Arab Nationalism Essays - Law, Economy, Cultural Studies, Ethics

Arab Nationalism HARVEY: The global march against child labor was born in a conversation that I had with Kailash Satyarthi-- the very charismatic leader of the move to bring children out of bonded labor in India-- the head of the South Asian Coalition on Child Servitude. KAILASH: We have ample proof that the children are being used as slaves. They are bought and sold. They are tortured. They are confined to workplace. They are not able to leave their jobs. HARVEY: These are kids working in brick kilns, working in farms as a part of bonded farm labor, working in granite quarries; kids in sexual slavery, or being trafficked across national or state boundaries for sexual purposes. Those are the kinds of kids that this global march is an effort to highlight. MARCHERS: Global March! HARVEY: So we decided that the global march was a way by which we could bring international pressure to country after country. This was not just a simple protest. Along the way, organizers met with community groups like this one to try to link local concerns with the March's broader goals, which resonate with people in Thailand. They're still reeling from the collapse of their currency. SULAK: Economic growth must take human dignity, human rights, environmental balance, into consideration. In the wake of Thailand's financial crisis, Buddhist Scholar Sulok Sivaraksa, like many activists, sees growing poverty in human rights terms. SULAK: We have more prostitutes than monks. We have child laborers. We destroy our environment. The people in Bangkok itself, 20% live in slums. And many people don't even live in the slums, they live under the bridges and so on and so forth. And yet people feel these are not human rights issues. The Global March is just one new cross-border tactic--an illustration of how globalization from above leads to a globalized resistance from below. KAILASH: But in the case of children, in the case of poor people, they have no calculations of their profit margins. They always think of their compassion, their love, sharings, taking care of each other. So that is the real globalization. So I believe that we have to learn from those children how to globalize the world. Whether we learn from innocent children, worldly business leaders, or concerned human rights activists, one thing is clear, globalization is here to stay. In a world that is becoming more connected and interdependent, a curious collection of politically strange bedfellows has begun to coalesce in a search for solutions to complex global challenges. In the process, they are discovering some surprising things about this world-- and about themselves. Amnesty International's Pierre Sane. PIERRE SANE: We do not expect business to become a human rights defender. We know that if business adopts a human rights language and behavior, it will be as a means to the long-term objective of securing greater and greater profits. For us, human rights is an end, it's an absolute. So there is a journey that we can go together. There is some tactical alliances that we can develop. GOULDING: It's perfectly possible to have a two-track approach to this where some people very properly focus on the business engagement issues and others focus on the human rights agenda. Many companies in the global marketplace are trying to become what they call global corporate citizens, and some even say human rights are now part of their business principles. Shell Oil's Alan Detheridge DETHERIDGE: Companies like Shell have a role to play in promoting human rights. Not just the rights of its staff, not just the rights of contractors who work for us, but promoting rights more generally, and certainly within the communities in and amongst whom we operate. As corporate leaders grapple with how to respond to human rights challenges, human rights activists are abandoning their traditional focus on abuses by governments. They are now confronting the many impacts of globalization that we have explored in this report. GAY MCDOUGALL: There's been an explosion of human rights organizations all around the world that are now in touch with each another, and are now beginning to talk more and more about common problems, common strategies. It's no longer just the question of a human rights organization that focuses solely on the problems in their country. But they're seeing the link between the problems in their country and problems across borders, regionally and internationally. Both Globalization's proponents and critics, see the fight for human rights as a major challenge. HORMATS: I think there has been a lot of improvement in human rights

Societys Cave essays

Society's Cave essays No matter who you ask, Hobbes, Locke, Rousseau or any other great philosopher they will always tell you that Plato was and always will be the greatest philosopher. Plato is known for great thoughts and feeling about the government and the way their social and political issues are handled. He used a very effective and intelligent way of writing his thoughts. He used a technique of exoteric and esoteric writing. The exoteric level being a level that everyone could understand and the esoteric level was only comprehended by the intelligent. By doing this he protected himself from the government. He learned from Socrates whose life was ended when the government had enough of his ridicule and rebellions. Plato was much smarter and got his point across without the government ever knowing. For example, Platos "Allegory of the Cave" from The Republic, which was a childrens story about a cave, but it also had a esoteric meaning that was letting the intelligent know what the government was doin g. Platos technique has been effectively repeat many times and his messages apply to many of the current issues in todays society. The exoteric level of the story, which comprehended by most, is about an underground cave which is pitch black except for a dim fire. There are some men bound by the neck and ankles, totally restricting movement, in the bottom of the cave. They have been faced towards the wall of the cave and all they can see is the flickering light from the fire behind them. Occasionally they can see the faint shadows of other men standing in front of the fire. The men can also hear their voices echo off the wall which they are facing. The sounds and visions that the men hear and see are both false, they are not the actual thing. The echoes are reflecting off the wall as well as the shadows that they are seeing. One man finally breaks free and makes his way up the cave, it is a hard and long climb but he makes it out. ...

