of the leading names echoing in the Indian automobile industry include Maruti Suzuki, Tata Motors, Mahindra and Mahindra, Hyundai Motors, Hero Honda and Hindustan Motors in addition to a number of others. During the early stages of its development, Indian automobile industry heavily depended on foreign technologies. However, over the years, the manufacturers in India have started using their own technology evolved in the native soil. The thriving market place in the country has attracted a number of automobile manufacturers including some of the reputed global leaders to set their foot in the soil looking forward to enhance their profile and prospects to new heights. Following a temporary setback on account of the global economic recession, the Indian automobile market has once again picked up a remarkable momentum witnessing a buoyant  sale for the -first time in its history in the month of September 2009. At present, about 75 percent of India’s automobile industry is made up by small cars, with the figure ranking the nation on top of any other country on the globe. Over the next two or three years, the country is expecting the arrival of more than a dozen new brands making compact car models. Like many other nations India’s highly developed transportation system has played a very important role in the development of the country’s economy over the past to this day. One can say that the automobile industry in the country has occupied a solid space in the platform of Indian economy. Empowered by its present growth, today the automobile industry in the country can produce a diverse range of vehicles under three broad categories namely cars, two-wheelers and heavy vehicles. 1.1. Exports of Automobile Industry Today, India is among the world’s largest producers of small cars. The New York Times has rated India as a very strong engineering base with an incomparable expertise in the arena of manufacturing a number of low-cost, fuel-efficient cars has encouraged the expansion plans of the manufacturing facilities of a number of automobile leaders like Mahindra, Hyundai Motors, Nissan, Toyota, Volkswagen and Suzuki. While the automobile industry in India is the ninth largest in the world, the country emerged as the fourth largest automobiles exporter on the globe following Japan, South Korea and Thailand, in the year 2009. The automobile sector of India is the seventh largest in the world. In a year, the country manufactures about 2.6 million cars making up an identifiable chunk in the world’s annual production of about 73 million cars in a year. The country is the largest manufacturer of motorcycles and the fifth largest producer of commercial vehicles. Industry experts have visualized an unbelievably huge increase in these figures over the immediate future. The figures published by the Asia Economic Institute indicate that the Indian automobile sector is set to emerge as the global leader by 2012. In the year 2009, India rose to be the fourth largest exporter of automobiles following Japan, South Korea and Thailand. Experts state that in the year 2050, India will top the car volumes of all the nations of the world with about 611 million cars running on its roads. 1.2. Various Segments of the Indian Automobile Industry Motor cycles manufacture makes up the major share in the two-wheeler segment of the  Indian automobile industry. About 50% of the motorcycles are manufactured by Hero Honda. While Honda manufactures about 46% of the scooters, TVS produces 82% of the mopeds running on the Indian roads. About 40% of the three-wheelers manufactured in India are used for transporting goods with Piaggio manufacturing 40% of the vehicles sold in the Indian market. On the other hand, Bajaj has emerged as the leader in manufacturing three-wheelers used for passenger transport. The firm produces about 68% percent of the three wheelers used for passenger transport in India. The Indian passenger vehicle segment is dominated by cars which make up about 80% of it. Maruti Suzuki manufactures about 52% of passenger cars while the firm enjoys a complete monopoly in the manufacture of multi-purpose vehicles. In the utility vehicles segment Mahindra makes up a 42% share. Tata Motors is the leader in the Indian commercial vehicles market while it holds more than 60% share. Tata Motors also enjoys the credit of being the world’s fifth largest manufacturer of medium and heavy commercial vehicles. 1.3. Potential of Indian Automobile Industry There is a very stiff competition in the automobile industry segment in India. This has helped many to realize their dreams of driving the most luxurious cars. During the recent past, a number of overseas companies have started grabbing a big chunk of the market share in both domestic and export sales. Every new day dawns in India with some new launches by active players in the Indian automobile arena. By introducing some low cost cars, the industry had made it possible for common men to buy cars for their personal use. With some innovative strategies and by adopting some alternative remedial measures, the Indian automobile industry has successfully come unaffected out of the global financial crisis. During the current fiscal year, the Indian automobile industry rode high on the resurgence of consumer demand in the country as a result of the Government’s fiscal stimulus and attractively low interest rates. As a result the total turnover of the domestic automobile industry increased by about 27 per cent. Predictions made by Ernst and Young have estimated that the Indian passenger car market will have a growth rate of about 12 percent per annum over the next five years to reach the production of 3.75 million units by the year 2014. The analysts have further stated that the industry’s turnover will touch $155  billion by 2016. This achievement will succeed in consolidating India’s position as the seventh largest automobiles manufacturer on the globe, eventually surging forth to become the third largest by the year 2030 behind China and the US. The Automotive Mission Plan launched by the Indian government has envisaged that the country will emerge as the seventh largest car maker on the globe thereby contributing more than 10 percent to the nation’s $1.2-trillion economy. Further, industry experts believe that the nation will soon establish its stand as an automobile hub exporting about 2.75 million units and selling about a million units to be operated on the domestic roads 1. MAHINDRA & MAHINDRA – OVERVIEW Mahindra & Mahindra (M&M) is not just India’s largest utility vehicle manufacturer anymore. It is the third-largest player in the passenger vehicle segment and in a neck-and-neck race with Tata Motors. It has set its sight on challenging the domination of Maruti Suzuki and