Toni Morrison and Emily Dickinson Poetic Description :: Poetry Poem

Toni Morrison and Emily Dickinson use poetic description to engage the reader into the moment. Poetry is a language with different elements. Some say that poetry has to have literary elements such as metaphors and similes. Others stress rhythm and rhyme as the most important part of poetry. Personally, poetry can be about anything and have no clear definition to it. Emily Dickinson’s poem â€Å"Success is Counted Sweetest† has rhythm and rhyme, metaphors and similes. In Morrison’s novel Sula, the scene where Hannah dies also has poetic elements. In the poem â€Å"Success is Counted Sweetest† the speaker states that â€Å"those who ne’er succeed† (2) place the highest value on success they â€Å"count† it â€Å"sweetest†. In order to understand the richness of this, the speaker states one must feel â€Å"sorest need.† (4). Dickinson states that the members of the victorious army â€Å"The purple host/Who took the flag today† (5-6) are not able to label victory as well as the defeated or dying man who hears from a distance the music of the victors. People tend to desire things more intensely when they do not have them. This poem goes to show that Dickinson is pretty aware of the complicated truths of human desire. Dickinson switches roles and speaks on behalf of the dying man, who hears the victorious celebrating. To the dying man, defeat meant that he had lost everything. This poem causes the reader to think about what success and failure are truly about. To the dying man on the field of battle, barely living would have been a priceless success. Instead, the men celebrating victory are those who won the war. Dickinson uses each verse to relate a different perspective of success and need. In the first, she introduces how those who long for something they never have achieve a greater thrill of achievement than somebody who had the same thing the deprived sought for all along. In the second verse, Dickinson discusses the victorious soldiers who acquired something apparently neither here nor there to their existence. This thought is associated in the final verse when the tragedy and yearning of the wounded is revealed. In Morrison’s â€Å"Sula† the death of Hannah is very poetic. To begin with, Hannah takes a nap and dreams of a red bridal gown. She tells Eva about it, but Eva is too distracted by Sula’s adolescent behavior to think much about it.

Ciba-Geigy

Ciba-Geigy founded in 1750s has come to many changes in their business strategy from case-by-case decisively to be one of proactive planning for the future with corporate portfolio planning which allowed Ciba to decentralise into diversified businesses. At their latest reorganization, Ciba had five categories: Development, Growth, Pillar, Niche and Core allocated from 14 divisions with 33 sub-business units. Each division in each category has separate responsibility to the whole portfolio, for example, the Pigment division in Core category had the role of cash provider. Therefore, it was difficult for this division to access to capital, major investment would violate their mandate, and payback period was set at two to three years. However, the Pigments division head recently proposed the plan for major investment in comprehensive modernization of a manufacturing plant in Newport which was the only global source for Sfr 130 million in sales of Quinacridone (HPP) pigments. Ciba needed to decide whether or not to invest in Newport and choose among three options: invest fully, invest partially in Newport or close it. Recommendation: Based on Lippuner’s two questions in corporate planning portfolio strategy on new business, there are two reasons for Ciba to treat the investment in Newport as exception to invest. Besides, they should choose option one which committed a full investment of around US $140 million. Firstly, this investment improved Newport plant from high maintenance costs and frequent failure in production to become the plant with the leading-edge standards for productivity, safety, and friendly to environment. This investment also opened opportunity for Ciba to produce DPP, which protected Ciba’s leading market position in HPP pigment when DPP pigment’s patent protection was set to expire in 2000 – 2002. Limited investment in option two did not bring Ciba’s Pigment division the leading-edge knowledge and maintained the capability for innovative edge; therefore, it was out of Ciba’s strategy for new business. Secondly, this investment reinforced synergistic efforts between Pigment and other division in current portfolio. Although it was huge investment in core category, the pigment division still maintained to have a positive cash flow and payback period was within 3 years. Besides, Ciba should learn from the lesson of the pharmaceutical business which uelled other categories and came under difficulty in the recession. The same problem would happen in Pigment segment if Ciba did not invest in Pigment. However, we did not know how much Pigment contributed in the cash flow of the portfolio, so we could not evaluate if the whole portfolio could handle the investment period when there was a short of cash from Pigment. If not, Ciba should choose option three: close Newport and move it to Alabama or Louisiana as a less risky plan.

