Deductive Argument Essay Example for Free

Deductive Argument Essay In this essay I will be arguing against Plato’s theory of knowledge given in the Republic’s divided line. I will distinguish the differences and similarities in the epistemological concepts of Plato and Aristotle intending to explain how one comes to have knowledge and the process through which it’s obtained. As support, I will explain Plato’s theory of forms and Aristotle’s theory of essence because they are a direct correlation to their view of knowledge through reality. Plato’s theory of Forms is a theory of knowledge and a theory of being. He describes, in the divided line, the division of existence. Plato believes the source of our knowledge is separate from this world. Participation connects us to this world. In the divided line he separates the visible and the intelligible or becoming and being. The top half is knowledge and the bottom half as opinion. The bottom half represent the lesser of reality, which includes perception and imagination, along with physical objects and shadows. The upper half includes metaphysics, higher forms, mathematical forms, epistemology, understanding and thinking. His theory of Forms involves images, sensible objects, concrete forms and abstract forms. Images are the lowest form of knowledge. Images only provide us with opinion and imagination. Sensible objects comes next which provides us with seeing something and having a belief about it by sensing it and perceiving it. Concrete forms allow us understanding, meaning we understand the parts of X by thinking. Finally, the highest form is the abstract form which is the most essential ‘pure thought’ of what X is. To Plato, this Essence is eternal and unchanging, making it necessary and true. According to Plato we know X, if and only if we have a direct grasp of X’s form or essence. Let’s break this argument down. So Imagination is a state of mind which takes sensible moral notions at face value just as it does sensible appearances or forms of the world at face value. For example, if you are viewing a palm tree you are using your imagination and Plato says is our opinion about what we are viewing, a palm tree. So imagination is perception and not knowledge. If A (Imagination is taking sensible notions and appearances or forms of the world at face value) then B (imagination is perception). A? B A ?B Using our common sense we have belief in the reality of the visible objects and concrete moral teachings (sufficient guide for action) without knowledge of the reason for such beliefs. Belief is faith and conviction, not knowledge. If C (Using our common sense we have belief in the reality of the visible objects and concrete moral teachings (sufficient guide for action) without knowledge of the reason for such beliefs) then D (belief is faith and conviction). C ? D C ?D If A (Imagination is taking sensible notions and appearances or forms of the world at face value), B (Imagination is perception), C (Using our common sense we have belief in the reality of the visible objects and concrete moral teachings (Sufficient guide for action) and D (Belief is faith and conviction), then E (Belief and imagination are opinion and not knowledge). A B C D ? E A B C D ?E Thinking is reasoning from premise to conclusion. This reasoning is the bridge from opinion to knowledge that is brought on by higher education, especially mathematics because pure mathematics and applied mathematics are tools used to understand X. Therefore, thinking is only understanding, not knowledge. So if F(thinking is reasoning from premise to conclusion and uses tools to gain understanding) then G(thinking is understanding). F? G F ?G From the â€Å"Good† or Episteme comes from intellect which consist of reason and dialect. This comes from philosophic conversation (dialect) by question and answer seeking (reasoning) an â€Å"account† of X. Therefore, knowledge or Episteme is the form of the ‘good’. So, If H (knowledge comes from philosophic conversation (dialect) by question and answer seeking (reasoning) an â€Å"account† of X) then I (we have knowledge or Episteme and the form of the ‘good’) H ? I H ?I If F (thinking is reasoning from premise to conclusion and uses tools to gain understanding), G (thinking is understanding), H (knowledge comes from philosophic conversation (dialect) by question and answer seeking (reasoning) an â€Å"account† of X) then I (we have knowledge or Episteme and the form of the ‘good’). F G H ? I FGH ?I Aristotle has similar concepts as Plato on knowledge that is best describes through his theory of Essence. He argues that scientific knowledge is the highest form of knowledge and is only concerned with this world and not a transcendent world like Plato. His forms include appearance, matter, concrete forms and abstract forms. He explains that we gain knowledge first through our senses and are able to view appearances. Using the senses activates our imagination that gives us opinion. After appearance is matter. When we engage in experience we come to know matter and by doing so we have belief. Similar to Plato, Aristotle claims concrete forms come next by knowing abstraction or the classification of X which provides us with understanding. And finally he agrees with Plato in that Abstract form is what makes X, X. By intellectually grasping the essence of X we have knowledge. Aristotle defines essence as the sense on matter and form. Matter is material and form is eternal. Appearances are imagination and imagination perceives only through the senses. Here Aristotle is in agreement with Plato in that if A (Imagination is a state of mind which takes sensible moral notions at face value just as it sensible appearances or forms of the world at face value) then B (imagination is perception). A? B A ?B Matter gives us belief because If C (Using our common sense we have belief in the reality of the visible objects and concrete moral teachings (sufficient guide for action) without knowledge of the reason for such beliefs) then D (belief is faith and conviction). C? D C ?D. The classification or abstraction of what distinguishes X over a different X is understanding. For example, to know what makes a palm tree, a palm tree and a coconut tree, a coconut tree. Therefore, thinking is understanding. So if F (thinking is reasoning from premise to conclusion and uses tools to gain understanding) then G (thinking is understanding). F ? G F ?G Plato argues knowledge comes from a ‘final good’ or â€Å"Goodness†, which is the level above scientific understanding to which the human mind is capable in rising. This rising to a higher level is called Episteme. He says that there is only one form (idea) of everything that only exists in the ‘thought universe’ or the ‘mind of the creator’. This intellectual truth is truer than physical truth. Aristotle on the other hand argues that knowledge come from the human essence tilos or rationality. So, knowledge is reaching rational activity excellently and scientific knowledge is the end of it. They both agree on essence being eternal and unchanging. They may separate from the matter, recycle and get involved with other matter but the forms are eternal and unchanging. I agree with Aristotle because Plato confuses the human ability of abstraction with independent existence. As humans we can generalize and find common features in separate objects such as red things but that does not mean that there exists somewhere something called redness. He is attempting to explain reality with the addition of a transcendent world. Aristotle is interested in explaining the world as a changing world; Plato’s forms do not change so they cannot help in explaining the phenomena of change in the empirical world. According to Aristotle, we do not acquire knowledge all in one moment but rather through a process. He says objects of real existence are the ones that we encounter through our sense perception, known as his theory of empiricism (which is too much to go further into) in this he argues again that all knowledge originates from experience. This contradicts Plato’s two world theory. I found it very hard to illustrate both views of knowledge because the extensive information they use to explain it so I broke it down in the way I understood it. In the end, I found myself becoming my own philosopher in researching the works of such great minds. I feel these arguments create the rationality that people forget to practice when it’s the one thing that separates us as humans. Works Cited Puanthanh Gangmei, Plato’s theory of knowledge and forms (www. blogcastor. com: October 16, 2011): http://blogcastor. com/plato%e2%80%99s-theory-of-knowledge-and-forms/, November 22 2011. http://en. wikipedia. org/wiki/Epistemology http://faculty. washington. edu/smcohen/320/thforms. htm http://www. filthylucre. com/plato-versus-aristotle-theory-of-forms-and-causes http://www. iep. utm. edu/aristotl/ http://www. iep. utm. edu/aristotl/ http://www. iep. utm. edu/middlekn/