Sociology Essay Example | Topics and Well Written Essays - 1500 words - 13

Sociology - Essay Example Looking at the daily newspaper and the stories of violence between white Australians and Lebanese-Australians or violence perpetuated against Indian students in Victoria, one senses that racism is an ever-present aspect of the social condition here in Australia. Seeking to explore social stratification and racism through my personal experiences working in this country, the following will discuss this concept with relation to major sociological theories. Following this I will apply the issue of social stratification to modern Australian society and conclude with an overview of the major issues discussed. What have been my experiences with racism here in Australia? Have there been positive aspects about race here? What emotions and symbols are associated with my racial experiences in this country? How has this impacted your life? What could have happened differently and what would I change about race in this country? These questions and many more will be explored in relation to my anal ysis of racism and social stratification in Australia. I now turn to an analysis of social stratification through an exploration of the major sociological theories (Shaefer, 1998: 254-266) Functionalism, one of oldest theoretical perspectives within sociology, focuses on the individual within society and seeks to apply scientific method to the social world. Furthermore, Functionalists argue that society is in fact an organ and espouse what is described as the organic unity of society. Thus, social systems exist for Functionalists because institutions themselves serve a variety of purposes (re: functions). Social systems are homeostatic and work to maintain equilibrium. Equilibrium is achieved, according to this theory, through socialization, where members of society are taught basic values and norms of society. Social control mechanisms – also known as sanctions – help maintain social equilibrium and keep individuals within the social unit in check.

Develop the fundamentals of strategic plans for the Ford Motor Company Essay

Develop the fundamentals of strategic plans for the Ford Motor Company and the Toyota Motor Corporation - Essay Example Two major competitors in the automobile industry are Toyota Motor Corporation and Ford Motor Company. This paper seeks to develop the fundamentals of strategic plans for the two competing companies including their SWOT analyses. Toyota Motor Corporation Toyota Motor Corporation is a Japanese based automobile company that sells its brands locally and in the international market. Having been established in 1937 by Kiichiro Toyoda, the company was the largest producer of motor vehicles in 2012. Based on its expansive market, and the high demand of its brands in the international market, the company whose headquarters are based in Toyota, Japan has employed large number of employees in all its departments. One of the major aspects that have made the company to attain a competitive edge in the market is the extensive marketing strategies that the company has adopted in all its market segments. For example, in the US market, the company has embarked on extensive promotion of its brands esp ecially in the North American region. Apart from sponsoring of sporting events, the company has maximized on the concept of ownership experience (Thomas, 1969). This has made it to come up with marketing slogans such as: You asked for it You got it. Oh what a feeling, Get the feeling and Lets go places among others. In the Japanese market, the company has established a dealerships which includes Toyota Store and Toyota diesel store that helps the company in its distribution strategies. Being a market leader in the automobile industry, Toyota has effectively enjoyed strong customer loyalty based on its luxurious as well as executives brands. Some of the notable brands the company manufacturers include Toyota Yaris, corolla, camry, Estima Sienna, Prado, FGortuner, RAV4, Venza, FJ Cruiser and full size Avalon among others. Based on the wide product portfolio, the company has effectively met the needs of its customers. Another aspect that has made the company achieve a competitive posit ion in the market is the use of Toyota Way strategy (Liker, 2004). This entails all the business methods and the managerial values as well as philosophies such as Just In Time (JIT) that greatly assist the company in its global operations. The five major principles that guides Toyota Corporation in its activities includes challenge, improvement, go and see, team work and respects within and outside the company premises. Ford Motor Corporation Ford Motor Corporation is an American based corporation whose headquarter is located in Michigan, US. Having been established by Henry Ford in 1903, Ford has a long history in the production of automobiles. Based on its production outputs, Ford is the fifth largest producers of automobiles. One of the key aspects that make Ford distribution system significant are the production facilities and plants located in 90 regions (Wilkins and Frank, 1964). Additionally, the large number of employees is key in ensuring that the company brands are effecti vely marketed and distributed in the various markets. The company organizational structure involves the executive management that includes board members who includes Stephen Butler, William Clay, Ellen Marram, Irvine

