ERP And Network At Dabur Essay

ERP And Network At Dabur Essay Dabur is a Indian consumer goods company with interests in Oral Care, Hair Care, Skin Care, Health Care, Home Care and even in foods. From its humble first phase in the bylanes of Calcutta in the year 1884 as an Ayurvedic medicines company. Dabur has come a stretched way today to become among the top companies. Dabur India Limited is the 4th largest FMCG Company in India. Dabur had a turnover of approximately Rs. 3390.9 Crore FY 09-10 Market Capitalisation of over Rs 15500 Crore which clearly shows the companys stand. The company has kept an eye on new generations of customers with a variety of products that provide to a modern lifestyle, while supervision not to estrange past generations of faithful customers. Daburs network is in the form of star topology with 6 DAMA (Demand Assigned Multiple Access) links from Hughes Escorts Communications Limited (HECL). There are approximately 40-50 Time Division Multiple Access (TDMA) VSATs (Very Small Aperture Terminals), which will be used for linking the distribution network. Then there is Virtual Private Network (VPN) connectivity involving Daburs offices at various places like Delhi and Mumbai, moreover the corporate office. This link will soon be un-mitigated to other locations, also.The choice of the network depends upon location and feasibility runs on multiple media. The company uses IDSN connectivity as a support for its prime connectivity. Astonishingly, contrary to the current trend, Dabur doesnt have various leased lines to hold up its datacom network. The Situation: Problem Faced By The Company Before ERP Implementation For many years, Dabur had been using Fox Pro based systems for its handling logistics but as the network has grown the distribution pressure rises technology development was necessary. Fox Pro was a database in which each of the department likes sales, finance etc had a separate database for their respective departments. It was not a relational database. The company faced a lot of problem because this like data inconsistencies etc. It become necessary to integrate the fragmented distribution network for the benefit of the company. This was the time when Dabur felt the need to implement some kind of ERP system. ERP Implementation in 4 stages till now 1st ERP implementation Baan Dabur implemented Baans ERP system in 1999 for automation of the manufacturing process. This was the first ERP system which was implemented by the company in the major plants at Sahibabad and Baddi respectively. The server used for this was Alpha Unix servers and this was situated at the commercial office are used for Baan and around 200 concurrent users can login from in cooperation with plants using PAMA VSATs and fibre in the distant Baddi plant. In Baan ERP system the key modules includes finance, manufacturing,master production planning, intelligent resource planning,dealer planning and costing. The various modules keep the track of the material as the inventory moves through the plant and they are synchronised to each other. The primary distribution plan becomes a very important component of the manufacturing system. The planning process of the compnay includes one months stable Rolling Production Plan (RPP) of the company and two months rolling plan later on, based on a Rollin g Sales Forecast (RSF) of Dabur. Problem in case of Baan The operation of the manufacturing system has been very difficult as raw materials for Daburs products are mostly sourced from the various unorganised sectors where fruits and herbs and other natural recourses are procured. The other challenge was of extensive customisation which was necessary to meet stringent FDA regulations in the quality circle in Pharma product lines. Not only this, BaaN requires a central server which was also a problem for the company. As with the majority companies, sales at Dabur crest in the last 4-5 days of the particular month which leads to more load on the server. If the company dabur in this case,depends on this sort of central server architecture, which would be associated through VSATs, the network would be extremely overburden during each and every month-end. However, Dabur never required making the network a serious component in the automation of the outbound logistics. The company determined to go for an ERP answer which was Network Independent and it found that MFG/PRO could be run on independent servers at every location it was a good choice that suited its unique needs. 2nd ERP implementation MFG/PRO ERP Dabur therefore initiated automation of the outward logistics system in April, 2001 by means of its primary circulation system named Project Synergy, which involves the execution of the MFG/PRO ERP system. The MGF/PRO system was running in greater than a dozen Carrying and Forwarding Agents (CFAs) and the major warehouses all over the country. It had covered more than 90 sites in the main Distribution will be finished by 2002. Implementation Once it was decided that MFG/PRO it will be to lever the outbound logistics then a core implementation team was made which includes end users from dissimilar departments, like IT, sales, distribution and planning, finance and was set up in order to work. The deployment was made in four stages. In the first stage a requirement study was done here a model was developed. Dabur has many other strategic business units each one of it is having a different need in terms of outbound logistics. It is a traditional FMCG company into family units and healthcare products, pharmaceutical products, food products, which is a perishable products division, ayurvedic products for both the medicine and home segments. All these divisions have diverse requirements. The heart team had its job to