Fauji Fertilizer Company Ffc Background Management Essay

Fauji Fertilizer Company Ffc Background Management Essay In 2002, FFC acquired ex Pak Saudi Fertilizers Limited Urea Plant, situated at Mirpur Mathelo. This acquisition, worth PKR 8,151 million, is one of the largest industrial sector transactions in Pakistan to date. Today, FFC has three plants with a combined capacity of 5,770 MTPD of prilled urea. It is one of the thirty biggest companies of Pakistan, represented via the KSE-30.2 Along with being one of the largest urea producers in the country, FFC is involved in training manpower and providing turnaround services within Pakistan and in the Middle East. A timeline of the evolution of FFC ensues.3 1978: Incorporation of the Company. 1982: Commissioning of Plant I, Goth Machhi with annual capacity of 570 thousand tonnes. 1991: Listed with Karachi and Lahore Stock Exchanges. 1992: Through the De-Bottle Necking (DBN) programme, the production capacity of Plant I was increased to 695 thousand tonnes per year. 1992: Listed with Islamabad Stock Exchange. 1993: Commissioning of Plant II, Goth Machhi with annual capacity of 635 thousand tonnes of Urea. 1993: Initial investment in Fauji Fertilizer Bin Qasim Limited, a DAP and Urea manufacturing concern; currently stands at Rs 4.75 billion representing 50.88% equity share. 1997: With achievement of Quality Management System certification in Goth Machhi, FFC became the first fertilizer plant in Pakistan to achieve this distinction. 2002: FFC acquired ex Pak Saudi Fertilizers Limited (PSFL) Urea Plant situated in Mirpur Mathelo (Plant III) with annual capacity of 574 thousand tonnes of urea, which was the largest industrial sector transaction in Pakistan at that time. 2003: FFC obtained certification of Occupational Health Safety Assessment Series, OHSAS-18001:1999. 2004: With investment in Pakistan Maroc Phosphore, Morocco S.A. of Rs 706 million, FFC has equity participation of 12.5% in PMP. 2008: Investment of Rs 1.5 billion in Fauji Cement Company Limited, currently representing 6.79% equity participation. 2008: DBN of Plant III was executed and commissioned successfully for enhancement of capacity to 718 thousand tonnes annually. 2010: Investment in FFC Energy Limited, Pakistans first wind power electricity generation project. 2011: SAP ERP implemented in the Company, improving business processes by reducing time lags and duplication of work. Vision Pakistan is a burgeoning market, not just in terms of head count, but also in advancement in the way agri-business is now carried out. Gone are the days of antiquated fertilizers, instead, only the best is now sought. FFC foresees this market to be extremely lucrative. It wants customers to benefit from its palette of product offerings, both domestic and outside the home country. It seeks to be thought of as not just the best there is, but also as a conscientious and caring company. FFC aims to be positioned as a very well-rounded organization in the minds of all its stakeholders, whether external or internal. Its value chain has quality at its core. It strives to be successful via total integration of streamlined processes, incomparable products, driven and motivated workforce, and extraordinary service, all the while staying ahead of the competition and continuously scanning the market. Corporate Strategy Our flexible and dynamic corporate strategy strives for enhancing customer satisfaction by adding value over the long run. We aim at creating value for the stakeholders by maintaining and improving our competitive position in the market. This is achieved by focusing on our sustainable competitive advantage that is derived by continuously assembling and exploiting an appropriate combination of resources and capabilities in response to the changing market conditions. Our organizational culture is one of our most fundamental competitive advantages. We have built and preserved an innovation-adept culture, a culture that promotes transparency and accountability through honesty, integrity and diligence in our dealing with employees, customers, financial market, government, regulatory authorities, and all the other stakeholders. Diversification in business line is also being considered. Our unique corporate strategy gets aligned with the resource allocation system and flows down to the oper ational levels, thus ensuring its implementation at all levels along with the achievement of the intended results.6 FFC focuses on value addition. This means that everyone at the company tries to make each subsequent year better than the previous one. This enhances the value creation process. For this, the corporate strategy is characterised by flexibility and innovation, which are also the core components of the culture of the organization. FFC prides itself on having been able to develop a culture which is innovative, transparent, and honest. Innovation allows FFC to be able to anticipate and prepare for change, by aligning its internal strengths with the external opportunities. Transparency enables FFC to satisfy every stakeholders requisites, since nothing is swept under the rug. This promotes diligent behaviour and accountability at all levels. Honesty is a trait which is valued from the very top to the very bottom of the hierarchy at FFC. It is this particular combination of all the above that the culture is both employee centric and customer centric. The human element, be it in the form of a worker/manager or a customer, is highly valued at FFC. Therefore, while the former is kept abreast of everything that goes on in the organization, the latter is assured of premium quality product and premium quality service every single time. Organization is all about teamwork. FFC is aware of this, which is why it demands uncompromising integrity and hard work from all individuals, so that the sum is greater than the parts. There is mutual understanding, trust, and interdependence. In return, FFC has a very worker friendly environment. Commitments within the company as well as with business partners, suppliers and customers are valued and kept. FFC is founded upon the principles7 of à ¢Ã¢â€š ¬Ã‚ ¢ Honesty in communication; à ¢Ã¢â€š ¬Ã‚ ¢ Excellence in products and services; à ¢Ã¢â€š ¬Ã‚ ¢ Consistency and synchronisation in words and actions; à ¢Ã¢â€š ¬Ã‚ ¢ Compassion in relationships within the micro and mega environments of the organization; à ¢Ã¢â€š ¬Ã‚ ¢ Fairness to all stakeholders through adherence to laws, regulations and policies. FFCs Financial Health Fauji Fertilizer Company (FFC) enjoys stable gas supply from Mari gas fields because they come under Fauji Foundations ownership. This translates into a huge competitive advantage over other fertilizer manufacturers, which are linked with the Sui-based networks. Financial highlights of FFC for the current year appear in the table below. These are for the period ended September 30, 2012.8 2012 (Rs 000) 2011 (Rs 000) Turnover 29,208,413 36,321,157 Cost of sales -22,778,306 -22,565,347 Gross Profit 6,430,107 13,755,810 Administrative Expenses -677,700 -550,247 Other Income 695,185 1,092,089 Taxation -991,876 -3,721,386 Profit after Tax 