Measuring Rate of Rater Uptake by a Leafy Shoot :: Papers

Measuring Rate of Rater Uptake by a Leafy Shoot The water uptake can be measurable easily and because very high proportion of the water taken up by a stem is lost in transpiration, it enables the rate of transpiration to be measured. attain Factors to be kept Constant - ================================== v Temperature - room temperature (approximately 25C) v Wind speed - No artificial wind was produced to affect results v swallow intensity - Extra light was not used v Humidity - it was not humid on the day experiments were conducted The water uptake for the control Experiment. duration (minutes) Initial meniscus puzzle of the air bubble (cm) Final meniscus positionof the air bubble (cm) Water uptake (Distance moved) (cm) Total water uptake (cm) 1 10.0 10.7 0.7 0.7 2 10.7 11.5 0.8 1.5 3 11.5 12.3 0.8 2.3 4 12.3 13.0 0.7 3.0 5 13.0 14.0 1.0 4.0 6 14.0 14.8 0.8 4.8 The water uptake when V aseline is applied on the top surface of the leaves. Time (minutes) Initial meniscus position of the air bubble (cm) Final meniscus positionof the air bubble (cm) Water uptake (Distance moved) (cm) Total water uptake (cm) 1 6.0 6.6 0.6 0.6 2 6.6 7.2 0.6 1.2 3 7.2 7.9 0.7 1.9 4 7.9 8.5 0.6 2.5 5 8.5 9.2 0.7 3.2 6 9.2 9.7 0.5 3.7 Time (minutes) Initial meniscus position of the air bubble (cm)

country status :: essays research papers

stThe Status of your Country as of 02/07/2002Country Name dsgsg (6647) Government authoritarianism Turns LeftTurns TakenTurns StoredRankNetWorth01202010,524$42,943Money regimenOilPopulationLandPer Capita Income$8981352 bushels11,142 barrels1586287 Acres$5.71Tax RateTaxesExpensesFood ProductionFood Consumption70%$6340$229970 bushels36 bushelsExpense Breakdown MilitaryAlliancesLand$884$170$1245Land Distribution Military Forces engineering Ratings Enterprise ZonesResidencesIndustrial ComplexesMilitary BasesResearch LabsFarmsOil RigsConstruction SitesUnused Lands1888400050172SpiesTroopsJetsTurretsTanksNuclear MissilesChemical MissilesCruise Missiles33181001683000MilitaryMedicalBusinessResidential unpolishedWarfareMilitary StrategyWeaponsIndustrialSpySDI0197161320367706000300Plague spreads end-to-end your lands Kuszcotopia (4166)Instumentality of Ma (12842)dsgsg (6647)bibibibibibibii (8546)Communist Russia (3733)Greetings. I am General Ruby, leader of the Emerald army. It seems our two nations are locked in battle, I have a proposal that may liaison you. This war we are engaged in does seem like a pointless one. I believe that in the end, both countries will lose more(prenominal) than won but only one will survive and I sware by the sword of Amethyst, I shall be the victor. So my proposal is we call a truse immidiatly, if this happens, I shall call off my allies and you shall do the same, however you will pay me 10% of your net profit and my ally assissting in this battle shall recieve 5%. If you do not agree to these terms and are persistant in your attacks, then I shall call in more allies, who are greater in number and much more powerfull then I and you. I shall defeat you at all costs, I swear by the sword of Amethyst.Yours sincerely, General Ruby - draw of the Emerald Army

Fruitless Love :: Dialogue Essays

Fruitless LoveI waited for Bob to head out for his three oclock before I jam-packed up my things and left the office. I didnt have to. Bob isnt my boss, hes just the guy who sits in the next cubicle. And its not like he would have said anything, or even thought anything. It was just one of those days when I felt like leaving without anybody noticing. I smoked a whole cigarette travel from the office to the shuttle exclude two blocks away. I walk slowly now, even when I feel like Im rushing. The shuttle was parked at the stop when I got there. The driver had run inside the McDonalds to use the bathroom. I sat down on one of those sideways seats near the front and I smiled at the young woman sitting across from me. We sat there awkwardly facing each other for several proceeding while the peck driver did his thing in the McDonalds. I had a newspaper in my briefcase. It was a quarter to four when I got home and for a good five-some minutes I stood at the dining room table trying to de cide what to do next. Laura would be home in an hour or so. Thats why I took off early. To have an hour or so. But I wasnt sure what to do with it. I took a beer from the fridge and started a bath. I was still in a towel, shaving, when Laura came home. I heard her call my name down the hallway. She was winded. I heard packages. Im in here, I said. My voice sounded funny, high. I drew the razor up toward my chin. are we late? she asked. I had to stop at the supermarket first. I got us a cake to bring. Renee said not to bring anything. She walked into the bedroom, struggling to undo her top. Are we late? I didnt even see what time it is. What kind of cake? I asked. Did she call? I left a message on her machine. I said we might be late. Were fine, I said. I rinsed my face and leaned in close to the mirror to see if Id missed anything. I couldnt remember if Id brushed my teeth. Laura walked up behind me. She reached around and pinched one of my nipples. Hello, you, she said.

What´s Rituximab Therapy? Essay -- Alternate Treatment, Biology, Antib

A relatively newer biologic, rituximab provides an alternative strategy for treating the presenting patient. A genetically engineered chimeric anti-CD20 monoclonal antibody, rituximab exerts it therapeutic action by selectively targeting CD-20 positive B-cells1212, 18. As CD-20 is expressed exclusively on pre-B and mature B lymphocytes stem cells and plasma cells are not implicated in rituximab therapy. The over expression of B-cells expressing the CD-20 surface antigen in the synovium of RA-affected joints has been well established18. The potential mechanisms by which these B-cells contribute to the immunopathogenesis of RA are as follows they can act as antigen presenting cells, secrete pro-inflammatory cytokines (including tumour chagrin factor-alpha), and generate rheumatoid factor (RF) and other auto-antibodies whilst also activating T cells12. Hence, the rituximab mediated depletion of B-cells is thought to prevent these potential mechanisms from occurring thus controlling th e progression of the disease18. Rituximab therapy consists of deuce 1000mg infusions, given two weeks apart at intervals of no less than 2 weeks. The projected cost of a single course of rituximab therapy is around 349211 and if clinically businesslike would offer the patient a more convenient dosing schedule compared to Anti-TNF therapy. The annual cost does however depend on how often the patient is required to afford a course of rituximab therapy11. An RCT aimed at investigating different rituximab dosing regimens in methotrexate resistant patients referred to as the DANCER trial, provides significant evidence conveying the potential eudaemonia of rituximab therapy19. As part of the trial, patients received rituximab 500MG, rituximab 1000mg or placeb... ...50 (7) 754--766.27.Kaneko A. Tocilizumab in rheumatoid arthritis efficacy, safety and its place in therapy.Therapeutic advances in chronic disease. 2013 4 (1) 15--21.28.An M, Zou Z, Shen H, Zhang J, Cao Y, Jiang Y. The add ition of tocilizumab to DMARD therapy for rheumatoid arthritis a meta-analysis of randomized controlled trials. European journal of clinical pharmacology. 2010 66 (1) 49--59.29.Schmitt C, Kuhn B, Zhang X, Kivitz A, Grange S. Disease--drug--drug interaction involving tocilizumab and simvastatin in patients with rheumatoid arthritis. Clinical Pharmacology & Therapeutics. 2011 89 (5) 735--740.30.Ding T, Ledingham J, Luqmani R, Westlake S, Hyrich K, Lunt M, Kiely P, Bukhari M, Abernethy R, Bosworth A, Others. BSR and BHPR rheumatoid arthritis guidelines on safety of anti-TNF therapies.Rheumatology. 2010 49 (11) 2217--2219.

Harriet Beecher Stowes Uncle Toms Cabin Essay -- Stowe Uncle Toms C

Harriet Beecher Stowe promotes two related but distinct moral codes in Uncle tom turkeys Cabin One that is based on Christian values, the other on matriarchal values. Consider how, at the beginning of the novel, both Uncle Tom and Eliza decide to act when told they are to be sold. Uncle Tom puts his faith in God and lets whatever leave behind happen, happen. Eliza, who as well faces being separated from her child, decides to escape. Both decisions, though opposing, are sympathetically portrayed and seem appropriate to each character. The Christian model of air Stowe endorses is made clear by Uncle Toms martyrdom and simple faith in the literal word of the bible. However the maternal model is less clear, since at times it seems to parallel the Christian model, and at other times , as in this case, it differs radically. Eliza runs away to protect her childs safety. Although Elizas behavior, and the actions of the other strong female characters of the novel, could easily be unders tand by saying, a mother of course would do anything for her child, this statement immediately puts the female characters actions on a physical, real-life level, opposing them to the higher, spiritual choices of their male counter-parts. be not universal ethics, ones that are held despite the situation, commonly seen as superior to situational ethics? However this hierarchy of choice misses the quality of strength and dynamism that Stowe attributes to her female characters actions. Such a hierarchy also ignores that Stowe is calling the reader to action against slavery, and by promoting physically-based action over well-intentioned but inactive abstract ideals, Stowe peradventure is giving credence to situationally-based ethics. More than just an ethical code, Stowe... ... would be interesting to write further on the ways Stowe colludes with sexist thinking or how Uncle Tom himself embodies some of these maternal skills I speak of. Although I recognize these limitations of the pa per might alienate my audience to some extent, I hope that my reader leave behind be challenged to form an opinion that accepts the validity of the strong mother figure. Also I hope that the web-page will interest my reader in other suppositional resources. Because I saw the book as a resource and a starting-point for feminist thinking, my web page is also organized in this way. I would analogous browsers to find my links informative and useful in their own study of feminism and the classics of American Literature.BIBLIOGRAPHY Ruddick, Sara. Maternal Thinking. M Studies 6 1980 342-63Stowe, Harriet Beecher. Uncle Toms Cabin. New York Macmillan Co., 1926.

