Communicative Intent in Autistic Children

Informative Intent in Autistic Children Informative Intent is basic for creating relational abilities. In average kids the longing to convey needs and wants is intrinsic: regardless of whether they have hindered hearing, they will demonstrate needs and wants through eye stare, pointing, even vocalizations. Numerous kids with incapacities, particularly formative deferrals and chemical imbalance range issue, are not hard-wired to react to others in their environment. They may likewise need Theory of Mind, or the capacity to comprehend that others have musings that are discrete from their own. They may even accept that others are thinking what they are thinking, and may blow up in light of the fact that huge grown-ups don't have a clue what's going on. Kids Who Lack Communicative Intent Kids with mental imbalance range issue, particularly kids with apraxia (trouble with framing words and sounds) may even show less enthusiasm than ability in correspondence. They may experience issues understanding organization the capacity of a person to affect their condition. Now and again cherishing guardians will over-work for a youngster, envisioning his (regularly) or her each need. Their want to think about their kid may take out open doors for the kids to communicate intent. The inability to help building informative expectation may likewise prompt maladaptive or rough conduct, as the kid needs to impart, however critical others have not been taking care of the kid. Another conduct that veils a childs absence of open plan is echolalia. Echolalia is the point at which a kid will rehash what the individual in question hears on the TV, from a significant grown-up, or on a most loved recording. Children who have discourse may not really be communicating wants or musings, only rehashing something they have heard. In request to move a youngster from echolalia to goal, it is significant for the parent/advisor/instructor to make circumstances where the kid must convey. Creating Communicative Intent Open aim can be created by letting kids see favored things however obstructing their entrance to those equivalent things. They can figure out how to point or maybe trade an image for the thing (PECS, Picture Exchange Communication System.) However the open aim is created, it will be reflected in a childs rehashed endeavor to obtain something the individual needs. When a youngster has discovered a way to communicate open aim by pointing, by bringing an image, or by expressing an estimate, the individual has their foot on the initial move toward communication. Speech pathologists may bolster instructors or other treatment suppliers (ABA, or TEACCH, maybe) to evaluate whether the kid will have the option to create vocalizations that they can control and shape into justifiable articulations. Model Jason Clarke, the BCBA accountable for Justins ABA treatment, was worried that Justin invested the vast majority of his energy in self-stimulatory conduct, and appeared to show minimal open aim during his perception of Justin in his home.

Romeo and Juliet summary Essays

Romeo and Juliet synopsis Essays Romeo and Juliet synopsis Paper Romeo and Juliet synopsis Paper For my English coursework, I have been considering the Shakespeare play Romeo and Juliet. Romeo and Juliet is a sentimental disaster. The plot accounts two star-crossed sweethearts, which have a place with two quarreling families, the Capulet family and the Montague family. For the two to be cheerful they should trick their families. This is finished with the assistance of Juliets house keeper and Friar Lawrence. The sensational play finishes up deplorably as the couple kick the bucket, together, in a miserable touch of destiny. The scene I have decided to sensationalize and coordinate, as in front of an audience may be, Act 1 Scene5. During this scene the two principle characters, Romeo and Juliet, meet at the Capulets covered ball. Romeo sees Juliet and is captivated, he at that point follows her. In the interim Tybalt, a profoundly regarded, ground-breaking Capulet, finds that Romeo, a Montague, is at the gathering, Tis he the miscreant Romeo. Tybalt is advised not to seek after Romeo and let him be, by Sir Capulet It fits when such a miscreant is a visitor; I will not suffer him. Moving toward the finish of the scene Romeo discovers Juliet. He takes her behind a window ornament, and attempts to kiss her My lips, two becoming flushed explorers, prepared remain to smooth that harsh touch with a delicate kiss, She gives in the wake of putting on a show, and the two kiss twice. Juliets house cleaner at that point hinders and reveals to Juliet that her mom needs to converse with her Madam your mom aches for a word with you. Juliet goes, and Romeo leaves the gathering. Toward the finish of the scene Juliet asks her house keeper what was Romeos name, She answers, His name is Romeo, and a Montague; The main child of your incredible adversary. On that note the scene closes. In the scene paving the way to this, the Montagues were choosing whether or not to drop in on the Capulets party. We discover increasingly about Romeos closest companion and partner Mercutio, this character assumes a huge job in this scene, and furthermore later in the play. Romeo at that point enters the gathering camouflaged in a veil. In the scene following on from mine, the gathering has finished and Romeo barges in into the forecourts of the Capulet Mansion. Romeo at that point goes to Juliets gallery. At that point the sentence that is most notable, O Romeo, Romeo! wherefore workmanship thou Romeo? Deny thy father and reject thy name; or, if thou shrink not, be nevertheless sworn my adoration, and Ill never again be a Capulet. is declared. This is a case of incongruity, since Romeo is really concealed extremely close to the gallery from which she is talking. She at that point experiences him later in the scene Romeo and the two grasp impractically before about being gotten. During Act 1 Scene 5 we find some significant data about a portion of the primary characters, for example, Romeo, Juliet, Juliets Nurse and Tybalt. We discover that Romeo has solid sentiments towards his freshly discovered love Juliet, and he appears to be on edge to seek after these emotions. We additionally discover that Romeo is around nineteen years of age. He is likewise a Montague, and just child of his dad Sir Montague. Juliet is youthful however is experienced, she is around thirteen years of age. She is a Capulet. Likewise she is the main little girl of Sir Capulet. This demonstrates a trouble later in the story. Tybalt is the colleague of Sir Capulet. He is extremely amazing and is by all accounts second in order to Sir Capulet. Juliets nurture is comprehension of Juliets freshly discovered love. She is he one who strolls into the two would be darlings first grasp. She acknowledges that Romeo is a Montague, the adversary of the family she works for, and doesnt blame him for it. She really goes about as a go between, later in the story. She is the person who conveys the news to Juliet, that Romeo is a Montague. In this scene I am attempting to draw out the adoration and enthusiasm of the two characters. I need to show that despite the fact that the two families detest one another, Romeo and Juliet would put that behind them, as their adoration is so solid. I need to call attention to that Romeo is captivated by Juliet and the crowd ought to know about this. O, she doth show the lights to consume splendid! It appears she hangs upon the cheek of night like a rich gem in an Ethiopes ear; excellence unreasonably rich for use, for earth excessively dear! So shows a blanketed bird trooping with crows, as there woman oer her colleagues appears. The measure done, Ill watch her place of stand, and, contacting hers, make favored my inconsiderate hand. Did my heart love till now? Renounce it, sight! For I neer saw genuine magnificence till this night. This is the thing that Romeo says when he first sees Juliet, and it is an incredible model that he is captivated by her.

Hiring Outsiders Essay

This is the reason organizations hope to enlist individuals all things considered. They do this since they are looking with individuals who will carry novel aptitudes to the organization. Additionally, it can give the organization new thoughts and new vitality for the work place. The article expresses that â€Å"the manners of thinking are normal among laborers and managers, andâ a new studyâ shows how they play out. All things considered, get around 18 percent more cash-flow than inward representatives with comparable positions. I saw this announcement as an intriguing moment that it goes to the discussion on whether to employ or not all things considered. It unquestionably shows that the numbers are better for benefit, so that is certainly a major positive when it comes down to the inquiry for directors who pose would it be a good idea for them to employ remotely? In any case, later on in the article it expresses that in that equivalent investigation, they perform less well in t he initial two years and are likewise bound to leave or be given up. This is the reason organizations don’t enlist all things considered, on the grounds that it takes to ache for the workers to get use to the organization they were recruited at, rather then the one they were getting along admirably at already, this is one con of employing all things considered. There are numerous different drawbacks about recruiting from the outside also. One of these variables would be it expands the odds of the work place profound quality to drop. What I mean by this is if the individuals in the work spot of the present organization they are at employ others for positions they are equipped for, this would potentially tick individuals inside the organization ff, and perhaps question those individuals on the off chance that they should remain with the organization or not. I recall you gave a model in class about how you were acquired for an organization and one worker even went up against you and said how you accepted his position. This can make the work place truly awkward for representatives at the specific employment. Because an individual did great at their present place of employment doesn't mean they will naturally do useful for the new organization that enlists them. The new worker should adjust to the new culture of the organization and this can be hard for new representatives. Likewise, allowing representatives to be advanced in the event that they buckle down is an advantage of employing from within. This motivating force unquestionably gives individuals something to buckle down for and attempt to win. I know for me, I don’t need to switch occupations a great deal and in the event that I were working at a spot I would adore the chance to stay with climbing in the in the event that I was buckling down. The article discusses how individuals inside the organization know the â€Å"do’s and don’ts of the organization. † New individuals that organizations acquire are unconscious of what to do in specific circumstances and most likely don’t have an awesome thought of what the organization is about contrasted with individuals that work inside organization. I certainly comprehend about what organizations are attempting to do all things considered, however a few organizations are oblivious in regards to the way that it will take some time for the new representatives to gel in with everybody and the work spot of the organization. Generally speaking, obviously there is numerous advantages that incorporate recruiting all things considered, which incorporate new abilities and thoughts. However, the article expresses that Professor Groysberg says managers should be significantly more key about employing with the goal that the association has the correct blend of old and new. This is a significant explanation because of the way that an organization must choose is it extremely significant that they totally need somebody from the outside instead of somebody who is now working there as of now? For representatives that put in their fourteen days since they are discontent with the organization employing all things considered, the article has an excellent answer for this. In the last gathering, it is essential to ask what would we be able to do to keep you here. More often than not, individuals will say a raise. A smart response to this inquiry would be we comprehend you need that yet we don’t know whether that’s conceivable, what else would we be able to offer to you that is critical to you? Answers like these will help individuals from stopping to remaining at the organization.