cut out plus it had to develop a ordinary business model, which could supply to each and every segment at the identical time. Significant benefits were visible in locations where the ERP system had been implemented. These include: Improvement occur in sales dispatches to the carrying and forward agents (CFA). The sales earlier were greatly overloaded with 80 percent of sales taking place in the last week of the month which led to a number of trouble such as cheque bouncing and sales returns from pushed sales to meet sales targets. Improvement was seen in collections process also. Collections have recorded an improvement of about 6 days after implementing ERP and now are more evenly spread more than the month which leads to substantial savings on working capital protected up in out-bound logistics. Reduction in unsold stock inventory nad sales returns. Stocks in carrying and forwading agents are noticeable to fundamental distribution planners in commercial and un-saleable categories most important to better distribution nad management. fundamental management of sales schemes. The corporate office manages the schemes and free issues and the ERP system keeps a tough test on schemes most important to decline in misuse of schemes in the field. Reasons: why the shifted to another ERP system (SAP) By 2005 Dabur felt the need of maintaining two independent ERP systems for the company. They were facing some of the issues like there were still data redundancies and inconsistencies in the database system. Substantial amount of rework was essential in just data format translation between the two systems. It still did not provide a holistic image and thus posed troubles in formulating a policy or taking business significant decisions. Maintenance cost of MGF/PRO was also very high. Dabur realized that it is not just the operational excellence it needed but in also needed decision support infrastructure and as a result of this the proposal of a solitary organization wide ERP implementation was planned in Dabur. So, with the help of Accenture, Dabur implemented strategic and operational changes by implementation of organization wide SAP core modules. 3RD ERP implementation SAP (major change) Migrated from standalone Enterprise Resourse Planning systems which includes Baan and Mfg to centralized SAP ERP system from 1st April, 2006 for all the business units of dabur. Dabur implemented a country wide new Wide Area Network infrastructure for running centralized Enterprise resourse planning system and setting up of new data center at KCO head office in Ghaziabad. Addition of system to the distributors for capturing Secondary Sales Data information to collect near real-time pipeline information was done by 2004. Dabur decided to turn round out the IT services to the latest plants in the country. Dabur is no immunity with respect to other industries and realized it needed to execute enhanced and quickly and make more rapid decisions in order to outpace its upper class in revenue and prosperity growth. Accenture projected infront of dabur that Dabur to improve its supply chain management, to meet such goals and sales and distribution capabilities should also be improved and use IT as a strategic enabler for its business strategy. This incorporated migration to a nimbler outsourcing model that would create significance through quickness and sustain business initiatives and safeguarding of its SAP ERP system. SAP basically, was selected due to the extensive experience in India and it is used by its competitors also. How Accenture helped Dabur Accenture proposed that Dabur improve its sales and distribution services and supply chain management capabilities and use information technology as a tactical enabler for its business strategy. From an IT standpoint, Accenture suggested a two-pronged strategy to Dabur that includes resettlement to a nimbler outsourcing model that would create value through nimbleness and hold up business initiatives and protection of its SAP enterprise resource planning system. Accenture assembled a group of extremely trained industry experts so that it can bring these initiatives to life, as well as some professionals who have widespread SAP design and implementation experience in this field which was an important factor. It implemented a new sales and distribution strategy and in this Accenture helped in developing a widespread strategy that was noticeable as Daburs first significant endeavour to identify key customer segments in urban and rural markets, customize sales programs for key accounts and reorganize Daburs sales teams by one of four trade channels. There was some profit from these initiatives like increase in annual sales by 17% whereas amplify in profits by over 40% performance more operational effectiveness and cutting down of costs. Operational Benefits Impact Lost Sales -40% Forecast Error -53% Full, on time delivers +7% Rolling production plan adherence +73% Accenture supported this business approach with a lucrative IT solution. It has developed in-house over several platforms, which captured actionable information crosswise the national footprint of practically 500 distributors. In the area like that of product distribution, the desired team focused on bolstering the efficiencies and rural market diffusion and designed a channel-specific strategy for chemist , modern trade, wholesalers and convenience stores. In just the beginning of a supplementary efficient sales program, Accenture paid special consideration to how Dabur might recover service to Indian extra-large retailers, which are likely to account for an additional 15 percent of consumer product sales by 2010. For this group of customers, the group recognized a totally new operating model that includes a pricing architecture framework to aid negotiations and revised role and odd jobs for each and every one members of the trade field force. In devising this strategy, the Accenture and Dabur team optimized the companys distribution processes and internal logistics for mega retail customers, and put incentives in set to drive definite goals such as uniformity of sales in grocery stores, increased sales via wholesale channels. 