Analysis of Through the Tunnel by Doris Lessing Essay -- Through the T

Analysis of Through the Tunnel by Doris Lessing Through The Tunnel is written by a doll called Doris Lessing.Through the tunnel is a short story about a boy called Jerry and hismother who be on holiday in Spain. There are three themes to thestory, the first is the safe beach . The second is the dangerousbeach. The third is when jerry goes through the tunnel.The characters are introduced on their first day on holiday where theyare tone ending to the safe beach. It begins when they are walking to thebeach and jerry stops to look at the other beach (dangerous beach),Jerrys mother stops and looks for him and asks if he wants to go tothat beach instead. Guilt gets the better of him because his dad isdead, and he dose not want to leave his mother on her own. The nextday it was the same turning of going to the beach and doing swimmingand sunbathing all day. His mother asks him the same question as theother day, she wants to let him go and give him close to independence. Shealso wants him with her to convey sure he is ok when he is swimming. Shewas having an inner conflict at this point. Inner conflicts are goingon between some(prenominal) characters. As they both carry on walking Jerryblurts outId like to go and have a look at those rocks over there The writermakes Jerry say this because in this story Jerry wants to be moremature like an adult than immature like a kid.When she left him to go his own ways, Jerry had some more guilt goingthrough his head. When his mum left him she felt insecure aboutletting him go his own ways.once Jerry got to the other beach, he went straight to the sea for aswim. The sea was warm from the heat of the sun, but when the currentsof the deep sea came in, it w... ...e he goes under water for a long cartridge clip hisnose starts to bleed. He can hold his breath for one hundred and sixtyseconds and when he keeps on practicing he can hold it for twominutes. This is the count of time he needs to go through the tunnel.when he finds out that he is going home in a couple of days he decidesto do it the day before he goes home.The time comes for him to do the challenge he goes to the bay anddives in. when he is going to the tunnel lots of thoughts are goingthrough his head whether he is going to die or not and whether he willsee his mother again. Once he gets to the tunnel he starts to gothrough the tunnel it gets thinner and thinner, and he starts towonder if he will make it. Jerry makes it through and he is sodelighted because he thinks he is mature now, but really he is justthe same person as before the challenge.