Compare and Contrast Essay on Pet Dog or Cat Essay

Everywhere throughout the world, individuals receive or buy creatures to fill in as pets. Individuals own pets for an assortment of reasons, and there are various creatures that can fill in as pets. Notwithstanding, two of the most usually discovered pets are mutts and felines. The two creatures can fill in as phenomenal pets, however relying upon the client, a pooch may improve a pet than a feline, or a feline may improve a pet than a canine. All together for a future pet proprietor to settle on a decision between putting resources into a canine or feline, everything comes down to the cost, time, and consideration rotating around the two distinct creatures. When putting resources into a pooch or a feline, the client needs to comprehend that the two creatures cost cash to claim. By and large, hounds are an increasingly costly speculation. Indeed, even in the underlying appropriation or buy, a pooch generally costs in excess of a feline. A canine proprietor needs to purchase nourishment for their pooch to eat two times per day; and the amount of every feast fluctuates between huge mutts and little canines. Furthermore, hound inoculations cost cash, just as various supplies like cleanser to keep hounds clean, and toys to keep hounds glad. On the off chance that a pet pooch becomes ill, the proprietor needs to pay cash to take the canine to a vet and purchase medication for the creature to improve. In the event that a pooch proprietor leaves town, the person for the most part needs to pay cash for somebody to deal with their canine. Which can wind up being costly a result of the measure of time behind dealing with a pooch. Much the same as pooch proprietors, feline proprietors need to burn through cash on nourishment for the creature. Felines don't typically eat as much as canines yet at the same time should be taken care of two times each day. Feline proprietors need to purchase shots for their felines to keep them solid just as buy various supplies a feline needs to work. Feline proprietors need to purchase a litter box and litter for their felines to utilize the restroom. Pet felines and pet pooches both cost cash to help, and the expense of venture is distinctive relying upon the creature. Alongside cost, possessing a pet pooch or feline requires break of the owner’s plan. The two creatures need their proprietor to take care of them two times each day and need their proprietor to ensure they have water. A canine requires a ton of timeâ from their proprietor so as to be glad. Mutts should be let outside or gone for on strolls a couple of times regularly so as to utilize the restroom. What's more, hound proprietors must have the opportunity to play with their pooches and give their mutts consideration. A pooch can't be bolted alone inside a house throughout the day, regular. Canines likewise can't wash themselves, so at whatever point they get grimy, hound proprietors must have the opportunity to wash them or they will be living in their own foulness. Felines need time from their proprietors too; yet felines are progressively autonomous so don't remove as much time from their owners’ plan. Felines are fine all alone for significant stretches of time as long as they have food and water. Felines don't need to be let outside so as to utilize the washroom, yet feline proprietors should once in a while discover time to wipe out a cat’s litter box. Likewise, felines can prepare themselves so they don't need to be washed all the time. Feline proprietors do need to discover time to trim their cat’s hooks at whatever point they get excessively long. The two felines and mutts require break of their proprietors plan for request to be cheerful as a pet. Pet canines and felines require a specific degree of consideration from their proprietors. Pooches appreciate being a piece of their owners’ lives. Pooches appreciate going on strolls and runs with their proprietors. They additionally appreciate playing with their proprietors, which should be possible with a basic round of bring. Mutts don't care for being home alone and are energized when their proprietors get back home subsequent to being out. A canine proprietor needs show that the person in question cherishes their pooch by petting it and giving it enough consideration. Canines are generally social creatures and will show indistinguishable measure of adoration towards its proprietor from its proprietor appears towards it. Felines are increasingly free creatures and don't require as much consideration as canines do. Be that as it may, felines do appreciate being played with and adored on however not to a high degree. Felines appreciate alone time can even now be glad if its proprietor has a bustling calendar. The two creatures need consideration from their proprietors, yet vary in the measure of consideration required. When contributing, the client must choose if the person in question needs to think about a canine or a feline. Every creature requires an alternate level cost, time, and consideration which can be integral factors on whether to get a canine or feline. The two creatures are â€Å"good† pets, yet one may be the better pet, contingent upon the proprietor.

The triggering event that led to the Wall Street stock market

The activating occasion that prompted the Wall Street financial exchange crash in October 1929 was the consequence of a consistent decrease underway, costs and salary over the time of a quarter of a year. Nervousness offered ascend to freeze consequently coming about to the crash.â The securities exchange crash influenced different nations and the impacts were intense.â The downturn influenced extraordinarily the United States due to the nonappearance of government assistance benefits for the laid off workers.â Between 1929 and 1933, cash pay fell by 53 percent and as a result, request fell essentially, which thus prompted lower creation and progressively lay-offs up to 25 percent pace of joblessness in 1933.And yet in spite of the seriousness of the financial exchange crash, the Federal Reserve didn't seek after a fiscal development strategy which would have animated the economy through lower loan costs and expanded the supply of cash available for use. As a major aspect of th e endeavors of the United States to adapt to the Depression, the Hawley Smoot Tariff of 1930 was instituted which made US more protectionist than any time in recent memory subsequently sending import obligations to record highs.â thus, different nations fought back as the new levy act rushed the defeat of American exchange volume. Since President Hoover has been defensive of the duty demonstration, he neglected to see the aftereffects of the move.Immediately from that point, the Depression spread all through the world particularly in Europe.â Particularly influenced was Germany whose economy couldn't adapt to the moderate vanishing of American capital. It is additionally worth examining that Germany was all the while paying reparations for World War I which made its position considerably progressively sensitive. Germany was then compelled to acquire from Great Britain and France.â The nation needed to seek after deficienary approaches so as to pick up the certainty of speculat ors and draw in outside funds.The issue of depreciation further represented a significant issue. In spite of the fact that the United Kingdom was not hit similarly as Germany, it anyway encountered a remarkable decrease in its fare which was significantly more prominent than the reduction in its imports.â Latin America was likewise enormously influenced as it depended vigorously in selling crude materials in the US. It couldn't be derived that the Wall Street crash was the prompt reason for the decrease in world trade.â The decrease in world exchange was to a great extent because of the protectionist enactment passed by significant exchanging nations.When Hoover was supplanted by President Roosevelt in 1932 and carried with him the New Deal which was expected to give direct alleviation, recuperation and monetary change to the nation experiencing the Great Depression. One of Roosevelt’s essential projects was to manage the country’s banking fiasco. Since one-fifth o f the entirety of the banks in the US had to close and numerous individuals were at that point beginning to lose their life reserve funds, Roosevelt requested that Congress enact a law which will ensure the saver’s interest in the midst of a similar emergency. This in the long run reestablished the people’s trust in the financial framework. Maybe one of the most significant enactment and imprint left by the New Deal is the Social Security Act which set up a national arrangement of mature age benefits and furthermore organized help for the unemployed.â Both farming and industry were likewise upheld by strategies to limit yield and increment input.Perhaps the most sturdy  policy left by the New Deal wasâ the extraordinary open works task, for example, the Hoover Dam and the presentation by the Tennessee Valley Authority of flood control, electric force, compost and instruction to a discouraged agrarian locale in the south. Nonetheless, the New Deal was unquestionab ly not an ideal case of monetary administration as it didn't prompt quick financial recovery.â Income per capita was no higher in 1939 than in 1929, despite the fact that the government’s government assistance and open works approaches benefitted a large number of the most penniless individuals. The large development in the US economy was, truth be told, because of rearmament. (Present day American Poetry)Despite the guarantees of the New Deal, it by and by procured different reactions as the projects were questioned.â For instance, the National Industrial Recovery Act of 1933 which was initially expected to make conceivable â€Å" an extraordinary agreeable development all through all the business so as to acquire more extensive reemployment, to abbreviate the working week, to pay a conventional compensation for the shorter week and to forestall out of line rivalry and appalling overproduction.† However, the NIRA was assaulted in light of the fact that it offered boost to the enterprises that required it least and disregarded the ventures that required it the most. It likewise gave Roosevelt uncommon controls over the economy and other businesses.The increment of reactions against Roosevelt and the New Deal, Roosevelt had to search for help elsewhere.â During the presidential crusade in 1936, he constructed the â€Å"Roosevelt Coalition† a political alliance that made present day politics.â While the Republicans were all the while depending on their customary base of political help, for example, huge organizations, ranchers and traditionalists, Roosevelt and the Democrats went to little ranchers in the Midwest, urban political supervisors, even ethnic hands on laborers, the ethnic minorities, Jews and intellectuals.â As proof by the help of African-Americans, Roosevelt was positively changing American governmental issues. Subsequently, it was nothing unexpected that the Democrats won the race in 1936.On the other hand, work and trade guilds assumed an incredible job during the 1930s.â truth be told, numerous Americans got frightened by the work union’s power which they felt may be flippantly utilized under certain circumstances.â For the work power, they are mindful in proceeding with industrialization albeit a considerable lot of the laborers are separated from one another ethnically, provincially and religiously.â Nevertheless, with mass joblessness and genuine pain among the workingmen, popular sentiment, which had since a long time ago viewed associations as â€Å"radical† outfits, came to identify with their motivations just because. Mirroring that general sentiment, the new arrangement Congresses passed laws which supported association and acknowledgment of worker's guilds. In the interim, the courts, which had taken a prohibitive perspective on the privileges of work when they appeared to struggle with those of private property, rendered increasingly good choices and maintained t he new laws.Reference:Monique Ebell. (2006). Government assistance Capitalism, Union Power and the Great Crash of 1929: Toward a Neoclassical Explanation of the Great Depression.†Ã¢ XIV International Economic History Congress, Helinski 2006 Session 20.F. William Engdahl. â€Å"Some Conventional Reflections on the Great Depression and the New Deal.† GeoPolitics-GeoEconomics. Online http://www.engdahl.oilgeopolitics.net/History/New_Deal/new_deal.html got to October 1, 2006.Stanley Schultz. â€Å"Dr. New Deal Becomes Dr. Win-the-War.† American History 102: Civil War to the Present. Online http://us.history.wisc.edu/hist102/addresses/lecture20.htmlLabor and Labor_Management. Online https://www.netsafa.navy.mil/ipg/labor_and_labormanagement.htmâ got to October 1, 2006.â€Å"Legacy of the New Deal in Comparison with Other Deals† : http://www.bergen.org/AAST/Projects/despondency/legacy.html