Hyundai Motors. Pawan Goenka, as president for automotive and farm equipment sectors, is the main architect of this feat Mahindra and an independent India began their rise together. In 1945, two enterprising brothers named J.C. Mahindra and K.C. Mahindra joined forces with Ghulam Mohammed and started Mahindra & Mohammed as a steel company in Mumbai. Two years later, India won its independence, Ghulam Mohammed left the company to become Pakistan’s first finance minister, and the Mahindra brothers ignited the company’s enduring growth with their decision to manufacture Willys jeeps in Mumbai. The Mahindra brothers believed that new modes of transportation could be a key to India’s prosperity, so one of their first goals was to build rugged, simple vehicles capable of tackling the Indian terrain. Early pioneers of globalization, the brothers collaborated with a wide range of international companies and before long, Mahindra’s reach extended to steel, tractors, telecom, and more. Now, after 65 years, Mahindra has grown from a humble local outfit to a US $15.4 billion corporation employing more than 144,000 people around the world. It’s been quite an adventure so far, and they’re proud of our global leadership in utility vehicles, tractors, and information technology, as  well as our significant presence in financial services, leisure and hospitality, engineering, trade, and logistics. As they accelerate into the 21st century, they’ll continue to pursue innovative ideas that enable people to rise. They’ve come a long way, but the journey has just begun. Over the past few years, M&M has expanded into new industries and geographies. They entered into the two-wheeler segment by taking over Kinetic Motors in India. M&M also has controlling stake in REVA Electric Car Company and acquired South Korea’s SsangYong Motor Company in 2011. Mahindra & Mahindra is a major automobile manufacturer of utility vehicles, passenger cars, pickups, commercial vehicles, and two wheelers. Its tractors are sold on six continents. It has acquired plants in China and the United Kingdom, and has three assembly plants in the USA. M&M has partnerships with international companies like Renault SA, France and International Truck and Engine Corporation, USA. M&M has a global presence and its products are exported to several countries. Its global subsidiaries include Mahindra Europe Srl. based in Italy, Mahindra USA Inc., Mahindra South Africa and Mahindra (China) Tractor Co. Ltd. M&M made its entry into the passenger car segment with the Logan in April 2007 under the Mahindra Renault joint venture. M&M will make its maiden entry into the heavy trucks segment with Mahindra Navistar, the joint venture with International Truck, USA. M&M’s automotive division makes a wide range of vehicles including MUVs, LCVs and three wheelers. It offers over 20 models including new generation multi-utility vehicles like the Scorpio and the Bolero. It formerly had a joint venture with Ford called Ford India Private Limited to build passenger cars. Mahindra & Mahindra has a controlling stake in Mahindra Reva Electric Vehicles. In 2011, it also gained a controlling stake in South Korea’s SsangYong Motor Company. Mahindra & Mahindra Ltd. (M&M), has launched its much awaited SUV, XUV 500, code named as W201 in September  2011. The last ‘500’ in the name is pronounced as ‘5 double-O’ (alphabet). The new SUV by Mahindra has been designed in-house and it is developed on the first global SUV platform that could be used for developing more SUVs. 2. MISSION AND OBJECTIVES Vision: * To create a fully collaborative environment in which suppliers can deliver exactly what the company needs, when it needs it, and at a competitive cost. * â€Å"We don’t have a group-wide mission statement. Our core purpose is what makes all of us want to get up and come to work in the morning† -Anand Mahindra Mission: * To create India’s largest automobile and automobile-related products distribution network by providing dealers and customers with the largest choice of unique world-class products and services. Since 1945, the Mahindra group has built the company around the core idea that people will succeed if they are just given the opportunity. Employees across the Group constantly challenge conventional thinking to create solutions that make a significant difference in the lives of their customers. That’s why everything they build—be it a tractor, financial service, solar-powered lamp, or software—is designed to empower you to reach your potential. Internally, they follow three basic tenets—accepting no limits, thinking alternatively, and driving positive change in everything they do. These brand pillars guide all their actions and business decisions from deciding whether or not to enter a new field or planning a portfolio of services. * We accept no limits, and ask the same of everyone else. In return, they work relentlessly to provide the tools, information, and inspiration to push past limitations and comfort zones. This challenger spirit galvanized us to meet the oil crisis in the 1970s by re-engineering our fuel efficient tractor engines for utility vehicles. It led us to take on the challenge of designing the Scorpio utility vehicle at a cost that many industry experts  thought was impossibly low. They’ve created completely new business models to enter areas others had written off or ignored, like our leading hospitality business and our rural financial services. And they just registered our highest ever profits despite the worst global recession since the Great Depression. This determination influences every aspect of our culture and our employees. As a result, each Mahindra business constantly pushes the envelope and raises the bar as they strive to deliver better value to our customers. * Alternative thinking means solving problems in ways no one has thought of before, by using fewer resources and entering markets thought to be unreachable. Take the Scorpio for example—they developed our best-in-class utility vehicle from the ground up using a process that put drivers’ needs first. Our Energy Solutions help businesses keep going when everyone else’s lights go out. They build two wheelers that provide affordable mobility solutions to more people. And our extensive arrays of innovative IT services are increasing productivity at some of the world’s leading companies. Thinking alternatively isn’t always easy, but it’s always worth it. * Driving Positive Change: Mahindra is a business with a conscience. Every product they make and each market they explore must make sound economic sense, but it just so happens that smart business decisions are often good for people and communities as well. They strive to spread positive impact through our products and services by