Biofoam: Not Just Peanuts Essay

Summer Internship ProgramState swear of India7/27/2013Type the author nameASUMMER INTERNSHIP stemONMerchant Acquiring demarcationPoint of Sale (P.o.s.)Submitted toL.J. Institute of Management studiesIn requirement of partial foregatherment ofMasters of Business Administration (MBA)2 year full time Program of Gujarat Technological University Submitted on27th July 2013Submitted byBatch No 2012-14DECLARATION1. Objective of the admit2. Company inditeHistoryOVERVIEW OF SBIPROFILEMISSIONVISIONORGANISATIONAL grammatical constructionBOARD OF DIRECTORSHISTORYACHIEVEMENTS AND AWARDSSOCIAL ACTIVITIES OF SBIOwnersProductsCurrent Scenario3. Organization Overviewa. Organisation Structureb. Employee Profilec. Departmentation Informationi. Finance ii. System iii. foodstuffing iv. HR4. Strategies Adopteda. Financeb. Operations/ Productionc. Marketingd. HR5. look fora. Problems Identifiedb. Hypothesisc. look into method actingologyd. Data Analysise. Conclusions / Observations / Findingsf. S uggestions / CommentsOBJECTIVE OF THE STUDYThe objective of the believe isTOWARDS THE PARTIAL FULFILLMENTFOR THE AWARD OF THE DEGREE INMASTER OF BUSINESS court (2ND YEAR, SEM-3)The major objective of the study is COMPANY OVERVIEW( study of the various departments of the organization )&MARKET RESEARCHONARE THE CUSTOMERS OF HOME bring DEPARTMENT squelched WITH THE PROCESSES INVOLVED IN GETTING LOAN FROM SBI ?HISTORY OF SBIEVOLUTION OF SBIThe origin of the State slang of India goes back to the graduation exercise decade of the nineteenth century with the administration of the deposit of Calcutta in Calcutta on 2 June 1806. Three old age later the depone accepted its charter and was re-designed as the assert of Bengal (2 January 1809), the first joint-stock bank of British India sponsored by the regime of Bengal. The vernacular of Bombay (15 April 1840) and the argot of Madras (1 July 1843) followed the Bank of Bengal. These three banks remained at the apex of modern bank ing in India. On 27 January 1921,they were amalgamated as the royal Bank of India. The three pre typefacency banks came into existence either as a result of the compulsions of imperial finance or by the felt require of local anesthetic European commerce and were non imposed from outside in an arbitrary humansner to modernise Indias economy. Their evolution was, however, shaped by ideas culled from similar developments in Europe and England, and was influenced by changes occurring in the structure of both the local trading environment and those in the relations of the Indian economy to the economy of Europe and the spherical economic framework.EstablishmentThe establishment of the Bank of Bengal marked the advent of limitedliability, joint-stock banking in India. It was the associated innovation in banking, viz. the decision to allow the Bank of Bengal to anesthetize notes, which would be accepted for hire of public r take downues within a restricted geographical atomic issu ing 18a. This right of note issue was very valuable not still for the Bank of Bengal but also for the Banks of Bombay and Madras. The concept of deposit banking was also an innovation because the practice of accepting money for safe stoping (and in some cases, even coronation on beone-half of the clients) by the indigenous bankers had not spread as a general habit in most parts of India. But, for a long time, and in particular upto the time that the three presidency banks had a right of note issue, bank notes and government balances made up the bulk of the investible resources of the banks. The three banks were governed by royal charters, which were revise from time to time. Each charter provided for a sh be capital, four-fifth of which were privately subscribed and the rest owned by the provincial government.Presidency Banks biteThe presidency Banks Act came into operation on 1 May 1876.This brought the three presidency banks under a common statute with similar restrictions on business. The proprietary connection of the political science was, however, terminated, though the banks act to hold charge of the public debt offices in the three presidency towns, and the custody of a part of the government balances.Bank of MadrasThe decision of the organisation to keep the surplus balances in give Treasuries outside the normal control of the presidency banks and the connected decision not to guarantee minimum government balances at new postal services w present branches were to be opened effectively checked the festering of new branches after 1876. The pace of expansion witnessed in the previous decade fell sharply although, in the case of the Bank of Madras, it continued on a modest collection plate as the profits of that bank were mainly derived from trade dispersed among a number of port towns and inland Centers of the presidency.Bank of BombayPresidency Banks of BengalThe presidency Banks of Bengal, Bombay and Madras with their 70 branches were merged in 1921 to form the Imperial Bank of India.The triad had been transformed into a monolith and a giant among Indian commercialised banks had emerged. The new bank took on the triple role of a commercial bank, a bankers bank and a banker to the government.But this creation was preceded by years of deliberations on the need for a State Bank of India. What eventually emerged was a half-way house combining the functions of a commercial bank and a quasi-central bank.The establishment of the Reserve Bank of India as the central bank of the hoidenish in 1935 ended the quasi-central banking role of the Imperial Bank.The latter ceased to be bankers to the Government of India and instead became agent of the Reserve Bank for the transaction of government business at centres at which the central bank was not established.But it continued to maintain currency chests and small coin depots and operate the remittance facilities scheme for opposite banks and the public on terms stipulated by the Re serve Bank.It also acted as a bankers bank by holding their surplus cash and granting them advances against authorised securities. The vigilance of the bank clearing houses also continued with it at many places where the Reserve Bank did not have offices. The bank was also the biggest tenderer at the Treasury bill auctions conducted by the Reserve Bank on behalf of the Government.The establishment of the Reserve Bank simultaneously saw important amendments being made to the constitution of the Imperial Bank converting it into apurely commercial bank. The earlier restrictions on its business were aloof and the bank was permitted to undertake foreign exchange business and executor and trustee business for the first time.Imperial BankThe Imperial Bank during the three and a half decades of its existence recorded an impressive harvest-festival in terms of offices, reserves, deposits, investments and advances, the increases in some cases amounting to more than six-fold. The financial status and security inherited from its forerunners no uncertainty provided a firm and durable platform. The lofty traditions of banking which the Imperial Bank consistently maintained and the high standard of integrity it observed in its operations stimulate confidence in its depositors that no other bank in India could perhaps then equal. All these enabled the Imperial Bank to acquire a pre-eminent position in the Indian banking industry and also secure a vital place in the past unwrittens economic life.Stamp of Imperial Bank of IndiaWhen India deliver the goods freedom, the Imperial Bank had a capital base (including reserves) of Rs.11.85 crores, deposits and advances of Rs.275.14 crores and Rs.72.94 crores respective(prenominal)ly and a network of 172 branches and more than 200 sub offices extending all over the country.S B I THE PROFILEREGISTERED NAME STATE border OF INDIACHAIRMAN SHRI ARUN KUMAR PURWARDATE OF ESTBLISHMENT 1ST JULY 1955FORM OF ORGANISATION NATIONALISED BA NKCENTRAL OFFICE CORPORATE marrowAPEX ADMINISTRATIVEOFFICE, MUMBAI.REGISTERD OFFICE CENTRAL ACCOUNTS OFFICENumber of domestic branches 9,177Number of foreign brances 70SYMBOL OF SBIThe new symbol of the State Bank of India is circular representing the simplest and the most symmetrical of gometrical shapes.The circular shape of the symbol suggests the continual expansion bid the ring in the water, to cover the entire country.From the ancient times, the rotundity was considered as the fullness of the mans being and his growing consciousness.The small circle in the center connotes that despite the SBIs sizing it is small man who hold the center of State Bank stage.OVERVIEW OF THE BANK* State Bank of India is the nations largest bank, accounting for about 20% of Indias deposit and give activities. * The bank operates more than 13,500 branches and over 5,000 ATMs within India and more than 50 offices in some 30 other countries. * The bank owns an asset base of $126 billion.* While it s size has slowed modernization of both its run and its products, the bank has become more estimatorized. * Its international banking services include shipping and export financing and merchant banking. * The Reserve Bank of India owns about 60% of State Bank of India.MISSION OF SBI* To retain the banks position as the premier Indian financial service group, with the military man track standards and significant global business, committed.* To excellence in customer, sh atomic number 18holder and employee satisfaction, and to play a leading role in the expanding and diversifying financial services sphere of influence, while chronic emphasis on its development banking role.VISION OF SBI* Premier Indian financial services group with global perspective, valet de chambre- class standards of efficiency and professionalism and eye institutional values.* conceal its position in the country as a pioneer in development banking.* Maximize shareholder value by means of high sustained earning per share.* An institution with a culture of mutual fright and commitment, a satisfying and exciting work environment and incessant learning opportunities.BOARD OF DIRECTORSDirectors on the Banks Central Board as on 1st July 2006DIRECTORSProf. M.S. SwaminathanShri. Ajay G. PiramalShri. Suman Kumar BeryDr. Ashok JunjhunwalaShri. A. C. KalitaShri. Amar PalShri. Arun SinghShri. Rajiv PandeyShri. Piyush GoyalShri. Ashok K JhaSmt. Shyamala GopinathShri. O. P. BhattChairmanMANAGING DIRECTORShri T. S. BhattacharyaPRODUCTSANDSERVICIES OF SBI1. supporterS1. SBI VISHWA YATRA FOREIGN TRAVEL CARD2. FOREIGN indwelling REMITTANCE3. ATM SERVICES4. INTERNET BANKING5. LOCKER6. GIFT CHEQUES7. PUBLIC PROVIDENT FUND (PPF)2. sedimentation SCHEMES1. CURRENT ACCOUNT2. BASIC BANKING3. SAVINGS BANK ACCOUNT4. TERM DEPOSITS3. PERSONAL FINANCE1. SBI SARAL PERSONAL LOAN2. HOUSING LOAN3. SHORT TERM HOUSING LOAN4. EASY TRAVEL LOAN5. GRAM NIVAS SCHEME6. CAR LOAN7. EDUCATION LOAN8. SCHOLAR LOANS9. PRO PERTY LOAN10. LOAN TO PENSIONERS11. LOAN AGAINST SHARES DEBENTURES12. LOAN FOR EARNEST MONEY DEPOSIT13. FESTIVAL LOANS14. MEDI-PLUS SCHEME15. TEACHERS-PLUS SCHEME16. SAINIK-PLUS SCHEME17. TRIBAL-PLUS SCHEME18. CREDIT KHAZANA19. RENT PLUSCURRENT SCENARIO* State Bank of India is focusing on internal accruals through competitive and effective operations to increase profitability in the coming years. * SBI has moved up in terms of processes and technology in working systems. at that place has been concerted efforts to push up commercial impart, especially honorable mention to SMEs (small and medium enterprises), besides cashing in on real estate boom with focus on improving housing contributes. * SBI was focused on deploying capital to improve agriculture sector in a viable way and not as a one-time basis. * Retail credit alone stood at Rs 50,000 crore for the year ended 31 March 2006. * SBI has aggrouped up with GE chief city Services to market its credit cards, being showcased as an important product in personal banking. * At present, the bank has over 2.5 million credit cards in circulation * At present, the bank has around 6,000 ATMs across the country with an average disbursement of Rs 10 crore per day.* SBI Life, a joint venture with French company, Cardiff, adopts banc assurance model to expand its business in life insurance. * Through bundling SBI Life with other products, the bank offered protection to customers. Similarly, SBI Mutual Fund through multiple schemes had received overwhelming response from investors. * To palliate transactions ofsalary in labour intensive companies and factories, the bank has introduced Payroll cards, an ATM card for employees to draw salary from banks after the same has been remitted by the employers. They have ont need to have SB accounts for availing Payroll cards. * The bank has targeted 16 per cent growth in deposits and 20 per cent growth in lending for the region in the current fiscal. * Recently, the newly o pened branches have received good response from customers as efforts were taken to improve the ambience of banking experience.ORGANISATION OVERVIEWORGANISATIONAL STRUCTURECHAIRMAN(ARUN KUMAR PURVAR)MANAGING DIRACTOR(SHRI C. BHATTACHARYA)(SHRI K. ASHOK KINI)DIRACTORS(ED-3, NED-13)CHIEF GENERAL MANAGERGENERAL MANAGERDEPUTY GENERAL MANAGERASSISTANT GENERAL MANAGER(MR S. MANKODI, REGIONAL BUSINESS OFFICE, SAURASTRA)(MR. V. SUBRAMAIAN, master(prenominal) BRANCH, RAJKOT)(MR. JAGDISH JOSHI, perfluorocarbon, RAJKOT)CHIEF MANAGERDEPUTY MANAGERASSISTANT MANAGEREMPLOYEESCLERKSMASSENGERSDEPARTMENTATION INFORMATION1. MARKETING DEPARTMENT2. FINANCE DEPARTMENT3. SYSTEM DEPARTMENT4. gentleman option DEPARTMENTMARKETING MDEPARTMENTMARKETING DEPARTMENT1. MARKETING AN INTRODUCTION2. BANKING SECTOR AND THE ROLE OF MARKETING3. MARKETING IN SBI4. 