Perfume Market in China

Strategy for UNIQLO in India Class: Global Strategy – Optimizing your Global Footprint Professor: Mark Roeske Students: Hidenobu Hayakawa Nagasaka Sohta Nguyen Thanh Thi Phuong Waseda Summer Intensive , August 2012 Final Report Final Report [STRATEGY FOR UNIQLO IN INDIA CONTENTS Executive Summary PART I/ UNIQLO and Apparel Industry – Overview of UNIQLO business – Apparel Industry: Value Chain & Key Success Factors PART II/ Environmental Analysis – PEST analysis for India – 5 Forces analysis for Apparel industry in India – SWOT analysis for UNIQLO’s entering into IndiaPART III/ Strategy Formation – Entry Strategy: Entry Mode – Expansion Strategy: 3 Phases – Implementation Plan: 4P, AAA Conclusion Reference Appendix 2 Final Report [STRATEGY FOR UNIQLO IN INDIA EXECUTIVE SUMMARY Japan is famous for innovation and high-tech manufacturing industries but not for fashion. However, this fact should be reconsidered since th e brand UNIQLO, a true Japanese fashion brand, now can be found in the biggest cities of the world from world-class shopping malls like Ginza (Tokyo), Fifth Avenue (New York) to the streets of Shanghai and Malaysia.UNIQLO is the main brand of Fast Retailing Co. , Ltd (see Appendix 1 for Corporate Profile), the largest producer in apparel retailing industry in Japan and ranks the fourth in the world (after ZARA, H&M and GAP). Mr. Tadashi Yanai, the founder a nd current CEO of Fast Retailing (FR) used to be the richest man in Japan. In this report, we develop the strategy to bring UNIQLO to the world second largest population, India. The reasons why we choose this plan can be explained briefly as following.Fast Retailing aims at becoming the number one apparel retailer in the world by 2020. In order to achieve this ambitious vision, they need to boost up sales from other markets other than depending only on the already-saturated Japanese market. First venturing into international mark ets in 2001, UNIQLO now has worldwide operations, including in the U. K. , China, Hong Kong, South Korea, the United States, France, Singapore, Russia, Taiwan and Malaysia. There are very few big economies in the world that UNIQLO has not touched, which includes India.The reason for choosing India as the next destination of UNIQLO brand is mainly because of the attraction of India itself with a big population and rising GDP growth as well as an warm-welcome legal environment for foreign investment. About the structure of this report, we divide in three different parts. The first one will give an overview of UNIQLO brand, its position versa other world-top apparel brands. This part also explains the value chain of apparel industry focusing on SPA model and its relevant key success factors. The second part provides an in-depth but compact environmental analysis of India n general and its apparel industry. Based on the country and industry analysis, a summary of external and internal f actors affectin g the introduction of UNIQLO brand into India is shown in the SWOT analysis. The last but most important 3 Final Report [STRATEGY FOR UNIQLO IN INDIA part of the report focuses on forming the entry strategy as well as expansion strategy for UNIQLO in Indian market. The main data source for this report is the FR’s latest annual report for fiscal year ended August 31, 2011 as well as information available on reliable websites, which are shown in the Reference.PART I/ UNIQLO and Japanese Apparel Industry UNIQLO of Fast Retailing â€Å"Changing the World with Truly Great Clothing† is the motto of Fast Retailing which show s the corporation’s spirit, vision and strategy. The specialty retailer UNIQLO, the Group’s mainstay operation, has enjoyed strong growth by offering high-quality casual wear at reasonable prices based on its SPA (Specialty store retailer of Private label Apparel) business model, which spans product design, manufacture, distr ibution and retail. UNIQLO’s products range from denim, cashmere, knitwear & underwear to men & women jeans, trousers, shorts, shirts and t-shirts.The first UNIQLO store opened in 1984 and as mentioned above, UNIQLO now has operations in U. K. , China, Hong Kong, South Korea, the United States, France, Singapore, Russia, Taiwan and Malaysia. In 2011, th ey opened global flagship stores in Taipei, Seoul and on New York’s prestigious Fifth Avenue, as part of plans to grow business worldwide. At the end of fiscal 2011, they had 843 stores in Japan and 181 stores in other markets. Their breakthrough products include HEAT-TECH inner wear line, Ultra Light Down jackets and Cool biz line. In Japan, UNIQLO is the nation’s largest apparel retailer, with a 5. % 1 share of the 10. 7 trillion yen Japanese apparel market, and 843 stores nationwide at the end of fiscal 20 11. In fiscal 2011, sales increased 28. 7% year on year to 93. 