Maslows Hierarchy Of Needs, The Love And Belonging Needs - 550 Words

Maslow's Hierarchy Of Needs, The Love And Belonging Needs (Essay Sample) Content: Maslow's Hierarchy of NeedsStudents Name:Institution Affiliation:Maslow's Hierarchy of NeedsMaslows hierarchy of needs theory was suggested by Abraham Maslow as he struggled to understand what really motivates people. He had a solid belief that people display a set of motivators not connected to rewards or any form of desires. The fact that people get motivated by their desire to attain certain needs, and that when that need is attained, they strive to fulfill the next led him to summarize these ideas into five motivating needs that constitutes the theory. This paper analyzes these five needs and their significance to both managers and employees in a working environment.Question 1Abraham Maslow spent most of his time with Harry Harlow, a famous psychologist who did various experiments on attachment behavior and rhesus monkeys. From his experience with Monkeys, Maslow was keen to observe that some needs always take precedence over others. Borrowing from this idea, Masl ow came to create his now famous hierarchy of needs theory where, beyond the immediate needs like water, food, air, and sex, he established five other layers including physiological, safety and security, love and belonging, esteem needs and self actualization needs.Question 21. Physiological needsThe theory encompasses the physiological needs which include the need for oxygen, food, water and other basic needs. As Maslow believed, these needs are individual and their lack results to greater need and hunger for these needs. Maslow has since gained great support from research works.2. Safety and Security NeedsNext are the security and safety needs which come into play when the physiological needs get satisfied. The need for safer circumstances, protection, and stability coupled with needs for order and structure are common in this second layer of needs (Boeree, 2006). The satisfaction of safety needs implies that one is able to enjoy the surroundings without any fear and extraneous th reats.3. The love and belonging needsThis is the third layer which involves the need for friends, children, and affectionate relationships. This comes from intimate friendships, affection and love. According to McLeod (2007), these needs are well met by the family, community, friends and romantic relationships. The needs are exhibited by desire to belong to a community, marry and raise a family.4. Esteem needsThis involves the need for self esteem, achievements, masterly, prestige, dominance, independence and sense of responsibility among others. According to Maslow (1943) two versions of esteem include low and high. Low esteem needs involve need for glory, fame, and attention while higher ones demands need for self-respect, confidence, masterly, achievement, and freedom.5. Self-Actualization NeedsThese are located at the peak of the pyramid and mark the final step of progression towards satisfaction and motivation. According to Maslow (1943), self-actualization is self-awakening; a n internally cognitive transition resulting from previously met needs. The needs involve the realization of personal potential, growth, and self fulfillment and climax experiences. Question 3Maslows Hierarchy of Needs theory is a crucial theory with greater managerial and organizational significance in relation to raising motivated employees. The ideas suggested by Maslow are very influential and far reaching in human management as they offer a critical analysis of human behavior and employee motivation. Therefore, the business entities apply these ideas to boost the employees morale and enhance customer service. Employee motivation is viewed as a sequential process that encompasses the specific intrinsic needs of workers. The theory that is made up of physiological needs, safety, love, esteem, and self-actualization needs helps the managers understand the up and down movement of employees capacities and needs. Managers need to understand that employees cannot move up the hierarchy without first satisfying previous needs. Additionally, the more pressing needs takes over a persons consciousness and satisfaction will manifest when specific needs are met.Through the creation of proper and suitable work settings, the employees needs of contentment and esteem are met. This results in a great sense of motivation among workers since contentment and esteem stimulate supreme motivation levels among employees. A manager should understand that, for the employees to reach their self actualization which is the assumed destination, their lower level needs need to be satisfied (Grenway, 2008).The managers need to know that meeting the safety needs of employees enables them to attend to their work without feeling as if they are under duress and are thus likely to demonstrate high levels of satisfaction.Question 4Managers of various business entities can help maintain a competitive edge by taking their employees through various stages of the theory proposed by Maslow. By ensur ing that these needs are well met will highly motivate the employees since they will enjoy autonomy which will offer independence from social and physical needs. This is bound to...

Utilitarianism A Moral Theory - 1862 Words

Research problem Utilitarianism is a moral theory that evaluates the rightness or wrongness of an action depending on its consequences. The criteria for this evaluation is how the action impacts the well-being of those involved. To put it simply, utilitarianism is concerned with whether the action brings the best outcome for those affected by it (Visak, 2013: 19). Whilst utilitarianism allows for different conceptions of well-being, depending on which value theory is used to measure it (giving place to different versions of utilitarianism, such as hedonistic or preference utilitarianism), the concept of well-being itself is inseparable of utilitarian ethics, as it is considered the ultimate value (Visak, 2013: 19). As a theory that is†¦show more content†¦In the case of humans, the hedonistic utilitarian can also point to indirect reasons, such as the fear the killing may bring into the rest of society (if they find out about the killing, other members of society may fear they will be too), and the suffering the death may bring to the friends and relatives of the victim. Nevertheless, it is remarkable that none of these reasons refer to the loss of the victim herself. Typically, we do not condemn the killing of an innocent being due to the effects it may have on others (although it could be an aggravating factor), but due to the loss suffered by the victim herself. For these reasons, historically, utilitarianism has been accused of not having a strong enough stance against killing (see, for example, Henson, 1971). Relevantly for our discussion, note how this problem is more pressing when it comes to non-human animals. First, the preference utilitarian reasons against killing do not apply to the majority non-human animals, or only do so weakly. The majority of animals do not have plans or hopes or the future, and if they do, these attitudes are only projected into a near future. Furthermore, they do not appear to have the mental capacity to envision their life as a whole, an ability that is frequently considered a prerequisite to hold an explicit preference to continue your life (Cigman, 1981;Show MoreRelatedThe Moral Theory Of Utilitarianism1725 Words   |  7 PagesNumerous moral theories have surfaced in the past years. They have been widely debated by philosophers and social reformers. It is important to understand what these theories are b ecause of their influential tendencies in the way people act, especially in making morally right or wrong decisions. Utilitarianism is one of these many moral theories. Upon further analysis, problems with utilitarian thoughts are revealed. It has been widely debated by many philosophers, including G.E. Moore and ImmanuelRead MoreUtilitarianism : The Moral Theory977 Words   |  4 PagesUtilitarianism is the moral theory that emphasizes â€Å"the greatest happiness for the greatest number† (Clark, Poortenga, 2003). John Stuart Mill was a philosopher who believed in the principles of utilitarianism. He believed that humans desire for happiness and pleasure; therefore humans would be motivated to act morally in order to obtain that happiness (Clark, Poortenga, 2003). Mill’s approach has strengths, weaknesses, and is not fully equipped to hold true for all circumstances. Mill’s approachRead MoreThe Moral Theories Of Utilitarianism1908 Words   |  8 Pagesâ€Å"Vuty† or â€Å"Dirtue† Ethics The moral theories of utilitarianism, duty ethics, and virtue ethics each offer particular guidelines on how to live a good and moral life. 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According to classical utilitarianism, when a person wants to act in an ethical way, he or she sho uld strive to bring about the greatest possibleRead MoreAct Utilitarianism And Its Moral Theory875 Words   |  4 PagesAct-utilitarianism is the view that the rightness or wrongness of an action is to be judged by its consequences, that is the maximisation of utility - whether or not said action is good or bad (Smart 2000). In the scenario presented, an act-utilitarian would suggest that one is morally permitted to pull the lever and kill one in order to save five lives. However, this moral theory does not compare with the majority of people’s instincts– this suggests that act-utilitarianism is problematic and doesRead MoreUtilitarianism : The Utilitarian Moral Theory Essay968 Words   |  4 PagesUtilitarianism-Module 5 1. In its general form, what is the utilitarian moral theory? In its general form, the utilitarian moral theory advocates that an action is morally right if it serves the greatest good for the greatest amount of people. 2. What is hedonism, and what is hedonistic utilitarianism? And, what was Epicurus s view about pleasure? Hedonsim is the principle that suggests that pleasure is the motivator of one’s life and hedonistic utilitarianism is when ethics is determinedRead MoreUtilitarianism : The And Influential Moral Theories890 Words   |  4 PagesUtilitarianism is one of the most renowned and influential moral theories. The basis of act utilitarianism is maximizing utility, that is, doing the things that maximize happiness over suffering. Utilitarians reject moral codes that are based on customs or traditions given by leaders or supernatural deities because they judge the truth or justifiability of morality as its positive contribution to all beings. Both act utilitarians and rule utilitarians concur that the overall aim in determining theRead MoreEffectiveness of Utilitarianism as a Modern Moral Theory927 Words   |  4 Pageslogic: the appeal to human understanding of the world. While a number of moral theories exist, none of them is more well documented that Utilitarianism, which focuses o n the maximization of total utility. I will discuss the theory initially, and then identify the major problems associated with it. I will conclude with a rationale as to how effective Utilitarianism is as a modern moral theory. Utilitarianism is quite a broad theory, with different constructs. However, the underlying agenda is the same:Read MoreMoral Theory Of Max Act Utilitarianism1576 Words   |  7 PagesMax Act Utilitarianism Kirill Parshin University of San Francisco  Ethics is all about principles of right conduct. Under the umbrella term, consequentialism has a much more specific moral theory known as max act utilitarianism. Max act utilitarianism is one of the most well known and influential theories that provides the best notion for the theory of right conduct. After a brief explanation of act utilitarianism, the argument of this paper will then seek to favor why act utilitarianism providesRead MoreMoral Theories Of Utilitarianism And Deontological Ethics1266 Words   |  6 PagesMeredith Gunning Final Examination December, 6, 2014 Section A Moral theories of Utilitarianism and Deontology Utilitarianism and deontological ethics are two major theories of ethics, specifying and justifying moral principles. Utilitarianism has been clarified by Jeremy Bentham (1748-1832) and John Stuart Mill (1806-1873). Bentham proposed that actions are based upon the consequences (Moreland, 2009), and ongoing work on his theory will help in providing grounds for legal actions. His ideas regarding