City bank Research Paper Example | Topics and Well Written Essays - 1000 words

City bank - Research Paper Example Despite business operations having an immense impact on the global economy, the economy as well can be said to have impacted on the businesses hence a two way affair. The global economy is surrounded by political, economic and social forces that must be highlighted in the bid to describe how the Bank’s business has influenced the economy (Starrett 2009). The free operation environments that have been advanced, environment that capital is freely movable and barriers to trade have also been eliminated hence free flow of finances. As a result of business operations and wellness in coordination, the global scene has realized a massive growth for businesses to become multinational corporations. Inventions and innovations as a result of idea generations globally have created a lot of new commodities. Moreover, management efficiency of the Bank due to businesses being in a position to attract highly qualified staff from every corner of the universe and in bulk. Labor cost in the global economy have also since reduced due to the unlimited supply of the labor itself as well as its mobility has made it easily accessible and readily available for most business ventures and the question which remains is its affordability. International political decisions, otherwise called foreign policies are highly dictated largely by world economic power houses. This power is achieved depending on the control that such countries posses in the world business arena, the US where the bank originates commands the bigger share of the world economy. In the past countries have been witnessed to collude and come together on the basis of their GDP. The so called G8 or G10 of the current is composed by the world economic forces and they influence all the decisions undertaken upon the surface of the earth. Such decisions are normally geared to only favor the bank and their operations (Starrett 2009). International wars and crimes have normally been propagated due to the fight of supremacy

Porters Five Forces: Non-Conventional Energy

Porters Five Forces: Non-Conventional Energy The Suzlon story being in 1995 with just 20 people; and in a little over a decade has become an epic. A company of over 13000 people, operations across the America, Asia, Australia and Europe, fully integrated manufacturing unit on three continents, sophisticated RD capabilities and market leadership in Asia, ranked 5th in terms of global market share. The seeds of the idea that became Suzlon were sown by Mr. Tanti venture into the textile industry just as began in its booming years. Faced with soaring power costs, and with infrequent availabilities of power hitting his business hard Mr. Tanti looked to wind energy as an alter native. His first brush with wind energy was as a customer, having secured two small- capacity wind turbine generators to power his textile business. The company registered revenues of INR 12 Crore in the first year, and has since achieved consistent growth, registering revenue of USD 1,405 in FY2008- just a decade after inception. The company went public with a highly successful IPO in September 2005. The issue was oversubscribed over 46 times, and led Suzlon to rank amongst the Top- 25 Indian corporations in terms of market- capital. Today Suzlon is being ranked the 5 leading wind power equipment the manufacturer with a global market share of 7.7%. The company seized market leadership in India over 2,000 MW of wind turbine capacity in country. The company adopted innovation at the very core of its thinking and ethos. Suzlon combined this with another visionary step full backward integration of the supply chain. Suzlon by this approach has developed comprehensive manufacturing capabilities for all critical components in our wind turbines bringing into play economies of scale, quality control, and assurance of supplies in an increasingly supply restricted market. Taking this focus forward, Suzlon acquired Hansen Transmission of Belgium in 2006. The acquisition if the world second leading gearbox