7 billion yen and operating profit grew 40 . 6% to 8. 9 billion yen. While this is still only a small amount compared to UNIQLO Japan’s sales of 600. 1 billion yen, UNIQLO international’s operations in Asia are providing highly profitable. The total number of UNIQLO International stores stood at 181 at the end of August 2011. They plan to add another 107 to boost the total to 288 stores by the end of August 2012. Fast Retailing’s Annual Report 2011 4 Final Report [STRATEGY FOR UNIQLO IN INDIA The chart below envisions the breakdown of UNIQLO sales in the future: (Source: Annual report yearend 2011, Fast Retailing Co. , Ltd) Apparel Industry The following chart shows the current ranking of major global SPAs in the apparel world (Source: Annual report yearend 2011, Fast Retailing Co. , Ltd) SPA business model incorporates the entire clothes-making process from procurement of materials, product planning, development and manufacture through distribution and retail to inventory management.To ensure the develo pment of products of exceptional quality, UNIQLO has refined its SPA business model to control the entire business process (see UNIQLO business model in Appendix 2). UNIQLO successfully differentiates itself from other companies by developing unique products and minimize store operation cost. This model is described in the flow of supply and key success factors are identified as below: ?1) Product Planning Key Success Factor: Product development based on customer feedback. Market-Out is a one of key driver for UNIQULO to attract consumer where their preference are diversified. Final Report [STRATEGY FOR UNIQLO IN INDIA ?2) Raw material Purchase Key Success Factor: Material procurement from around the world. The UNIQLO Material Development Team is able to procure high-quality materials at low costs through direct negotiations with and bulk purchases from material manufacturers globally. ?3) Production Key Success Factor: a) Expert technical guidance at factories emphasizes quality in order to produce millions of products of standardized quality. b) Flexible to produce in small unit(lot) ? 4) Sales & Marketing Key Success Factor: Flagship Stores Boosts the BrandUNIQLO is seeking to build its brand through its network of global flagship stores. Global flagship stores serve as hubs to get out the UNIQLO message, and concept of high-quality basics, while showcasing what sets UNIQLO apart from competitors such as H&M, Zara or Gap. PART II/ Environmental Analysis 1/ PEST analysis for India India, officially the Republic of India, is a country in South Asia. Its population is around 1. 2 billion, second largest after China. In term of the ease of doing business, India ranks 132nd, even worse than Pakistan (105th). ? Political factor:About its political system, India is the world's most populous democracy with a parliamentary republic with a multi-party system. However, India ranks 95th over 185 countries in term of corruption rate and the corporation tax is really hig h at 40%. The law was changed in 2011 and it allows foreign companies to have wholly own subsidiary. Although tax and corruption are negative points, there are lots of positive points as the current Prime Minister, Manmohan Singh, promised to bring more transparency in work of public servant and create no barriers to investment in India ?Potential impact to UNIQLO: It is an ideal timing for UQNILO to go to India now because from 24th November 2011, Indian government allowed a foreign company to have its wholly-own subsidiary of retailer. However, it needs to pay attention to potential legal risks from Indian inflexible Labor Law, for 6 Final Report [STRATEGY FOR UNIQLO IN INDIA example, practically impossible to fire someone in India, requiring payment of annual bonuses even if the company wasn’t profitable, high compensation for workers that suffer injury/death on site of employment and trend of getting stringent on working condition and minimum wage law enforcement. Economi c factor: India is a rapidly rising power. Its GDP growth rate is impressively high (2009: 8. 24%, 2010: 9. 55%, 2011: 6. 86%). In term of nominal GDP, it ranks 11th in the world. Nevertheless, GDP per capita is very low compared to the other BRIC countries ($1,389, 140th ranking). India contains the largest concentration of people living below the World Bank's international poverty line of US$1. 25 per day. Inflation rate is very high of 11. 99% in 2010 and 8. 63% in 2011. As for apparel industry, the total market capitalization is expected to increase from US$32. billion in 2009 to US$57 billion in 2015. ?Potential impact to UNIQLO: consumer’s demand is increasing more and more in the future. Therefore, Indian apparel market creates a huge chance for UNIQLO. However, India is too big to deal with as a one country, so that cities are important to define business strategy. The first targeted destination should be Mumbai, which is the biggest city in population (12. 