4th ERP implementation SAP APO (Current Scenario) Automating forecasting: Dabur hence decided to automate the procedure to develop its forecasting procedure. The company was already running SAP ERP from 2006 and decided to put into practice SAPs Advanced Planner and Optimizer (APO).To guarantee the precision of SAP APO, chronological data was deconstructed to originate the baseline sales and impact of ATL/BTL inputs. Dabur has to a great extent gets benefits from SAP APO with enhanced business outcomes. Project was divided into four different phases. The first phase was Diagnosis in which design and organisation structure was done. It also established the potential opportunity size and the business case. In the second phase the design of the supply chain took place. The third phase the actual implementation of APO modules took place. In the last phase the actuall running took place (April 2010). Once you have input the growth target the entire sales volume plan will be generated. All the other calculations are in real time like required capacity planning, markets where we can get more business. The ERP system will then convert the sales which was forecasted into the real/actual sales at factory level. Changes experienced in top line, bottom line and inventory turnover due to ERP implementation Before the deployment, the lost sales which were earlier accounted to 6% were decreased to 3.75%. More-over the companys error forecast was also reduced from 85 to 40 percent and its forecast accuracy amplified from 25 to over 60 percent. Achieving this act in less than eight months was a enormous success for Dabur. This would not have been possible exclusive of a business benefit-led move towards to the exercise moderately than an IT-led approach. With the recent execution of ERP, the effectiveness of the distribution and logistics network is expected to advance more in the future. Consumer health division grew by 12.5%, that division has been impacted in the first quarter by the ERP platform changeover. Future Challenges Forward integration of SAP with distributors and stockists is a big challenge. Implementation of SAP HR and payroll has to be done. Along with this backward integration os SAP suppliers. Conclusion The implementation of ERP system in a consumer goods company is an enormous complex undertaking, ERP system can effect every aspect of organizational functioning and design.ERP system lead to highly standardised and highly computerised information. A strong program management approach and an implementation partner having good business understanding and proven experience were other factors that served as catalysts.

Eric Eriksons Stages of Psychosocial Development Essay -- Erikson’s Ei

According to Eric Erikson, there are eight different social stages a person must go through as they mature. Each stage has a positive characteristic and a negative characteristic. If positive characteristics are fulfilled then their future will look good. So to what extent can the lack of reinforcement to the positive characteristics of Erikson’s psychosocial stages of development effect you? The effects can be quite horrifying. Especially if all of the stages the only characteristics fulfilled are the negative aspects. Erikson’s first stage was trust verses mistrust and it occurred from zero to 18 months of age. The point of this stage is to establish trust. Erikson believed this was the most important period in a person’s life. Since a baby depends entirely on his/her parents, the care giving plays an important role in the shaping of this stage (Cherry, 2011). If the child successfully develops trust then the child will feel safe and secure in the world, but the lack can lead to thoughts of an inconsistent and unpredictable world (Cherry, 2011). In the business world, the lack of trust can create a whole new problem. The lack of trust can lead to the â€Å"†¦unseen cost in life and business†¦Ã¢â‚¬  as said by Stephen Covey (2006). Lack of trust creates â€Å"†¦hidden agendas and a guarded communication, which slows the decision-making process† (Covey, 2006). When there isn’t trust in a situation, it hinders productivity, innovation (Covey, 2006). The second stage is autonomy verses shame and doubt. This occurs from about 18 months of age to 3 years old. The basic virtue of this stage is will; can they do things on their own or do they require the help of others? Erikson believed that children around this age wanted to develop a greater sense... ...r past with little or no regrets and will be satisfied overall. If a person is unsuccessful in this phase they will feel that they wasted their life and they will only think of regrets. They will feel despair (Cherry, 2011). Erikson’s stages of psychosocial development were complex, but simple. It is something everyone will go through and experiences will always be different. The lack of reinforcement to the positive aspects of his stages can lead to quite a disaster. Surprisingly, previous stages are highly influential to the proceeding stage. The lack of reinforcement to the positive aspects of his psychosocial stages can have a very devastating effect on a person. This is because the effects built up rather than taking the place of one another. The effects are quite horrifying, but with the right environment, experiences and beliefs, everything can go well.