marker gives Suzlon manufacturing. Suzlon RD strategy brings emphasizes the need to lower the cost per- kilowatt- hour, in order to create ever more competitive technology and products. This step has success in the rapid global expansion of Suzlon business with orders from Australia, Brazil, China, Italy, Portugal, Turkey and the U.S.A We have set forth to fulfill the vision of company as global as the wind. Starting as unknown player in a nascent industry in India, Suzlon grew to become the leading player on India wind power stage, and from there has grown to rank among the Top- 5 wind turbine manufacturers in the world. Mission of Suzlon Moved to towards the state where being a socially and environmentally responsible citizen is integrated within all our day to day to day business processes. Establish a truly Indian company producing Windmills with Technology suitable for India and to manufacture and market in our own brand name. Mission Minimum 20% Net Margin Minimum 50% Asian market share Minimum 60% Indian market share Minimum 25% Global market share Minimum 40% Growth Vision of Suzlon Suzlon is today a major force in the global wind industry, from human beginnings in 1995, to ranking 5 worldwide, with 7.7% of the global market share in just over a the decade. Already among the top five, Suzlon vision is to be a technology leader, to be among top 3 wind energy companies in the world by leveraging technological leadership and commercial acumen to exceed customer expectation and most respectable brand which grows fast is the most profitable company employing the best team in the sector. Vision Statement:- To be the technology leader in the wind energy industry. To be among the top 3 wind energy companies in the world. To be the most respected brand and preferred company for all stakeholders To be the best team and best workplace. To be the fast growing and most profitable company in the sector. COMPANY PROFILE SUZLON ENERGY LIMITED- OVERVIEW Suzlon Energy Limited traces its roots back to 1995, when the company took its first step on renewable energy stage with its incorporation. Suzlon began journey to the forefront of the wild energy industry with a small but significant project to supply wind turbine generators for a 3.34 MW wind farm project in Gujarat, India. In little over a decade, Suzlon has grown to rank as the world 5 leading and India the and Asia leading manufacturer of wild turbine, with over 2000 MW of wind turbine capacity supplied in India and across the world of USD 675 million, CFS FY 2006, with current order book exceeding USD 1.7 billion. Technology- Suzlon today develops and manufactures technologically advanced, high-performance and cost- efficient wild turbine, to meet the diverse need customers all around the world. In India, Suzlon offers customer end-to-end wind energy solutions, including wind resource mapping site identification, site development and installation, and finally operation mainten ance services. This allows Suzlon to offer Indian customer economies of scale, and eliminates the need for customer involvement in the complex process of wind far m development. Wind farms- Suzlon has developed and impletion several large-scale wind farms throughout India the integrated solution approach. The principal advantage of this approach is the economy of scale: the larger the wind farm and more the number of WTGs- the lower the infrastructure cost per-wind turbine. Similarly, larger project have lower operation and maintenance costs per kWh due to the efficiency obtained in managing a larger wind far m. Among Suzlon many large project are: The Kutch Wind Farm, Gujarat: Asia largest wind farm developed and operated by Suzlon, it has more than 750MW of wind power Capacity, already installed, furthers capacity addition is in progress. This wind farm comprises of Suzlon time tested wind turbines of 600kW, 1250kW, and 1500kWCapacity. The Dhule Wind Far m, Maharashtra: The Dhule wind farm is Asia second largest wind farm with an installed capacity in excess of 675 MW. This wind farm comprises of Suzlon time tested wind turbines of 600kW, 1250kW and 1500kW capacity. New Products- Suzlon aims to drive global market share growth through expanding its product line with models customized to meet customer need as well as specific wild regimes, as seen in the new S52 600 kW and S82 1.5 MW wind turbine models. In addition to this, Suzlon aims to improve the cost efficiency of generating power from wind through technology enhancements, and optimizing locations and sitting, to the end result of maximizing power generation while driving down the cost of power generated from the wind. Technology integration- Suzlon as an developer of WT Gs has developed design, development and manufacturing capability for all major