5 mil peop le) and its density (20,694/km2) is four times higher than Tokyo (5,541/km2). It is absolutely a very promising business because there is no tariff to clothing between Japan and India from 2010. Social factors: Population growth rate is 1. 4% per year and India is expected to reach 1. 4 billion in 2030. The literacy rate is about 74. 04% (2011) and there are more than 90 million English speakers. This population is divided in the following age structure: 0-14 years: 31. 8%, 15-64 years: 63. 1% and 65 years and above: 5. 1%. Their lands are fertile and very good for agriculture. The weather is various in locations and there are summer and winter and raining seasons. ?Potential impact to UNIQLO: UNIQLO should make unique comfortable products suitable for various climates.Although India provides cheap labor cost, the deviation in salary base in India is very large, 2-3 times difference by education and 20-30 times difference for professionals. Another important factor for consideration is related to the labor union in India. There are about 8,000 Labor Unions and they are very active. 7 Final Report ? [STRATEGY FOR UNIQLO IN INDIA Technology factors: India is well-known as the land of IT outsourcing, so the infrastructure as well as transport and communication should be good. Nevertheless, there are more and more blackouts recently.As for textile, India is a big textile producer as being the largest producer of Jute, Cotton, Silk, Cellulosic and Synthetic fiber/Yarn. ?Potential impact to UNIQLO: in the long run, UNIQLO should make its own products in India to take the advantage of cheap raw material and low-paid labor sources. However, they now need to build up their distribution from the scratch. 2/ 5 Forces analysis for apparel industry of India In general, the PEST analysis shows favorable results to the business plan of introducing UNIQLO brand in India.In order to form the entry mode as well as competition strategy for UNIQLO, an in-depth understanding of cu rrent apparel industry of India is needed. The 5 forces model of Porter is applied to identify involving forces of this industry and details are shown below: ? Threat of new entrants: High Barrier to new entrant into apparel industry is low because there are no restrictions and the current Indian government shows warm welcome to foreign investment. On the other hand, â€Å"Functional Fiber’’ could lose its uniqueness and distinctiveness by products from other apparel companies.For example, Private brand from Chemical companies (like Du Pont Company) could be our rival in this category. ? Bargaining power of suppliers: Low As the main raw materials are â€Å"Cotton and Functional fiber’’ and cotton is commodity, UNIQLO can find the cotton source from various suppliers in and outside the country. More importantly, UNIQLO has a strong sourcing of functional fiber from Toray, its strategic partner. They have had a good corpo ration on global base under a lo ng-term contract. Finally, access to distribution channels is not limited and retailers provide shelf-space when they receive listing fees here in India. Bargaining power of buyer: Medium There is no switching cost for buyers. Most of the POS (Point of sales) are PAPAMAMA shop but they are small in size and not able to exercise buying power. However, due to the regulation change in 2010 8 Final Report [STRATEGY FOR UNIQLO IN INDIA with regard to the field of retailer, quantity of mass–retailers has been increasing at urban area, making buyer bargaining power stronger. Consumer spending on fashion products has grown at 7. 1% annually from 2002 through 2010. There is a rising affluence which helps to increase brand awareness among Indian consumers.Indian is among the most brand conscious countries in the world (according to the â€Å"Nielsen Global Luxury Brands Study†). Indian often spend around 100$ on an average for apparel. To them, the most important factor is the l ook and feel of the product and price is also another important factor. Therefore, UNIQLO should market itself as the highly functional and innovative clothing brand from Japan to be sold at reasonable price. ? Threat of substitute products of service: High The substitutes are various from price, quality to brand as well as ease of access to customers.Local apparel manufacturers have consolidated in group and they are strong at low-cost operation. Still people have preference in local style outfit (their traditional custom: sari). ? Rivalry of competition: High India is considered an attractive market for luxury brands, about 50 premium and luxury brands, including Zara, GAP, Tommy Hilfiger, Guess, Benetton, Levi’s etc, have