Research Findings on Mid Day Meal Essay

Some research findings on Mid Day Meal Scheme conducted by independent agencies reported that MDM programme is a visible programme and has helped in increase in attendance and enrolment of children particularly girls. They also reported that there is an increase in retention, learning ability and achievement as well as greater social equity among caste, creed, sex and gender groups in the schools. The main research findings are as under: i) Research findings (2010) of Pratichi trust of Prof. Amartya Kumar Sen: Unlike many other Government programmes, implementation of MDM has been a success throughout the country. Though the quality of food needs to be improved, it must be said that with active participation of the beneficiaries, it has become a community programme. The quick response of the state administration in amending the shortcomings indicates that the administration is gradually becoming aware of this. ii) The major findings of the PROBE (Public Report on Basic Education) Report indicated that 84% of households reported that the children get cooked mid day meal in schools and children enjoy varied menu. Good practices like washing hands before eating, & after eating are imparted in the schools. Incentives like MDM have contributed to improving enrolment rates. iii) Mid Day Meal Scheme in Madhya Pradesh by National Institute of Public Cooperation & Child Development, Indore has reported that MDM has shown marked improvement in enrollment pattern of children in primary schools. Mid Day Meal Scheme undoubtedly resulted in increased school attendance and retention of children in schools for a longer period. The Scheme has played a crucial role in reducing drop out, especially among girls. Parents viewed that the mid day meal had reduced the burden of providing one time meal to  their children and considered it as a great support to their families. Teachers opined that mid day meal aided in active learning of children, which indirectly improved their academic performance. The Scheme has played a significant role in bringing social equity among all the sections of the society. iv) An empirical study conducted on Mid Day Meal scheme in Khurda district of Orissa, revealed that cooked mid day meal has increased socialization among the children and helped in increasing enrolment and afternoon session attendance. MDM has created new employment opportunities for underprivileged sections. v) Annual Status of Education Report (ASER) 2010 reported that in 83.4% schools served MDM on a day of visit and almost same percent of schools (81.3%) schools were having kitchen sheds for cooking mid day meal. A vastly improved availability of mid day meals had contributed to the increase in enrollment. vi) vii) 2. Supreme Court Commissioners undertake extensive review of various welfare schemes through field visits. They have observed that the MDM is widely acknowledged as one of the most successful schemes of GOI. Increase in enrollment and attendance of children in primary schools has been noticed after the introduction of MDM. Performance audit (2011) conducted by Centre for Environment and Food Security on food security schemes in Orissa and Uttar Pradesh; The sample survey in 130 villages spread over 12 districts of Orissa and Uttar Pradesh (Bundelkhand) was carried out and reported that performance of the MDM scheme is far better in Orissa in comparison with the Uttar Pradesh. An overwhelming 86.7 per cent of Orissa’s children were getting second best category of MDM (regular but inadequate and unsatisfactory meal), only 51.8 per cent of children in UP were getting regular but inadequate and unsatisfactory meal in their schools. Findings of Evaluation Study by Planning Commission Performance Evaluation of Cooked Mid Day Meal Scheme – study conducted by Programme Evaluation Organization of Planning Commission (2010): The highlights of the Study conducted by the Planning Commission are as under: i. The Cooked Mid Day Meal Program has been successful in addressing classroom hunger in sample schools. ii. Cooked Mid Day Meal is reported to have created a platform for children of all social and economic backgrounds to take meals together, thereby facilitating achieving the objective of social equity. iii. It has also been observed that the programme has resulted in the diversion of the attention of teachers and students on activities related to it, rather than towards teaching and learning activities, which results in loss of studies. iv. In general, visible shortage of basic infrastructural facilities and manpower (that are crucial for the success of the Cooked Mid Day Meal programme) were noted. v. Most of the states, it was observed, did not follow the guidelines of Government of India to deliver foodgrains at the school point by PDS dealer, thereby resulting in the leakage of foodgrains. There have been instances where due to long supply chain, foodgrains supplied got adulterated and pilfered. vi. While Cooked Mid-Day Meal Scheme seems to have contributed to an increase in the attendance in schools across the country, it does not seem to have any significant impact on fresh enrolments in sample schools. 