components, development and manufacture of rotor blades, turbine, and tubular towers, control equipment and Nacelles covers. The company has implemented a far reaching backward-integration strategy that has brought the manufacture of all critical components in-house. Today the company, in association with subsidiaries, manufactures rotor blades, tower, nacelle covers, generators, gearboxes and all other critical components in its value chain. The QA department at Suzlon not only takes measures about the quality control i.e. the product is good or bad, accepted or rejected, but it gives assurance to the customer for the quality electricity production backed by revenue generation. Regular audits are also conducted by QA inspectors at various sites for the scrutiny of tools, equipments and processes. Suzlon backward integration strategy is driven from the point of view of increasing in-house manufacturing and allied capabilities leading to lowered WT G costs, greater quality assurance, and a secure Supply Chain. While Suzlon looks to vertically integrate, the company is also pursuing a distributed manufacturing strategy with dedicated manufacturing facilities set up at key locations across the world to supply and service international high growth markets. Today, Suzlon has facilities in Belgium, China, India, and the United States manufacturing everything from components that go into turbine, to complete wind turbine generators, and supply markets around the world. Suzlon integrated wind turbine manufacturing facility in Tianjin, China; and rotor blade manufacturing facility in the Pipestone, United States are geared to support these high growth regions with dedicated delivery capability, enabling a flexible to the local markets, and lowered logistics costs. Suzlon today develops and manufactures technologically advanced, high- performance and cost- efficient wind turbines. These services are developed to specifically meet the diverse need of customers all around the world. Suzlon offers customers end to end wind energy solution, including wind resource mapping, site development and installation, and finally operations maintenance services in India. This allows Suzlon to offer Indian customers economies of scale, and eliminates the need for customer innovation in the complex process of wind far m Development. Suzlon order book position is a reflection of its strong market position and consistency in delivering to their customers. The order book stands at around USD 4,335 million. Suzlon domestic order book position is for a capacity of 441 MW and international orders For 3,726 MW. Suzlon primary customer s in India include companies that have manufacturing facilities with high power consumption. These companies have high profitability and seek investment opportunities with stable returns. In India, Suzlon casters to leading corporate houses like the MSPL Limited, Bajaj Auto Limited, Tata Group and Reliance, to name a few. Suzlon has driven a focused effort to make wind turbine more reliable, consistently delivering availability rates to customers, beating global standard higher than 95% on an average. Suzlon has set new standards with record breaking contracts that have been signed with top wind companies around the world. Majority of the orders have been signed with top wind energy compa nies in the state. Suzlon Wind Energy Corporation has signed agreements with Edison Mission Group (EMG) of Irvine, California and after repeat orders EMG holds more than 630 MW of Suzlon wind turbine capacity in the United States. Similarly Suzlon relationship with John Deere Wind Energy (JIDW) started with its investment in several Minnesota wind power projects, but quickly expanded to Texas and recently Missouri. Suzlon has successfully entered the Chinese Market, which is one of the world fastest growing economies, with five important contracts with a total of 233.75 MW, of which 12 MW ar e installation and 221 MW are planned installations in 2007. A contract with Australian Gas Light marked Suzlon entrance into the Australian Market. Another key high-growth wind energy market Suzlon has entered into is Brazil though a contract signed with SIIF Energies do Brazil Ltd. The project is poised to double Brazil current installed capacity of 200 MW. Suzlon has adopted an innovative ap proach to its value chain, enabling the company to deliver customized solution to a variety of needs across the world. Suzlon has developed a fully integrated value chain with control over all critical components- gearbox and generator technology, to tower, rotor blades and in the end complete wind turbine. India, the world 5th largest market of wind energy is Suzlon largest Asian market and a critical hub for manufacturing. The Suzlon group head quarters is situated