greening our manufacturing process and by being a good employer. They want to be counted among the global companies that make incredible products and services, but they also wish to be recognized for creating a better world. From building green homes with the most eco-friendly materials to providing loans to rural entrepreneurs, from designing goods carriers that run on compressed natural gas (CNG) to offering educational programs and supporting Indian theatre, they strive to make a positive impact on all the lives they touch They created a tractor designed for small farming that is enabling farmers to mechanize for the first time. Our motivation to give our best every day comes from our core purpose: we will challenge conventional thinking and innovatively use all our resources to drive positive change in the lives of our stakeholders and communities across the world, to enable them to Rise. Our products and services support our customers’ ambitions to improve their living standards; our responsible business practices positively engage the communities they join through employment, education, and outreach; and our commitment to sustainable business is bringing green technology and awareness into the mainstream through our products, services, and light-footprint manufacturing processes. This commitment to sustainability—social, economic, and environmental—rests upon a set of core values. They are an amalgamation of what they have been, what they are, and what they want to be. These values are the compass that guides our actions, both personal and corporate. They are: * Good corporate citizenship: They will continue to seek long term success in alignment with the needs of the communities they serve. They will do this without compromising on ethical business standards. * Professionalism: They have always sought the best people for the job and given them the freedom and the opportunity to grow. They will continue to do so. They will support innovation and well reasoned risk taking, but will demand performance. * Customer first: They exist and prosper only because of the customer. They will respond to the changing needs and expectations of our customers speedily, courteously and effectively. * Quality focus: Quality is the key to delivering value for money to our customers. They will make quality a driving value in our work, in our products and in our interactions with others. They will do it ‘First Time Right.’ * Dignity of the individual: They will value individual dignity, uphold the right to express disagreement and respect the time and efforts of others. Through our actions, they will nurture fairness, trust, and transparency. 3. SWOT Analysis 4.1 Strengths * Mahindra has been one of the strongest brands in the Indian automobile mark. * Mahindra group give employment to over 110,000 employees. * Excellent branding and advertising, and low after sales service cost. * Sturdy SUV’s good for Indian roads and off-road terrain. * Over the years the company has emerged as one of the top players in the world in terms of number of tractors sold. This gives a clear indication that the company’s market shares one of its biggest strengths. * The company’s ability to introduce new products in the market and to generate sales from those new products is a major strength. * The reason being that this is very essential for any company, for its survival in the long run. The company has established its brand name in other countries of the world as well. * This is evident from the 40% market share that it holds in the 30-40 HP tractors market in the US. 4.2 Weakness * Mahindra’s partnership with Renault did not live up to international quality standards through their brand Logan. * The company is highly dependent on the rural sector, and the rural sector in turn is highly dependent on the monsoons. As a result, if there happen to be bad monsoons (less of rains) for two consecutive years it could have an adverse impact on the demand of tractors for the company. 4.3 Opportunity * Developing hybrid cars and fuel efficient cars for the future. * Tapping emerging markets across the world and building a global brand. * Fast growing automobile market. * Growing in the market through electric car Reva (controlling stake) and entry into two-wheeler segments. * The government has been trying to strengthen the exports of agricultural products. As a result, the quality of agricultural products necessarily has to be very high. For this, they need better rural and agricultural infrastructure. This might result in an  increase in demand for tractors. * In India, the penetration of tractors is 10 tractors per 1000 hectares of cropped area, which is much below the world average of 19 tractors for the same. Thus there is scope for the demand to increase. 4.4 Threats * Government policies for the automobile sector across the world. * Ever increasing fuel prices. * Intense competition from global automobile brands. * Substitute modes of public transport like buses, metro trains etc. * The company has a history of having invested in unrelated diversifications such as telecom, holiday and resort inns, financial services, etc. which it has hived off as subsidiaries from time to time when these turned unmanageable. * This is a cause for concern as such diversifications could divert the company’s attention from its core business. It is a dangerous tendency as it leads to destruction of shareholders value. * The entry of foreign players in the tractors segment could pose a threat to the company as these foreign players are technically more competitive than Mahindra & Mahindra. 4. ACQUISITIONS 5.1 Ssangyong Motor Company India’s Mahindra & Mahindra Ltd. completes acquisition of a majority stake in SsangYong Motor Company On March 15, 2011, Mahindra & Mahindra Ltd. (M&M), India’s leading manufacturer of utility vehicles, today announced that it has completed all formalities related to the acquisition of a majority stake in SsangYong Motor Company (SYMC) and that the company is no longer in Court Receivership. Mahindra had emerged as the preferred bidder for SsangYong in August 2010. This marks the beginning of a new journey for SYMC and will also pave the way for both Mahindra and SYMC to emerge as a strong force allied together in the global passenger vehicle industry, through their strategic partnership. Present on the occasion were Mr. Bharat Doshi, Executive Director & Group CFO, Mahindra & Mahindra Ltd. and Dr. Pawan Goenka who is President of Mahindra’s Automotive and Farm Equipment Sectors. Key officials from the Mahindra Group and SYMC were also present. For Mahindra, the biggest benefit from this partnership  will be the opportunity to harness synergies between the two companies, while protecting their respective brand