2,130,481 7,169,794 Earnings per share (Rs.) 2.28 7.68 Source: FFCs Annual Report for the Third Quarter, 2012 Revenue increased by 49% during the first half of 2012, due to high urea prices and sales of imported DAP. FFC urea sales exceeded 500,000 tons in June, which made up for declining sales in the first five months of 2012. In total, urea sales were up by 6% to 1.2 million tons in the period under review.9 Urea prices remained volatile from April to June 2012, as the GoP decided on a price slash for May, along with an announcement of reversal of Rs 50 per bag in June. This was much needed so as to be able to compete with cheaper imported fertilizer, due to government subsidy on it. FFCs urea plant underwent 30% gas curtailment last year, which was ten percent more than that decided for the plants operating on the Sui gas network. This resulted in an extended shutdown of 27 days of the urea plant, and a decline of 17% in urea production, on a YoY basis. The scenario on the DAP front was opposite to the one on the urea front. In spite of the gas curtailment, FFC managed to operate the DAP plant at a level which exceeded 2010s production level of 0.66 million tons. Due to the imposition of Gas Infrastructure and Development Surcharge (GIDS), gross profit margin was 47% during April to June 2012, a decline of 12.52 percentage points on a yearly basis. This was also exacerbated by the net reduction of Rs 100 per bag of urea during the same period. Other income was unable to support the bottom line as it declined by 15%, mainly due to lack of dividend earning from subsidiary Fauji Fertilizer Bin Qasim Limited. Financial charges increased by 36% which can be explained by the increase in short-term borrowings. However, long-term borrowings have declined, and the Company was able to have a very healthy debt to equity ratio (19% in 2011 as compared to 49% in 2006). Debt increased due to the Companys decision to revamp its urea and DAP plants several years back. FFC has been able to repay its long-term obligations because of its sustainable revenue stream. 10 IT Vision The IT Strategy at FFC shall complement our Corporate Vision by business transformation through technology innovation, introducing best practices and connecting our processes for timely information and optimized performance to succeed in our endeavours.11 Information Systems SAP project: the implementation of SAP ERP is finally complete, with the transformation from Legacy to SAP system gone smoothly at all locations. BMS: a Building Management System (BMS) is a centralized computer based control system, linking equipment for ventilation, fire, security, power, etc. onto one platform, which enables timely and coordinated response to different facilities at the same time. Also, the integrated end-to-end system optimizes energy consumption. Electronic recruitment: FFC launched an online career portal in accordance with its HR department, and development of the portal by its IT division. All this has been done to make the recruiting process efficient, and to match individuals to jobs. SAP implementation support: IT at all locations provided support to SAP users in learning to use and adapt to SAP. This support comprised of trainings, onsite and offsite support, and troubleshooting. Technical support was also provided to help resolve outstanding issues, in alliance with functional teams at SAP Project Office. Information Security Penetration testing at branch sites: the information security department contributed hugely in that it secured its information network post SAP implementation. It assessed the potential threats which could pose a security risk towards the FFC network and/or the SAP system. Security awareness sessions at branch sites and the Head Office: the importance of information security was imparted to employees everywhere via awareness sessions. Some of the key points covered in these sessions were security risks, threat vectors, hacking trends, etc. More than 200 employees of FFC attended these sessions at their respective sites. Business Model Fauji Fertilizer Company has several important factors at the heart of its business. These have been summed up in a business model, with three components, at FFC. Growth Drivers FFCs growth is primarily driven by exponential expansion in sales revenue, powered by strong demand for our product and effective distribution network all over the country. Efficiency enhancement is our long term goal. We continuously seek opportunities to improve efficiency of our business processes to optimise costs, utilising less to produce more. Our sales are largely cash based, which gives us the margin to effectively utilise available cash resources to fulfil the Companys working capital requirements, and hence minimise external funding requirements resulting in reduced finance costs. 12 What fuels growth at FFC? The retained earnings, which are the result of ever increasing demand for fertilizer. The Company is cost effective, which allows it to reduce dependency on external funding. Our Key Assets Human capital is by far our most treasured asset, directly affecting performance of the Companys business processes, ensuring success every year. Among our most valuable assets is our brand name Sona, which is the soul behind our existence, growth and prosperity. We are continuously investing in our production facilities to enhance operational efficiency and fuel the key growth drivers. Our extensive distribution network extends to all provinces of the Country, ensuring maximum market presence.13 What makes FFC click? Its workforce. Its brand name, Sona, which helped in putting FFC on the map. Investment in production facilities to have lean operations. Strong distribution. How We Leverage Our Assets Our assets in turn are leveraged by our management excellence and our consumer centric approach. Our strategies are focused around consumer satisfaction and quality perfection. The pursuit of excellence in every sphere of operation is our aim which ensures continued success. Our farsighted management strategies are focused on development of our key assets which form the foundation for future growth.14 Success at FFC results from managerial excellence, focus on the customer, no compromise on quality, and a long term orientation. REVIEW OF TECHNOLOGY USED SAP ERP SAP AG (Systems, Applications, and Products in Data Processing) is a German multinational software corporation, which makes enterprise software to manage business operations, customer relations, operations, and record keeping. SAP ERP15 (Enterprise Resource Planning) is an integrated software solution that utilizes and consolidates information from all business functions and departments in an organization. It provides solutions for the following aspects of any business, with the modules in bullet points: SAP ERP Financials Accounts payable/Accounts receivable Financial reporting Risk management/Regulatory compliance Cash flow monitoring Travel management SAP ERP Human Capital Management HR and payroll Labour force analysis Placement/Recruitment and training/Talent management SAP ERP Operations Procurement and logistics Product development and manufacturing Sales and service Operations analytics Implementation On January 10th, 2011, one of the biggest feathers in FFCs cap was the implementation of the SAP, under its transition to an Enterprise Resource Planning (ERP) system. Abacus Consulting was its technical partner and consultant. Initially, SAP was used in tandem with FFCs old system, Legacy, but eventually, the latter was completely done away with. FFC holds the distinction of pioneering the introduction of an ERP system in Pakistan.16 FFCs management went ahead with the idea of SAP implementation believing that it would create value addition in departments of marketing, supply chain, finance, accounting, human resource, and procurement, amongst others. The SAP implementation at FFC was carried out in several phases. Despite the management being satisfied with the entire revamping program, the system is not without its