7 PILLARS OF MARKETING5. CUSTOMER SERVICE AT SBIMARKETING AN INRTODUCTIONMarketing is a multi-faceted subject covering the areas of production, consumption and statistical distribution which can be viewed narrowly as activities that occur in the exchange of services to customers or broadly as all processesby which the society meets its requirements.Marketing seeks to convert customer deeds into products and offers it to the market so as to fulfill the needs of the customers.Marketing communication is considered as a tool to communicate the benefits of the product to the customer.Marketing management is the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods and services to create exchanges that satisfy individual and organizational goals.Marketing department is one of the most important departments of any business organization. Whether its business unit, service unit, manufacturing unit, non government unit, tourism, country etc., competition has left no sector but to push itself to survive. The world has become global village and constant seek and development, technology up commen cement ceremony has made the market full of services and products and new ideas for customers.Scope of marketing is ever c suspension system and everlasting. Brand management, event marketing, e-marketing, relationship marketing etc. are the new jargons in this area. MARKETING IN BANKING SECTORTHE ROLE OF MARKETING IS TO DELIVER A HIGHER STANDARD OF LIVINGMarketing in banking sector is expressed as,Putting People FirstBanking a word that brings the picture of money, economy cheques, drafts, savings, deposits, investments, and today.. it may bring more pictures of debit card, credit card, ATMs., Mutual livestocks, bestows for 2 wheelers, 4 wheelers, alkalis, education, traveling, etc. The scope of banking activities has increased and indeed the role of Marketing in banking sector also has undergone rapid changes. result banking, Net banking, e-banking, mobile banking, shout banking, are the new awtaars of banking today.BANKING ENVIRONMENT IN INDIAThe mantra of todays marketers isCatch the customer and cash the customerLove the customer and not the productThe growth in aggregate deposits of scheduled commercial banks at 17.3% in 2003-2004 was high than 13.4% in 2002-2003, adjusted for mergers. However, scheduled commercial banks credit recorded a let down rise of 14.6% during 2003- in food credit following higher off take of food grains. MARKETING IN SBIMarketing activities in SBI are change. fundamentally there are 14 circles all over the country zone wise. Namely,1. Ahmedabad muckle 8. Hyderabad Circle2. Banglore Circle 9. Kolkata Circle3. Bhopal Circle10. Lucknow Circle4. Bhubaneshwar Circle11. Mumbai Circle5. Chandigarh Circle12. Delhi Circle6. Chennai Circle13. Patna Circle7. Guvahati Circle14. Kerala CircleUnder each circle there is one local head office and few Zonal offices which take direction of marketing activities of respective local branches of SBI. At L.H.O., there is one marketing head and good staff who plans & executes all the activit ies of marketing of SBI & its products for that particular region. The Central office at Mumbai decides the figure of marketing for all distinct circles and according to the allotted budget and requirements, heads at circle designs and develops the call for marketing strategies. So here, at SBI main branch, Rajkot, AGM of Main Branch, PFC & Regional head, carry out marketing functions under the superintendence of L.H.O. Ahmedabad.THE CONSTANTMARKETING ACTIVITIESAT SBIMARKET RESEARCHDESIGNING AND REDESIGNING PRODUCTS & SERVICIESPRICING (setting interest rates) promotionDISTRIBUTIONAFTER SALES SERVICES etc.MARKETING MIX OF SBIPRICEThe second important pillar of marketing or marketing ripple of SBI is PRICE.It is important because other Ps are expense making whereas only this P fetches money.Banking sector is a service sector therefore in this sector there is no physical existence of product but here services are delivered and priced.It can be the interest on loan or charges colle cted for providing different facilities to its customers.Interest rate is the word used instead of price in banking sector. As far as deposits are have-to doe with the public funds are used by bank and interest is paid to the account holders. As far as loans are concerned the interest is paid by the customer to the bank for using the funds of the bank.Interest rates are decided by the somatic office, MUMBAI under the supervision of RBI.In fact, decision regarding interest rates is all affected by monetary policies, capital market, availability of funds to commercial banks and economic conditions of country.PLACE dispersion or execution of products and services at any bank is mostly through its outlets or branches themselves. Yes today, ATMs are the most dynamic retail channel in terms of transformation they are bringing about in banking habits and about popularity with customers and branch staff alike.Depending on the size o market, city, town, state, country and need, the number and place of Zonal offices and branches are determined. As far as SBI is concerned, most of the branches and offices are located at the heart of the city.SBI has huge network of outlets and ATMs through out the world form where it serves its customers.STRUCTUREOFPLANING & EXECUTION PREMISESCORPORATE CENTER (MUMBAI)LHOsZONAL OFFICEREGIONAL BUSINESS OFFICEBRANCHESDepending on the size of market, city, town, state and country need, the number and place of Zonal offices and branches are determined. As far as SBI is concerned most of the branches and offices are located at the heart of the city.IN RAJKOT at that place ARE 5 BRANCHES OF SBI1. RAJKOT MAIN BRANCH2. BHAKTINAGAR BRANCH3. JAGNATH BRANCH4. LAKHAJIRAJ ROAD BRANCH5. MARKETING YARD BRANCHPROMOTIONGENERAL PROMOTIONAL ACTIVITIES AT SBIAt every branch of SBI they put hoardings of their different products, not only in branches but also on crowded roads of the city.They give advertisement in TELEVISION and NEWSPAPERS for their differ ent products and special schemes if any.SBI organized WORKSHOPS on securities market awareness campaign (SMAC) at eight centers and educated about 1675 investors in these workshops.They even give advertisement in national level MAGAZINES.PRODUCTWISE PROMOTIONAL ACTIVITIES1. EDUCATION LOAN For advertising at national level SBI put HOARDING and took foster of TELEVISION. At local level they give LEAFLET to all the customers that visit the personal finance cell. Recently they have also started large(p) SEMINARS and PRESENTATIONS in colleges and train classes, where potential customers are found.2. HOUSING LOAN To increase the gross sales and for creating awareness about housing loan, SBI conducted a property fair. For that they took help of print media by giving advertisement in local newspapers and by distributing leaflets.3. AUTO LOAN As far as marketing of Auto Loan is concerned bank was in general impression that there was no need of doing. But as the time passed SBI started re alizing that there rate are little bit higher in market. They decreased their rate & started doing marketing by giving advertising in the in local newspaper. They are doing promotion jointly with the dealers and also keeping base at fair or other places.FINANCEDEPARTMENTFINANCIAL HIGHLIGHTSFOR THE YEAR 2005- 06 2004-05 % changeTotal Income (Rs. Crore) 43,184 39,548 9.19Total Expenditure (Rs. Crore) 38,777 35,243 10.03 Net Profit (Rs. Crore) 4,407 4,305 2.37Earning Per theatrical role (Rs.) 83.73 81.79 2.37Return on Average Assets (%) 0.89 0.99 (-) 10.10 Return on Equity (%) 15.47 18.10 (-) 14.53Profit Per Employee (Rs. Thousands) 216.76 207.50 4.46AT THE END OF March 2006 March 2005 (%) changePaid up Capital andreserves & Surplus 27,644 24,072 14.84 Deposites (Rs. Crore) 3,80,046 3,67,048 3.54Advances (Rs. Crore) 2,61,642 2,02,374 29.29BALANCE SHEETOF THE STATE BANK OF INDIAAS ON 31ST MARCH 2006(Rs. in billion) MARCH 2005 MARCH 2006CAPITAL & LIABILITIES Capital 5.26 5.26Reserves & Surplus 320.26 366.80Minority Interest 13.04 14.30Deposits 5061.05 5440.24Borrowings 229.30 369.75Other Liabilities & renders 656.87 771.96Total 6285.78 6968.32ASSETS Cash & balances withReserve Bank of India 256.16 311.29Balances with banks andmoney at call & short notice 253.41 262.08Investments 2619.62 2279.31Advances 2869.87 3743.17 dictated Assets 35.74 39.58Other Assets 250.98 332.92Total 6285.78 6968.32Contingent Liabilities 2017.46 2930.77Bills for Collection 316.90 247.81STATE BANK OF INDIA MARKET RELATED RATIOSMARKET RELATED RATIOS MAR 03 MAR 04 MAR 05 MAR 06 Market Price (Rs)(as on last day of the year/quarter) 270 606 657 968 Price to Book ratio (%) 0.83 1.58 1.44 1.79 Market Capitalization(Rs in Billion) 142.05 318.78 345.75 509.48 Earning Per Share( Rs) 59.00 69.94 81.79 83.73P/E Ratio (%) 4.58 8.66 8.03 10.40Analysis of Performance financial* Level of domestic investments remained stable during the half-year of FY 2005-2006. * Investment Fluctuation Reserv e amounted to 5.30% of eligible Investments. * During the half-year the Bank divested its stake in (Credit Information confidence of India Ltd. (CIBIL) from 40% to 10% and booked a profit of Rs.7.50 crores as a result of this disinvestment. * During the period, forex business on account of customers registered a growth of 28.80% on Year-on-Year basis. * NII of the Bank went up by 24.11% from Rs.6,333.89 crore in H1 of 2004-05 to Rs.7,861.19 crore in H1 of 2005-06. * Staff costs registered a growth of 9.11% imputable to wage revision. Other Operating Expenses of the Bank showed a growth of 10.41% in in H1 of 2005-06 as compared to H1 of 2004-05 * Total provender made for this half year were higher at Rs.2,984.21 crore as compared to Rs.2,536.02 crore made in H1 of 2004-05. Major furnishs are as under * Provision for NPAs at Rs.246.74 crore for the current half year (as against Rs.508.45 crore during H1 of 2004-05). * Higher Provision for depreciation on investment Rs.2,397.07 cror e (as against Rs.344.03 crore in H1 of 2004-05). * Provision for tax at Rs.400.09 crore (including deferred tax debit) as compared to Rs.1,449.97 crore in H1 of 2004-05. Provision for tax is lower mainly due to higher provision for depreciation on Investment. * The provision & contingencies for the Current Quarter (Q2 only) stood at Rs.767.56 crores, as against Rs.1,523.04 crores in the corresponding period of the previous year.SYSTEM DEPARTMENTInformation TechnologyATM Project* The Banks ATM network includes 5479 ATMs in India, which is the largest ATM network in the country. The Bank continues to expand this network rapidly. Customers can transact free of cost at the ATMs of the State Bank Group.* The agreement with VISA and Master Card International for acquiring ATM transactions has resulted in another revenue generation stream.Core Banking settlement (CBS)* The Bank is moving towards a centralized database and a Core Banking Solution, with capability for on-line, real-time tra nsaction processing. The Bank has brought 2165 branches at 437 centers under Core Banking Solution in all Circles, covering 38% business. * Implementation of CBS would substantially enhance the Banks capability in introduction of new and innovative products at very short intervals across branches and other value-added services to customers on a 24X7 basis, tone up internal efficiency through straight-through transaction processing capabilities on a centralized database and improve operational effectiveness in the areas, such as, integration of multiple delivery channels, single window for meeting all needs of a customer, better MIS and improved security.This will take the Bank to a superior technology platform leading to near-zero branch level system administration, centralized generation of reports and zero-effort reconciliation of inter-branch entries as more and more branches shift to core banking platform.* Core banking would integrate the trade finance, Treasury and ALM applica tions enabling efficient funds management and risk management capabilities. Value Added Services* College/Hostel Fee Payment through ATMs Covered more than 67 Institutions sunder this scheme.* Topping up of quick phones of Idea, Orange and Airtel transactions.* Opening of Internet Banking accounts through ATMs for cardholders.* ATM is increasingly used as cash point for SBI cards.* Issue of monthly/quarterly season tickets for suburban trains of Central Railway at CST Mumbai.* Cash as well as Cheque Deposit on ATM Facility has been madeOperational on a pilot basis.* Temple trust Donation facility now available for Vaishnodevi, Shri Sai Sansthan, Shirdi and Gurudwara Sahib, Nanded.Devotees can now offer their donations to these Temples through ATM.* Online collection of Application fees for penetration & JMET 2006. * MTNL, Mumbai Bill payment through ATM.PERSONAL BANKING FINANCE CELL To give focused attention to retail loans at branches, cells have been set up at 182 branches wit h many more to come.BUSINESS PROCESS RE-ENGINEERING (BPR) The bank has undertaken BPR exercise and has engaged an international consultant as Advisor for the project. The objective of BPR initiative is to strengthen the banks ability to acquire new customers, build lasting relationship with existing customers and increase customer satisfaction through world-class service quality.The BPR team is simplifying and redesigning processes to leverage the core banking solution platform. Strategies are being evolved for migrating transactions to full set of alternate channels namely, ATMs, Internet and Call Centers. The objective is to transform branches into sales and service focused outfits with all back-offices, non-customer facing transactions being moved out of branches to central processing cells.SINGLE WINDOW SYSTEM To improve customer service and to free the staff for marketing, single window delivery system has been introduced at 7446 branches.HUMAN RESOURCE DEPARTMENTHUMAN RESOURCE DEPARTMENT1. entering2. Human Resource Management at SBI3. Recruitment4. selection5. advancement6. schooling7.IMPORTANCE OF HUMAN RESOURCE MANAGEMENTIt has become the necessity for the organizations to keep HR Department because EMPLOYEES are the valuable asset of any organization. Each and every organization is concerned with personnel functions and that is the reason for keeping a check Human Resource Department.The personnel manager has the ultimate responsibility for all personnel and labor polices. This department helps the management in securing, utilizing and developing appropriate work force to achieve the organizational objectives.For this purpose, it performs several functions like recruitment, selection, compensation, promotion, transfer, training etc. It also relates to the maintenance of industrial peace and accord, Industrial Relations, labor welfare activities, etc.HUMAN RESOURCE MANAGEMENT AT SBIThe bank proposes to automate its HR processes with business objec tives. Thus the bank has decided to implement an HRM solution which would handle all aspects of HRM, including payment of wages and salaries, CTC, performance management, training management, fixed assets etc.STRATEGIC LEADERSHIP PROGRAMMESSuch programmes for officers in Senior Management grade, and Strategic HR initiatives were launched, and in addition,Revamping of the Training SystemIt was undertaken to meet future needs of the Bank which is under implementation.INDUSTRIAL RELATIONSIndustrial Relations includes maintaining the relations with the employees and colleague to maintain the industrial harmony and peace.In order to increase the responsibilities of Senior or Special Assistants, their passing powers have been enhanced and duties enlarged.RECRUITMENT AT SBIAs SBI is the government oranisation here for higher level of designation or post SBI prefers to follow the internal source of recruitment that is Promotion, Transfers, and demotion within the organization.As far as othe r clerical employment is concerned there is no recruitment going on for the post of officers and middle level jobs.The External source of recruitment is used that is Advertisement in newspapers, magazines and web sites.Here, major decisions regarding recruitment are taken by SBI Central Recruitment Board, Bombay.SELECTION AT SBIRECEIPT OF APPLICATIONSCRUTINISINGAPPLICATIONSRECEIVEDINVITINGRIGHT CANDIDATESFOR queryDIFFERENT TESTSFORSELECTIONSELECTIONOFTHE RIGHT CANDIDATEPROMOTIONSThe usual policy for promotion is to promote the person on the basis of seniority or merit. aloofness of service, education, training