identities and ensuring quality. Towards this end, a Synergy Council comprising of senior management from both companies will be established to ensure focus and delivery of synergies between the two companies. The Council will focus on various aspects such as global procurement, new car development and business strategy to penetrate international markets. Strategic plans such as the India project which involves launching the Rexton and Korando-C in India have already been kicked off. Also under discussion are opportunities for joint product and technology development and synergy in global operations and purchase. Mahindra has a strong IT system that is being reviewed for suitability for SsangYong. The company is also considering the possibility of Mahindra Finance setting up operations in Korea to enhance the sales of SsangYong vehicles. Mahindra has also proposed the following five point agenda for SsangYong: * Strengthening the product pipeline. * Harnessing synergies between the two companies. * Investing in the SYMC brand. * Building human resources. * Focusing on financial stability. SsangYong has also proposed the following investments: * In 2011, the business plan calls for a 70% investment increase in product development, as compared to last year, at over KRW 200 billion. * Over 40 billion KRW for brand building in Korea – a 60% increase over 2010 – and an increase in overseas brand investment by over four times, in 2011. Dr. Pawan Goenka, President, Automotive and Farm Equipment Sectors, Mahindra & Mahindra Ltd., mentioned that Mahindra was extremely conscious of SYMC’s Korean heritage and would only want to enhance it. SsangYong will be an independently run Korean company – with largely Korean Management – and will remain a ‘Made in Korea’ Brand. He also announced that the new CEO of SYMC will be Mr. Yoo-il Lee, while Mr. Dilip Sundaram from Mahindra will be the new CFO. He also announced the names of the new Board of Directors of SsangYong Motor Company. â€Å"This is a landmark day for all of us at Mahindra  as it marks the beginning of what I am sure will be an enduring partnership with SsangYong Motor Company. I would like to thank all the employees of SsangYong as well as the company’s creditors for the help and cooperation extended to us during this long process. As one of the country’s premier automotive companies, SsangYong brings with it a rich legacy of R&D and innovation. This legacy, coupled with the synergies between the two companies in the areas of R&D, product development and platform sharing, will make the combined entity of Mahindra and SsangYong a force to reckon with in the global utility vehicle space. They are committed to nurturing the SsangYong brand in both the Korean and global markets and returning it to its days of glory,† said Dr. Pawan Goenka. â€Å"Mahindra brings with it a great deal of passion, domain expertise and knowledge of the global UV market, as India’s leading utility vehicle (UV) manufacturer. All of us at SsangYong look forward to working closely with the Mahindra team to help develop a new product portfolio and gain momentum in overseas markets,† said Mr. Yoo-il Lee, CEO, SsangYong Motor Company. 5.2 REVA Electric Car Co Ltd. Mahindra enters high growth electric car segment acquires majority stake in REVA REVA was established in Bangalore in 1994 as a joint venture between the Maini Group of Bangalore, India and AEV LLC of California, US. Its REVA electric vehicle was first commercially available in Bangalore in 2001 and in London in 2004, under the G-Wiz brand. REVA is a technology innovator with the largest deployed fleet of electric cars in the global market today, available in 24 countries across Europe, Asia and Central and South America with more than 3,500 of its vehicles on the road and the accumulated data from more than 100 million km of user experience. Mahindra & Mahindra Ltd. Today strengthened its position in the Electric Vehicles domain with the acquisition of a majority stake in REVA Electric Car Co Ltd., Bangalore. REVA Electric Car Co Ltd. will be renamed Mahindra REVA Electric Vehicle Co Ltd. Under the new agreement which was signed today by both the companies, M&M will own 55.2% equity in Mahindra REVA by a combination of equity purchase from the promoters and a fresh equity infusion of over Rs 45 crores (approx US $10 million) into the company. The buyout makes the Mahindra group a strong global player in the electric vehicle space. Post  the buyout, the Board of Mahindra REVA has been re-constituted under the chairmanship of Dr Pawan Goenka, President Automotive & Farm Equipment Sectors, Mahindra & Mahindra. The new board includes five nominees from Mahindra & Mahindra, two from the Maini family, and one from AEV LLC, California (co-founders of REVA). An independent director will be added to the board subsequently. Mr. Chetan Maini will continue to play a leading role in Mahindra REVA as Chief of Technology & Strategy and will continue to be on the board. Under its core Sustainable Mobility initiative, Mahindra has been working for the last 10 years on developing green technologies and has demonstrated diesel hybrid technology on the Scorpio and hydrogen Alfa three wheelers. Mahindra has a pilot fleet operating with 100% bio-diesel and was the first to launch micro-hybrid technology in India with around 50,000 such micro-hybrids on the road today. In EVs, over and above the electric three-wheeler Bijlee developed in 1999, it is also currently working on an electric version of its mini-truck, Maxximo. Mahindra REVA’s EV technology will be adapted for these and other M&M vehicles. Access to strong EV technology will strengthen Mahindra’s other current sustainability initiatives. REVA is currently marketing its products in 24 countries across the world with an overall vehicle population of over 3500, arguably the largest EV fleet globally. REVA recently premiered its next generation electric car models, the NXR and NXG which received an enthusiastic response. Mahindra REVA will now have access to Mahindra’s vehicle development technology and distribution network, significantly enhancing its ability to launch a state-of-the-art electric vehicle for global markets. Speaking on the acquisition, Mr Anand Mahindra, VC&MD, Mahindra & Mahindra said, â€Å"With issues such as climate change and carbon footprint taki ng centre stage globally, eco-friendly transportation becomes the need of the hour. Mahindra already has an established sustainable mobility solutions programme and our association with REVA will only help us further expand our green footprint both in India and overseas†. Dr Pawan Goenka, President (Automotive & Farm Equipment Sectors), Mahindra & Mahindra and the newly elected Chairman of Mahindra REVA said, â€Å"This is a key strategic acquisition for Mahindra in its march towards sustainable mobility. Mahindra and REVA bring together complementary strengths. With  Mahindra’s vehicle engineering expertise, global distribution network, sourcing clout and financing support, REVA’s vehicles have the potential to significantly gain in market penetration. Mahindra will also benefit from REVA’s EV technology for its own products.