Cognitive Dissonance Definition and Examples

Psychologist Leon Festinger first described the theory of cognitive dissonance in 1957. According to Festinger,  cognitive dissonance  occurs when people’s thoughts and feelings are inconsistent with their behavior, which results in an uncomfortable, disharmonious feeling. Examples of such inconsistencies or dissonance could include someone who litters despite caring about the environment, someone who tells a lie despite valuing honesty, or someone who makes an extravagant purchase, but believes in frugality. Experiencing cognitive dissonance can lead people to try to reduce their feelings of discomfort —sometimes in surprising or unexpected ways. Because the experience of dissonance is so uncomfortable, people are highly motivated to try to reduce their dissonance. Festinger goes as far as to propose  that reducing dissonance is a fundamental need: a person who experiences dissonance will try to reduce this feeling in much the same way that a person who feels hungry is compelled to eat. According to psychologists, our actions are likely to produce a higher amount of dissonance if they involve the  way that we see ourselves and we subsequently have trouble justifying why our actions didn’t match our beliefs. For example, since individuals typically want to see themselves as ethical people, acting unethically would produce higher levels of dissonance. Imagine someone paid you $500 to tell a small lie to someone. The average person probably wouldn’t fault you for telling the lie—$500 is a lot of money and for most people would probably be enough to justify a relatively inconsequential lie. However, if you were paid only a couple of dollars, you might have more trouble justifying your lie, and feel less comfortable about doing so. How Cognitive Dissonance Affects Behavior In 1959, Festinger and his colleague James Carlsmith published an influential study showing that cognitive dissonance can affect behavior in unexpected ways. In this study, research participants were asked to spend an hour completing boring tasks (for example, repeatedly loading spools onto a tray). After the tasks were over, some of the participants were told that there were two versions of the study: in one (the version the participant had been in), the participant was not told anything about the study beforehand; in the other, the participant was told that the study was interesting and enjoyable. The researcher told the participant that the next study session was about to start, and that they needed someone to tell the next participant that the study would be enjoyable. They then asked the participant to tell the next participant that the study was interesting (which would have meant lying to the next participant, since the study had been designed to be boring). Some participants were offered $1 to do this, while others were offered $20 (since this study was conducted over 50 years ago, this would have been a lot of money to participants). In actuality, there was no â€Å"other version† of the study in which participants were led to believe the tasks were fun and interesting—when participants told the â€Å"other participant† that the study was fun, they were actually (unknown to them) speaking to a member of the research staff. Festinger and Carlsmith wanted to create a feeling of dissonance in participants—in this case, their belief (that lying should be avoided) is at odds with their action (they just lied to someone). After telling the lie, the crucial part of the study began. Another person (who appeared to not be part of the original study) then asked participants to report on how interesting the study actually was. Results of Festinger and Carlsmiths Study For participants who were not asked to lie, and for participants who lied in exchange for $20, they tended to report that the study indeed wasn’t very interesting. After all, participants who had told a lie for $20 felt that they could justify the lie because they were paid relatively well (in other words, receiving the large sum of money reduced their feelings of dissonance). However, participants who were only paid $1 had more trouble justifying their actions to themselves—they didn’t want to admit to themselves that they told a lie over such a small amount of money. Consequently, participants in this group ended up reducing the dissonance they felt another way—by reporting that the study had indeed been interesting. In other words, it appears that participants reduced the dissonance they felt by deciding that they hadn’t lied when they said the study was enjoyable and that they really had liked the study. Festinger and Carlsmith’s study has an important legacy: it suggests that, sometimes, when people are asked to act in a certain way, they may change their attitude to match the behavior they just engaged in. While we often think that our actions stem from our beliefs, Festinger and Carlsmith suggest that it can be the other way around: our actions can influence what we believe. Culture and Cognitive Dissonance In recent years, psychologists have pointed out that many psychology studies recruit participants from Western countries (North America and Europe) and that doing so neglects the experience of people who live in non-Western cultures. In fact, psychologists who study  cultural psychology  have found that many phenomena that were once assumed to be universal may actually be unique to Western countries. What about cognitive dissonance? Do people from non-Western cultures experience cognitive dissonance as well? Research seems to suggest that people from non-Western cultures do experience cognitive dissonance, but that the  contexts  that lead to feelings of dissonance might differ depending on cultural norms and values. For example, in a  study  conducted by Etsuko Hoshino-Browne and her colleagues, the researchers found that European Canadian participants experienced greater levels of dissonance when they made a decision for themselves, while Japanese participants were more likely to experience dissonance when they were responsible for making a decision for a friend. In other words, it seems that everyone does experience dissonance from time to time—but what causes dissonance for one person might not for someone else. Reducing Cognitive Dissonance According to  Festinger, we can work to reduce the dissonance we feel in several different ways. Changing Behavior One of the simplest ways to address dissonance is to change one’s behavior. For example,  Festinger explains  that a smoker might cope with the discrepancy between their knowledge (that smoking is bad) and their behavior (that they smoke) by quitting. Changing the Environment Sometimes people can reduce dissonance by changing things in their environment—in particular, in their social environment. For example, someone who smokes might surround themselves with other people who smoke instead of with people who have disapproving attitudes about cigarettes. In others words, people sometimes cope with feelings of dissonance by surrounding themselves in â€Å"echo chambers† where their opinions are supported and validated by others. Seeking Out New Information People can also address feelings of dissonance by processing information in a  biased way: they may look for new information that supports their current actions, and they might limit their exposure to information that would make them feel greater levels of dissonance. For example, a coffee drinker might look for research on the benefits of coffee drinking, and avoid reading studies that suggest coffee might have negative effects. Sources Festinger, Leon.  .A Theory of Cognitive Dissonance  Stanford University Press, 1957.Festinger, Leon, and James M. Carlsmith. â€Å"Cognitive Consequences of Forced Compliance.†Ã‚  The Journal of Abnormal and Social Psychology  58.2 (1959): 203-210.  http://web.mit.edu/curhan/www/docs/Articles/15341_Readings/Motivation/Festinger_Carlsmith_1959_Cognitive_consequences_of_forced_compliance.pdfFiske, Susan T., and Shelley E. Taylor.  Social Cognition: From Brains to Culture. McGraw-Hill, 2008.  https://books.google.com/books?id7qPUDAAAQBAJdqfisketaylorsocialcognitionlrGilovich, Thomas, Dacher Keltner, and Richard E. Nisbett.  Social Psychology. 1st edition, W.W. Norton Company, 2006.Hoshino-Browne, Etsuko, et al. â€Å"On the Cultural Guises of Cognitive Dissonance: The Case of Easterners and Westerners.†Ã‚  Journal of Personality and Social Psychology  89.3 (2005): 294-310.  https://www.researchgate.net/publication/7517343_On_the_Cultural_Guises_of_Cogni tive_Dissonance_The_Case_of_Easterners_and_WesternersWhite, Lawrence. â€Å"Is Cognitive Dissonance Universal?†.  Psychology Today Blog  (2013, Jun. 28).  https://www.psychologytoday.com/us/blog/culture-conscious/201306/is-cognitive-dissonance-universal

Quadratic Equation Worksheets - Printable PDF Download

Freedom Of Speech America - 3324 Words

America is a land whose roots are nourished by equality, opportunity, and freedom. The first amendment that our forefathers sought to proclaim was that of freedom of speech. In doing so, all men were allowed to speak their minds, regardless of how it might impact someone else. This was a concept that was relatively marred since its conception in ancient Greece. Free loving nations have always sought to increase the happiness of its citizens, yet it has always failed. America is a benchmark of liberty that showed what a consensus of people with different backgrounds could do. The concept would surely become Americas’ greatest asset. Freedom of speech generates a society where all ideas can exist and be heard, regardless of the content. This allows all people to conflict, exchange ideologies, and find common ground without threat of physical violence at any point. More importantly, this creates an open discussion where those of the same mind set can come together and work to try to produce their own utopia. New ideas and exchange cause a boom in technology and industry that propelled America into a world superpower within a short amount of time. The first amendment also declares that all religion is free to practice as long as it does not interfere with another humans’ right to live. Religion was also restricted from directly interfering with the affairs of government. Even though it is inevitable that certain religious principles will seep through with the majority of theShow MoreRelatedAmerica s Freedom Of Speech966 Words   |  4 Pagesin this reflective essay. What does America mean to you? While For me personally, America mean Freedom to be creative, rights, higher education, and priorities of job. In another I view America as a fourth of July and well developed country. 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Freedom of speech inherently includes al l other fundamental human rights. Hence, as acknowledged through natural rightsRead MoreAmerican History : Essential American Documents1353 Words   |  6 PagesRoosevelt s â€Å"Four Freedoms† speech and â€Å"Request for Declaration of War on Japan†, Abraham Lincoln’s â€Å"Gettysburg Address† and â€Å"Second Inaugural Address†, and Susan B Anthony’s â€Å"Women’s Right to the Suffrage†. These five speeches changed America at the time to what we have and live by today. The first, of the five, is Franklin Delano Roosevelt s â€Å"Four Freedoms† speech. â€Å"In the future days, which we seek to make secure, we look forward to a world founded upon four essential human freedoms.† - FranklinRead MoreAmeric Essential American Document1356 Words   |  6 PagesRoosevelt s â€Å"Four Freedoms† speech and â€Å"Request for Declaration of War on Japan†, Abraham Lincoln’s â€Å"Gettysburg Address† and â€Å"Second Inaugural Address†, and Susan B Anthony’s â€Å"Women’s Right to the Suffrage†. These five speeches changed America at the time to what we have and live by today. The first, of the five, is Franklin Delano Roosevelt s â€Å"Four Freedoms† speech. â€Å"In the future days, which we seek to make secure, we look forward to a world founded upon four essential human freedoms.† - FranklinRead MoreAmeric Essential American Document1356 Words   |  6 PagesRoosevelt s â€Å"Four Freedoms† speech and â€Å"Request for Declaration of War on Japan†, Abraham Lincoln’s â€Å"Gettysburg Address† and â€Å"Second Inaugural Address†, and Susan B Anthony’s â€Å"Women’s Right to the Suffrage†. These five speeches changed America at the time to what we have and live by today. The first, of the five, is Franklin Delano Roosevelt s â€Å"Four Freedoms† speech. â€Å"In the future days, which we seek to make secure, we look forward to a world founded upon four essential human freedoms.† - FranklinRead MoreThe Legacy Of The Gettysburg Address1161 Words   |  5 PagesMany years ago, America was not the country that is today, it had to fight for territory and freedom. 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Existentialism Wild ( 2014 ) And Into The Wild - 1779 Words

Existentialism: Wild(2014) and Into the Wild (2007) For this paper, both movies used to explain Existentialism are adapted from real stories. The first film is Wild, starring Reese Witherspoon as Cheryl Strayed and the second is into the Wild, starring Emile Hirsch as Christopher McCandless. In Sartre’s definition of existentialism, human existence precedes essence, therefore leading to meaning, purpose and identity. When Chris and Cheryl leave their family, friends and everything else they know from the society, they are attempting to find the meaning and purpose to their lives. Watching these two movies, I discovered that both main characters need the Nature as a catalyst to regain their freedom, to find their true identity and to understand the meaning of their lives. To figure out the reason behind their existences, both decide to go on a life changing adventure that might kill them or set them free forever. Doing a compare and contrast analysis of the two movies revealed that both answer the same question as to understand the meaning of life, but both characters seek different meanings. Into the Wild and Wild are looking at existentialism from two different dimensions. Chris is trying to understand the meaning of Human s’ life, whereas Cheryl looks for her individual life’s meaning. In Into the Wild, Christopher McCandless chooses what he wants to believe in life and the importance of it. As Sartre points out: â€Å"Man chooses his own self.† The point being that freedomShow MoreRelatedExistentialism : Wild ( 2014 ) And Into The Wild1739 Words   |  7 Pages Existentialism: Wild(2014) and Into the Wild(2007) For this paper, both movies used to explain Existentialism are adapted from real stories. The first film is Wild, starring Reese Witherspoon as Cheryl Strayed and the second is Into the Wild, starring Emile Hirsch as Christopher McCandless. 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Supply Chain Anagement of Fmcg Companies free essay sample