3. Review of the Scheme by Supreme Court Commissioners Supreme Court Commissioners are monitoring all welfare Schemes of the Central Government including Mid Day Meal Scheme. They have monitored seven States viz. Assam, Bihar, Jharkhand, Madhya Pradesh, Nagaland, Orissa and West Bengal during 2010-11. The main recommendations of the reports are as under: i) Delay in release of funds to school / implementing agencies. ii) The mid day meal should be expected to cover all children in the school going age irrespective of whether they are enrolled in school. The location of meal served can continue to be the school; this might further encourage those out of school to join schools. iii) The provision for cooking costs under the mid day meal should be increased based on Price Index developed for Mid Day Meal Scheme to counter the effect of inflation. iv) Proper infrastructure for mid day meals should be mandatory, including cooking sheds storage space, drinking water, ventilation, utensils etc. v) Mobilization for kitchen garden in school premises should be encouraged. vi) Priority should be given to disadvantaged communities (especially Dalits and Adivasis) in the appointment of cooks and helpers. All cooks and helpers should be paid not less than statutory minimum wage. vii) Mid day meal should be linked with nutrition education and related educational activities. State Government should be encouraged to adept their text books for this purpose, as the NCERT has already done for some text books. viii) Nutritious items such as eggs and green vegetables should be provided regularly. ix) Serious action should be taken in the event of any form of social discrimination in mid day meal such as discrimination against dalit children or dalit cooks. x) Community participation in the monitoring of Mid day meal should be strengthened, particularly to prevent corruption and ensure quality. xi) Mid day meal should be integrated with school health services, including immunization, de-worming, growth monitoring, health checkups and micronutrient supplementation. xii) Grievance redressal mechanism must be within easily reachable distance of complainant and should therefore be decentralized to Panchayat level. It could also consist of mobile camps that reach out to each village. *********

Free Essays on What We Talk About When We Talk About Love

RAYMOND CARVER'S "WHAT WE TALK ABOUT WHEN WE TALK ABOUT LOVE" Stories, be they written or on screen, usually employ setting as a backdrop and having no direct relation to the actual storyline progression. This, however, is not the case in Raymond Carver’s tale â€Å"What We Talk About When We Talk About Love.† In this short story, a single element – sunlight – reflects(no pun intended) the progression of the story, showing a direct relation between the characters openness in talking about love, their knowledge on the subject, their mood, the point of discussion as well as their confidence in their own abilities. As we will soon see, the element of sunlight will take us into four different levels of progression, helping us to dissect and better understand its role within the story. In the first phase of the story, when â€Å"Sunlight filled the kitchen from the big window behind the sink† the mood in the room is one of general happiness; the two couples are joking with each other, smiling and being affectionate as we see when Nick admires Laura’s fingers and also kisses her hand. (Carver 170) Their main point of discussion is about Terri’s ex-boyfriend, Ed, and how mentally unstable he was. During this conversation, we see that there is no sense of openness in the discussion, as it is only Mel and Terri that speak while Laura and Nick are more reserved, content to just listen to the stories rather than partake in the conversation themselves. The one thing that everyone does share, however, is their level of knowledge on the subject of love. Mel states quite simply that â€Å"I know what I know. That’s all† (Carver 170). Terri is also equally unequivocal in her understanding, saying â€Å"Say what you want to, but I know it w as† when talking about Ed’s love for her. (Carver 170) This also happens to be the one time early in the story that Laura shares her thoughts, stating â€Å"Well, Nick and I know what love is† to ill... Free Essays on What We Talk About When We Talk About Love Free Essays on What We Talk About When We Talk About Love RAYMOND CARVER'S "WHAT WE TALK ABOUT WHEN WE TALK ABOUT LOVE" Stories, be they written or on screen, usually employ setting as a backdrop and having no direct relation to the actual storyline progression. This, however, is not the case in Raymond Carver’s tale â€Å"What We Talk About When We Talk About Love.† In this short story, a single element – sunlight – reflects(no pun intended) the progression of the story, showing a direct relation between the characters openness in talking about love, their knowledge on the subject, their mood, the point of discussion as well as their confidence in their own abilities. As we will soon see, the element of sunlight will take us into four different levels of progression, helping us to dissect and better understand its role within the story. In the first phase of the story, when â€Å"Sunlight filled the kitchen from the big window behind the sink† the mood in the room is one of general happiness; the two couples are joking with each other, smiling and being affectionate as we see when Nick admires Laura’s fingers and also kisses her hand. (Carver 170) Their main point of discussion is about Terri’s ex-boyfriend, Ed, and how mentally unstable he was. During this conversation, we see that there is no sense of openness in the discussion, as it is only Mel and Terri that speak while Laura and Nick are more reserved, content to just listen to the stories rather than partake in the conversation themselves. The one thing that everyone does share, however, is their level of knowledge on the subject of love. Mel states quite simply that â€Å"I know what I know. That’s all† (Carver 170). Terri is also equally unequivocal in her understanding, saying â€Å"Say what you want to, but I know it w as† when talking about Ed’s love for her. (Carver 170) This also happens to be the one time early in the story that Laura shares her thoughts, stating â€Å"Well, Nick and I know what love is† to ill...