course completed, previous work history etc. are factors, which are given weitht while deciding on a operativeness, merit, honesty, many loose influences are powerful determinants of a promotional policy.PROMOTIONS AT SBIThere are three types of promotions at SBI * Fast Track Promotion* Normal Channel Promotion* Seniority Channel PromotionFAST TRACK PROMOTIONIt is applica ble to the employees who have completed 2 years of job.Such employees have to undergo* A written test and* Then group discussion and* Personal interviews respectively.More over, every employee should have secured 90 % and more marks and grade A in confidential performance appraisal report.NORMAL CHANNEL PROMOTIONIn this channel of promotion employees who have completed four or five years of their job are eligible and they have to udergo written test and group discussion and personal interview. Depending on personal records, performance appraisal, requirement of staff, grades and percentage in test, employees and promoted.SENIORITY CHANNEL PROMOTIONIt is basedon as the name suggests seniority level of an employee The promotion is given to them. As this type of promotion is only given to senior employees for the higher level of posts and designations, at times they have to also go for written test and at times they have to directly go for oral exams and interviews. Four scale of promo tion are there. In this type of promotion, employees who have done 12 years of job are eligible for scale 1 and scale 2 promotion while employees who have completed 14 year of job and carries minimum 50% marks are eligible for scale 3 and scale 4 promotion,TrainingBanks Training PhilosophyTraining in State Bank is a proactive, planned and continuous process as an integral part of organisational development. It seeks to impart knowledge, improve skills and reorient attitudes for individual growth and organisational effectiveness. State Bank of Indias experience in training spans more than four decades and is based on an in-depth understanding of the business and banking environment, domestic as well as international.TRAINING SYSTEM GOALS* Training* Feedback to corporate office to assist in policy formulation, product development * To act as a think-tank* An internal consultant* Organisational development interventions* To conduct customised on-site programmes at our branches * Interv entions at branch level for organisational development * look into & DevelopmentTRAINING METHODOLOGY* Knowledge* Lectures* Exercises* Questionnaires* Quiz* Group work* Interface/panel discussions* Skills* fiber studies* Exercises* Group work* Attitudes* Small group Work* Role play* Exercises* Interface/panel discussions* Customer interaction* Training media Audio-visual teaching aids and computer aided learningMARKET RESEARCH-IN HOME LOAN DEPARTMENTVARIOUS STAGES IN RESEARCHStage-1 PROBLEM IDENTIFIEDAt the very first stage in research the researcher has to clearly identify and define the puzzle. A well defined problem helps the researcher in the research. As it state thatA PROBLEM WELL DEFINED IS HALF SOLVED.My research problem is What are the experiences & difficulties faced by customers in getting Housing loan from SBI?Stage-2 identification OF RESEARCH OBJECTIVEIdentification of Research objective is very essential in any research because if the researcher fails to identify t he research objective he may fail in his research and the researcher can not achieve ultimate results.Research objectives are the end results.It directs and provides the base for the research plan.The objectives of this research are1. Primary Objective To identify the difficulties faced by the customers in getting Housing loan from SBI and to find the gape.2. Secondary Objective * To identify the expectations of the loan holders. * Based on the opinions and experiences of the customers, to give suggestions to remove this gape.Stage-3 RESEARCH PLANFor gathering the needed entropy the researcher needs to draw out the most efficient research plan based on well defined research objective.Designing of research plan includes the following1. Data source2. Research Approaches3. Research Instruments4. Research Methods1Data SourceIn market research data can be of two typesPrimary dataIn primary data the randomness is obtained from the original source by researcher. Here, information needed is the perception of the loan holders from SBI regarding the processes obscure in housing loans, which is only possible through personal meets with them so it is primary data source.Secondary dataThe data, which is already collected and used, previously, is secondary data. For meeting the loan holders I got the personal information like name, address, telephone number etc. from their accounts so that is secondary data.2Research ApproachesPrimary data can be collected in four waysFocus groupsSurveysObservationExperimentsObservational research and appraise research are two approaches, which have been used to meet the objectives of research.Observational research has been carried out simultaneously with survey research.3Instruments Used in Research Researchers have a choice of two main research instruments in collecting primary data. * Questionnaires and* Mechanical DevicesFor surveying the housing loan holders of SBI, the research instrument used is questionnaires for each of them individually.4Survey MethodsThere are two methods of survey* Survey of population* Survey of samples selected from the wholeTo carry out the research, the method adopted here is the survey of the samples. First step to Sample Survey is designing the Sample Plan.Sampling Plan basically deals with the following* Sample Size* Sampling MethodSampling Plan* Sample size-100* Sampling method -Simple Random sampling* Instrument usedFor survey -Questionnaire&Personal InterviewsQUESTIONNAIREInstruction a) The purpose is to make survey only.b) Information provided will be kept confidentialNAME _________________________________________CONTACT NO. _________________________________________OCCUPATION Business Profession ServiceMONTHLY INCOME 8000 to 15000 Above 25000 15000 to 25000* Had you visited other banks before taking loan from SBI? Yes No* Reason for selecting SBI Nationalized bank Lower interest rate Good facilities Lower cost active sanction* How you received the related information? In a single piece In bit of pieces* What was the gape amongst date of application and sanction of loan? 1 to 5days 5 to 10 days 10 to 15days 15 to 20 days More than 20 days* In your opinion, comparatively sanction process is Speedy Moderate Low* Within how many days loan amount was disbursed? 1 to 2 11 to 15 3 to 5 16 to 20 6 to10 More than 20* Did you face any difficulty in receiving disbursement? Yes No* In comparison with other banks the interest rates of SBI are Higher Lower Equal to other banks* Your suggestion ___________________________________________________________________________________________________________________________________________________________________________________________________THE RESULTS OF THE SURVEYDEPENDING ON THE VIEWS OF THE HOME LOAN HOLDERS OF SBI BASED ON THE QUESTIONNAIRE PREPARED.OCCUPATION OF DIFFERENT CUSTOMERSThe to a higher place indicated results shows that more of the home loan holders are Businessmen.There is not much variation bet ween service and profession class as the number of both the class of the customers are nearly similler.CLASSIFICATION OF THE CUSTOMERS ON THE BASES OF THEIR INCOME LEVEL BY DIVIDING THEM INTO SPECIFIC INCOME CLASSThe above graph shows that there is not much deviation among the different classes.More of the home loan holders are having the monthly income between 15000 to 25000. Those having monthly income more than 25000 are lesser.But looking to the overall scenario there is equal distribution among all thethree income class.NUMBER OF CUSTOMERS WHO HAD VISITED OTHER BANKS BEFORE TAKING LOAN FROM SBIThe graph shows that more of the loan holders had inquired, directly or through other sources like friends or relatives, other banks before taking loan from SBI.THIS SHOWS HOW THEY RECEIVED BASIC INFORMATIONTo the response of this question, more of the customers replied that they faced a little difficulty in receiving different information regarding basic information or the information ab out documentation.REASONS GIVEN BY CUSTOMERS FOR SELECTING SBIThe above graph looks very unevenly distributed but it is due to the reason that the respondents gave more than one answer to this question. Some told that more than one reason are there for selecting SBI.One of the reasons not mentioned through graph is TRUSTWORTHYNESS give tongue to by some of the respondents.GRAPH SHOWING THE TIME DURATION BETWEEN APPLICATION GIVEN BY CUSTOMERS AND LOAN SANCTIONED BY THE BANKThe above result is full of variations. During the survey, It was found that some of the first 22% customers got the loan sanctioned even within one day. On the contradictory part, some of 11% customers did not get the loan sanctioned even after 40 days of application. This was also due to the delay in submission of required documents by customer.IF THE SANCTION OF LOAN WAS SPEEDY FROM THE VIEWPOINT OF CUSTOMERSTIME TAKEN BY THE BANK TO DISBURSE THE LOAN derive TO THE CUSTOMERS AFTERSANCTIONINGGape between sancti on and disbursement is generally found to be 2 to 8 days after sanction of the loan.Some of the customer faced difficulty in receiving the disbursement of the loan. Few got the payment after a long wait of approximately a month. CUSTOMERS WHO FACED DIFFICULTY IN RECEIVING THE DISBURSEMENT OF THEIR LOAN AMOUNTINTEREST RATES IN VIEW OF THE CUSTOMERS OF HOMELOAN DEPARTMENTRESEARCH FINDINGS1. Liberalization in the loans is needed.2. It was found that most of the customers who got the loans sanctioned fast, received the disbursement faster and those who got the loan sanctioned late, got the payment late than the average time. Of course, this can be due to unclarity on the part of customer. 3. Customers want that they should be able to get all the information from one person only so that they need not to run here and there.4. Core banking should be fully helpful to the customers. In spite of core banking customers are still facing difficulty regarding flexibility for payment of installmen t. 5. Lower documentation should be there for the loans. As per customers view only really needed documents should be asked for. 6. Customers who got delayed sanction or delayed disbursement were dissatisfied and suggested to faster the operations of the bank.7. Most of the customers expressed view that they prefer SBI more for the home loans as it is very good, as compared to the other private banks also, as far as the home loans aspect is considered 8. Dissatisfied customers told that the operations involved in sanction and disbursement needs to be made faster like that of private banks. 9. Fast response to the various inquiries of the customers is needed. Some customers as shown in the results complained that they got the information from more than one person. 10. The infrastructure facilities like good interior and air-conditioned branchesshould be there.11. Customers expect to be treated with politeness and respect. 12. Customer care should be given more importance.13. More att racting facilities are needed.14. Customers should be given full knowledge about the services inquired. 15. More connectivity with other banks.16. Better bowel movement desk services are yet needed, customers are not yet fully satisfied with it. 17. For all the new coming schemes awareness should be created among people. 18. For entertainment of the waiting customers small T.V., Newspapers, Magazines etc should be there.SWOT ANALYSISSTRENGTHS* Nationalized Bank* Safety and security of money* Highest number of ATMs* Years of experience Century* Large Network* Government Support* Transparency in charges.* Experienced employeesWEAKNESSES* Rigid work culture* Lake of offspring employees* Excessive Documentation* Bureaucracy* All branches and Head offices are not having fully modern infrastructure.OPPORTUNITIES* Constant fear in the minds of customers towards Private Banks. * Ever expanding rural, urban, and international market.THREATES* Private Banks provides more facilities at low charges. * Shifting customer choice towards private banks.* Dynamic employees and greater technological product of private banks. * Customer satisfaction is high in private banks.SUGGESTIONS1. PEOPLE * Good suggestions coming from employees side should be appreciated and implemented. * Motivational package for excellent work at the bank should be offered. * Employee integrity and sincerity should be rewarded.* Make duty a desire of employees through Satisfying sociological, financial, status need of employees. * Work culture of employees should be like that of private banks employees. * Young and enthusiastic employees should be recruited for customer care services. All nationalized bank can join hands in this regard and can even seek approval from RBI. * System of hire and fire should be there for this new young employees up to particular age limit.2. PROMOTION * To increase the young customers step-ins, SBI can install in house cyber cafes to attract the young customers in premis es of SBI. * New schemes and constant recorded announcement of the products in the bank premises itself can attract the attention of customers visiting the bank at least during peak hours. * SBI is flooded by new generation products but they need intensive marketing especially for products like demat A/c, insurance, mutual fund and e-banking.3. PRODUCT * Mobile banking, bill payment services, online tax payments, NRI tax advisory, Investment solutions should be given importance. * SBI should have tie up with big industries, schools, NGOs, hospitals, commercial complex, colleges etc for coal scuttle the salary A/C of their employees. * Too much documentation and complex procedure should be reduced to greater extent. For example, if a customer is having A/C with any nationalized bank then a simple check can be used for cross checking of their identity. * Womens A/C At SBI study of profiles show that lesser number of women prefers SBI, while the fact is number of working women in Rajk ot is improving day by day.To capture this section of society, saving A/c offering with different schemes for women can be planed out.4. PHYSICAL ENVIRONMENT * Each and every counter should be named properly above the desk through hanging sign boards and name boards to minimize customer quarries. * Renovation is the need of SBI branches and good interior with pleasing environment is the demand of todays competitive edge. * confine system should be destroyed and customer-employee interaction should be without any glass partition between them. This reduces the status gap and offers warm helping hands to customers problem solution. * Departmentation in the banks should be such that customers dont need to ask anybody to search for required counter. * Chart showing the designation and department of concerned persons should be there inside the bank.