OVERVIEW OF FMCG SECTOR IN INDIA A Supply Chain is a network of facilities and distribution options that performs the function of procurement of materials transformation of these materials into intermediate and finished products and the distribution of these finished products to customers. It is the process used by the companies to ensure that their supply chain is efficient and cost effective. It also basically a collection steps which a company follows to transform raw materials into finished products the five different stages are Plan Develop Make Deliver and Return Plan A plan or strategy should be developed to address how a given good or service will meet the needs of the customer. A significant portion of the strategy should be on planning in order for the supply chain to be profitable Develop It involves building a strong relationship with suppliers of the raw materials needed in the making the product the company delivers. This stage not only identifying the reliable suppliers but planning for shipping and delivery are also involved. Make In this phase the product is manufactured, tested, packaged and scheduled for delivery Deliver This is the logistics phase the goods ordered by the consumers are delivered according to the delivery plan return . This is the reverse logistics stage where the defective items are returned to the company. GODREJ CONSUMER PRODUCTS LIMITED Overview Godrej also have a strong emerging presence in markets outside India. The major overseas acquisitions include Keyline Brands of the UK, Rapidol and Kinky Group of South Africa and Tura of West Africa. Supply Chain Process Supply Chain process for Godrej begins with the forecast made at the branch level and then the next consolidation of the forecast made at each branch level will be scrutinized in the head office. Once the e Indian FMCG sector is the fourth largest sector in the economy with a total market size in excess of US$ 13. 1 billion. It has a strong MNC presence and is characterized by a well-established distribution network, intense competition between the organized and unorganized segments and low operational cost. Availability of key raw materials, cheaper labour costs and presence across the entire value chain gives India a competitive advantage. According to a study by the McKinsey Global Institute (MGI), Bird of Gold: The Rise of Indias Consumer Market, Indian incomes are likely to grow three-fold over the next two decades and India will become the worlds fifth largest consumer market by 2025, moving up from its 2007 position as the worlds 12th largest consumer market. India ranks second in the Nielsen Global Consumer Confidence survey released on January 7, 2010—an indication that recovery from the economic downturn is faster in India with consumers more willing to spend. The survey showed that in addition to the emerging markets of Indonesia and India, eight of the top ten most confident markets in The fourth quarter of 2009 came from the Asia Pacific region. The FMCG market is set to treble from US$ 13. 1 billion in 2009 to US$ 33. 4 billion in 2015. Penetration level as well as per capita consumption in most product categories like jams, toothpaste, skin care, hair wash etc in India is low indicating the untapped market potential. Burgeoning Indian population, particularly the middle class and the rural segments, presents an opportunity to makers of branded products to convert consumers to branded products. Growth is also likely to come from consumer upgrading in the matured product categories. With 200 million people expected to shift to processed and packaged food by 2010, India needs around US$ 28 billion of investment in the food processing industry. According to a FICCI-Technopak report, despite the economic slowdown, Indias fast moving consumer goods (FMCG) sector is poised to reach US$ 43 billion by 2013 and US$ 74 billion by 2018. The report states that implementation of the proposed Goods and Services Tax (GST) and the opening of Foreign Direct Investment (FDI) are expected to fuel growth further and raise the industrys size to US$ 47 billion by 2013 and US$ 95 billion by 2018. As socio-economic changes sweep across India, the country is witnessing the creation of many new markets and a further expansion of the existing ones. According to Pradeep Kashyap, chief executive officer of MART Rural Solutions, speaking at the Calcutta Management Association Rural Marketing Meet, over 300 million people would move up from the category of rural poor o rural lower middle class between 2005 and 2025 and rural consumption levels are expected to rise to current urban levels by 2017. Functions of Intermediaries: ?To accumulate right kind of goods, aggregating and sorting to meet consumer needs at POP ?To believe in routine and simplified transaction and work with large no of products, so that the distribution costs could g et minimized. ?To buy a large variety of goods and can compare costs and prices and make the right recommendations to their customers ?To be aware of the environment in which they operate and hence isolate companies from the direct impact of these local conditions To reduce the no of touch points. The company will be able to meet demands of thousands of customers directly and hence needs intermediation. ?Help manufacturer to effectively run trade and consumer promotions Provide credit facilities to their buyers SUPPLY CHAIN MANAGEMENT OF HUL: Hindustan Unilevers distribution network is recognised as one of its key strengths. Its focus is not only to enable easy access to our brands, but also to touch consumers with a three-way convergence of product availability, brand communication, and higher levels of brand experience. With nearly 1000 products, HLL distributes them nationally through a network of four warehouses, more than 40 agents, 7,500 wholesalers and a number of large institutional customers. HLL, in its endeavor to move from the existing push-based planning system to a pull-based system, wanted to build a Supply Chain Management (SCM) solution that would ensure informed decisions are made during procurement, manufacturing, replenishment and distribution. Specifically, the distribution operation was suffering because of a high margin of errors. There were frequent instances of excess finished-goods inventory reaching HLL’s distribution centers. This problem was compounded by increasing instances of out-of-stock inventory, which led to demand-supply mismatches. Finally, the system was not able to handle the dynamic nature of the company’s source-destination network, and adversely affected the demand-fulfillment rates. HLL needed a solution that could provide visibility across its supply chain. Considering the diverse nature of the company’s customer base, the solution needed to prioritize the demand-fulfillment process based on individual profiles. The company also required precise vehicle loading plans for the source-destination lane in tune with its dynamic network. Tool Selection In an effort to streamline its distribution network, HLL initiated a comprehensive project to seamlessly integrate its supply chain and promote collaboration. The key objectives of the initiative were: Implementation of a Supply Chain Planning and Optimization Tool. Development and implementation of a Web-enabled solution to extend visibility across the company’s network of wholesalers. Adexa’s iCollaboration Suite 5. (Supply Chain Planner and Strategic Planner) was selected as the tool for production, distribution and materials functions. The Supply Chain Planner’s (SCP) powerful constraint-based planning capability delivers detailed-level plans. On the other hand, Strategic Planner allows HLL to decide on the product mix and manufacturing locations, and optimizes the source-destination network, on a long-term basis. HULs produ cts, manufactured across the country, are distributed through a network of about 7,000 redistribution stockists covering about one million retail outlets. The distribution network directly covers the entire urban population. The general trade comprises grocery stores, chemists, wholesale, kiosks and general stores. Hindustan Unilever services each with a tailor-made mix of services. The emphasis is equally on using stores for direct contact with consumers, as much as is possible through in-store facilitators. At the supermarkets: Self-service stores and supermarkets are fast emerging in metros and large towns. To service modern retailing outlets in the metros, HUL has set up a full-scale sales organisation, exclusively for this channel. The business system delivers excellent customer service, while driving growth for the company and the store. At the same time, innovative marketing initiatives are taken to provide consumers with experience of our brands at the store itself, through product tests and in-store sampling. In the villages: HUL has also revamped its sales organisation in the rural markets to fully meet the emerging needs and increased purchasing power of the rural population. The company has brought all markets with populations of below 50,000 under one rural sales organisation. The team comprises an exclusive sales force and exclusive redistribution stockists, under the charge of dedicated managers. The team focuses on building superior availability, while enabling brand building in the deepest interiors. HULs distribution network in rural India already directly covers about 50,000 villages, reaching about 250 million consumers, through about 6000 sub-stockists. Harnessing Information Technology: An IT-powered system has been implemented to supply stocks to redistribution stockists on a continuous replenishment basis. The objective is to catalyse HULs growth by ensuring that the right product is available at the right place in right quantities, in the most cost-effective manner. For this, stockists have been connected with the company through an Internet-based network, called RSNet, for online interaction on orders, despatches, information sharing and monitoring. RS Net covers about 80% of the companys turnover. Today, the sales system gets to know every day what HUL stockists have sold to almost a million outlets across the country. RS Net is part of Project Leap, HULs end-to-end supply chain, which also includes a back-end system connecting suppliers, all company sites and stretching right upto stockists. Hindustan Unilever, which once pioneered distribution in India, is today reinventing distribution creating new channels, and redefining the way current channels are serviced. In the process it is converging product availability, with brand communication and brand experience. In the end it could be said that HULs SCM is one of the best in the world and it is quite difficult for any company to challenge it. In India if we see, we will find that LUX is vailable everywhere and it is through this SCM only that HUL is able to do that. From sourcing raw materials to delivering the end product, our technologically advanced supply chain underpins our growth, providing service excellence at competitive costs. Customer Service – Front end Understanding customer needs. The main purpose of this area is to understan d customer needs and work together to solve joint logistical challenges such as on shelf availability. Roles include order management, working at the interface between warehousing and transportation, and ensuring the right products arrive in the right place at the right time. Customer Service – Plan Unique individuals. Our Planners are unique individuals who use great analytical and interpersonal skills to help bring innovations to market. Working with all business functions, they are key to our sales and operations planning process. Demand planning uses models as well as market knowledge to determine potential sales. Using this data, supply planning ensures factories are able to meet these sales on time in the most cost effective way. Supply management Intelligent sourcing. This is about optimising the cost and quality of what we buy and how we buy it. Intelligent sourcing of raw materials, packaging and non-production items helps reduce costs and make our business more effective. The team explores new ways of working with suppliers and plays an important role in technology innovation. Manufacturing Output and costs. Our manufacturing record is one of the most envied in the world, with many of our facilities considered the best in their country. You’ll help factories improve efficiencies and adapt to the changing needs of customers and consumers. As a manager, you might be responsible for a team’s quality, output and costs. In engineering, you could be designing and building high-speed production lines. Career progression As one of the worlds largest consumer goods companies, the scale and importance of our supply chain operation offers many fascinating career paths. Access all areas As your career progresses, you’ll have opportunities to work within the full spectrum of disciplines, roles and areas. Youll gain exposure at global, regional and local levels across a broad range of categories, markets and technologies. Youll take on different responsibilities that allow you to directly impact business performance. And through world-class professional learning programmes, you’ll develop the expertise necessary to become highly effective in your specialisation. Qualities skills Youre exceptionally organised with a hands-on approach and excellent IT skills. Youre good at managing people, projects, information and change. You have an entrepreneurial mind when it comes to innovation and cost saving. IN VILLAGES: HUL approached the rural market with two criteria ? the accessibility and viability. To service this segment, HUL appointed a Redistribution stockist who was responsible for all outlets and all business within his particular town. In the 25% of the accessible markets with low business potential, HUL assigned a sub stockist who was responsible to access all the villages at least once in a fortnight and send stocks to those markets. . Evolution over Time The HUL’s distribution network has evolved with time. The first phase of the HUL distribution network had wholesalers placing bulk orders directly with the company. Large retailers also placed direct orders, which comprised almost 30 per cent of the total orders collected. The company salesman grouped all these orders and placed intent with the Head Office. Goods were sent to these markets, with the company salesman as the consignee. The salesman then collected and distributed the products to the respective wholesalers, against cash payment, and the money was remitted to the company. The focus of the second phase, which spanned the decades of the 40s, was to provide desired products and quality service to the companys customers. In order to achieve this, one wholesaler in each market was appointed as a Registered Wholesaler, a stock point for the companys products in that market. The company salesman still covered the market, canvassing for orders from the rest of the trade. He then distributed stocks from the Registered Wholesaler through distribution units maintained by the company. The Registered Wholesaler system, therefore, increased the distribution reach of the company to a larger number of customers. The highlight of the third phase was the concept of Redistribution Stockist (RS) who replaced the RWs. The RS was required to provide the distribution units to the company salesman. The second characteristic of this period was the establishment of the Company Depots system. This system helped in transhipment, bulk breaking, and as a stock point to minimise stock outs at the RS level. In the recent past, a significant change has been the replacement of the Company Depot by a system of third party Carrying and Forwarding Agents (C). The C as act as buffer stock? points to ensure that stock? outs did not take place. The C system has also resulted in cost savings in terms of direct transportation and reduced time lag in delivery. The most important benefit has been improved customer service to the RS. The role performed by the Redistribution Stockists includes: Financing stocks, providing warehousing facilities, providing manpower, providing service to retailers, implementing promotional activities, extending indirect coverage, reporting sales and stock data, demand simulation and screening for transit damages. The distribution network of HUL is one of the key strengths that help it to supply most products to almost any place in the country from Srinagar to Kanyakumari. This includes, maintaining favourable trade relations, providing innovative incentives to retailers and organizing demand eneration activities among a host of other things. Each business of HUL portfolio has customized the network to meet its objectives. The most obvious function of providing the logistics support is to get the company’s product to the end customer. Distribution System of HUL HUL’s products are distributed through a network of 4,000 redistribution stockists, covering 6. 