Simulation and modeling

Research indicates that computer simulations as opposed to other media like print, video, film or lectures have a claimed primary advantage, which is, increased transfer of learning (Allessi. Trollip1985). Transfer of learning simply means the students having the ability to apply what they have learned during instructions level, to the real performance or a new situation.Advertising We will write a custom coursework sample on Simulation and modeling specifically for you for only $16.05 $11/page Learn More Simulations are assumed to boost transfer better than other media or books. However, this paper focuses on a particular area of simulation research, by the name fidelity, which has received a significant attention in relation to non computerized simulation. This is a critical variable in general when it comes to design of simulations. Fidelity on the other hand, refers to how direct a simulation imitates reality. To elaborate further on this fact, trans fers of learning in plane simulators have revealed that the initial training in simulators is more efficient as opposed to that of a real plane. Many military preparation studies by means of mechanical simulators shows no difference at all, and if there is, then very little in transfer, or learning due to fidelity. Reviewed study on the motion fidelity in flight training found that it does not considerably affect learning. While some other authors have concluded that fidelity motion was of some significance for experienced pilots and not for beginners. However, studies of fidelity in military school came to a conclusion that, there is no proof of learning discrepancy due to low fidelity. Fidelity effects are largely dependent upon the learner’s instructional level. During the primary stages of learning, high fidelity illustration may confuse a learner due to the speedy representation of the compounded sequence. The same circumstance may not be found challenging by the student who has advanced to a higher level of consolidated skill. Other theories for fidelity effects are related to the definition of fidelity and transfer.Advertising Looking for coursework on other technology? Let's see if we can help you! Get your first paper with 15% OFF Learn More The complexity of explanation result to the hypothesis like relationship of fidelity and learning is non linear and depends entirely upon instructional rank of the student. For high level fidelity the quantity of learning decreases. It appears that we are facing a predicament when we narrow it down simulation design. Increased fidelity should increase transfer theoretically; this may hinder initial learning and again in turn slows down the transfer. Consequently decreasing fidelity can enhance initial learning, but what the students have learned may not necessarily be transferred to the application scenario if proved dissimilar. My take in this is that, the solution to this problem lies in asc ertaining proper level of fidelity based on current instructional level of the student. However the question I would ask is what mechanism of simulation should vary on fidelity, and, under what circumstance should it be so. As a conclusion we realize that whilst simulation take lead as one of the most promising in regards to computer based instruction, there is still a whole lot more we still need to learn concerning their design. Common sense may be in appropriate concerning the high value fidelity relating to instructions simulation. Since learning differ by fidelity, like the u-shaped curve that is overturned, it applies to the new student who is just starting, and as they advance they will indeed benefit from the rising fidelity. Reference Allessi, S. M. Trollip, S, R (1985) Computer based instruction: Methods and Development. Englewood Cliff, NJ: Prentice Hall. This coursework on Simulation and modeling was written and submitted by user Eric Pickett to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Operations strategy and competitive advantage The WritePass Journal

Operations strategy and competitive advantage Abstract Operations strategy and competitive advantage , p. 11).   The most important criteria for winners in the hospitality industry centre on service, expertise, trust, knowledge, location, quality, price, reliability and speed.   Once each company enables a strategy that creates the means to meet these consumer expectations, the level of competitive advantage will have been raised in their favour (Hart 2012, p. 11).   The strategy of market penetration employs the relevant qualifiers and winners in order to establish a foothold in the market, making this evaluation critical. Market development uses the qualifiers to expand the reach of the parent company by addressing the emerging wants of the consumer base (Hart 2012, p. 11). The product expansion strategy utilizes the qualifiers and winners to build and expand on the foundation of the existing product line.   In each case the operational strategy is dependent on the consumer assessment.   The areas of cost, flexibility, service and delivery have a tremendous impact on eac h strategy (Rhee 2009, p. 30). The type of order qualifiers and winners are heavily influenced by the expectations of the consumer (Victorino and et al 2005, p. 555).   