opened stores in India in recent years. Direct competitors of SPAs like UNIQLO (GAP and Zara) have been doing business in India and they have solid portions of market share in the non-functional category. Rivalry among existing companies is fierce.Regardi ng strengths and weaknesses of current competitors, Zara’s strength lies in its ability to quickly bring the latest designs to its stores while Levi’s and Benetton strengths are in their supply chains as they have been in India for more than 10 years. Shopper’s stop and Provogue are local players and they are available in more locations of customer attraction. However, current competitors also have weaknesses like: due to fewer seasonal variations, driving new fashions every season hasn’t been easy for them. Except Benetton, most of other brands do not offer traditional (embroidery) and colorful stuff, which Indians prefer more.Some of the competitors do not have good distribution infrastructure. In brief, the market in India is still in its early ages and is growing at a high rate. A lot of other premium brands are planning to open their stores in India soon. Market size is big especially in its tier-1 three most populous cities namely Mumbai, New Delhi and Bangalore (more than 30 million people in total). 9 Final Report [STRATEGY FOR UNIQLO IN INDIA UNIQLO targets customers of all ages and genders, but in its first bricks, it should focus on customer aging from 15-64 and who is more brand conscious.The targeted customers should earn more than $100 dollars per month to afford UNIQLO products. 3/ SWOT analysis for UNIQLO in India The overview of UNIQLO business and the results of PEST and 5 forces analysis help us recognize the external factors and internal factors affecting to the investment decision and strategy formation of UNIQLO in India. All important factors are summarized in the SWOT frameworks below: Strengths Weakness – High quality, functional products for wide range of customer and to be sold at – UNIQLO originally had image of cheap clothes for everybody with basic designs Japanese culture is still the core value of FR reasonable price – Being famous for innovative products back up by Japan technolo gy innovation while Indian working culture is very much different. – Having strategic cooperation with suppliers (TORAY) – Shortage of global human resources due to the language barriers. – Having strong global footprint – Lack of well-established distribution network – Good SCM with SPA model – The financial status is very healthy Opportunities Threats – Increasing demand of functional products with high-tech and innovative materials in government welcomes oreign investment (apparel) – High Yen – Increase of purchasing power and brand consciousness in India price for market share. – Instability of consumption tax and regulations the second populous world. – Indian – Strong competition which may cause a war of – Different wear behavior of targeted customers and poor access to shopping centers – The global economic downturn and Indian slow GDP growth – Social matters (labor union, war with Afghan, security risk, market exit) – High rental at shopping mall 10 Final Report [STRATEGY FOR UNIQLO IN INDIA PART III/ Strategy Formation 1/ StrategyBased on environmental analysis as well as strengths and weaknesses of UNIQLO, following is the suggested strategies for UNIQLO upon entering into India. Vision: Becoming the number one lifestyle apparel SPA in India in next 10 years. ? Value Positioning: highly functional clothes selling at middle to high price ? Competitive strategy: Differentiation by innovative product and aiming to be creator of new clothe types (ex: HEAT-TECH or Ultra Light Down Jacket lines) ? Targeted segmentation: Customer aging from 15 to 64 years old of both genders, belonging to the social classes having medium and high-income, living in urban area. Entry mode: first entering as a wholly-own subsidiary of Fast Retailing Co. , Ltd and later expand the store networks through alliance with strategic retailers or franchising/licensing models . UNIQLO had very successful business results with the wholly-own branch model in other countries like China, US and EU, which should be an advantage for them in India. ? Expansion Strategy: Phase-based model Phase 1 (Year 1 – Year 2) Market penetration & Brand and Network building Target: Having piloted 5 big-sized stores in the five most condensed shopping malls of Mumbai (5 stores) Phase 2 (Year 3- Year 5)Brand building & Regional expansion Target: Having 10 stores in malls of 4 big cities: Mumbai, Delhi, new Delhi and Bangalore (40 stores) Phase 3 (Year 6 ~ Year 10) Brand strengthening & National expansion Target: Building the first flagship store in Mumbai and having in total 100 stores nation-wide (1 flagship and 100 stores) 2/ Implementation