drawbacks. The most crucial of these is that SAP cannot be operated optimally until the user has complete command over its functions. Therefore, consultants and/or specialists are required if SAP has to be fully utilized for its benefits at such an early stage of its installation. SAP ERP consists of several modules and sub-modules, an outline of which appears above. The software takes the information, data, statistics, etc. from all the modules, and combines them to facilitate the organizations decision making, process streamlining, human effort expended, through product design and development, production and inventory control, human resources, finance and accounting. This overall procedure is known as enterprise resource planning, and it is carried out on a companywide scale. If this procedure is carried out correctly, any organization can transcend from its old system to this fully integrated software. The magnitude of benefits to be reaped is huge, e.g. efficient business processes, inventory reduction, and lead time reduction, to name a few. Updates in SAP only need to be done once, and they automatically get implemented company-wide. It provides real time information, reducing the possibility of redundancy errors, shortages, and higher TATs. Areas like s upply chain, procurement, finance and accounting stand to benefit greatly. On the other end of the spectrum, there are the negative aspects. Firstly, the software is anything but cheap. Secondly, it is not just expensive; it is very technical, sophisticated, and intricate. Companies face problems while implementing SAP ERP software, for example, failing to be specific about operational objectives, no orientation towards change, flexibility, and futuristic perspective, and lack of a learning organization. The following sections detail some of the major advantages and disadvantages of using SAP.17, 18 Advantages of SAP Integration: SAP does not focus on or improve individual performance, so the goal of using SAP should be getting benefits from integration. This reduces erroneous data entry and overlapping entries. Flexibility: SAP allows organizations to create their own framework of operations within the SAP structure. This framework dictates issues like access levels of employees, signoffs required at which level, flagged and correct transactions, etc. For example, FFC has the authority to determine which employee can access what area in the SAP structure. Analytical software: apart from being able to keep track of various activities going on simultaneously, both short- and long-term, SAP has in-built analytical features. For example, it can monitor the value chain, and then evaluate when the next shipment or order is due, and time it accordingly. Monitoring, evaluation, decision making, and execution, are all enabled via the usage of SAP, all at once. Disadvantages of SAP Expensive: being able to utilize SAP optimally entails software, hardware, implementation, consulting, training, hiring specialists, programmers, repair and maintenance staff, etc. Employees have to be trained in those aspects of the software that they have access to. The story does not end here, because trainers might leave after training personnel, but the repair and maintenance experts need to be kept on retainer. Other ongoing costs include those incurred for software up gradation. If IT experts or consultants are outsourced, even that increases the labour costs of the organization overall. Hidden costs arise along the way of SAP systems integration projects. SAP projects are expensive enough to begin with. Add to that the burden of additional unanticipated costs, and the corporation can say goodbye to a high ROI. A common example of such a cost is those work items that were not part of the original project plan. These include custom modifications, applying more resources to areas of the implementation that were outside the project plan, etc. Detrimental to user accuracy: software does not have the ability to detect errors, and SAP is no exception. It also falls prey to the carried-forward error. The employees know that once a wrong entry has been made, it will be a part of the entire database of information. This makes employees/users more susceptible to make mistakes. Complexity: due to this feature of SAP, organizations spread out the implementation over a period of time, rather than all at once. The complete implementation might take several years, which also enhances employees skill set in pieces. The time taken for complete integration might become so exhaustive that the managements focus on post-integration planning be pushed into oblivion. The management might just settle for the system integration, and unconsciously avoid what is coming after the integration. Management: project managers, in some instances, have to deal with problems and provide solutions, instead of the users who logged in the original complaints into SAP. The software calls for scope management, which not every employee is capable of. ORACLE E-BUSINESS SUITE Oracle Corporation is an American multinational specializing in developing software for enterprises, with a focus on database management systems. It also has software for enterprise resource planning (ERP), customer relationship management (CRM) and supply chain management (SCM), to name a few.19 The company offered software for the financial aspect of businesses in late 1980s. Now however, its product palette is not just limited to ERP, CRM, or SCM, instead it reaches into areas like warehouse management, human resource, procurement, product lifecycle management, etc. Expansion and growth of Oracles application software business has come about through acquisitions and in-house developments. Oracle resorted to product bundling when it came up with its Oracle E-Business Suite Release 12 (Oracle EBS R12). This version keeps Oracles core database management system technology intact, and the E-Business Suite branches out into several product lines.20 Oracle CRM Oracle Financials Oracle HRMS Oracle Mobile Supply Chain Applications Oracle Order Management Oracle Procurement Oracle Project Portfolio Management Oracle Quotes Oracle Transportation Management Oracle Warehouse Management Systems Oracle Inventory Oracle Enterprise Asset Management FERTILIZER INDUSTRY REVIEW For many developing countries, the focus is on economic recovery after the financial crisis of 2007-08. However, issues of increasing population and rising food prices have made food security a big concern for policy makers as well. The latter two issues are equally, if not more, important for the underdeveloped countries, and Pakistan is no exception. Pakistan is an agro-based economy. The agriculture sector has provided the impetus for economic growth. This can be observed by the fact that it provides employment to almost 45% of the total labour force, in one way or the other. It is a seasonal sector, so there are jobs all-year round. On the reverse side of this picture, income generated from this sector fuels demand for products made by other sectors (industrial and tertiary). This interdependence, so to speak, is indicative of the importance of this sector for Pakistan. Almost 21% of GDP is contributed by the agricultural sector.21 Some major crops and their contribution appear below: Crops Production (kt) 2009/10 Production CAGR 2000/01 2009/10 Yield (Kt/Acre) 2009/10 Gross Value Addition of Major Crops Wheat 23,864 2.60% 1.07 39% Cotton 2,159 1.90% 0.28 22% Rice 6,883 4.20% 0.97 18% Sugarcane 49,373 1.30% 21.2 10% Source: Economic Survey of Pakistan 2009/10 The agriculture sector of Pakistan was adversely affected due to the floods approximately two and a half years ago. They had damaged around 30% of the agricultural area, and resulted in crop losses worth USD 2.5 billion. This flood damage also affected the fertilizer sector. This is due to the evident strong inter linkages between the agriculture sector and the fertilizer industry.22 Crop-wise damage and the area affected are shown in the table below. Crops Affected Area (mn acres) Area