† Mr Chetan Maini, Chief of Technology & Strategy, of the newly formed Mahindra REVA mentioned, â€Å"The EV market is poised to grow significantly and they concluded that in order to seize the opportunity they needed the resources and experience of a major automotive manufacturer. In Mahindra they have found a company that not only shares our vision of principled and sustainable growth but one that also has a reputation for good corporate governance. As a result of Mahindra’s investment, Mahindra REVA will be able to scale, innovate and accelerate and so to deliver better products to more customers in more places†. 5. GROWTH STRATEGY Mahindra & Mahindra Ltd (M&M) is the flagship brand of the $12.5 billion Mahindra Group, which operates with a portfolio comprising a wide spectrum of vehicles from two wheelers to heavy trucks, SUVs to school buses. M&M over the years has strengthened its position as one of the country’s premier utility vehicle (UV) and farm Equipment manufacturer with market share of over 50% in UV and 40% in tractors, respectively. It has recently entered 3-wheelers and CV segment. M&M is targeting sale of about 550,000 tractors in FY12E. 6.1 Investor’s Rationale During Q2FY12 net sales of M&M surged by 37.6% to `73,068 million from the `53,113 million in the year-ago quarter, driven by 35.9% and 35.5% growth in its automotive and farm equipment segment, respectively. Though operating margins for the current fiscal are likely to stay under pressure under tight liquidity and rising input cost scenario, they expect the revenues of M&M to reach `300-320 billion in the coming two year. At a time, when consecutive rate hikes, high inflationary data, strikes and  costlier fuel prices have crippled the Indian auto sales manufacturers, M&M has emerged as the only automotive player to have beaten the slowdown comprehensively with a growth of 21% in 2011. Considering M&M’s aggressive growth strategies to expand its global footprint with a range of new variants in the four-wheeler segment, they expect M&M to mark 11-14% rise in its FY12E sales realization. M&M complement the tag of no. 1 tractor manufacturer in the world in terms of volumes, occupying more than 40% of the domestic tractor market. With tractor demand fairly stable despite ongoing economical slowdown, the company is targeting sale of about 550,000 tractors next year. Beside, with the industry providing sufficient headroom for growth, they expect sales from the farm equipment segment of M&M to grow 17-18% by the end of FY12. M&M acquisition of SYMC Motors (SYMC) gives the UV product line of the company an extension into the premium SUV segment with an established foothold in the markets of South America, Russia etc. The management expects 50% volume growth at 113,000-114,000 units for SYMC in CY11 and aims to sell 160,000 units by 2013 and 300,000 units by 2015-16 from the unit. 6.2 High volume in tractor segment drives Q2FY12 revenue During Q2FY12, M&M net sales surged by 37.6% to `73,068 million from the `53,113 million in the year-ago quarter, driven by 35.9% and 35.5% growth in its automotive and farm equipment segment revenue, respectively. Besides, the operating expenditure of the company increased by 43% to `64,866 million mainly due to the increase in raw material cost and employee expenses by 33% and 20% respectively. The strong volume growth across the vehicle and tractors segment despite of a difficult market situation and a tight control on expenses has helped lift the EBITDA by 6.3% to `8,202 million from `7,719 million in the corresponding quarter last year. Further, owing to the sharp rise in the interest and depreciation charges, the net profit margin (NPM) dropped by 375bps to 9.7%. M&M’s standalone net profit at `7,374 million declined 2.8% from `7,585 million in the corresponding period preceding year, due to a foreign exchange loss. The company has suffered a foreign exchange net loss of `320 million, as the rupee fell 8.8% against the dollar  in the July-September quarter. Going further, they expect the revenues of M&M to reach 321 billion in the coming two year, making a contribution of 950-980 basis points to its present EBITDA margins. 6.3 Robust November sales volume, higher realizations to drive performance in FY12E M&M’s November total sales volume in the automotive segment reported a robust growth of 53% (y-o-y) at 40,722 units, with a significant contribution of 38,159 units from the domestic terrain. A high volume growth of 46% in the passenger Utility Vehicles (UVs) segment led the domestic four-wheeler sales while sales volume in the three wheeler segment grew 32% during the month. M&M’s UV and three wheeler export during the month also grew 71% at 2,563 units against 1,500 units a year ago. Meanwhile, M&M’s Farm Equipment Sector division reported a 3% fall in tractor sales to 17,527 units in November with domestic sales falling 5% to 16,175 units backed by issues related to the credit flow to the domestic farm sector. The company’s tractor export increased 33% to 1,352 units during the month against 1018 units sold to overseas market in the same period prior year. At a time, when consecutive rate hikes, high inflationary data, strikes and costlier fuel prices have badly hampered the Indian auto sales numbers; M&M has emerged as the only automotive company to have beaten the slowdown comprehensively with a growth of 21% in 2011. Backed by significant demand for M&M’s premium sports utility vehicle, XUV500, the company is aggressively working to double its production to clear its order backlog of 9,500 units by January 2012. Considering, M&M’s ability to outperform the industry numbers despite strong economic headwinds and its proposed variants in both two-wheeler and four wheeler segment, they expect M&M to mark 11-14% rise in its FY12E sales realization. 