plan: To realize the above strategy, 4P marketing framework has been applied and details are shown in the table below: 11 Final Report [STRATEGY FOR UNIQLO IN INDIA Products Place – Phase 1: emphasize functional inner wear à ¢â‚¬â€œ Phase 1: start from big-sized stores in top-tier ine (heat-up and cool-biz types). This makes shopping malls in Mumbai and corporate with Indian more comfortable when combining domestic retailers who are easy to be controlled UNIQLO innerwear with their traditional by UNIQLO. sari. – Phase 2: develop various stores in big and – Phase 2: offer diverse casual apparel small shopping malls in top 4 biggest cities products of vivid designs for men and including Mumbai, Delhi, New Delhi, and women for any occasions. (T-shirt, sleeveless Bangalore. dress, jackets, jeans, etc ) – Phase 3: design styles and develop materials for Indian market to turn UNIQLO as the Phase 3: Open one world-class flagship store in Mumbai and increase the store quantity through franchising or licensing nation-wide. leading lifestyle clothes for domestic people. Price Promotion – Pricing for UNIQLO in India will be based – The store design, furniture, fixtures and music competitors’ pricing in India as well as its are all carefully planned and coordinated to global price strategy. create a shopping experience that reflects – Considering UNIQLO’s unique differentiated products and the income of target customers, the price will range from medium to high. global UNIQLO's brand concept. Marketing strategy will emphasize on the senses to inspire the aspiration lifestyles as – The possibility of lowering price of some Unique Clothing via strong investment in products is high because GPD per capita of advertising on TVs, journalism and on-line India is still very low compared to other websites. Discounts at weekends and special BRICs. ceremonies will be applied to boost the sales. Moreover, India is a totally different market compared to its home Japan in term of culture, religion and politics. Therefore, in order to win in this market, UNIQLO must follow the triple A strategy for its global operation and planning. Adaptation: India is very big and varies in climate, tribes, religion and tradition. Therefore, UNIQLO has to provide diverse products adapting to wear behavior of localities . For example, in Mumbai, where UNIQLO aims to open first stores, is very hot so UNIQLO's high -tech dry T-shirt would be ideal. At the very end, UNIQLO should provide the specific design and fabric exclusively for India (ex: embroidery products with vivid color). By adapting the firm’s products and services to the local 12 Final Report [STRATEGY FOR UNIQLO IN INDIA context, it can boost revenues and market share. ?Aggregation: India's population is 10 times than Japan and this market is getting bigger and bigger. Therefore, if UNIQLO makes a big success in Indian market, they would get the benefits of economy of scale by turning India into regional or even global operation of UNIQLO. Although they now have a production factory in Sri Lanka, India is a very much bigger market connecting to the Asian sub continent. I n the future, all development, production and marketing can be grouped in India as the regional operations headquarter. ? Arbitrage: India has a big apparel cluster and cheap labor force.On the other hand, now in China, where 80% productions of UNIQLO products are there, labor wage is increasing rapidly. If UNIQLO decided to go to India, they can move factories from China to India to reduce to cost burden as well as avoid the threat of intense political conflict between China and Japan. CONCLUSION UNIQLO aims to create apparel MADE FOR ALL, offering the elements of style in clothes that suit diverse values of customers. Therefore, although India is diverse in term of culture and shopping behavior, in the one-world one-market era, UNIQLO has a big chance.According to us, short-term goal for UNIQLO is to set up profitable business model and increase brand awareness. Long-term goal is to be a leading lifestyle brand in India. Starting from high-profile shopping centers, then flagship s tores but eventually UNIQLO would become popular functional casual clothing that its shops can be found in every cities of India. As for organization and operation, to meet up with the huge demand of labor force in the future, we suggest UNIQLO to recruit and train university graduates in India in the same way as in Japan (either in India or Japan).The fresh approach to staff training will facilitate aggressive new stores openings in India later. Finally, regarding the corporate culture, in order to avoid cultural conflicts as well as to preserve UNIQLO’s Japanese Core Values amid Globalization, (UNIQLO is a company born and bred in Japan), they should balance and integrate its Japanese DNA and Indian DNA to feature itself as a new type of Japanese-originated global corporation. 