30 tips to negotiate the salary you want

30 tips to negotiate the salary you want No matter who you are, no matter what you do as a job, there is one skill that will always (always!) come in handy: negotiation. Whether you’re a newbie just starting out on your career path or a seasoned professional, being able to negotiate salary or raises helps ensure that you’re getting the most out of your career. Before You StartBefore you even get in the room and start negotiating (or crack open your email), there are some tips you should follow first.1. Know your worth.The absolute baseline for any negotiation is knowing what you’re worth. This isn’t some existential exercise- this is knowing the dollar value of your professional skills and experience in the current market, in your current industry. Sites like Salary.com, Glassdoor, and PayScale provide valuable real-time information about what people in your position are making at different companies, in different regions, at different experience levels. Using that kind of data you can get a pret ty solid sense of what you’re worth in the employment marketplace.2. Keep your mindset realistic.Chances are, you’re not going to get everything you want. So before you even start it’s good to steel yourself for an outcome that may be a little less than you were picturing. After all, when you’re done you want to be able to enjoy what you did win here, rather than focus on what you lost.3. Don’t limit your research to salary.If you’re negotiating a job offer, make sure you know everything you can find out about your prospective new company. If their stock is tanking, or there’s a general sense of upheaval, you might not be able to negotiate all that much above an initial offer. If the company is flush and doing well, there might be greater leeway for negotiation.4. Get your plan together.This is not the time to wing it, no matter how confident you feel. Go into this with a specific plan for what exactly what you’re going to ask for, what information you’re going to use to support that ask, and what you’ll say when met with different responses.5. Look at the calendar.Believe it or not, studies have shown that you’re more likely to get a raise if you ask on a Thursday. Maybe it’s pre-weekend goodwill, or it’s that the Monday-related grumpiness has dissipated. Whatever it is, it’s a psychological advantage that could help you, without the other person realizing it.Getting StartedOkay, so you have your numbers in mind (and written down), and you have a realistic sense of where this negotiation can go. How do you kick off the next phase?6. Get pumped.What gets you awake and ready to act decisively and confidently? If that’s a #treatyoself latte, do it. If morning yoga or a run helps energize you and make you feel centered, go for the Zen. Basically, whatever helps you feel focused and confident, make sure you allow yourself time to do that before any negotiation. 7. Exude confidence.You know how baseball players have special walk-up music playing when they come up to bat? Find your walk-up song. Don’t blare it as you enter the room (that’s a bit too extra), but definitely have it in your head as you walk into the room with your head held high. Or if you’re negotiating remotely via email, have your power song(s) playing on repeat in the background.8. Rock your body (language).Body language is one of the most important factors in an in-person negotiation. Strong, confident posture and body language show that you’re comfortable advocating for yourself and aren’t likely to accept whatever they throw your way first. They also show that you’re engaged and approaching this in a calm, friendly-but-businesslike way. Make sure you’re not being too aggressive in your body language, though, because that can backfire as much as being too weak or nervous.9. Remember, you’re not here to make enemies.N egotiation is something done in good faith, assuming that both parties are trying to come to an agreement that works. If you go full-on aggro, you ruin that element of good faith. It’s not going to make your negotiation partner want to give you more- and it much more likely to have the opposite effect. And it’s crucial to remember that this is someone you’ll have to deal with at work after the negotiation is over, so don’t say or do anything you’d regret later.10. Start with the right questions.It can be tempting to jump in with â€Å"here’s what I want,† but this is your chance to get more info about the other party. You can start the conversation about asking about priorities and the other party’s goals for the negotiation. Sure, it’s small talk, but it can help you measure your next step.The Big NegotiationOnce you’re in it (either in the same room or locked in an email exchange), it’s important to keep up your confidence and your momentum.11. Move first.Be the first one to put out a number. There’s an old saying that you don’t want to be the one who blinks first, but that’s not really valid here. By putting your own highest number out first, you’re setting the bar for the conversation.12. Go a little higher than you want.Again, keep it realistic, but if you inflate your upper range a bit the other party will feel like they’re getting a â€Å"deal† when they talk you down from that initial number. Assuming the number is somewhat realistic based on your research, you likely won’t be laughed out