6.4 Increased focus in the tractor segment to drive M&M growth in FY13 M&M complement the tag of no. 1 tractor manufacturer in the world in terms of volumes supported by 1,300 dealers with over 2,200 service points, 7 tractor plants and 1 foundry. The tractor segment has been fairly stable during the ongoing economical slowdown and has registered a growth of 20% in the current fiscal. M&M with more than 40% share in the tractor industry of the country has gone a long way in keeping pace with the industry growth. The company is targeting sale of about 550,000 tractors next year. Market share movements have been slower with a 0.5% to 1% change in a year. However, it was successful in penetrating newer villages that accounted 10,000 units in such markets. Growing focus in the tractor division will also provide further assistance to M&M as slowdown in rural consumption has not been experienced yet. Besides, the strong replacement demand will be a key support in the near term as it accounts for 40% of sales. India’s tractor industry is well poised to register 10-12% growth in FY13 and with labor shortage driving the farm mechanization; the industry is likely to register a 20% growth in the coming three years. With the industry providing sufficient headroom for growth, they expect sales from the farm equipment segment of M&M to grow 17-18% by the end of FY12. 6.5 Macro factors- to drive the expected demand for farm equipment The quantum of tractors bought using cash payments has increased to 20-25% of sales in India, compared with 10% earlier, which reflects buoyancy in rural incomes. About 40% of the current tractor demand is from the replacement market. Though there is some concern about rural economy and consumption is slowing down, M&M has not seen any slowdown in rural consumption. Shortage in farm labour has also acted as a key catalyst for tractor demand. Tractors are no longer a luxury for the rich farmers, but a tool for better cost management. 6.6 New launches, foray into new segments to augment future growth In FY11, M&M registered domestic volumes growth of 24% led by new product launches and strong performance from existing product ranges. It launched  Gio, Xylo, Thar, Maximmo, Yuvraj, Genio and Arjun MAT, during the year which is likely to power the company’s growth in future. Besides, M&M has also lined-up new launches, which would help bring additional volumes. It is ready to enter the market with a new SUV, 4-seater electric car, re-launch of Stallio motorcycle, two new versions of Verito, one SUV with SsangYong in India, aerospace components and mine protected vehicle (MPV-I). M&M’s recently launched XUV500 SUV received remarkable response from the domestic consumers. Priced at `10.8 lakhs, the company has rightly positioned XUV500 in the market for people who desires something above `7 lakhs and below `15-20 lakhs. As a result, M&M’s the XUV500 has gone a long way to set a booking record of 8,000 units in just 10 days of being launched in 5 cities of the country. 6.7 SYMC to add value in premium UVs Acquisition of SYMC Motors (SYMC) gives the UV product line of the company an extension into the premium SUV segment. SYMC has a distribution network of over 130 dealers in Korea and 1,200 dealers in more than 90 countries. The acquisition gives M&M access to SYMC’s popular product portfolio with an established foothold in the markets of South America, Russia, Eastern and Western Europe, and Africa which bodes well for M&M‘s plans to launch a global SUV this year. The management has guided 50% volume growth at 113,000-114,000 units for SYMC in CY11, with the recent launch of Korando-C. Thus, the acquisition of Korean company SYMC augurs well for M&M in the long term, placing it on a new growth trajectory. As debt woes continue to plague one of its largest markets Europe SYMC is eyeing to enter emerging markets including India, China and Russia playing a bigger role in a bid to boost volumes in 2012 with a year-on-year volume growth of 40%. The company aims to sell 160,000 units by 2013 and 300,000 units by 2015-16. M&M-SYMC have finalised a combined future product portfolio strategy, which will see 3 new platforms and 4 new products coming in from both partners. The new sourcing strategy for M&M-SYMC is being put into  place, which will see both companies sourcing an enormous $20 billion of components over the next 5 years. This huge sourcing is expected to bring in economies of scale and reduce the cost for the duo. 6.8 Strategic growth plan for Mahindra Navistar to drive M&M future growth Mahindra Navistar Automotives Limited (MNAL), which is a 51:49 joint venture between M&M and Navistar Inc., is planning to launch at least two new models—a 49-tonne tractor trailer and a 25-tonne tipper for the mining sector in H2FY12E. Intending to establish a pan India presence, the company further intends to increase its current 48 dealership across various cities to around 100 by adding 50 new dealers by the end of FY13E. With a targeted growth of 9% in the second half of FY12E, the company is planning to see cash break-even in the next 12 months. Further, the company is planning to invest around `2.50 billion to add few more variants in the heavy-duty goods commercial vehicles segment, which in turn will help the company ramp up volumes and use its factory capacity fully in the next three years. 6.9 M&M eyes to enter larger South Asian market The largest utility vehicle maker of the country is planning to set up an assembly plant in Southeast Asia in the next few years as a part of its strategy to expand its global presence through its entry to markets in Thailand and Indonesia. Currently, M&M exports vehicles to Malaysia and is aiming to expand to other markets in ASEAN region. Over the next four to five years, M&M sees at least 15-20% of its total export volumes coming from this region. In FY11, M&M exported 17,000 units of utility vehicles and pick-ups and around 11,000 tractors. The company is aiming to double overseas revenues to more than $1 billion by 2013 and is aiming two-fold increase in volumes to 100,000 units. 6.10 M&M to launch its first compact Car in 2012 M&M is eyeing to launch its first compact car after it acquired Reva  Electric Car Company in 2001. The SUV-maker is aggressively working to launch its first compact car in the country Reva NXR by 2012. With a mileage of about 9.6 km for every `3 spent, the Reva NXR, ensures nine times the mileage generated by the country’s most fuel-efficient petrol-powered car. At a time, when petrol prices are breaking new highs M&M expects its Reva NXR to seek significant attention from the consumers who spend `7,000-8,000 every month on petrol. Beside, M&M is also establishing one of world’s biggest manufacturing bases for electric cars of 30,000 units per annum near Bangalore, which is likely to commence production in FY13. With increased demand for electric cars, M&M apart from its marketing strategy to sell its Reva NXR through an expanded network of 100 outlets in India, the company is also mulling over rolling its new electric car model in countries like Norway, which houses the highest consumer market for electric cars in the world. After M&M lead development in the electric car market of India, many other car makers are also developing concept