13 Final Report [STRATEGY FOR UNIQLO IN INDIA REFERENCE 1/ Note on Globalization and Strategy http://www. iese. edu/en/files/AR-Apuntes9. pdf 2/ Fast Retailing Latest Annual Report 2011 http://www. as tretailing. com/eng/ir/library/annual. html 3/ Other websites: http://www. jetro. go. jp/world/asia/in/biznews/4ed43b5b0cb20 http://www. jetro. go. jp/world/asia/in/invest_04/ http://en. wikipedia. org/wiki/Corruption_Perceptions_Index http://ja. wikipedia. org/wiki/%E3%82%A4%E3%83%B3%E3%83%89 http://www. google. co. jp/publicdata/explore? ds=d5bncppjof8f9_=ny_gdp_mktp_kd_zg m=country:IND=ja=ja=%E3%82%A4%E3%83%B3%E3%83%89gdp%E6%88%90%E9%95 %B7%E7%8E%87) http://ja. wikipedia. org/wiki/%E3%82%A4%E3%83%B3%E3%83%89) http://www. google. co. jp/url? sa=t=j==s=web=1=0CGAQFjAA =http%3A%2F%2Fcsi. ckinsey. com%2F~%2Fmedia%2FExtranets%2FConsumer%2520Shopper%252 0Insights%2FReports%2FIndias_fast_growing_apparel_market. ashx=LtM0UN7mGIb4mAWmwoG YCQ=AFQjCNE5VELIQ-B385iwXw_VnAjkCscOCw=rXzMNQp0szM7wLXWKzPqXQ http://ja. wikipedia. org/wiki/%E3%82%A4%E3%83%B3%E3%83%89 http://ecodb. net/country/IN/imf_inflation. html#pcpipch http://www. meti. go. jp/policy/trade_policy/epa/country/pdf/india0408. pdf h ttp://www. google. co. jp/url? sa=t=j==s=web=1=0CGAQFjAA =http%3A%2F%2Fcsi. mckinsey. com%2F~%2Fmedia%2FExtranets%2FConsumer%2520Shopper%252 0Insights%2FReports%2FIndias_fast_growing_apparel_market. shx=LtM0UN7mGIb4mAWmwoG YCQ=AFQjCNE5VELIQ-B385iwXw_VnAjkCscOCw=rXzMNQp0szM7wLXWKzPqXQ http://www. indexmundi. com/india/age_structure. ht 14 Final Report [STRATEGY FOR UNIQLO IN INDIA APPENDIX Appendix 1: Fast Retailing Corporation Profile Index Figure Country Japan Found year 1963 Sales( billion) 820. 35(2011. 8) Net profit( billion) 54. 35 Total assets( billion) 533. 78 ROE(%) 18. 1 Market value (() 14,742 Stores 2088 (10 countries) Employees (full-time) 14,612 Region sales rate 73(Japan):27(Oversea) (Source: Annual report yearend 2011, Fast Retailing Co. , Ltd) 15

How to Pick a Title for Your Research Paper

How to Pick a Title for Your Research Paper How to Pick a Title for Your Research Paper It sounds strange, but for many people choosing a topic of a research paper is the most difficult task. Well, thats often true and it can happen to you in any situation when you have to choose something. If you are not given a choice, you can simply accept it. On the other hand, the more options you have, the more difficult it may be to make a wise choice. So, if your teacher has given you a topic to work on, you are the lucky one. But sometimes you have to pick a title for your research paper by yourself. There is one thing to think of before choosing a title. So, ask yourself what you are interested in at this stage of your life. Wouldnt it be great to write about something you like and are good at? However, keep in mind that you write your paper not only for yourself. It will be read by your teachers, and your goal is to write about what you like to make other people interested in it. You have to keep it simple. Write in such a way, that even a child could understand you. Making simple things more complicated is a complete waste of time. Nobody would like to read that. In addition, have a look at the latest news, listen to what people or your friends talk about, try to remember things that you was impressed by recently. This may inspire you to choose the right topic. You can surely choose the title you like, however dont try to be too creative. What seems to be fine for you, may look absurd for the others. Or perhaps you cannot come up with an original idea. In such a case, there are lots of topics students use all the time. Some of them may look trite, but it is just a matter of your writing style, how you express your thoughts, your ability to look at a typical problem from another perspective, your willingness to make usual things unique. Thousands of papers were written about environmental pollution, greenhouse effect, deforestation etc. Nobody has suggested a way out that really works and differs from what the humanity attempted to do with this problem. Who knows, maybe you can write something that can surprise your teacher, and you will get a good grade. As children, we all liked to find out something new in everything that surrounds us. When we grow older, we become less curious for some reasons. Of course, writing a research paper about something you like is a great opportunity to find out something new, share your ideas and enthusiasm with other people. However, if you dont have much time for that, our academic writing service is always ready to help you with your writing task. If you need professional research paper title assistance from experts welcome to our research paper service !