Affected Cotton 1.3 17% Rice 1.4 23% Sugarcane 0.4 16% Source: Fertilizers in Pakistan. Demand, Production and Imports. By Eqan Ali Khan, Business Head, Fert and Agri Commodities; Mar 30, 2011 The fertilizer industry in Pakistan is basically an oligopoly. This oligopoly is characterised by 4 major players in the market: Fauji Fertilizer Company, Fauji Fertilizer Bin Qasim Limited, Engro Fertilizer, and Dawood Hercules Fertilizer. A new and fast growing addition is Fatima Fertilizer, of the Fatima Group. If we look at the production of urea by the four companies respective contribution, FFC and FFBL dominate by producing 48% of the total, Engro produces 15%, and Dawood Hercules produces 6%. Almost 20% is imported and distributed through NFML. When we look at the production of phosphorus, a similar pattern emerges. FFC and FFBL stand at 47%, Engro at 28%, Agritech at 2%, RG at 1% and around 22% is imported. C:Documents and SettingsAdministratorDesktopUntitled.png Source: Fertilizers in Pakistan. Demand, Production and Imports. By Eqan Ali Khan, Business Head, Fert and Agri Commodities; Mar 30, 2011 Fertilizer production is concentrated in nitrogenous fertilizers, which comprises 85% of all fertilizers produced in the country. Although other types of fertilizers are also produced in Pakistan, the main reason for this concentration on nitrogenous fertilizers is that its main raw material, i.e. natural gas, is cheaply available in the country. The raw material for other fertilizers such as potassium and phosphate has to be imported.23 Fertilizer is Pakistans most important and expensive input in agricultural production. The contribution that the use of balanced fertilizer makes towards increasing yield varies from around 30 to 60 percent in different crops production. Almost all of Pakistans soil is deficient in nitrogen (N), 80 to 90 percent is deficient in phosphorus (P), and 30 percent is lacking in potassium (K).24 Land used for just one type of crop is facing declining fertility, for the obvious reason that only certain nutrients are being used. When these land holdings are not used in crop rotation, the soil does not get replenished, and productivity for future crops declines. Nutrient Actual (Kg/Acre) Recommended (Kg/Acre) Nitrogen 41 41 Phosphorous 9 20.5 Potassium 0.4 10.3 Source: Fertilizers in Pakistan. Demand, Production and Imports. By Eqan Ali Khan, Business Head, Fert and Agri Commodities; Mar 30, 2011 From July 2011 to March 2012, domestic production of fertilizer decreased by 1.4%. This was the result of the industry experiencing a curtailment in the supply of natural gas, which is the main raw material for producing urea, therefore some urea plants produced less than their production capacity. However, import of urea made up for this slack, increasing the supply of fertilizer by 16.3%. On the consumption side however, this increase in supply was met by a reduction of 4.9%. Screen Shot 2012-11-19 at 11.55.38.png Source: Fertilizers in Pakistan. Demand, Production and Imports. By Eqan Ali Khan, Business Head, Fert and Agri Commodities; Mar 30, 2011 Two major reasons for this reduced fertilizer consumption was the heavy and destructive rains in Sindh province, and the price hike faced by all fertilizers. The price of urea went up by 81.4% in July-March, 2011-12 (as compared to the same period of the last fiscal year). The prices of DAP, CAN and NP also increased by 38.8%, 75.5%, and 45.7%, respectively, over the same period last year.25 Fertilizer Pre-GST Co. to Dealer Transfer Prices (Rs/Ton) Taxation Impact Post GST Co. to Dealer Transfer Prices (Rs/Ton) Urea 20,400 13.20% 23,100 DAP 66,025 19.14% 78,660 MOP 48,200 17.05% 56,420 Source: Engro Analytics The actual price which the dealer faces is truly seen after the tax burden has been accounted for. The differential is huge, as the figures in the table above show. Pakistan is able to produce approximately 7 million tons of urea annually currently. Out of this total, capacity of 4 million tons is dependent upon gas from Mari gas fields, and the other 3 million tons on Sui Northern Gas Pipeline (SNGPL) and Sui Southern Gas Company (SSGC). During 2011, all these plants produced a little less than 5 million tons of urea.26 In the past, gas supply to fertilizer units linked to SNGPL was curtailed in winter. However, last year, units receiving gas from Mari faced 20% curtailment, and the ones getting gas from SGGPL and SSGC faced mandatory closure up to 60 days. In 2012, this mandatory closure is expected to exceed 90 days. The sorry state of affairs can be assessed by the fact that from January 1 till October 31, 2011, fertilizer plants on the SNGPL network received the equivalent of just 3.5 days of gas per week, relative to other sectors, which received 4 to 5 days of gas a week. For the fertilizer industry, gas is an input without which it cannot manufacture urea, whereas for other sectors, it is not an absolute necessity.27 If current levels of gas curtailment are adhered to, industry experts expect urea production to be around 4.8 million tons during 2012. However, this is an optimistic number. Realistically, units will probably have difficulty in achieving even this production level, mainly due to the widening gap between demand and supply of gas as projected by the government. It is pertinent to bear in mind that even if subsidy on gas were to be completely abolished by the Government, Fauji Foundation has under its ownership and control Mari gas fields. In a manner of speaking, backward vertical integration exists, so any adverse change in regulations regarding gas subsidy will not be detrimental to FFCs operations. With the demand for urea forecasted to be 6.3 million tons in 2012, the shortfall is expected to be around 1.5 million tons. This is a very bleak scenario for the economy, since internal capacity is well able to meet this demand. Externally, when imports will be resorted to, they will erode the countrys foreign exchange by USD 600 million, at the very least, based on current prices, and may be even more costly if international prices rise. It is expected that any hike in crude oil prices will automatically escalate urea prices in the international markets. Growing tension between the United States and Iran has already initiated a spiraling increase in global crude oil prices.28 Under consideration is the possibility that urea manufacturers should exercise the LNG import option to meet the shortfall in gas supply. There exist two schools of thought regarding this debate. One says that running plants on LNG is not feas

Plain, Honest Men: The Making of the Constitution Analysis

Plain, Honest Men: The Making of the Constitution Analysis Plain, Honest Men: The Making of the Constitution. By Richard Beeman (New York: Random House) 2009. xxviii + 514 pp. Hardcover, $30.00. ISBN 9781400065707. Richard Beemans book, Plain, Honest Men is a chronological narrative about the day-to-day interactions of the men who made up the Constitutional Convention in 1787. Beeman takes special care in developing the characteristics and personalities of the delegates and explores how their moods, their personal interests, and the hot weather helped to shape the lively debates over the creation of the Constitution. He explores the personal relationships, marriages, and the physical and intellectual idiosyncrasies of the Founding Fathers. Beeman depicts the Framers in a variety of ways. Some of the men were savvy, while others were inept. Some smart and others just mediocre. Some individuals were sophisticated while others were just plain vulgar. Many were quite generous, but others were intensely narcissistic. Beeman characterizes James Madison as being an indispensable but reticent thinker who was incapable of any great oratory or sustained relationships. The author focuses on the issues such as the presidency, slavery, and the necessary and proper clause. On the issue of slavery, Beeman states that for the delegates, it was not the central issue at stake in the making of the American Constitution.