Green Case

1. What factors contributed to Andrew Keller starting the biodiesel rail line? Were you surprised at the reasons he gave for starting the telephone circuit? Do you think the decision to start the worry was wise? Why or why not? There were a number of factors that contributed to Andrew Keller starting the biodiesel business. Keller had always been concern with the environment. He was interested in coming up with a greener alternative to home heating and displaceing. This was a business venture that not many had interpreted on so Keller felt that it was a levelheaded opportunity.There were also some real personal reasons that Keller started this business. Through a phone call one day, Andrew and his married woman found kayoed that they would be taking in three children. Keller knew he needed to do something in parliamentary procedure to support them and this is why he took on this venture. Yes, some of his reasons he gave for starting the biodiesel business. I figured that his only reason for starting this business was to impact the Earth in a positive way. It was affect to read the more than than personal reasons.I do feel that the decision to start the business was wise. Starting up this business ca utilise him to take a huge risk of exposure but sometimes in life you have to do that. If you have a good idea, you need to just go with it because it can turn out to be in truth successful. 2. reason how Andrew Keller is a social enterpriser. What do you think were his qualifications in running the company? What do you see as his main weaknesses? Discuss an action that Andrew undertook that was both good for sustainability and the business.Discuss an action that Andrew undertook that may have been good sustainability but not good for the business. Andrew Keller was not as fortunate financially compared to separate entrepreneurs. To many batch, the time of the year when Keller started the business may not look very smart but it actually was. Kelle rs goal was to test the grocery and try to ca-ca early customers. He learned greatly from this experience. This is known as the soft market entry approach. It gave him the chance to make improvements before the temper for home heating began in the Northeast.Due to the fact that most people already have the fueling and heating company that they have made business with for years, it is concentrated to start up one. Keller was very smart when dealing with customers. In order for him to be successful, Keller needed to educate customers on his product and how it will benefit them. A major strength that helped Andrew with running his company is the relations he had with people. When opening a business, it is nigh necessary to you to have connections and Keller definitely did.Another one of Kellers strength was that he is great marketer. He was really good in finding ways to reach out to his customers. His main weakness has to be that he was more focused on how he was benefitting the environment and the social aspects of it rather than the profit he was making. He neglected the financial side of the business. An action Keller took that was both good for the sustainability and the business was when he started the Congreenience store. It promoted the sustainability for the company, educated more people, and brought much more business.Keller was always focused on doing the right thing for environment which was good for the sustainability but not always good for the business. He wasnt very much focused on making profit. 3. Do you think that Andrew Keller is well suited to be a successful entrepreneur, why or why not? I do think that Andrew Keller has the potential to be a successful entrepreneur, but he does inadequacy some qualities that are necessary for an entrepreneur to have. He definitely has the knowledge and skill but doesnt really have the mindset that entrepreneurs should have.One of the main reasons Keller started this business is because he was concerne d with the environment but in reality, it is not only about that. Keller should have been more concerned with the profit side. A successful entrepreneur is usually very much focused on becoming successful and making a lot of money and I think that Keller wasnt really focused on that as much as he should have been. I do not think he is well suited teeming to be a successful entrepreneur.He does have certain qualities that are good to have but he needs to be more aggressive with the business and not just the sustainability of the company. 4. What similarities do you think a sustainable business start up shares with a normal business start up? What differences do you think there are? Discuss an example of a business challenge that both Simply Green and a formal fuel principal sum share? Discuss an example of a business challenge that was rummy to Simply Green and would not have impacted a conventional fuel dealer from the chapter.A sustainable business and a normal business have ma ny financial similarities. They both start out needing capital. Also, they need to come up with a marketing strategy to plan how they are going to educate customers on their product. A business plan is also necessary in order to be successful and make profit. Differences include the fact that a sustainable business focuses on the sustainability of the environment and the company and a normal business does not do that. Unlike a normal business, a sustainable business looks for employees who care about the environment.A challenge that both Simply Green and a conventional fuel dealer share is the licensing and regulatory process of entering the fuel industry. Every fueling and heating company has to be regulated. A challenge that was unique to Simply Green and would not have impacted a conventional fuel dealer from the chapter is that Simply Green was entering a market that is very competitive and most people stay loyal to their fuel dealers for very long. Since Simply Green is a susta inable company, it is much harder for them to attract customers.Simply Green had to enjoin it more effort when selling their product to customers. 5. Discuss the charitable actions that Simply Green took in regards to customer accounts from failed fuel businesses in a triple nookie line context. Was this a smart business move? Why or why not? Simply Green was known for serving the community and this is a way they built their customer base. Several fueling companies went out of business and Simply Green took it into their hands to service the customers of these companies who are now out of business. They helped people in need.This was definitely a smart move because all those companies customers were now Simply Green customers. For their charitable actions, they received an award as well. This made them more popular and brought them more business. 6. Explain how Andrew Keller used low cost public relations to educate potential customers and promote Simply Green. Simply Green used d ifferent types of marketing strategies and public relations to educate potential customers. Their main focus was to do this without spending too much money. They did this by going almost any place to talk to people and promote their product.Andrew Keller said, We didnt care if it was a first graders classroom that we were going to, we would go in and talk. 7. Describe how you index use personal contacts to start a business venture. What would that involve? How would you start? What type of people would be most useful to draw on for schooling and resources when starting a sustainable business? When starting a business, it is always important to have connections. I would use personal contacts to start a business venture because you may know someone who knows someone and that is how you form connections.When starting a business, you need as much help and information you can get so you need to take advantage of people who you think may be able to provide that information. I would sta rt by listing names of people who I think may have useful information for me. People who have already opened a business and been successful with it would be the most useful. Also, it is important to be willing to talk to anyone. As Andrew describes it, it was important not to be afraid to ask people that might know somebody or that might have an in with somebody that might have information we were looking for.