vehicles to cater to the emerging demand for Electric vehicles in India in the years to come. Polaris India, a major multi terrain vehicle manufacturing company is planning to introduce electric cars to Indian market. Considering the rising fuel prices, the impact on power and utilities companies of the electric vehicle market is likely to attain consumer attention in medium to long term. 6. CONCLUSION AND RECOMMENDATIONS The part of Indian automotive industry in Mahindra & Mahindra Ltd comprises of a number of Indian-origin and multinational players with varying degree of presence in different segments. Today, nine of the top ten global automotive manufacturers have a presence in India which clearly points to its importance as a strategic market. Similarly, the domestic tractor market also has a mix of Indian-origin and international manufacturers and is segmented by horsepower. While the automotive segment is doing well and has already clocked an average volume growth of 28% in April and May 2012, it may face problems in the form of policy decisions. The proposal to impose a higher excise duty on diesel cars/SUVs, which is yet to be implemented, is like a Damocles sword hanging over the company. The differential in diesel pricing, which means charging less for transport trucks and more for diesel cars/SUVs, is another proposal that can make life difficult for Mahindra & Mahindra. Though the company cannot do anything about the monsoon, the management is taking several steps to revive growth in the farm segment and maintain a high growth rate in the automotive segment. With this in mind, Mahindra & Mahindra is set to launch six new products, which will cover both the segments, during 2012-13. Mahindra and Mahindra Ltd, the only manufacturer of electric cars in India, plans to introduce at least five such vehicles in the next three years to take advantage of a government plan to spend Rs. 14,000 crore to boost the popularity of electric and hybrid vehicles in the country. Therefore Mahindra is considered at the top in the automobile sector as of date. The growth strategy adopted by the company will have a colourful future for the company.

New Heritage Doll Company: Capital Budgeting Essay

The New Heritage Doll Company’s Vice-President of Production, Emily Harris, had to decide which of two proposals she should approve for the company’s upcoming capital budgeting meetings. The first project involved expanding an existing â€Å"Match My Doll Clothing† line, which had a proven record of success in the past. The second project introduced a new initiative called â€Å"Design Your Own Doll†, which used a web-based software enabling users to customize a doll’s features to the customers’ specifications. To help Emily reach her decision, I will calculate the Net Present Value (NPV) of both projects to find out which project is more profitable. In the financial analysis of both projects Emily was given the following assumptions: 1. Operating projections were used to develop cash flow forecasts and then to calculate Net Present Value, Internal Rates of Return, payback period and other investment metrics. The cash flows excluded all financing charges and non-cash items (i.e. depreciation), and were calculated on an after-corporate-tax basis. The New Heritage’s corporate tax rate was 40% 2. Discount rate was set at 8.4% – for medium-risk project 3. NPV calculations included a terminal value computed as the value of a perpetuity growing at constant rate. I computed Free Cash Flows (FCF) to find out the actual amount of cash from operations that the company could use in developing its new projects. I calculated the terminal value for 2020 as projected FCF in the first year beyond the projection horizon divided by discount rate of 8.4% less the perpetuity growth rate, which in this case was 3%. According to my calculations the MMDM’s terminal value in 2020 is 16,346,000 and DYOD’s is 27,486,000.

A Contemporary Take on The Blithedale Romance

Four individuals get together with thoughts on what an ideal society should be in Nathaniel Hawthorne’s â€Å"The Blithedale Romance. † Blithedale was a modern Arcadia founded by Charles Fourier which was eventually destroyed by the behavior of individuals who are only interested for themselves. These said members are the very four individuals who are the main characters in the novel.These are Hollingsworth, a philanthropist and misogynist who wants to make Blithedale a colony for the reformation of criminals, Zenobia, an outspoken and opinionated feminist, Priscilla, a seamstress from the city and Miles Coverdale, the poet who is also the narrator in the story. Throughout spring and summer, Hollingsworth, Zenobia, Priscilla and Coverdale formed an intense friendship with one another. Just like the weather, this bond disintegrates the exact moment autumn comes. The book ends tragically. Coverdale is an unreliable narrator.It was as if his manner of speaking represents s pirituality to the masses who are already secular. This makes him appear someone who tries to popularize his beliefs. He is also a voyeur because he avoids interaction with those around him. He also doesn’t like to be seen. Since he is the narrator, it seems as if he has the power. Truth is, his personality influences how the story is told. The politics, personal liberation and communal utopia he has in his head still depends on how the three other characters take it. Zenobia is the representation of the eternal feminine, to the delight of modern-day feminists.The text describes her as â€Å"earthy, maternal, natural, sensual, domestic, brilliant, loving and demanding. † Nonetheless, Zenobia is complicated and she represents the varying feminist qualities just as she mirrors the â€Å"materiality of the world† and her â€Å"resistance to desire. † It seems as if Zenobia was already the image of the feminist politics. On the other hand, Hollingsworth is of ten perceived as the American sterotype. He intends to â€Å"convert the heathen. † This is his way to redeem the fallen. He has projects that are philanthropic by nature. It masks his â€Å"will to power.† Hollingsworth is the typical white and male of today. It also seems that throughout the text, he is so masculine. Each trait he has reflects traditional masculinity. Finally, there is Priscilla. She is the exact opposite of Zenobia. She is passive, innocent, vulnerable and can easily be manipulated. She suffers from the control of the men in her life. However, in the book as written by Hawthorne, it will seem that Priscilla overpowers Zenobia. In the society that they are in, Zenobia’s strong feminist views do not coincide with the traditional norms.