[1] The author depicts the angry arguments over representation and its connection to slavery, which Beeman refers to as Bernard DeVotos paradox at the nations core.[2] According to the author, many delegates expressed aversion to slavery, but it was beyond them to conclude a way to abolish slavery without catastrophic consequences to the delicate union. Beeman reconstructs the relationships between Washington and Madison and their intelligent and influential female friends such as Elizabeth Powell, who was the wife of Philadelphias mayor, and also had strong political opinions of her own. Beeman describes George Washington as towering above other men and being reserved in nature. Benjamin Franklin is characterized as being jovial and James Madison as being diminutive. The author portrays Madison as arriving from Virginia with a detailed plan of government that entailed completely scrapping the Articles of Confederation and starting from scratch. William Paterson of New Jersey was balding and of an angry disposition, and yet he spoke his way to distinction as the spokesman of the small states and was resolute to challenge his neighbors in the larger states like New York and Pennsylvania. Roger Sherman was a former shoemaker from Connecticut who overcame his bashful rural persona to become the voice of compromise which soon gained the respect of all convention attendees. Sherman was instrumental in creating the compromise that relinquished some states rights by apportioning the House of Representatives on the basis of population and allowing for equal representation among states in the Senate. Gouverneur Morris, formerly of New York but currently resided in Pennsylvania, had a peg leg and whose arrogance and often careless rhetoric often alienated the other delegates, was a hypnotic speaker. In creating these personalities, he is aware of the confines of his source material. The records of this period were kept by men who most assuredly had partisan agendas and male-controlled receptivity. The book begins with the final days of the Revolution. Congress is bankrupt, the army has turned mutinous because of lack of pay, and the thirteen states do not get along. Daniel Shays, a discontented former army captain, leads his own rebellion in western Massachusetts. Representatives from both the north and the south believe the Articles of Confederation are not working and need to undergo some revisions; therefore, they agree to meet in Philadelphia the summer of 1787. This book is written for general audiences as well as supplemental reading for classroom teachers. In an effort to ensure the reader does not fall into boredom while reading the narrative, Beeman has added peripheral information to keep the readers attention. For example, he adds such trivia as the fact that the State House yard privy had sixteen seats and was divided into four compartments[3], a Philadelphia prostitute charged two dollars[4], and the delegates had beer, bread, and butter for breakfast[5]. The author makes use of both primary and secondary sources. He uses Madisons notes and the papers kept by Hamilton, Madison, and George Washington. Beeman also includes information collected by the Independence National Historic Park to assemble an accurate and authoritative account of the participants of the Constitutional Convention. The books title comes from a remark made by delegate and financier Roger Morris, who viewed the results of the Constitutional Convention as the work of plain, honest men. His important message is that our Founding Fathers could be both realists and idealists. The debates over slavery were the results of the limitations of educated men, who possessed a vision of what effective governance might bear a resemblance to but could not imagine extending the same rights to slaves as citizens. In writing Plain, Honest Men, Beeman avoids controversial issues such as the economic motives of the Founding Fathers and provides readers with an understanding of the fra gility of the consensus emerging from Philadelphia. Richard Beeman is considered by scholars to be an authority on the United States Constitution. He played a leading role in the creation of the National Constitution Center in Philadelphia and has served as vice-chair of its Distinguished Scholars Panel. Beeman has a vast knowledge of the era and is a noted historian of the late 18th century. [1] Plain, Honest Men: The Making of the Constitution. By Richard Beeman, xii. [2] Ibid, xii. [3] Ibid, 63. [4] Ibid, 74. [5] Ibid, 78.

Birth Control :: Contraceptives, Birth Control Essays

What exactly is birth control? Birth control means things that can be done to ensure that pregnancy only happens if and when wanted. Nowadays there are a great variety of ways to assure birth control. However, there is only one way that can be considered 100 percent secure. The more it is known about birth control options, the better chances of avoiding an unwanted pregnancy and reducing the risks of getting a sexually transmitted disease, including AIDS.   Ã‚  Ã‚  Ã‚  Ã‚   The only guaranteed option of birth control is abstinence. Abstaining from having sexual intercourse will ensure that pregnancy does not occur and also prevents sexually transmitted infections. People may find it difficult to abstain for long periods of time and tend to end their abstinence without being prepared to protect themselves against pregnancy or venereal diseases. Many choose outer course which is sex play without vaginal intercourse. For others, it is sex play with no penetration at all. It is a 100% effective against pregnancy unless pre-ejaculate or sperm gets onto the vulva or into the vagina. Outer course however, frequently leads to intercourse, therefore another form of birth control and protection from infection has to be used. The most commonly used methods of birth control are the condom and the pills. The pill is taken once a day and a pack should be completed every month. Combination pills contain estrogen and progestin. Others are progestin-only. Pills contain hormones that work in different ways. The condoms are a sheath made of thin latex or plastic to cover the penis before intercourse to keep sperm from joining egg. No matter how old one is , it is very important to use condoms with another method of birth. There are a large variety of birth control options in the market these days. These options include the patch, the ring, and the shot. The shot, of the hormone progestin, is applied in the arm or buttock every 12 weeks to, prevent release of egg or, prevent fertilized egg from implanting in uterus. The patch a thin plastic places on the skin of the buttocks, stomach, upper outer arm, or upper torso once a week for three weeks in a row. The ring is a small, flexible hoop inserted deep into the vagina for three weeks in a row and taken out the fourth week. The Ring protects against pregnancy by releasing estrogen and progestin.

Life of George Eliot aka Mary Ann Evans Essay -- essays research pape

George Eliot (Mary Ann Evans) lived from 1819 to 1880. She was raised in a very traditional family. Her father was a farmer who managed various estates, and he made certain that his daughter was given a very strict Methodist education. She attended a series of boarding schools where she learned that which was typical for a young lady in the early part of the nineteenth century -- subjects such as French, piano, and handwriting. While at these boarding schools, she frequently turned to fiction as a form of amusement, establishing at an early age the foundation upon which her later novels would be based. Despite this traditional upbringing, though, Mary Ann Evans lived an adult life that many considered to be utterly scandalous. In the mid-1840's she began to question seriously the Christian faith in which she was raised, and by the end of the 1840's she had abandoned the church altogether. This questioning of religion may have initiated her literary career, though, her translation of Das Leben Jesu, a controversial inquiry into the tenets of Christianity, gained her some notice in L...