3 million reta il outlets reaching the entire urban population, and about 250 million rural consumers. There are 35 C in the country who feed these redistribution stockists regularly. The general trade comprises grocery stores, chemists, wholesale, kiosks and general stores. Hindustan Unilever provides tailor made services to each of its channel partners. It has developed customer management and supply chain capabilities for partnering emerging self? service stores and supermarkets. Around 2,000 suppliers and associates serve HUL’s 40 manufacturing plants which are decentralized across 2 million square miles of territory Hindustan Unilevers distribution network is recognised as one of its key strengths. Its focus is not only to enable easy access to our brands, but also to touch consumers with a three-way convergence of product availability, brand communication, and higher levels of brand experience. HULs products, manufactured across the country, are distributed through a network of about 7,000 redistribution stockists covering about one million retail outlets. The distribution network directly covers the entire urban population. The general trade comprises grocery stores, chemists, wholesale, kiosks and general stores. Hindustan Unilever services each with a tailor-made mix of services. The emphasis is equally on using stores for direct contact with consumers, as much as is possible through in-store facilitators. At the supermarkets: Self-service stores and supermarkets are fast emerging in metros and large towns. To service modern retailing outlets in the metros, HUL has set up a full-scale sales organisation, exclusively for this channel. The business system delivers excellent customer service, while driving growth for the company and the store. At the same time, innovative marketing initiatives are taken to provide consumers with experience of our brands at the store itself, through product tests and in-store sampling. ?Direct marketing means selling products by dealing directly with consumers rather than through intermediaries. ?Traditional methods include mail order, direct-mail selling, cold calling, telephone selling, and door-to-door calling. More recently telemarketing, direct radio selling, magazine and TV advertising, and on-line computer shopping have been developed. ?The main advantages of selling direct are that there is no need to share profit margins and the producer has complete control over the sales process. Products are not sold nearby those of competitors either. ?There may also be specific market factors that encourage direct selling: ?There may be a need for an expert sales force, to demonstrate products, provide detailed presale information and after-sales service ?Retailers, distributors, dealers and other intermediaries may be unwilling to sell the product Existing distribution channels may be owned by, or linked to, competing producers (making it hard to obtain distribution by any other means than direct) ?However, there are significant costs associated with selling direct which may be higher than the costs associated with using an intermediary to generate the same level of sales. There are several pote ntial advantages of using an intermediary. ? More efficient distribution logistics ?Overall costs (even taking into account the intermediaries’ margin or commission) may be lower ? Consumers may expect choice (i. e. he products and brands of many producers) at the point of sale ?Producers may not have sufficient resources or expertise to sell direct. In indirect distribution It is the system the marketer reaches the intended final user with the help of others. These resellers generally take ownership of the product, though in some cases they may sell products on a consignment basis (i. e. , only pay the supplying company if the product is sold). Under this system intermediaries may be expected to assume many responsibilities to help sell the product. Indirect methods include: Single-Party Selling System Under this system the marketer engages another party who then sells and distributes directly to the final customer. This is most likely to occur when the product is sold through large store-based retail chains or through online retailers, in which case it is often referred to as a trade selling system. Multiple-Party Selling System This indirect distribution system has the product passing through two or more distributors before reaching the final customer. The most likely scenario is when a wholesaler purchases from the manufacturer and sells the product to retailer. New distribution channels Project Shakti This model creates a symbiotic partnership between HUL and its consumers. Started in the late 2000, Project Shakti had enabled Hindustan Lever to access 80,000 of Indias 638,000 villages . HULs partnership with Self Help Groups(SHGs) of rural women, is becoming an extended arm of the companys operation in rural hinterlands. Project Shakti has already been extended to about 12 states ? Andhra Pradesh, Karnataka, Gujarat, Madhya Pradesh, Tamil Nadu, Chattisgarh, Uttar Pradesh, Orissa, Punjab, Rajasthan, Maharashtra and West Bengal. The respective state governments and several NGOs are actively involved in the initiative. The SHGs have chosen to partner with HUL as a business venture, armed with training from HUL and support from government agencies concerned and NGOs. Armed with micro? credit, women from SHGs become direct? to? home distributors in rural markets. The model consists of groups of (15? 20) villagers below the poverty line (Rs. 750 per month) taking micro? credit from banks, and using that to buy our products, which they will then directly sell to consumers. In general, a member from a SHG selected as a Shakti entrepreneur, commonly referred as Shakti Amma receives stocks from the HUL rural distributor. After being trained by the company, the Shakti entrepreneur then sells those goods directly to consumers and retailers in the village. Each Shakti entrepreneur usually service 6? 10 villages in the population strata of 1,000? 2,000. The Shakti entrepreneurs are given HUL products on a `cash and carry basis. The following two diagrams show the Project Shakti model as initiated by HUL. PROJECT STREAMLINE / STREAM LINE DISTRIBUTION: To improve the efficiency of a process, business organization by simplifying or eliminating unnecessary steps, using modernizing techniques, or taking other approaches. To cater to the needs of the inaccessible market with high business potential HUL initiated a Streamline initiative in 1997. Project Streamline is an innovative and effective distribution network for rural areas that focuses on extending distribution to villages with less than 2000 people with the help of rural sub? stockists/Star Sellers who are based in these very villages. As a result, the distribution network directly covers s of now about 40 per cent of the rural population. Under Project Streamline, the goods are distributed from C F Agents to Rural Distributors (RD), who has 15? 20 rural sub? stockists attached to him. Each of these sub? stockists / star sellers is located in a rural market. The sub? stockists then perform the role of driving distribution in neighbouring villages using unconventional means of transport such as tractor and bullock carts. Project Streamline being a cross functional initiative, the Star Seller sells everything from detergents to personal products. Higher quality servicing, in terms of frequency, credit and full? line availability, is to be provided to rural trade as part of the new distribution strategy. DABUR SUPPLY CHAIN MANAGEMENT: Over its 120 years of existence, the Dabur brand has stood for goodness through a natural lifestyle. An umbrella name for a variety of products, ranging from hair care to honey, Dabur has consistently ranked among India’s top brands. Its brands are built on the foundation of trust that a Dabur offering will never cause one’s harm. The trust levels that this brand enjoys are phenomenally high. While Rise and Trout may ask â€Å"What does Dabur stand for—shampoo or digestive tablets? † The answer is fairly simple, it stands for India’s fourth largest fast moving consumer goods company that both consumers and trade respect and trust unequivocally, and which has an annual turnover of over Rs 15 billion. The company has kept an eye on new generations of customers with a range of products that cater to a modern lifestyle, while managing not to alienate earlier generations of loyal customers. Dabur is an investor friendly brand as its financial performance shows. There is an abundance of information for its investors and prospective information including a daily update on the share price (something that very few Indian brands do). There’s a great sense of responsibility for investors’ funds on view. This is a direct extension of Dabur’s philosophy of taking care of its constituents and it adds to the sense of trust for the brand overall. Supply chain management: Chains of intermediaries each passing the product down the chain to the next organization, before it finally reaches the consumer or end-user. This process is known as the distribution chain or the channel. Each of the elements in these chains will have their own specific needs, which the producer must take into account, along with those of the all-important end user. Channels: A number of alternate channels of distribution may be available: †¢ Distributor, who sells to retailers †¢ Retailer (also called dealer or reseller), who sells to end customers â € ¢ Advertisement typically used for consumption goods Channel membership: 1. Intensive distribution Where the majority of resellers stock the product (with convenience products, for example, and particularly the brand leaders in consumer goods markets) price competition may be evident. . Selective distribution This is the normal pattern (in both consumer and industrial markets) where suitable resellers stock the product. 3. Exclusive distribution Only specially selected resellers or authorized dealers (typically only one per geographical area) are allowed to sell the product. Channel motivation: It is difficult enough to motivate direct employees to provide the necessary sales and service support. Motivating the owners and employees of the independent organizations in a distribution chain requires even greater effort. There are many devices for achieving such motivation. Perhaps the most usual is `incentive: the supplier offers a better margin, to tempt the owners in the channel to push the product rather than its competitors; or a competition is offered to the distributors sales personnel, so that they are tempted to push the product. Monitoring and managing channels: In much the same way that the organizations own sales and distribution activities need to be monitored and managed, so will those of the distribution chain. In practice, many organizations use a mix of different channels; in particular, they may complement a direct sales force, calling on the larger accounts, with agents, covering the smaller customers and prospects. Bases on which the data’s are analyzed: I’ve collected numerous data’s regarding- †¢ Sales promotion †¢ Consumer buying behaviour †¢ Availability of various brands †¢ Accessibility of the distribution sources to the distant rural population †¢ Mode of transport the rural consumers opting for purchasing the products Supply chain: Dabur has steadily improved its procurement and distribution systems to achieve a significant reduction in material costs. Dabur has an extensive supply chain and distribution network that has grown and spans 29 factories, 47 stocking points, 4 zonal offices, a dozen manufacturing locations, six mother-warehouses and over 50 Carrying and Forwarding Agents(CFAs) that distribute more than 1,000 SKU’s to several thousand stockists and dealers. MIS: An in-house developed, easy-to-use, Intranet based data-warehouse displays as of-yesterday sales, stock, receivables, banking, and other MIS. Over 5,000 ASP pages meet almost all reporting requirements and make this a single source of MIS for all levels of decision makers. URBAN DISTRIBUTION CHANNEL [STOCKIEST] This is divided into two parts, viz: above 5 lakhs of population and between 1 to 5 lakhs of population. This segment is totally covered by the direct stokist. In the segment of above 5 lakhs there are three ways of covering the market, viz: Beat wise, Line wise Channel wise distribution while in the segment of 1 to 5 lakhs of population there are two ways, viz: Channel wise Beat wise. CHANNEL WISE DISTRIBUTION Here the total product is divided into different channels like, Health care product, Personal care products, Home products etc. LINE WISE DISTRIBUTION Here the total product is divided into different lines like, hair care, body wash, coconut oil, nutrition food and etc. BEAT WISE DISTRIBUTION Here total market is divided into different areas where the total products are served to all the outlets exist in that area. RURAL DISTRIBUTION NETWORK [SUPER STOCKIEST] Under rural