†The Blithedale Romance† may be a classic but it is still relevant especially during political seasons. With the background check on the time Hawthorne wrote this, the Transcendentalists, Utopian Movem ent, Unitarians and Universalists still remain in the political ideologies of today. Just like modern Americans, the characters in the story are unsatisfied with what the United States is now. They believe that they are still living in the â€Å"sinfulness of man. † They intend to make heaven here on earth. In the book, they called their utopia â€Å"Happy Valley.† We see politicians striving for the same goal today. Each one of them have their own logos. In contemporary America, politicians always trying to fix things that do not need fixing. They believe they can ignore human nature.. It is interesting to point that the ideologies represented in the book didn’t work. It is pretty much a prediction because these movements – Socialism, Misogyny, Feminism – also do not work today. The part where Zenobia seems to be uncontrolled is an allusion to the power of the feminist movement. If you think about it, women want to be heard.They have strong convic tions and if the reader will use Zenobia as the symbol of the feminist movement, he can conclude that she bowed down to Hollingsworth, who represents the traditional male. It is unfortunate that despite women’s determination to be heard, the masculine driven society we live in today results to an â€Å"abrupt and dramatic suicide† of the feminist’s beliefs. 1 Hawthorne, during his time, was known to be a romance novelist. This work is different from his previous masterpieces simply because of its relative realism.He made sure that the novel deals with social events that occur in an everyday fashion. There is also romance in extraordinary events. The novel manages to analyze the characters through the historical and social forces. Take this for example. A main complication in the novel is the conflict between the individual and the community. There is a subjectivity on the self because the focus is on will and personal freedom. Early on, it has been said that the town did not succeed because of the self-interest of the four characters.That is why as much as the characters offer ethical benefit in order for the other person to do well, the individualism appears to be self detemination. The pursuit of one’s personal gain only complicates the matter even more. 2 Another conflict is Hollingsworth’s take on spirituality. It seems that it is so intangible that it needs public reckoning but most individuals in Blithedale wish to see this spiritual belief in evidence which the four characters cannot explain. Clearly, â€Å"The Blithedale Romance† is a romantic perception of something so real such as a society.As much as one wishes to strive for utopia, the human nature of selfishness, self-interest and self-again will always prevent this from happening. Another concern is the different mindsets of people, as seen among the four characters in â€Å"The Blithedale Romance. † This only comes to show that there will always b e misunderstanding among us. 1 Hoeltje, Hubert H. Inward Sky: The Heart and Mind of Nathaniel Hawthorne, page 313, Duke University Press, 1962 2 Craig White, â€Å"A Utopia of Spheres and Sympathies†, Utopian Studies, 1998.

The Ruritanian Project Essay Example | Topics and Well Written Essays - 2000 words

The Ruritanian Project - Essay Example Organizations can choose to conduct environmental scanning of varying level such as, multinational, regional and national. In case of multinational, a wide range of aspects are assessed to identify, forecast and monitor the trends. These trends include the political and economic trends of the countries (Deresky, 2006; Lall and Sahai, 2008). In this case, the company, which is headquartered at United Kingdom, is planning to open its new manufacturing unit in Ruritania. Ruritania is a developing Eastern European country with a stable political and economic condition. This report focuses on providing an analysis of the impact on financial aspect of the organization owing to its operation in this country. The analysis is based on the data provided in the case. Figure 1: Environmental forces affecting the organization (Source: Kerin, Hartley and Rudelius, 2010) Market growth For Foreign Direct Investment, decision making of the multinational enterprise in the host country, market size, pe r capita income, degree of development and changes of market growth, play an important role. The host countries with higher degree of economic development, increasing market size and rapid economic growth are seen to provide better opportunities to the MNEs to exploit the ownership advantages and accomplish economies of scale. It has been suggested that market growth and market size are some of the driving forces that helps the foreign firms with location specific decision making. The market growth plays a leading role in the developing economies to decide on the development of the country from two perspectives such as, increasing domestic market and higher amount of industrial growth. Per capita income, market growth and market size are the traditional economic variables that attract the FDI. From the perspective of the company, they are more likely to invest in the countries with larger market size, higher purchasing power and higher growth potential, rather than the countries wit h smaller market size, lower purchasing power and dawdling economic growth. Market related variables such as, GDP growth, GDP per capita and GDP are also used by the FDIs as important determinants. The level of GDP is seen to capture prospective economies of large scale production and specifically helps in measuring the size of the market. FDI is nothing but a unit of the foreign organization that is trying to establish one of its units in the host country. The absolute and relative sizes of the market are used for estimation. The absolute size of the market is captured by the level of GDP, whereas the growth rate of the GDP is represented by the relative size. A higher amount of GDP per capita generates similar results as the lower balance of payment deficit. The FDIs are seen to be attracted to the host country if they have greater size of potential market and higher amount of GDP (Buxheli, 2011). In the Ruritanian case, the GDP of the country has shown an average growth of 6 perc ent for the past five years, but in the current year, it has shown growth rate of only 0.07 percent, which is poor. This clearly indicates that the GDP growth rate has decreased and the economy is not in a healthy state. A higher growth rate of the GDP implies a robust economy, thereby simultaneously suggesting that the level of unemployment is low and wage increases. On the contrary, if the GDP growth rate is low or negative, then it implies that the economy is in an