at Pune, in Maharashtra. State-of-the-art research and development centers, manufacturing facilities, wind farm projects, training campuses and a network of offices are spread across India. Suzlon has been the market leader in India with more than 4400MW of installed wind energy projects in 8 states. In India wind energy sector, Suzlon has maintained its No. 1 position with the highest year-on-year market share since 10 consecutive years. In FY 2008-09, Suzlon had a market share of more than 50% in the Indian market. Suzlon has grown its cumulative installed base by 400% in the last 5 years since FY 2004-05. Key Customers Suzlon revolutionized the wind energy segment in India with its unique end-to-end solutions. This hassle-free business model has enabled over 1300 customers from a variety of industry sectors and regions within India to invest in the wind energy sector with ease and confidence. Suzlon customers in India include small, medium, large scale businesses, private and public sector companies, power utilities, independent power producers (IPPs) and even high net worth individuals (HNI). Many of these customers do not have prior exposure or expertise of the power sector. But they clearly saw a big opportunity in the power generation business in a fast-growing, energy-starved market like India. Suzlon supported them with its proven technology, expertise and the comfort of end-to-end solutions to help them harness this opportunity. Following is a list of some key customers who have relied on Suzlon experience and expertise for their wind energy projects. Porters Five forces model Bargaining Power Of Supplier Is It difficult or costly for Suzlon to switch to another supplier? Towers are very costly as it accounts for 26.3% of the total cost and its partial demand is met by in house production but in that it is going for expansion by year 2009, but upto that time it has depend upon other supplier, the cost of rotor blades account for 22.2% and for the rotor blades its complete demand is met by in house production located in India, China and U.S so for that it does not have to depend on any supplier. Gear box manufacturing costs 12.9 % and also it is manufacture by only two companies and from that one is acquired by suzlon itself but for the partial demand it has depend on only one supplier so in this case bargaining power of supplier is high. In the case of generators there are many manufactures and also many companies are specialized in it. Moreover it account for only 3.44% of the total cost and in yr 2009 it is going for expansion so in this case bargaining power of supplier is moderate to low. Thus overall we could say that the switching cost is modera te to low. Demand Supply Gap:- According to Tulsi the major challenge face by the wind power industry is not the market but the short supply of the products. Also GEs order book is full for the year 2008, 09 and also half year of 2010. Thus clearly there are certain inputs are in short supply. Gear box :- Acc. To CEO with gearbox its not as easy to increase capacity as it is with other components. You need a lot of equipment, from gear cutting machines to heat treatment facilities that may it is a very capital intensive business. So increasing capacity involve a huge investment compared with, say, blade manufacturer and that take time. Thus there is clear pressure in the Gear box manufacturing facility. But the company has acquired Hanson ltd so partial demand is met by suzlon itself and also it is going for expansion so for only partial demand it has depend on other supplier so there is a less problem of short supply of gear box for suzlon as compare to other producers. Rotor blades :- A crucial component requiring sophisticated production techniques, global supply is dominated by independent blade maker LM Glasfiber, which has about 27% of the market. All the major turbine manufacturer apart from GE energy and RE power produce most of their own blades. But suzlon is going for capacity expansion by 2009 so for that it does not have to much rely on other supplier. Hence the bargaining power of the supplier could be considered moderate to low. Generators:- Supplied to the wind industry by a number of large companies such as ABB and Siemens, and dedicated supplier like Gamesa and suzlon . No signs of a shortage of supply. And also suzlon going for capacity expansion by 2009 so most of the demand is met by itself. Thus the bargaining power of the supplier is low. Tower:- There are many manufacturers of the towers in India and also across the world as it does not need high precise engineering as in the case of gear box. And in tower also it is going for capacity expansion so for that also it do not have to rely on other suppliers. Thus we can say that the bargaining power