Losing the Plot 5 Top Tips on Writing a Good Story

Losing the Plot 5 Top Tips on Writing a Good Story Losing the Plot? 5 Top Tips on Writing a Good Story In narrative writing, the term â€Å"plot† refers to the events that make up a story. But how do authors approach plotting a story? And what makes a good plot in the first place? We have a few helpful tips! 1. Plotting Your Plot Once you have a premise for your story, think about where it will go and create a plot outline. You might even want to come up with an end point and work backwards! This will help you get a sense of how the story will progress and how different events will be connected. Many story plots follow a classic three-act structure.(Image: Bratislav/wikimedia) You don’t have to stick to this outline as the story develops, so don’t worry if it isn’t perfect at first. The point is to give yourself a structure to work with so that your writing stays on track. 2. Build a Story Around Character Arcs Plot is important, but it needs to be supported by strong characters. After all, if the characters in your story don’t have believable goals and motivations, how will the story move forwards? One good tip is to make sure your main characters each have a character arc. This refers to how characters change or overcome challenges during the story. To get started on this, think about who they are, what happened in their pasts, and want they want to achieve. 3. Use Subplots (But Not Too Many!) The main plot in your story will be what drives everything forward (the ticking bomb that cannot be ignored or forgotten, perhaps literally if you’re writing a thriller). But subplots allow you to flesh out a story with smaller narrative arcs that develop characters or themes related to the main plot. Adding a few romantic entanglements or mysteries that need to be solved can therefore add an extra dimension to your writing. However, any subplots you include should help move the main plot forward in some way (e.g., by revealing important information). If you add too many unrelated subplots, on the other hand, your story may become difficult to follow. 4. A Twist in the Tale? While your overall story should be easy to follow, you also want to surprise your reader now and then! Think about where you could add a plot twist to complicate things. However, make sure any twists you add follow from the logic of the story up to that point. And it’s probably better to avoid any ending that can be summed up as â€Å"and it was all a dream.† And he was dead all along has been done, too.(Photo: Gage Skidmore/flickr) 5. Explain Your Story to a Friend Finally, don’t struggle alone! As with most things in life, writing a story is easier if you ask for help. Before you start writing a first draft in full, try explaining the plot of your story to a friend. If there is something they don’t understand, you may want to work on clarifying how that part of the story fits into the overall narrative. You can always ask for feedback on specific issues, too! And once you have a first draft, we can help with the editing process.

Vermont's Women Organizations and Training Programs Essay

Vermont's Women Organizations and Training Programs - Essay Example This has helped establish the causes of discrimination against women and hence address this issue and help women achieve their political ambition (Goleman 5). The League of Women Voters is a non-partisan league established in 1920 by Carrie Chapman, which does not fund or compete against political parties or candidates. However, the league believes in a representative government and the freedom of individuals as stipulated in the constitution. They also believe that a democratic government highly depends on well-informed citizens and citizen’s involvement. This has encouraged democracy and hence allowing women to gain a political advantage (Goleman 7). The Women’s Leadership Circles of Vermont is a circle of 10-12 women leaders originating from a particular region. Vermont Women’s Leadership Circle was founded by Kerry Secrest of Watershed Coaching, LLC in 2011 (Marla & Kerry 1). It offers influential women the space, support, and tools to lead with precision and self-confidence. The program was formed to cater for the needs of women in leadership positions across all sectors of the economy. Those who participate have a clear vision that drives them toward personal and professional achievement. This helps the women grow in their roles as change-makers. Through these initiatives, the various organizations and groups have been able to help women achieve political mileage. This is because women become more empowered and feel more confident to go for political

Ronald Reagan, Lyndon B. Johnson and Franklin D. Roosevelt - most Essay

Ronald Reagan, Lyndon B. Johnson and Franklin D. Roosevelt - most dominant and active presidents of the United States of America - Essay Example President Roosevelt regarded public welfare considerations to eclipse individual autonomy in importance; however, he prepared to use the influence of the government to force people to act in the public interest. Unlike Roosevelt, we find that Ronald Reagan acknowledged or considered the government as being part of the problem and not the solution in the economic impasse. On the other hand, President Lyndon Johnson was the major proponent of the thought that the government, particularly a big national government, was the best solution to most of the problems of the United States. During the presidency of Johnson, the first debates regarding minimum wage was initiated, being extensively backed by the Equal Opportunities Office. These individuals believed that if the redistribution of income were to be done in an appropriate manner, then a ware rate would actually be a big step (Tim 56-85). Just like Reagan, we find that Johnson also had a dislike for communism and promised to bring it to an end in Vietnam.