Management Control Systems 4-6

counsel Control group 1 Main Case Study 4-6 Mini case study 5-2 turkey cock Breteler 930228 Max Leigh Norman 910904 Han delegacy Tran 831226 16/11/2012 Main Case Study 4-6 grand piano Jean Comp well-nigh(prenominal) Introduction This case study c everywheres case 4-6 of Management Control Systems, written by Robert N. Anthony and Vijay Govindarajan (2007, 12th edition). The case discusses dreadful Jean Company, a jeans manufacturing club, and describes several processes and issues in their organisation and focusing.In this report, we entrust we review and discuss the chief(prenominal) problems that awful Jean Company bets, analyse and propose solutions to these problems. During the course of this report, we will often refer to theory from the aforementi unitaryd literature, as well as international sources where needed. Explanations of concepts, theories and jargon will be given where necessary, but references will be provided in the end of the report easy reference . Lastly, we realise our solutions have their limitations and argon flimsy to be implemented easily, or immediately effective.But we believe that our proposed changes will tolerate the guild to reap the benefits from knowledge sharing and increased efficiency, as both appoint managers and contractors can coope assess to find the best practice to accomplish their tasks at hand. Background Grand Jean is a clothing company with a dour history, having been founded in the mid 18th century it has survived several great economic crises such as two world wars, the great depression in the upstart-fashioned 1920s and the 1970s oil crisis.Having survived so many economic shocks and still be operative as a profit open company, it is possible that this has ca dod top vigilance in Grand Jean to believe that the business organization model they ar employing is a sturdy model that always works. The scientific management model that was create in the 1910s where cost efficiency and cost a nalysis was prevalent then is something that we perceive is still prevalent now in Grand Jean (Anthony & Govindarajan, 2007). Their custom of key rhythmic pattern is very old fashioned * Focus on production quota for the factories. Budget estimating a coiffures future production by looking at historic production and add a little much for the following year * Using historic supervisoremployee ratio in that respect seems to be a lot of territorial mentality between the different departments in that each department focus on their own performance, and are spontaneous to intervene in another department to satisfy their own goal. The company also seemed to treat the management and employees at the headquarters more preferably than management and employees at production corrects.Problems In this section, we shall further discuss the processes and circumstances at Grand Jean Company and lay out the problems, and more importantly we will explain why they are problems. Firstly, we f eel that the company in overall is overly conventional and outdated, resulting in a general lack of flexibility. The companys processes and regulations are often strict and overly simplified, which has a interdict effect on the realistic day-to-day operations. One of these regulations is the relationships Grand Jean Company has with its ndependent contractors. Grand Jean has 25 company-owned manufacturing plants, which are responsible for about two thirds of the total production the rest is done by roughly 20 independent manufacturers. few of these contractors have long-standing relationships with Grand Jean, whereas some are very new and short-term. Contract agreements are made by the production operations vice president, Tom Wicks, and a ceiling price is set for each individual type of pants.If a contractor complies with Grand Jeans quality and reliability standards, they get paying(a) the full ceiling price, but if Grand Jean is unsure, a lower price is paid until the contra ctor has proven himself. This leads to a high turnover rate for contractors, considering the intense domestic and foreign competition in the garment industry. Strict demands combined with lower financial (as well as non-financial) support can be incredibly taxing for new contractors, resulting in them not reaching the desired quotas.Grand Jean then immediately terminates the relationship, and does not try to aid its contractors in any way that we have noticed. This is a waste of invested time and resources in the relationship, which could be easily avoided by contiguous collaboration and communication, combined with more a more flexible framework. The existing facilities are not practiced for a period of time which is an additionalwaste of resources. The key poetic rhythm that Grand Jean use to evaluate the companys performance are very outdated.The main focus throughout the company is to focus on production output and metrics that affect or can be derived from focusing on produc tion quantity e. g. production/year, standard hours/pair. However, in that location seems to be no consideration of metrics that affect the overall performance of the company. As mentioned before, the contractors that failed to meet expectations were usually just replaced by a new contractor in the analogous existing facility, this is an activity that impacts the companys overall performance, as time and money has to again be spent re-negotiating terms of agreement, setting up and starting time production lines.Overall the key metrics do not focus on activities that can have a more profound impact on the companys performance. The heavy focus on production quota causes the company to miss other aspects that could generate improvements e. g. in plant efficiency, gross profit margin, overhead- and back patch costs. The heavy focus on production also ca utilise some plant managers to hoard goods to be able to meet production quota. Grand Jean makes use of 5 separate marketing depart ments, this is motivated with the fact that they sell to different customers.We consider the department structure of marketing in the current state to be obsolete, because it doesnt make efficient use of the knowledge that can be obtained by having cross-departmental communication or by unifying the marketing department into one big unit. Having such similar functions in 5 departments creates a lot of overhead when it comes to research and demand forecasting. The 25 company-owned plants are treated as outlay centres, implying their save goal is to reach a quota at a price as low as possible. If the focus is purely on getting the last(a) cost per product possible, quality is likely to fall behind.Additionally, the plants are scat on a tight regulatory carcass based on time-and-motion systems resembling Taylors scientific method making it obviously outdated, made worse by the odd use of fixed learning curves implying learning curves are a system to be applied instead of an ongoin g process. Entire budgets are made extrapolating the production time for a single pair of jeans, and mass scale benefits are religiously pursued resulting in an extreme lack of flexibility which severely harms the collaboration and communication with the marketing department.A major problem as well is the restrictiveness of the production quotas. Like the budgets, the quotas too are extrapolated from individual production time per pair of jeans, and administered relentlessly the budgets are pre-made periodical one year ahead of time, and there is no indication of any adaptation be made during that year. This obviously leads to an inability to react to changes, and is overly simplistic to say the least. Additionally, the bar of budgets and quotas is raised monthly ( , because we expect people to improve around here (Anthony & Govindarajan, 2007). Shockingly, these decisions are made arbitrarily without regard to external circumstances. If a plant reaches the quota, it is decided t o have performed well, unheeding of delivered quality, and if not, the plant is considered to have been working at a sub-reasonable level of speed and efficiency. Grand Jean acknowledges worker turnover and absenteeism are big problems in the plants, still they do not show any awareness of any link from those problems to the strict quotas.Feedback is given monthly via phone, instead of in person, to see if the plants met the allowed standard boil hours compared to the actual labour hours, which is an accounting related principle that is often unsuited for practical issues such as production. This has negative consequences, the most disturbing being the plant managers retaining a safety stock when they exceed the quota, in order to make sure they can reach the quota again next year. This is done because production over the quota is not rewarded, and production is expected to increase from the year before, no matter how high the figures are.Considering Grand Jean has to turn down o rders every end of the year, this is a shame when it comes to the usage of resources, production and profit potential. Still, Grand Jean claims to look for other things but the quota as well when evaluating plants, such as the quality of the community relations and employee satisfaction. There are no concrete standards shown in the case for these measurements however, making the rating and bonus allocation system very arbitrary and subjective.This resulted in the finance and marketing departments being rewarded higher ratings than the production plants which is particularly questionable considering most top-managers are from finance and marketing backgrounds. To us, this smells of favouritism, which is never a basis for a proper rating system, which should of course be objective and fair i. e. have procedural justice. Also, it was issued in the case that offices are often understaveed because Mr. Wicks consistently adheres to the traditional supervisor/worker ratio of 111, although the fact simply is that that ratio is insufficient and outdated.Plant managers feared to deviate from that ratio due to the fact that Mr. Wicks managed a plant with that ratio. This causes the plants to run with a supervisor/work ratio that doesnt adapt to the changing external environment (Anthony & Govindarajan, 2007). Lastly, the company does not properly acknowledge the differences in engine room and equipment and age of the plants, instead Grand Jean demands equal performance from them all. This is obviously not prudent, and results in the older plants having more difficulties in reaching the quota.Proposed solutions The company needs to improve the communication channels between the marketing and production departments. It seems as though these departments are working completely independently from each other which is concerning as their relationship is one of the most important at bottom the organisation. Production relies on quantity targets set by the marketers, by havin g much more regular meetings, face to face rather than on the phone, there should be a reduced risk of drastic changes in quantity needed.It is more likely that a closer relationship between these departments will cause incremental changes in production which is much easier and cheaper to manage. Consequently there will be much less wastage or excess goods being produced. Continuing with the theme of collaboration, the 5 marketing departments need to work as split of the same unit, rather than individual units with the same name. The text edition refers to some departments going about their own business in order to meet aims and objectives, even if these actions have negative consequences for other departments.All departments in the organisation are trying to add look upon to the end product but this should not be done by trampling on others who are trying to carry through the same goal. The managers or each marketing department need to meet and ensure that no actions taken by t heir individual units have a negative impact for another. This is not to say there shouldnt be a competitive nature within the firm but it should be regulated so as not to cause harmful repercussions. At present, the rating system and bonus allocation system seems quite subjective and inexact.Firstly, the bias that occurs in favour of the financial departments needs to be eradicated. This could be done by outsourcing the task of rating the departments. As long as the external firm knew the industry and had a set of strict guidelines as to how to rate the performance of each department, there would be no bias and ratings between departments should be more evenly outspread out. Currently, there is no incentive for plants to produce at maximum efficiency because if they happen to go over quota, they do not get rewarded for doing so.This ties in nicely with the second aspect of the ratings system. The case provided no exact guidelines to which each department was being assessed. Mr Wic ks would call the departments and have a conversation about whether or not they met their production quota and generally how things are. The managers need to have face to face meetings and joint plant inspections in order to really gauge how production is execute this will give a much more accurate picture and enable bonuses to be allocated more precisely.Contractors produce around a third of Grand Jean Companys stock and as such, are an integral part of the production process. Instead of initially offering a lower price, Grand Jean could reduce uncertainty by allowing their contractors time to move up the learning curve by allowing them a lower quantity to be produced, which would be gradually increased once product quality and production reliability is delivered. Thus building Grand Jeans relationship with their contractors, and avoiding resource destruction, patronage the existing facilities being re-used.The reduced contractor turnover would increase the utilisation of the plan ts which will lend itself to increased production in the long term. As has been mentioned previously, some of the plants are up to 30 years old whereas some are as new as only 5 years old, however, there seems to be no allowance for this is the targets set by the company. It stands to reason that 30 years old technology is much more likely to breakdown, be more pricy to maintain, and be less efficient than 5 year old technology.Therefore, the quotas and maximum output of each plant should be heavily related to how new the plant and the technology is, presuming the staff are of equally skilled between the plants. Therefore, plant managers need to work more closely with market departments because they will be able to work out what targets are suitable for each plant rather than a one size fits all quota system which at present, isnt working particularly effectively. These new targets could be achieved through an initial meeting and assessment of the factory and review meetings every m onth to make sure the targets are being met.The current budgeting system is extremely primitive. The departmental managers review figures from the previous year and add on a few because they assume the efficiency has increased and the staff should have gotten better at their jobs. Whether these sweeping statements have some truth or not, it is obvious Grand Jean need to have a more specific budgeting and planning strategy. Using a more realistic budgeting system with more stretch would create actual learning curves instead of artificial, fixed ones.Due to more flexible targets and specific information from each individual plant capacities being used, coupled with the prospect of being rewarded for going over quota production, there should no weeklong be any need to hoard safety stock in order to meet targets later on in the year. Conclusion To conclude, it can be said that current affairs at Grand Jean Company are rigid and outdated, specifically in the areas of contracting relatio nships, internal communication, budgeting, and reward systems. Our written report has described and explained the main issues at hand, and provided possible solutions to these problems as well.With these fixes in place, we as a team feel that Grand Jean could greatly improve its way of doing business. Mini Case Study 5-2 North Country Auto, Inc. It is prevalent that in North Country Auto, Inc. (NCA) the separate business units operated more as independent companies than subdivisions within a company. The business units managers themselves were aware of the problematic dilemma that the focus on their own profitability caused to the overall result of the company even being in full aware that there were recurring situations that would have benefited the company had one department accepted a lower profit.The company lacks goal congruence between its business units, and Mr. Liddys endorsement of the current company structure doesnt do anything to remedy the current friction. Instead of focusing on activities that create true value towards its customers, the company is engaging in accounting activities that do nothing to remedy the lack of goal congruence. We think Mr. Liddy should abandon the current structure for the new car-, used car- and service department, and instead structure it up with main business units, new and used car sales as one and body shop as the second one, with the service- and parts department operating as support.The new and used car sales and body shop would operate as profit centres with the service- and parts unit operating as an expense centre. To create goal congruence within the company, the department performance dependant bonuses should be removed. Instead NCA should implement a two tiered bonus program, the companys performance should account for the larger part of the bonus program, to make sure that the department managers arent only thinking of their own performance.A suggestion would be to have a 20% department dependant and 80% company dependant bonus system. This would still allow a department with excellent performance to get a good reward for their above standard performance. This would increase the probability that the now different departments get through to work together to keep overall profits up and overall expenses down. Such a reward system would shift the personnels focus on the companys total performance.The company should implement on one unified IT-system to make it easier to share information and hence promote inter departmental communications, thereby increasing the possibility of achieving synergy effects from the collective knowledge within the organisation. Restructuring the workflow, IT-systems and organisational structure itself wont achieve any positive effects, if the employees and managers themselves dont embrace the new organisational structure, the whole reform will just end up being a new organization on paper.Hence why Mr. Liddy will have to be prepared to put in considerable effort to show that top management is supporting the new organisation that we propose. While it is possible to estimate a time frame for implementing a new workflow and information system, it is more difficult to estimate a time frame for when peoples behaviour will really change. Without a change in behaviour, there is very a low possibility to gain any synergy effects from the new organisational structure.To implement this new organisation we propose a parallel multistage process this requires top management to work on designing a new workflow, information system, organisational structure. And educate and quest department managers and employees to gain support for the new organisation to secure a working implementation. Bibliography Anthony, R. N. Govindarajan, V. (2007). MANAGEMENT CONTROL SYSTEMS. 12th Edition. Net MBA website. Online Consulted on the 12-11-2012. URL http//www. netmba. com/mgmt/scientific/ Appendix Proposal for new organisational structure for NCA.

Effectiveness of Using Handouts as an Aide in Teaching English

THE BODY Some students now a day ar not too serious in their studies it is because of innovation of some bad vices that can affect the performance of a student in school. But, handouts itself can improve the studies of a student. It can persuade them to field of study well, because if you have handouts, you can easily catch up your lessons. It can be easier for a student to study because, it countms like in only one material, it whitethorn contained any your lessons, you can easily review for your exam and for your studies.Handouts is something given(p) freely or distributed free. It can refer to materials handed out for presentation purposes or to a charitable gift, among some some other things. Always remember, handouts can be an aid and not a distraction when handled well. Effects of Handouts into Students Study Handouts gave big effect into our studies especially for those students who didnt listen attentively during curriculum discussion. According to Sazon, with the use of handouts, you are capable to review your lessons well, and it also serves as your reviewer or study guide both exam.Here are some effects of using handouts including Positive Effects and Negative Effects. Positive Effects. For most of us Handouts are staple of instructional life, but other say, 2 Their development is often a trial-and-error process. Like so many other aspects of instruction, we take the handouts for granted, their creation guided largely by intuition. The followings are some of the positive effects of using handouts into students study. 1. Serves as advance organizers, previewing and preparing students for whats to come. 2.Introduce activities, describe the task, offer advice on process and identify outcomes. 3. Provide a pay during a lecture, allowing students to read instead of listen. 4. Serves as study guides, containing summaries and highlights of key points covered in class or in the text. 5. Use principally to reduce the make sense of time spend copyi ng notes or diagrams from a board or screens. Negative Effects. The issue of whether to distribute handouts and materials has often been debated in National Union of Students (NUS) educational activity seminars with valid arguments for and against the practice.The main objections to distributing handouts and materials are that recourse to them will encourage students 1. to be distracted and inattentive and not write their own notes 2. to spot examination questions 3. not to attend classes 4. not to read beyond the contents as outlined and highlighted. Handouts Purpose into Students Study The purpose of handouts in our studies is for us to be able to help ourselves to cope up to our lessons easily. It is written information about what lessons we are taking up.It also gives information about the legitimate lessons. 3 Serves as Study Guide. Some students now a days didnt listen attentively during class discussion because of being bore listening into their teacher/professor. Other pr eferred to study alone. So, handouts that contain your lessons whitethorn help as a study guide. You can easily recall all of the topics that you didnt take up. According to Millo, handouts are real effective as a study guide for students especially for those who didnt listen attentively during class discussion.Persuades Students to Study. Handouts could be persuasive for those students, because it can easily capture the mind of one to review and study his/her lessons. According to Rufino, it (handouts) can persuades other to study well it may help a lot in gaining high score during examinations and in understanding the lessons very well. Effectiveness of using Handouts in Learning System Using handouts is one of the most important things in studying. It can give big effect into ones study that can improve his/her performance in school.According to Arellano, handout serves as a learning guide to student in understanding and learning a lesson or topic. It can be effective if studen ts maximize the use of it. Moreover, using handouts can gave big help especially into students study like in academic performance and test results. donnish Performance. It (handouts) help students perform well during discussions and activity inside the classroom. Since handouts contain important concepts/terms about a certain topic/lesson in a summarized format, it may help students do better and perform in their academic subjects. Test Results. Previous researches on the effect of handouts on student learning indicates that students who are given skeletal handouts usually perform better in course examinations than students who take all their own notes. In the table 1 and table 2, we can see the difference of test results taken from those students who use and didnt use handouts as reviewer. TEST RESULTS OF IV-VENUS (ESTIPONA HIGH SCHOOL MAIN) WITH THE USE OF HANDOUTS AS A REVIEWER. Table 1 WITH HANDOUTS 1. Angelo Catalan -16/20 15. Mae Ann Pasetes 12/20 2.Domimar Dulay -16/20 16. Einnor Ramil -14/20 3. Arvin Macasaquit -16/20 17. Jennylyn Ramilo -16/20 4. Marvin Palo -12/20 18. Karen Rose Ramilo -18/20 5. Gerald Pascua -10/20 19. Judy Ann Rufino -18/20 6. Aaron Paul Reyes -12/20 20. Ronalyn Salviejo -18/20 7. Mikee Balicao -16/20 21. Ma. Reiko Sawanaka -18/20 8. Danica Khresca Claudio -16/20 22. Allison Jane Sazon -18/20 9.Nica Cortez -16/20 23. Lizette Tagolog-16/20 10. Jeremiah Eclar -16/20 . 11. Arianne Joy Mallari -12/20 12. Ness Mateo -10/20 13. Christine Joy Millo -16/20 5 Table 2 WITHOUT HANDOUTS 1. Ninoy Pascua -8/20 9. Christine Reina David -8/20 2. John Michael Rivarez -0/20 10. Monica Briz -8/20 3. Renjunne Sagun -4/20 11. Christine Asanion -12/20 4.Nitt Ann Pascua -4/20 12. Jenkyn Pinili -12/20 5. Ma. Luisa Pascua -4/20 13. Emmanuel Mejia -12/20 6. Rowena Millo -6/20 14. Wendel Lacsinto -10/20 7. Analyn Lamique -10/20 15. Hero Guttierrez -10/20 8. Michelle Daal -10/20 From the illustration of test results, we can say that students who use handout s as a reviewer gets higher score than the other who didnt use it. As you can see some students in the second line (WITHOUT HANDOUTS) fail the exam. 6