of the negotiation room.13. Don’t talk about ranges.In your prep work, you came up with a range of numbers you’d accept. Keep that in your head (or in your notes in front of you), but don’t throw out a target range to the negotiator. Your negotiating partner will automatically zoom in on the lower end of the range, so itâ⠂¬â„¢s better to stick to specific numbers rather than ranges while you’re talking.14. Focus on value.Remember all that background research you did on your professional worth? Here’s where that comes into play. Use industry stats to support your number, and emphasize the qualities that make you a good deal for that price.15. Keep it professional.Don’t bring any personal motivations or justifications into it. This is about negotiating professional compensation. Your cat’s need for expensive liposuction surgery just doesn’t (and shouldn’t) register as a valid reason why you should get a raise or a higher starting salary.16. Keep asking questions.If your negotiating partner seems resistant to any of the requests or information you’re putting out, it’s okay to ask why they seem hesitant or why they are surprised/unhappy/unwilling to move in the direction you’re trying to move.17. Listen actively.It can be easy to focus on th e offers being made and ignore everything else but the numbers flying back and forth. Make sure you listen to everything the other person is saying and how they’re saying it.Counter-negotiatingThe whole point of this is haggling, right? So you shouldn’t be surprised if your opening offer is rejected. Here’s what to do next.18. Don’t fear the counteroffer.If your number is rejected or met with skepticism, you aren’t obligated to accept whatever they offer in return. Come up with a counteroffer that is as specific and realistic as the last number.19. Stall a little.Even if you know you’re likely to accept the counteroffer they make, don’t agree right away. Take some deliberation time as you review (or at least pretend to) their counteroffer. Feel free to throw in some thoughtful â€Å"hmm†s along the way.20. Consider taking it offline.Negotiations are often done in person or on the phone, but if you primarily correspond with your negotiating partner via email, use that medium. It gives you more flexibility on timing and can help you bluff a bit if you feel your confidence failing.21. Don’t make threats.People don’t respond well to ultimatums. They just don’t. So if your big nuclear option is â€Å"well, then I quit,† don’t use that as a negotiation tactic in the middle. It’s not likely to make the other person willing to hand over exactly what you want and can end up hurting your negotiation in the long run. Similarly, don’t use other job offers as bait in a negotiation- it can sound like a threat.22. Have non-money options in mind.If you suspect that salary negotiations aren’t going to go far, consider including benefits like flex time, a better title, or other workplace concessions as part of your counteroffer.Accepting (Or Walking Away)At a certain point, you’ll have budged as far as you’re willing to go, and so will have your negotiat ion partner. It’s time to start thinking about your negotiation exit strategy.23. Know your limit.Before you start, you should know what your dealbreaker point is. If it’s a new job, maybe that’s your current salary. If you’re trying for a raise, maybe that’s a 3% increase. Whatever your personal limit is, know it and stick to it.24. Accept graciously.If you’re on board with the negotiated salary, be a good winner. Don’t act begrudging, like you’re doing a favor by taking this offer. And don’t gloat if you ended up getting a better deal than you expected. Be a good winner.25. Don’t take it personally.Whatever happens, you shouldn’t take it as a personal slight that you’re not being offered top dollar. You have your priorities, but your negotiating partner has them as well. Those interests are not necessarily a dig at you or a suggestion that you’re not valuable.26. Have an exit plan if necessa ry.If you know that you want to leave if the negotiations don’t go a certain way, don’t stomp out of the room and quit in a huff. But do start preparing for a job search. The knowledge you have about your market value and the feedback you get during this negotiation can help you prepare for whatever professional opportunity comes next.27. Be firm about your limit.If you know you have a certain point that you’re not willing to drop below, stick to it. Try not to panic and take a subpar offer if it’s truly not going to work for you.28. Don’t drag it out.This can get particularly long if you’re doing it via email, but don’t let much time lapse between their offer(s) and your counteroffer(s). Radio silence for more than a day is not going to be met with much enthusiasm.29. Don’t get hung up on mistakes.Maybe you jumped too soon on an offer and regret it. But if you do find yourself making little mistakes along the way, don’t beat yourself up- make a note for next time.30. Live to negotiate another day.Regardless of the outcome, every negotiation becomes a useful tool for Future You. Maybe certain arguments weren’t met with the kind of response you were hoping to get. Maybe their starting offer was way lower than you expected and threw off your game. Whatever happens, you’re getting valuable tools for the next time you do this- and there will be a next time.