distribution network, the whole market is served by three parties, viz: Substokist, Rural Direct Stockiest and by the Dabur network itself. The Sub stockist get the required product through the super stockist who again covers the Dabur itself segment. The Rural Direct Stock segment is covered by the direct stockiest who serves the whole urban distribution. The Substokist uses the Sub van mode of transportation while the Rural direct stockiest uses the Direct Van to cover his area. (See the picture above). Dabur is continuously monitoring its channel members to ensure the speed and accuracy in its service to its ultimate customers. The key customers for Dabur are Whole seller, Small Outlets and the Chemist. Dabur has continuously focusing on these key customers and tried to satisfy them over the years to sustain in this industry. Dabur tackled the secondary supply chain. In 2001, Dabur decided to tackle its extended supply chain of over 30 factories, six key warehouses, and 52 stocking points distributing over 1,000 SKUs to 10,000 stockists countrywide. The company needed a system to accurately control distribution and sales forecasting to reduce inventory in the pipeline. Dabur went ahead and built a system using Visual Basic and ASP with SQL Server 2000 as the database. It decided not to use a packaged SCM solution due to the high cost and relative lack of complications in its supply chain. The initiative: An in-house developed, easy-to-use, Intranet based data-warehouse displays as-of-yesterday sales, stock, receivables, banking, and other MIS. Over 5,000 ASP pages meet almost all reporting requirements and make this a single source of MIS for all levels of decision makers. This success paved the ground for the companys supply chain initiative. Fifty-five Ku Band TDMA VSATs were used to link primary distributors to the system. Factories were hooked up using PAMA (Permanent Assigned Multiple Access) VSATs. At some locations VPNs had to be used because it was not possible to set up a dish. The zonal offices in Mumbai were hooked up in a similar manner. The hardware is mostly owned by the primary CFA (Carry and Forward Agent) except for the networking equipment, which is owned by Dabur. In the case of the secondary systems, stockists wholly own the hardware. The primary rollout began in April 2001 and took 16 months. The first six months were used to create a business model common to all divisions (family products, healthcare, ayurvedic products, and pharmaceuticals), and testing and piloting the same. The Innovation The integrated primary and secondary system has a number of unique features. The features like tight integration of schemes, stockists credit limit control, automated banking of cheques, and online cheque reconciliation have obvious advantages in the primary distribution. These are basically extensions to the MFG/PRO ERP system and not core customizations. Daburs stockists supply to 1. 5 million retailers. Seventy percent of the sales are accounted for by the top 500 stockists. The incorporation of these top stockists into its supply chain is a first for any FMCG company in India. The average sale of each stockist and the current stock are the two parameters. A My Page allows the stockist to see the as-of-yesterday details pertaining to the in-transit shipments, transporter details, back-orders, account statement, cheque status, credit notes, and claim settlements. Details are collected from stockists on a weekly basis. In case of primary distribution points, an incremental backup is sent to the central location when the CFA closes operations for the day. These are computed at night in a process called ‘cubing’. And when managers come into office in the morning the information is ready for them. The integrated system allows each Area Manager to plan for the months sales forecasts, stockists performance, and sales officers performance. The integration allows better control on pipelines in primaries and secondaries, brings down inventories, and offers better control on production and sales against a confirmed forecast. â€Å"The company has added an SMS interface that lets authorized phones query the system for aspects like stock status, credit limits, current outstanding, and division-wide sales. An access control list of mobile phone numbers is used to restrict access to the system. Salespeople can get responses to their queries in a minute with this system, said Gopal Shukla, Chief Information Officer, Dabur India Limited. The problems The Internet connectivity had to be provided to secondary stockists and wasnt always reliable. Daburs solution was to offer the option of downloading software, working offline, and connecting later to send in updates. Power was another issue. The company laid down stringent standards. Every stockist had to have an UPS, and in cases where the power shortages are chronic, a genset. The Benefits By integrating its primary and secondary supply chains, Dabur intends to reduce the days of inventory carried in the pipeline by four days from the present 29 days. It aims to save Rs 5 crore by means of this system. Beyond this, the system lets it forecast seasonal spikes in sales and manufacture accordingly. The aim is to shift focus to the stockists rather than the CFAs to get a true picture of whats happening in the market and react faster. Future Roadmap Schemes based on secondary volumes will help control secondary pipelines and sales. Primary sales will therefore come from a resultant pull from secondary replenishments. Sales order servicing can be further improved by taking orders through the Internet, and by setting stocking norms and replenishing stocks to improve ROI of stockists. Sales officers targets can be set against a measure of secondary sales and pipelines to further improve control and avoid stuffing of CFAs to meet targets. SUPPLY CHAIN MANAGEMENT OF PG: Procter Gamble, a world leader in consumer packaged goods, sells nearly 300 brands in more than 160 countries. It has sales of $40 billion a year and 130 manufacturing sites around the world. PG measures consumer satisfaction at two levels, which it calls the two â€Å"moments of truth. † The first moment of truth occurs when the consumer reaches the shelf and finds that the desired product is, or is not, available. This is a critical moment, because if the product is not immediately available, the consumer usually moves on to buy a rival product. The second moment of truth depends on the buyer’s satisfaction when consuming the product. This, too, has a crucial impact on consumer loyalty, but is beyond the scope of this case study. Detailed consumer surveys in July 2000 told PG that in 55% of cases (75% for promotional items), consumers were not satisfied when they looked on the shelf for the products they wanted. The exact product variant, in the size and packaging the shopper sought, was available less than half the time. Something had to be done. Responsibility for having the product on the shelf every time a shopper wants it used to be seen as purely a matter for the retailer. If retailers got their forecasts wrong and ordered the wrong volumes, the manufacturer was not aware of the problem, or at least otconcerned about it. But, at the end of the day, both the manufacturer and the retailer were losing. PG was ahead of the pack in realizing the significance of this, though other manufacturers are now also focusing on the end consumer, which is one reason why the industry is seeing so many new CPFR (collaborative planning, forecasting and replenishment) and VMI (vendor-managed inventory) programs. Top manage rs in PG began to realize that the company’s supply network needed to be re-engineered so that it was genuinely responsive to consumer demand. This was especially important for promotional items, because of the cost of merchandising and promotional activities, and the long-term negative impact of stock-outs on consumers. After customers have been unable to buy the desired product and have switched to alternatives, it becomes hard to persuade them to return to buying the initial product when they go shopping again. PG decided that sophisticated demand chain management, establishing direct connections between sales and supply chain business processes, could be the key to maintaining its leading position in the consumer packaged goods industry. As a result, a multi-level initiative was launched, which PG calls its â€Å"consumer-driven supply network† (CDSN) program. Retail changes put pressure on the supply chain For the major consumer packaged goods manufacturers, the strategies that are currently being pursued by the world’s most competitive retail chains are changing the game in two important ways. †¢ As consumers come to expect a greater assortment of product options, retailers are responding with greater product differentiation, driving up service level expectations. Cash requirements are creating pressure for shorter order-to-delivery cycles and a move towards flow-through distribution networks. These trends are already beginning to eliminate the safety stocks that used to be held in reserve in the retail supply network. This situation creates several new problems that PG and other manufacturers need to come to terms with. †¢ Reaction times across the supply network have been compressed. †¢ Current processes cannot move fast enough to deliver what retailers need. †¢ Supply decisions require timely, detailed information that is not usually available today. Optimizing supply chain performance demands a radical new look at the way the partners in the supply network collaborate, involving retailers, manufacturers and service providers. PG’s aim has been to create adaptive, responsive supply networks that will link together sales and supply processes, inside and outside the organization, to improve product availability. This will allow it to develop demand chain management capabilities, especially for promotions. Promotional items are the highest priority, because of the large amounts of money involved in marketing programs. If manufacturers cannot deliver the product, they lose all the growth that should be generated by their marketing promotions, however much demand is stoked up. New thinking, new techniques, and new technology PG’s vision of a consumer-driven supply network has two essential elements. †¢ Building collaborative supply chains at several levels (local market and global markets, for example). †¢ Ensuring that manufacturing sites serving both local and global supply networks are highly responsive to changes in demand, based on real-time data from the stores. Links between supply chain planning and supply chain execution processes are critical. In the transportation area, PG expects a lot of change, including improved collaboration with logistics outsourcers and more use of techniques such as cross-docking. This system, under which inbound trucks are unloaded and the goods are sorted and loaded straight onto outbound vehicles, without ever being put into store, can be used to cut inventory and handling costs, as well as delivery times. Daily planning will give way to continuous planmake- ship processes, which will demand improved loading techniques to make efficient use of vehicles as lot sizes become smaller. In the short term, PG expects to see supply networks based on relationships, rather than entirely owned by manufacturers. This kind of collaborative organization offers the flexibility to vary capacity according to short-term or last-minute needs. End-to-end optimization is essential, as there is no point in optimizing one component (e. g. production responsiveness) at the expense of another (e. g. delivery and transport costs). In export markets, with their longer replenishment lead times, this kind of improvement canbe difficult to manage. But these are the very markets that may also offer the biggest rewards in terms of inventory reduction and improvements in availability. In PG’s vision of the consumer-driven supply network, daily demand updates provide timely warning of changes in product consumption. To make the CDSN work, this information must then be rapidly integrated into replenishment plans, internally and for partners and suppliers. PG is also piloting new distribution requirement planning techniques that will make it easier to understand product requirement implications across the distribution network. For the CDSN idea to become a reality, some organizational changes were necessary, asexisting processes could not keep up with the new business targets for customer and consumer service. But it was also clear that there were technology issues that must not be forgotten. The battle cry of â€Å"Business strategy first, technology second† is now accepted wisdom, but changing the business strategy would not have been feasible without changing the technology, too. Achieving â€Å"optimization† across the supply and demand chains requires network collaboration between partners, and a set of tools that will help and facilitate that collaboration. These tools must include a harmonized business applications portfolio, including, in PG’s case, a globally standardized ERP platform predominantly based on SAP software. The final element required to make the CDSN concept work is technology for real-time tracking of products, cases and pallets within a manufacturing operation. PG is one of the sponsors of MIT’s Auto-ID Center, which is working to develop cheap radio-frequency ID tags that can be built into packaging to provide real-time demand monitoring from the retailer’s shelves all the way back through the supply network. Out-of-stocks cost you one sale in nine Though the consumer buys from the retailer, and not directly from the manufacturer, the manufacturer cannot afford to ignore the problem of shortages at the store or shelf level. PG’s direct customers are the retailers, and today’s supply chain structures were originally developed to supply retailers’ warehouses with goods, according to plans laid down and orders placed in advance. But at a time of highly volatile consumer demand, doing this reliably is not enough. Service at the consumer level is becoming the key strategic metric, and out-of-stocks need to be monitored very closely. PG’s research has shown that retailers lose 11% of sales due to out-of-stocks, and that same-brand substitutions win back less than 25% of those lost sales for a manufacturer. From the CDSN pilots it has run so far, PG has already discovered that effective collaboration in non-linear supply chain environments is a demanding discipline—and that it is important to force the pace of change. Systems and technologies may not yet be ideal, but PG has learned that it is not worth waiting for perfection. It has identified the main requirements for successful network collaboration under four headings: †¢ The potential to move large volumes of data fast. Data should be handled automatically, without needing to be transformed or translated on arrival. †¢ An adaptive, dynamic approach that uses new business