Relating The Odyssey to our Lives :: Homer

Getting somewhere is not just the destination, but even more so the journey. The goals are our destination and obstacle and temptations litter the voyage. Like Odysseus, achieving these goals is not a cinch. Obstacles must be faced or avoided, and temptations should be resisted. Our entire lives we all try to accomplish our own personal goals. Like Odysseus, we all have long-term and short-term goals to realize. In life, we all want something we long for and will work relentlessly until we reach that objective, like Odysseus’ ambition to reach his wife and son in Ithaca. Of course we all have minor, transitory goals such as building a house or finishing an essay. Some instances of Odysseus’ secondary goals are him escaping the Cyclopes and keeping his men from eating the lotuses. Personal goals, however, will manage to be interrupted in one way or another. On our journeys we all must resist, or give into, temptations that may hinder our ascent to our goal. All people give into temptation at least once in their lives. One time that Odysseus gave into temptation was when he listened to the Sirens’ songs. We don’t always collapse into temptation, like when Odysseus wanted so badly to kill the suitors but forced himself to wait for the right time. Another time Odysseus defied temptation was when he refused to reveal himself to the people but ceased expose himself until he felt it was the right time. Temptation is not the only thing to obstruct our expedition. We all face obstacles in our life like Odysseus did. A common obstacle in life is a person that you clash and don’t get along with. A good analogy for this in Odysseus’ quest was when he had to evade the Cyclops. Also, people don’t always evade the people and problems that get in their way, but face them. One case of this is when Odysseus had to confront Antinous. Relating The Odyssey to our Lives :: Homer Getting somewhere is not just the destination, but even more so the journey. The goals are our destination and obstacle and temptations litter the voyage. Like Odysseus, achieving these goals is not a cinch. Obstacles must be faced or avoided, and temptations should be resisted. Our entire lives we all try to accomplish our own personal goals. Like Odysseus, we all have long-term and short-term goals to realize. In life, we all want something we long for and will work relentlessly until we reach that objective, like Odysseus’ ambition to reach his wife and son in Ithaca. Of course we all have minor, transitory goals such as building a house or finishing an essay. Some instances of Odysseus’ secondary goals are him escaping the Cyclopes and keeping his men from eating the lotuses. Personal goals, however, will manage to be interrupted in one way or another. On our journeys we all must resist, or give into, temptations that may hinder our ascent to our goal. All people give into temptation at least once in their lives. One time that Odysseus gave into temptation was when he listened to the Sirens’ songs. We don’t always collapse into temptation, like when Odysseus wanted so badly to kill the suitors but forced himself to wait for the right time. Another time Odysseus defied temptation was when he refused to reveal himself to the people but ceased expose himself until he felt it was the right time. Temptation is not the only thing to obstruct our expedition. We all face obstacles in our life like Odysseus did. A common obstacle in life is a person that you clash and don’t get along with. A good analogy for this in Odysseus’ quest was when he had to evade the Cyclops. Also, people don’t always evade the people and problems that get in their way, but face them. One case of this is when Odysseus had to confront Antinous.

Coke and Pepsi

Coke and Pepsi in the Twenty-First Century: Threat of Entry:low 1. Economies of scale – High production volume but merit not clear (1st paragraph on page 2) 2. Product differentiation – Brand identification (high advertising expense, Exhibit 2) 3. Capital requirements – CPs: little capital investment (1st paragraph on page 2) – Bottlers: capital intensive (2nd paragraph on page 3) 4. Cost disadvantages independent of size – No 5. Access to distribution channels – Food stores (35%): intense shelf space pressure (2nd paragraph on page 4) – Fountain (23%): CPs dominated first food chain (1st paragraph on page 5) 6.Government policy (N/A) Threat to entry is low because Coca-Cola Company, PepsiCo, and Cadbury Schweppes control 90. 1% of the market share; 44. 1%, 31. 4%, and 14. 7% respectively. Although the growth rate of CSD consumptions have been steady at 3% a year, the capital requirement to enter the market is too great of an obstacle. In order to service the entire US, a firm would need $25-50 million to build a plant for concentrate producers, $6 billion ($75 million * 80 plants) to establish bottlers, cost associated to provide and maintain incentives to retailers, and the greatest cost to advertisements.Therefore, firms are deterred from entering the CSD market due to economies of scale couple with brand image that the firm must face. In order provide product differentiation, the entering firm would have to invest heavily to develop a brand image for CSD aside from the three market leaders. Access to distribution channels is intense in CSD industry as bottlers are fighting for shelf spaces in grocery stores. In addition, PepsiCo is in the restaurant business of owning Taco Bell, Kentucky Fried Chicken, Pizza Hut by shutting down any opportunities for other CSD firms to sell fountain drinks in those restaurants.Other CSD firms like Coca-Cola has develop a relationship with remaining market leaders of restauran t for their fountain distribution (i. e. , McDonalds and Burger King). In addition, â€Å"Soft Drink Interbrand Competition Act† in 1980 preserves the rights of Concentrate Producers to grant exclusive territories. Therefore, it would be safe to assume that there are not many competitors in the market vying for a new territory since the existing Concentrate Producers would have driven off competition out of business through their rights of exclusive territories.Cost disadvantages independent of size is high as development brand image will require high investments in advertisement and to develop a new differentiating acquired taste for CSD consumers. Substitutes:low (Non-cola beverage? ) Substitutes of CSD’s include water, juice, milk, and different types of alcohol. However, leading CSD’s have branch out their products to water and juice to capture the market shares of CSD’s substitutes. Other leading substitutes to CSD’s are milk, coffee, and alco hol beverages. These substitutes are generally different complement beverages than the CSD’s.Coffee and alcohol beverages are geared towards adults only and milk is gear towards breakfast meal consumptions with cereal. Complements: Complements to CSD’s are food. CSD firms have made relationships with retailers of food (i. e. , grocery stores, gas stations). In addition, firms have made relationships with restaurants to complement their products with food. Since food is something that everyone consumes several times a day, CSD companies have a great opportunity to maximize their presence in different distribution methods. Buyers:low 1. large volume?Some buyers might buy in large volume but not found in the case 2. standard or undifferentiated? No 3. NA for this case 4. low profits? – Food stores: No, average (5th paragraph on page 4) – Fountains: extremely profitable, 80 cents out of one dollar (1st paragraph on page 5) 5. unimportant? No 6. does not save buyers’ money? (N/A) 7. credible threat? No Buyer groups are not powerful against CPs and bottlers. Therefore, there is no significant bargaining power from buyer side in CSD industry. This situation contributes to maintain high profit of CPs and bottlers. (Reasons) 1.Because there are various retail channels, CPs and bottlers do not face the single retailer with power which purchases in large volume. 