of the supplier is Low. Controllers:- The controllers are made by many industries so it is not the key issue for the company. In this case the bargaining power seems low. Thus the overall we could see that the bargaining power is moderate to low. Whether it makes good economic sense for the industry to integrate backward? The cost of the switching is low to the products it can be proved from the above graph. So the buyers can easily move from one company to another company. The number of buyer is small volume is high In the case of big wind turbine manufactures they do not take order of less than 750kw which is considered to be a big amount by most of the suppliers. Thus the client buying the turbine are important to the wind turbine manufactures. Thus the bargaining power of the buyer is generally high in case of particular customer. Also there is strong demand from the buyer which could be seen from the strong growth rate of the company. Thus we should take advantage of both and we would obtain average of it i.e moderate. Buyer demand is weak or seller are scrambling to secure the market: The cumulative growth rate of the industry is around 25%. Thus it could be considered it is an high growth rate industry. Thus the buyers demand is high. In case of seller it is found that the challengers and its few challengers are only increasing their market share where as small or mid size companies are scrambling to secure the market. Thus in this condition the buyers bargaining power could be considered moderate. Buyer are well informed regarding the prices, costs and products The customer are well informed regarding the products of suzlon; they can directly go to the companys website and get the required information of the product. In case of prices they are not shown at the website at the same time while contacting to the company person also they give round about prices of the wind turbine. In case of total costs of wind turbine it largely dependent on the land acquisition cost, set up cost, logistics cost etc and hence it is very hard to get exact cost. In this case the buyers bargaining power could be considered moderate. Buyer cannot easily go for backward integration There is a low threat in integrating backward for the company which have not been up till now in this particular industry because of following factors High Entry barriers: only to set up a gear- box manufacturing plant it takes more than 100 million dollars. To set up a rotor blades plant of 350 sets it take an investment of 35 crores. So like this all the other parts like tower, generator, panel etc also required huge investment. So there is not easy for any buyer to go backward. Unavailability of skilled labor: The skilled labor in this industry is not adequately available as per the Vestas CEO. Thus in this case it seems that the buyers bargaining power because of skilled labours and high entry barriers is low. Thus overall the bargaining power of buyer could be considered to be between low to moderate Threat of new Entrants into the Industry Brand Preference : There is a clear brand preference in the wind energy industry it could be understood by the market share of the company. The market share of Suzlon is 48%, Enercon is 27.6% and NEG- Micon it is 11.9 %. Thus overeall there are 3 companies which shares 87.51 % of the industry, Even in the remaining 12.5 % 5.54% is of Vestas. Thus the clearly the customer have brand preference of this four companies compare to other brand . Thus for new competitors the threat to enter the industry is high. Exit barriers : Exit barriers in this Industry are very much high because it required a huge investment to start the business and the payback period is also long about 8 years. So for every player its not easy to exit from this highly capital intensive Industry. So due to that the threat from new entrance is low. Capital Requirement: The capital requirement in the wind turbine industry is very high. To set up manufacturing facilities of rotor blades set of 350 set is 65 crores. Similarly to set up a gear box unit it requires 100 million dollars. Thus the potential entry of the new company is low. Access to distribution channels: all the companies are using direct distribution channel, hence it is not possible for a new entrants to access the distribution channel of other company. In this case also the potential entrant is low. Regulatory Policies Government Regulation of Energy Markets: clean energy companies are highly dependent on government subsidies and support to bring in revenue, given that oil, coal and nuclear are cheaper, well established energy sources and hold oligopolistic control over the world- wide energy market. Given this dependence on the government, many environment and social movement are focusing on