applications to monitor, alert, evaluate and, where appropriate, trigger action. †¢ The ability to establish connections quickly on demand, if necessary within hours. †¢ Enhanced back-up and recovery strategies for all the systems involved. The technical challenges cannot be ignored, because batch processing windows soon narrow right down. This is especially critical if these harmonized business applications are going to be deployed on a global scale. PG is working with its IT suppliers to develop additional functionality and to resolve thescalability problems inherent in most new applications. But it has also learned the value of assembling and making a firm commitment to a small group of technology partners for such an ambitious global project. Getting down to the practical detail It is still too early for PG to be able to point to business results and ROI figures in connection with this work, but several programs have already been approved and launched. These projects are already contributing tangible business benefits in several planning areas. †¢ Demand planning: PG has launched a new demand planning system, which is now used to forecast 80% of the company’s sales volume. It is already showing that it can produce forecasts with significantly improved accuracy. †¢ Rough-cut capacity planning: PG has introduced a pilot to support rough-cut capacity planning processes in its detergents business. This has already succeeded in cutting out-of-stocks by three-quarters and reducing inventory levels. Distribution requirements planning: Among others, there has been a successful pilot project in PG’s North American cosmetics manufacturing facility, supporting a daunting 10,000 permutations of product and distribution channel. PG has also developed private e-marketplace facilities for both suppliers and customers, allowing its key business partners to see its inventory levels and production plans and perform real-time transactions via Web-enabled front-end systems. This approach has produced inventory savings across the whole supply chain, and allowed the introduction of other improvements, such as automatic invoice processing. Improved responsiveness to events has enabled PG to increase promotional product volumes, but still be left with less residual inventory when each promotion is over. At its manufacturing sites, PG is experimenting with early pilots to support produce-todemand capabilities. These involve superimposing real-time demand signals onto the production plan, and integrating real-time shop-floor and warehouse data. It is also piloting a â€Å"dynamic distribution requirements planning† system, in which the planning cycle is automatically triggered by major events, such as changes in demand or inventory, and could be run many times a day. Though the pilots are still in early stages, incorporating these highly responsive processes into the supply chain will eventually cut costs and lead to real improvements in consumer satisfaction. SUPPLY ITC Overview ITC is one of Indias foremost private sector companies with a market capitalisation of over US $ 22 billion and a turnover of US $ 6 billion. * ITC is rated among the Worlds Best Big Companies, Asias Fab 50 and the Worlds Most Reputable Companies by Forbes magazine, among Indias Most Respected Companies by Business World and among Indias Most Valuable Companies by Business Today. ITC ranks among Indias `10 Most Valuable (Company) Brands, in a study conducted by Brand Finance and published by the Economic Times. ITC also ranks among Asias 50 best performing companies compiled by Business Week. ITC has a diversified presence in Cigarettes, Hotels, Paperboards Specialty Papers, Packaging, Agri-Business, Packaged Foods Confectionery, Information Technology, Branded Apparel, Personal Care, Stationery, Safety Matches and other FMCG products. While ITC is an outstanding market leader in its traditional businesses of Cigarettes, Hotels, Paperboards, Packaging and Agri-Exports, it is rapidly gaining market share even in its nascent businesses of Packaged Foods Confectionery, Branded Apparel, Personal Care and Stationery. As one of Indias most valuable and respected corporations, ITC is widely perceived to be dedicatedly nation-oriented. Chairman Y C Deveshwar calls this source of inspiration a commitment beyond the market. In his own words: ITC believes that its aspiration to create enduring value for the nation provides the motive force to sustain growing shareholder value. ITC practices this philosophy by not only driving each of its businesses towards international competitiveness but by also consciously contributing to enhancing the competitiveness of the larger value chain of which it is a part. ITCs diversified status originates from its corporate strategy aimed at creating multiple drivers of growth anchored on its time-tested core competencies: unmatched distribution reach, superior brand-building capabilities, effective supply chain management and acknowledged service skills in hoteliering. Over time, the strategic forays into new businesses are expected to garner a significant share of these emerging high-growth markets in India. ITCs Agri-Business is one of Indias largest exporters of agricultural products. ITC is one of the countrys biggest foreign exchange earners (US $ 3. 2 billion in the last decade). The Companys e-Choupal initiative is enabling Indian agriculture significantly enhance its competitiveness by empowering Indian farmers through the power of the Internet. This transformational strategy, which has already become the subject matter of a case study at Harvard Business School, is expected to progressively create for ITC a huge rural distribution infrastructure, significantly enhancing the Companys marketing reach. ITCs wholly owned Information Technology subsidiary, ITC InfoTech India Ltd, provides IT services and solutions to leading global customers. ITC InfoTech has carved a niche for itself by addressing customer challenges through innovative IT solutions. ITCs production facilities and hotels have won numerous national and international awards for quality, productivity, safety and environment management systems. ITC was the first company in India to voluntarily seek a corporate governance rating. ITC employs over 26,000 people at more than 60 locations across India. The Company continuously endeavours to enhance its wealth generating capabilities in a globalising environment to consistently reward more than 3,53,000 shareholders, fulfil the aspirations of its stakeholders and meet societal expectations. This over-arching vision of the company is expressively captured in its corporate positioning statement: Enduring Value. For the nation, Shareholder. ITC FMCG Supply chain ?Consists of diverse categories with different priorities ?More than 1000+ SKUs ?Buying Value $68 MM ?Warehousing space of more than 3. 5m SFT around 55+ Locations ?Products manufactured at 45+ plants ?More than 650 trucks moved every day ?Direct distribution from factories to Distributors. ?Indirect movement through RDCs ?Combination of Rail/Road/Sea movement within the country depending on the product type. e-Choupal E-Choupal is an initiative of ITC Limited, a large multi business corporation in India, to link directly with rural farmers via the Internet for procurement of agricultural and aquaculture products like soybeans, wheat, coffee, and prawns. E-Choupal was conceived to tackle the challenges posed by the unique features of Indian agriculture, characterized by fragmented farms, weak infrastructure and the involvement of numerous intermediaries. The programme involves the installation of computers with Internet access in rural areas of India to offer farmers up-to-date marketing and agricultural information. Problems addressed: Commodities were procured in mandis, where the middleman used to make most of the profit. These middlemen used unscientific and unfair means to judge the quality of the product to set the price. Statement of a farmer: Who is a member of E-Choupal: Before ITC introduced us to e-Choupal, we were restricted to selling our produce in the local mandi. We had to go through middlemen and prices were low. Today we are a community of e-farmers with access to daily prices of a variety of crops in India and abroad – this helps us to get the best price. Effects of e-Choupal ITC Limited has now provided computers and Internet access in rural areas across several agricultural regions of the country, where the farmers can directly negotiate the sale of their produce with ITC Limited. This online access enables farmers to obtain information on mandi prices, and good farming practices, and to place orders for agricultural inputs like seeds and fertilizers. Each installation serves an average of 600 farmers in the surrounding ten villages within about a 5 km radius. Since the introduction of e-Choupal services, farmers have seen a rise in their income levels because of a rise in yields, improvement in quality of output, and a fall in transaction costs. Even small farmers have gained from the initiative. At the same time ITC Limited has obtained benefits from the programme: 1. elimination of non value added activities 2. differentiated product through identity preserved supply chains 3. value added products traceable to farm practices 4. e-market place for spot transactions and support services to futures exchange There are presently 6,500 e-Choupals’ in operation. ITC Limited plans to scale up to 20,000 by 2012 covering 100,000 villages in 15 states, servicing 15 million farmers. Manufacturing firms The module in the distribution network of ITC cigarettes are the manufacturing units located at Bengaluru, Muner, Kolkata, and Saharanpur. These manufacturing units use the raw materials and other available resources to manufacture the various brands of cigarettes. Zonal Offices and Warehouses The second level of distribution channel are the zonal offices . Each of the zonal office is situated in different regions like North, South, West, East, North-west region etc. hat are like the branch of organization opened for the smooth functioning of the supply chain management of the product in the market. Main task performed by these offices are acting as an intermediate between the manufacturing firm and local distributors who are involved in actual distribution of products to the different selling points in the market. They invigilate the storage point for the company, i. e. warehouse where large amount of stock is stored depending upon the sales in that particular region. Wholesale Distributors The next level of the channel constitute of distributors. It mainly refers to the agency holders of the company who act as the company representative in the market and supplies the product to the different selling points in the market. They are the most important module in the distribution channel of Cigarettes as on the one hand they are representing company in the market and on the other hand they are involved in promotional activities of the product (due to restriction on advertising and promotion of the Cigarettes using media types). The distributors are available in almost each city and other important areas of the market to increase the availability of the brand in the market and compete against the competitors. Wholesalers The next level of the channel in the distribution is the wholesalers. They help in â€Å"bulk breaking† from the local distributors and also supplies to the retailers in the in and around its periphery. They also help in promoting the company and other promotional activities through various visual merchandising. Retailers The last intermediate that is available before the Cigarette reaches to the customer are the retail outlets. With reference to the Indian perspective, different retail outlets are present in different forms in the market like:- a)Pubs/ Bars: These are not basically the retail outlets of Cigarette but are included under this category because few of the super premium brands are available in each Pub for the facility of the customers coming to that particular place. Also, these places act as point of promotion and launch of new brands. ) Convenience stores (Kirana shops): Small and big shops present in every locality providing the basic necessary products to the nearby people or the locality in which it is located. c) Pan shops: Small corner shops that are known with the name of Pan Shops but contributes large share in total sales of Cigarettes in the market. d) Kiosks: Small outlets in big Malls like Forum, which only sells Cigarettes of different brands of the same company like ITC. Kiosks are being used by the companies to increase the visibility of the brands. ) Large format stores (LFS): It refers to the big retail outlets that are available in the local markets selling the daily need goods and other middle range of products that are required by the customers for the fulfilment of basic needs like vegetables, grocery, kitchen appliances etc. Ex. Spencer’s, C3 etc. f) Multi Branding Outlets (MBO’s): The outlets opened in the Malls and other shopping areas, which are similar to the â€Å"Kiosks† but the only with a difference that products from different companies are also available at one place with addition to different brands. Channel Member Management Monetary and Non Monetary Methods of Rewarding As per the HR policy of ITC ltd there are no monetary or non monetary rewards given to the channel members, they are the distributors and retailers. Target Setting Mechanism ITC Ltd sets target for the distributors in terms of M-S, where 1 M-S is equivalent to 12000 sticks and 1 case is equivalent to 12 M-S. The distributors are given a target of 200 M-S per week. No targets are set for the retailers. Monitoring Mechanisms The distributors are monitored by the Area Sales Manager and the retailers are monitored on by the Area Executives. The parameters on the basis of which the distributors are monitored are (a) Visibility of the products (b) Availability of the products (c) Maintenance of the existing displays (d) Weekly sales. Training and HR Inputs The distributors are not given any training or HR inputs by ITC ltd Field Force Management Monetary Method of Rewarding As per the HR policy of ITC Ltd the field force is monetarily rewarded on the basis of the number of bills drawn on the distributors. Non Monetary Method of Rewarding The field force of ITC Ltd is given unlimited medical benefits in terms of non monetary methods of rewarding. Target setting Mechanism The field force is given targets in terms of the number of bills generated by an individual. Monitoring Mechanism The members of the field force reports to their immediate supervisor and this follows throughout the hierarchy. Training and HR Inputs The sales men of the distributors are under the payroll of ITC ltd. In case of mass recruitment the new sales force is given training by the HR department of ITC Ltd. As per the HR norms, ITC Ltd provides training to its own employees of the distribution network at regular intervals.