2. In general, selling CSDs yields high profit for retailers. (15-20% gross margin for food store, 80 cents out of one dollar for fountain. ) That fact prevents buyers to be price sensitive. 3. In fountain business, CPs and bottlers kept fountain sales profitable and succeeded to avoid cutting price pressure from retailers by paying rebate and investing restaurant retailers. 4. In food store, CSD represented a large percentage of its business (accounting for 3%-4% of food store business).To draw customers to store, it should be necessary for food store to carry the most selling brand in CSD, Coke and Pepsi. This structure weakens food store’s bargaining power. 5. Vending machine is efficient retail channel for keeping price because bottlers can directly control. It also works in the country where Coke and Pepsi do not have distribution channel(ex. Japan). 6. Coke and Pepsi have already established strong brand identification. Some discount retailers have private label CSD but they can not take the place of Coke and Pepsi.Internal Rivalry: high 1. numerous? roughly equal? – numerous: No, oligopoly – roughly equal: Yes – price increase, oligopoly (4th paragraph on page 11) 2. Industry growth – plateau (Exhibit 3) 3. lacks differentiation? – try to differentiate by marketing (5th paragraph on page11) 4. High fixed costs? 5. Capacity augments? Capacity itself not clearly mentioned in the case but; early 1990s: Yes? incurred excess supply? (1st paragraph on page 11, Exhibit 1) late 1990s: 6. High exit barrier? – Yes? capital intensive? 7. rivals diverse in strategies? – No?Coca-Cola and Pepsi’s history of intense rivalry has resulted in the execution of a large number of strategies designed to gain market share and brand recognition. As the industry matures and Coca-Cola and Pepsi learn from past strategies, increased profitability heavily relies on their ability to cut costs, gain fountain contracts, globally expand product mix, and vertically integrate bottler distribution channels. Traditional strategic initiatives such as new product development, advertising, price reduction, and product differentiation will produce minimal results considering Coca-cola and Pepsi are similar in size and power.Coca Cola and Pepsi’s ability to quickly respond to competitor strategies generally lead to industry wars where neither firm is better off then when they started. While it is important to continually maintain brand awareness and pursue various market trends, large gains in prof itability will ensue from strategies that create a sustainable competitive advantage. It is more advantageous for Coca-Cola and Pepsi to invest in strategies that increase the industry demand versus short term profit. Such strategies include but are not limited to, entering developing countries, key acquisitions of growing businesses (i. Yahoo, Diageo, Arista Records, or Starbucks), and increased efforts to vertically integrate bottler distribution channels. Key acquisitions are important in that they can provide the means in which each company can redefine their brand name as more then a â€Å"cola†. Successful examples are Sony, Disney, and GE. Suppliers:low 1. dominated? Metal cans: excess supply (1st paragraph on page 6) 2. unique? not unique 3. obliged to contend? (N/A) 4. credible threats? No 5. important customer? Metal can: largest customer (1st paragraph on page 6) Coke and Pepsi COKE AND PEPSI LEARN TO COMPETE IN INDIABrief Overview:The case of Coke and Pepsi in India is a lesson that all marketers can observe, analyze and learn from, since it involves so many marketing aspects that are essential for all marketers to take into considerationPepsi entered into the Indian beverage market in July 1986 as a joint venture with two local partners, Voltas and Punjab Agro, forming â€Å"Pepsi Foods Ltd. † While Coca-Cola followed suit in 1990 with a joint venture with Britannia Industries India before creating a 100% owned company in 1993 and then ultimately aligning with Parle, the leader in the beverage industry.As both companies would soon discover, â€Å"competing in India requires special knowledge, skills, and local expertise what works here does not always work there. † (Cateora & Graham, 2008, p. 604). In this article, analyze the primary obstacle to Pepsi and Coca-Cola’s success, discuss their strategies to cope with the issue, and ultim ately propose my own suggestions to improvement. Question 1: The political environment in India has proven to be critical to company performance for both PepsiCo and Coca-Cola India. What specific aspects of the political environment have played key roles? Could these effects have been anticipated prior to market entry? If not, could developments in the political arena have been handle better by each company?Indian government viewed as unfriendly to foreign investors. Outside investment had been allowed only in high-tech sectors and was almost entirely prohibited in consumer goods sectors. The â€Å"Principle of indigenous available† If an item could be obtained anywhere else within the country, imports of similar items were forbidden.This made Indian consumers had a little choice of products or brands and no guarantees of quality or reliability.Indian Laws, the government mandated that Pepsi’s products be promoted under the â€Å"Lehar Pepsi† name. For Coca-Cola, they attempted to enter into Indian market by joining with Parle and became â€Å"Coca-Cola India†Yes, it could anticipate the effect prior to market by using information fro m own company research, the business partner in that country, the expertise service, and own experience in near area. They could developments in political arena; Coke could agreed to start new bottling plants instead of buying out Parle, and thus wouldn’t agreed to sell 40% of their equityQuestion 2: Timing of entry into the Indian market brought different results for PepsiCo and Coca-Cola India. What benefits or disadvantages accrued as a result of earlier or later market entry? PepsiCo: Pros: (1) entered the market before Coca-Cola and getting an early entry was able to help Pepsi go so far with Indian market while it was still developing; (2) the fact that company gained 26%market share by 1993 Cons: (1) The government mandated that Pepsi’s product be promoted under the name â€Å"Lehar Pepsi†, because foreign collaboration rules in force at the time prohibited the use of foreign brand names on products intended for sale inside India; (2) Indian Govt limited their soft drink sale no exceed 25% of total sales for the new entrant; (3) Pepsi Foods struggled to fight off local competitions. Coca – Cola: Pros: (1) have ability to align themselves with the market leader. In fact, Parle offered to sell Coca – Cola its bottling plants in four key cities, and (2) Parle also offered to sell its leading brands. (3) Finally, Coca – Cola set up two new ventures with Frooti, Soda, and local product was called â€Å"Britco Foods† Cons: (1) was denied entry until 1993 because Pepsi was already there; (2) It was very difficult for Coca – Cola take market share away from Pepsi and local firms, due to the beverage market was itself growing consistently form year to year; (3) Coca –Cola was not allowed to buy back 40% of equity when the company chose to leave Indian market in 1977 Question 7: What lessons can each company draw from its Indian experience as it contemplates entry into other Big Emerging Markets? PepsiCo:Beneficial to keep with local tasteSignificant to follow market trendsSponsors and Celebrity appeals make more exceptional advertisingIt pays to keep up with emerging trends in the marketCoca – Cola:Pays specific attention to deals made with the governmentEstablish a good business relationship with the governmentInvestment in quality productsAdvertising is essentialBeneficial to follow market trends