Organizational Buyer Behavior and Buyer-Seller Relationships Essay

Business to furrow selling in like manner known as Industrial marketing is the marketing of goods & advantages to organizations including commercial enterprises, government and former(a) profit & non-profit institutions for use in the goods & services they in turn produce for resale to other customers or to facilitate the action of their enterprise (Reeder, & Brierty, 2002).Business to pargonntage market is characterized by few customers who buy in real large quantities and argon geographic solelyy concentrated. The customers be professional and quick of scent in their get approach. The nature of demand is derived demand, which is usually customized. The channels of distribution argon shorter and there is more emphasis on personal face-to-face communication. In this era of globalization the tune environment is characterized by intense competition.To sustain and grow in much(prenominal) a agonistical economic environment, business organizations are under tremendous press ure to manufacture a product or provide a service that is of optimum quality, is customized to individual customer requirements and is delivered on age at minimum possible price. The theatrical role of the providers is crucial in helping the business organizations to achieve this objective. To succeed and grow in such(prenominal) business to business markets business marketers imply to understand the Business Buyer Behavior and evolve close, enduring and long-term relationships. Business Buyer BehaviorUnderstanding the dynamics of business get behavior including the organizational get attend, the types of buying situations, forces influencing the organization vendee behavior, the composition of the buying center and the motives and the roles played by each member of the buying center is crucial for business marketers to identify profitable market segments, locate the various buying influences within these segments and reaching these buyers efficiently and effectively with pro duct or service offerings that satisfy their needs. The Organizational Buying ProcessThe organizational buying behavior is a process rather than an isolated program. It involves comprehensive phases or stages. The process begins with the recognition of a need for a product or service by someone in the company. Broad parameters for the desired product/service are because worked out. Detailed specifications and description for the desired product or service are developed. Once the company has defined the product /service it needs then the search for potential suppliers who can meet the needs begins, alternative suppliers are identified, asked to submit their proposals and the proposals analyzed.The short-listed suppliers are invited for negotiations and the final suppliers are selected. The order is then placed with the selected suppliers on the agreed terms. Finally the mental process of the firms tack oning the required products/ services is reviewed periodi plowy. The buying pro cess stage of the potential buyer for the marketers product or service testament have a major implication on the marketing approach to be adopted by the seller. Types of Buying Situations There are basically three major types of buying situations, namely the straight rebuy, modified rebuy and new-task buy.In a straight rebuy situation the buyer reorders a product or service without any modifications on a routine basis through the purchase department. In a modified rebuy situation the buyer may desire a modification in product/service specifications, prices, terms of supply etc. This situation usually involves more number of participants in the buying finish process. In a new task buying situation the company is buying a product or service for the first time. In such a situation the organization buying process is more complex and involves many more number of participants from different departments in the organization.The buying company also needs to decide on the product/service specifications, prices, deli very terms, order quantities, service terms etc. Forces Influencing Business Buying Behavior The organization buying behavior is influenced by environmental forces like changes in the domestic and global economy and changes in the technologies. The rapid strides made in information technology in particular Internet technology has had a major influence in the way businesses buy. For example most of the small and large business organizations buy computer systems from dell through its well developed website www. ell. com. Organization buying behavior is also influenced by the organizational forces like centralization and decentralization of purchase and strategic role and priorities of purchase prevalent in the given organization. The group forces influencing behavior include the composition, motives and the roles played by each member of the buying center. Buying Center It is the decision-making social unit of a buying organization and comprises of all members of the organization who are involved in the buying decision process.The members of the buying center will change depending on the product/service macrocosm purchased and the buying situation in which it is being purchased. The buying center members may play any one or a combination of the five roles namely, users, influencers, buyers, deciders and gatekeepers. Users are the members who will actually use the product being offered. Influencers are members who influence the purchase. Buyers are members who have the formal authority to execute the purchase.Deciders are members who have formal or informal power to select/approve the final suppliers. Gatekeepers are members who control the flow of information from the seller to other members of the buying center. The buying motives/objectives of each member of the buying center through which the members evaluate potential suppliers may differ. The motives may include task oriented objectives such as price, quality, service and R eturn on Investment and non-task oriented objectives such as recognition, promotion, increments and job security.Companies involved in business to business marketing need to clearly identify the buying situation, the stage or the phase in the buying decision making process for the product being offered, the various forces influencing the buying organizations behavior, the composition of the buying center, the role played by each member of the buying center and the criteria on which they evaluate the suppliers for each individual customer. Based on such an understanding they should evolve suitable marketing strategies for success.For example Unilever the British FMCG major may need new high-speed packaging equipment for its innovation in detergent small & mighty. Companies in the business of packaging equipment need to understand that it is a new task buy situation for Unilever. And the company may be in the need identification stage of the buying process. They need to have closer re lationship with the members from different functional areas like operations, engineering, design, finance and purchase who may comprise the buying center, understand the motives of purchase and the role played by each member.This is crucial because each of this buyer behavior characteristic will have an implication on the buying decision process at Unilever. This will help the supplier to evolve suitable marketing strategies to be the favoured supplier of Unilever. Relationship emphasis in Business to Business Marketing In the highly competitive environment that is prevalent today, suppliers have evolved into business partners. There is a major emphasis on close and long-term relationships in the business to business markets. To maintain the relationships, business markets must develop an intimate knowledge of the customers and minimal brain dysfunction value to it.Relationship marketing centers on all marketing activities directed towards establishing, developing and maintaining s uccessful exchanges with customers (Morgan, & Hunt, 1994). A strong relationship between the buyer and the seller is a win-win situation for both. The seller will have a competitive advantage over his competition and the buyer will have effective business solutions to his problem. The relationships between the buyer and the seller in the business to business setup are positioned on a spectrum with transactional exchanges on one end and collaborative exchanges at the other extreme with value-added exchanges in the middle.Transactional Exchanges focus on timely exchange of a product/service for a competitive price. Economy and necessity are the main motivational factors of such exchanges with little interest on the part of the buyer or the seller to extend the relationship. such(prenominal) types of exchanges may be pet by the buying organization when the purchase decision is not complex, the purchase is considered to be less significant to the achievement of its objectives, many sup pliers are available and the supply market is stable. Here the business marketer need not make any specialized investment in building relationships.For example the supply of procedure stationery and cleaning services may call for a transactional relationship. Value added exchanges focus on complete understanding of the present and future needs of the customer and meeting those needs better than the competitor by customizing the firms offerings to the needs of individual customers. For example Intel Corporation, a leading player in the semiconductor unit industry has understood the changing computer server needs of it corporate clients and has developed and introduced a new chip that lowers electricity consumption to a very great extent.This has drastically reduced the huge electricity bills of its customers like Google Corporation that maintain thousands of servers world wide (Edwards, 2006) Collaborative Exchanges focus on building a strong social, economic, service and technical ties over a long period of time for mutual benefit through reduced costs and increased value. Such exchanges are very crucial when the market is very dynamic, the complexity of purchase is very high and the product/service being purchased is very crucial for the performance of the end product of the buying organization.In such situations the switching costs involved in changing a supplier are also very high for the buying organization. For example Asin is the sole supplier to the Japanese car manufacturing major Toyota Motors for p-valve, a critical brake part used in all Toyota vehicles worldwide. Aisin works in very close collaboration with Toyota Motors and is highly involved in the product development process at Toyota Motors to keep pace with the innovations being made in the Toyota vehicles and meet the JIT production requirements of Toyota (Liker, 2004).Business Marketers have some flexibility in deciding where to participate along the relationship continuum. It basically dep ends on the characteristics of the market, the type and price of product/service being offered and the significance of product/service being offered to the buying organization. However rival companies are continuously functional towards taking away the best accounts and so also the requirements, expectations and the preferences of the individual customers keeps changing continuously.To meet these challenges business marketers must develop mutually beneficial relationships with individual customers by developing a deep understanding of their needs. Information should be openly shared to benefit both the buyer and the seller. The systems, procedures, and routines of the buyer and seller should be attached to facilitate operations. There should be very good cooperation between the buyer and seller and both should treat the buying situations as joint responsibilities.Both the buyer and seller should invest in processes and procedures that are necessary to meet the specific needs of th e exchange partners. Such mutually beneficial relationships between the buyer and the seller will result in better service to the business customer as the seller will be able to provide customized product/service solutions that precisely meet the individual customer needs. Conclusion Business to business markets are growing in volume as compared to consumer markets.The characteristics of the Business to business markets call for closer buyer seller relationships. Companies operating in the Business to business markets should clearly study the organizational buyer behavior with respect to the product or service they offer. They should decide on the type of relationship, ranging from transactional exchange to collaborative exchange, which they should adopt with each customer to gain competitive advantage in the intensively competitive business environment.