pressuring the government to pave the way for a transition to renewable. Furthermore, many government endorse local renewable as an alternative to foreign fossil fuels, in an attempt to create energy independence. Government support of renewable is taking place on local, national and global scales. In this case the entry of the potential entrants is high. Tariffs and international trade restrictions: The international trade and tariffs are supportive thus the companies are benefited from it. The government through out the world are giving high incentives to this industry. Thus in this case because of supportive nature to encourage this industry the threat from the new entrants is moderate. Thus overall the threat from new entrants is from low to moderate. Rivalry in the same industry Oligopoly market: suzlon is market leader in wind energy having 48% stake followed by enercon having 27.6% and than NEG-Micon with 11.9% stake. So if one company change its strategy than it is immediately followed by other companies. So from that we can say that rivalry among competitors is strong. Differentiation: suzlon has differentiated itself and got the benefit of vertical integration through backward integration in terms of in house production that is done by its own subsidiaries and in the form of services having end to end solution that is from selection of sites to setting a wind farm according to the requirement of the customer. So from this we can say that the rivalry among competitors is moderate to low. In this case the threat from substitute product is between medium to high.But the operating cost is higher in the substitute product compare to the wind power. Also the procurement of the raw material is an important factor for the company like Bagasse co-generation, Biomass gasifier and wate-to-energy. Where as in case of small hydro power and solar photo voltaic the cost is higher than the wind turbine. Thus the overall we could say that the wind turbine is a unique product and the substitution from the substitute product is low. Thus overall threat from substitute product is b/w Medium to high.

Comparing Sexuality in Alls Well That Ends Well, Measure for Measure,

Female Sexuality in All's Well That Ends Well, Measure for Measure, and Troilus and Cressida      Ã‚   Although strict chronology is a problematic proposition, most scholars believe that the problem plays - All's Well That Ends Well, Measure for Measure, and Troilus and Cressida - were composed in the period between Hamlet and Othello (Mabillard), a period in which Shakespeare was focusing his energies on his great tragedies.   This fact, some believe, may help to account for the darker mood of these ostensible comedies.   In fact, Boas, the critic who coined the term "problem play," originally included Hamlet in this grouping, since he found a similarity of theme and irresolution between that play and Troilus and Cressida (Thomas 2-3).   Thankfully for modern students, critics have escaped that preconception and recognized Hamlet as a tragedy, plain and simple.    Any generalization of these three plays - even a necessarily broad category like "problem plays" - is inherently . . . well, problematic.   The three plays are very dissimilar in tone, plot, and characterization.   It is possible, however, to identify a few key commonalities between the three plays, and, more generally, in the cycle of work that includes Hamlet and Othello.   The sheer carnality of each of these plays is difficult to ignore.   Taken as a whole, whether or not one accepts the canonical chronology, these plays represent the evolution of a coherent view of female sexuality that contributes not only to the dramatic action of each play, but to a larger underlying thematic concern.   Thus book-ended by two great tragedies, with which they share some common ideology, the problem plays offer an unparalleled opportunity to explore the concept of female sexualit... ...speare Online. 1999-2001.   <http://www.shakespeare-online.com/keydates/playchron.asp>. Neely, Carol Thomas.   "Shakespeare's Women: Historical Facts and Dramatic Representations."   In Holland, Norman N., Sidney Homan, and Bernard J. Paris, eds.   Shakespeare's Personality.   Berkeley: University of California Press, 1989. Shakespeare, William.   All's Well That Ends Well.   Bevington 362-403. ---.   Hamlet, Prince of Denmark.   Bevington 1060-1116. ---.   Measure for Measure.   Bevington 404-443. ---.   Othello, the Moor of Venice.   Bevington 1117-1166. ---.   Troilus and Cressida.   Bevington 444-493. Thomas, Vivian.   The Moral Universe of Shakespeare's Problem Plays.   London: Croom Helm, 1987. Wilders, John.   "The Problem Comedies."   In Wells, Stanley, ed.   Shakespeare: Select Bibliographical Guides.   London: Oxford UP, 1973.