Microeconomic concepts (LEVEL 4) Assignment Example | Topics and Well Written Essays - 1500 words

Microeconomic concepts (LEVEL 4) - Assignment Example The company operates 35 holiday parks and provides a wide range of holiday services such as bars and restaurants, sporting facilities, gaming activities and holiday resorts. Some of the internal factors that have made the organisation expand its market share include superior customer services, modern physical facilities, aggressive marketing efforts, excellent management leadership style and flat organisational structure. The company is geared at achieving its mission and strategic objectives. The external factors affecting the organisation include harsh economic environment, changes in technology, social environment changes, natural environmental protection issues and strict legal and regulatory framework. The company market structure is pure competition due to many competitors in the industry and availability of numerous substitutes. The company should differentiate the services, offer superior added services and extend the product portfolio in order to attain market leadership pos ition in the industry ((Tribe 2005, 176). Introduction Haven family Holidays is a tourism company that operates 35 holiday parks in the United Kingdom (Haven family Holidays 2012). The company boosts of the best facilities for the guests in camping and accommodation. Some services include sports clubs, live entertainment for guests and child-friendly venues and activities for kids. Additional activities include swimming programs, football and basket ball coaching (Haven family Holidays 2012). Business objectives Haven family holidays provide three specific types of holidays that include self-catering, caravan and camping and half-board. The company is the largest provider of domestic holidays in UK with recreational parks spread across England. Some of the products offered include luxurious holiday resorts, sporting facilities, corporate conference facilities, and meals (Haven family Holidays 2012). The objectives of Haven family holidays include growing the profits of the company e ach year in order to provide guests with additional value added services. Another objective is to ensure and environment whereby resources are utilized effectively and employee welfare is maintained through fulfilling jobs (Haven family Holidays 2012). Haven Family Holidays is also committed to providing holiday resort services in a safe, secure and environmentally-friendly manner in order to improve the attractions to the holiday resorts (Haven family Holidays 2012). Internal factors affecting Haven family holidays The internal environment consists of factors that are within the management control. Any business organization can alter the internal factors in order to attain competitive strength in the industry. I believe that some of the internal factors affecting Haven Family Holidays include human resources, physical facilities, the leadership capability, the mission and objectives of the organization, the corporate culture, the marketing activities, customer loyalty, the organiza tional structure and research and development activities. Haven Family Holidays attracts and retains qualified personnel in all business processes. In my

Malaysian Banks Term Paper Example | Topics and Well Written Essays - 500 words

Malaysian Banks - Term Paper Example One of the most premiere cases where it is not shariah compliant that it most incur loss and gains in the house or business regardless of circumstances. A notable case was noted when an individual went to the Bank and said he cannot pay, but the bank refused to sell his house. This is completely against shariah in which the bank must split the loss. Hence, the concept of shariah finance is extremely hard because each country wants some revenue when it comes to financial securities. For the sake of assurance, most banks sugarcoat this with hidden fees and even charge a higher interest rate that are usually hidden in original clause terms. The concept of ‘service fee’ is highly demised because it is a vague term that all Malaysian banks utilized. Before understanding this issue, it is cognizant to understand the elements that surround Islamic Banking. Without a doubt, the Islamic law dictates that the asset must not be a ribawi material or in the medium exchange of gold, not silver. Additionally, a contract between two or more parties to accumulate in partnership. HSBC Malaysian bank also is one of these banks that is not shariah approved because of this issue. Another bank that is not confirm with the shariah standards is the fact Citibank Malaysia. Citibank Malaysia also offers these instruments along with the JP Morgan Malaysia Ltd. These banks financial statements dictate that these credit statements must be approved the counsel that is Shariah Compliant. Schroders Malaysia  is also under the same scrutiny as they sell bonds and other financial instruments that charge an interest rate and are not compatible with equal loss or gain since all payments for purchases are made in money. It is clear that not all banks have the understanding to conduct shariah and even do have an approval, tend to look for their own understanding of financial security. Additionally, the banks make it very clear in clause and terms that