In the areas of luxury travel and hospitality the focus is on the innovative nature of the qualifiers such as inclusive child care.   Lower economic competitors are less susceptible to service qualifiers as the desire to save money and capitalize on available finance asserts itself (Victorino and et al 2005, p. 555).   With the lower level of spending the nature of the expectations turns to the facilities, including features such as kitchenettes and balconies, rather than the additional services. Associated industries such as the upscale and luxury wine industry base their qualifiers on variety (Verma and et al 2002, p. 11). This approach is not available to the lower end suppliers that must rely on other incentives to match the resources of the upper tier. In this case, winners in the economy sector of the hospitality industry will differ fr om the winners found in the luxury setting (Victorino and et al 2005, p. 555). Hassin (2009, p. 48) describes the area of human resources as a viable segment of order qualifiers and winners for the hospitality industry. Utilizing a series of multi skilled human resources adds a valuable layer of expertise and personal understanding to the operational strategy, ensuring a high level of service. This area of order qualifiers is supported by the Stanley and Wisner (2001, p. 287) study that confirms that the supply chain benefits through the implementation of internal qualifiers. By building on the foundation of good communication with the internal personnel, the perception of an inclusive and effective demeanour is transmitted to the consumer base, benefiting the entire strategy (Hassin 2009, p. 48). Further, the continuous training and development of these personnel will serve to cement their loyalty and skill set, thereby adding to the functional assets of the company. It is vital that the areas of human resources be included during the evaluation of any operati onal strategy (Hassin 2009, p. 48).   Lacking this key area of consideration will diminish the capacity to reach the expected goals. An evolving order qualifier is the application of mass customization based on the utilization of technology (Kumar 2007, p. 1). The ability to tailor a stay or service in the hospitality sector to an individual’s desires has the potential to become a order winner.   This form of qualifier has been made available through the inclusion of online technology that has come about due to the near universal reach of the Internet (Kumar 2007, p. 1).   Yet, while in the beginning this form of service would have been deemed an all-around winner, the sheer availability of   it has caused the consumer base to expect nothing less, making what was once considered a winner now a qualifier. The strategy of mass personalization has given many companies in the service industry a potent tool with which to attract the constantly shifting consumer base (Kumar 2007, p. 2).   With the primary factor of the hospitality service industry being personal service, the only sure way to create order winners is to possess a product or service that the consumer absolutely must have above all others. Verma and et al (2002, p. 470) assert that the area of customer choice provides a wealth of order qualifiers in the hospitality industry. The sophistication of technique and opportunity serves to draw in a substantial consumer base.   Utilizing a consumer choice modelling method enables a tailored approach to each market, providing more relevant qualifiers to the operational strategy (Verma and et al 2002, p. 470). Ritz Carlton Order Winners â€Å"the most important element of their [Ritz Carlton] hotel stay is being pampered† (Wyle 2009, p. 8). This Ritz Carlton experience is designed to enliven the senses, instil wellbeing and fulfil expectations. The hotels approach to the hospitality industry rests in the upscale, luxury avenue (Wyle 2009, p. 6). With a world renowned reputation to maintain, the leadership utilizes the expectation factor to manufacture order winners. The effort to maintain a superior level of customer satisfaction through the anticipation and provision for each need is a long time avenue to meet this goal (Wyle 2009, p. 3). However, this very element can also serve to create obstacles that can serve to slow down consumer acceptance. Alongside the effort to establish a very high threshold of service, the Ritz Carlton is open to the magnified perception of failure when their service fails to meet the consumer perceptions (Drejer 2002, p. 65). With a very real appreciation of the factors that com bine to create order winners, such features as the doorman meeting each and every customer with an open door only serves to frame the offered package. For the Ritz Carlton Company, order winners are centred on the consumer’s perception of efficient and all inclusive service (Wyle 2009, p. 9).   Utilizing a process centred approach featuring the Gold Standard, management takes extra care to create and preserve the feeling of being completely taken care of. Consumer appreciation to this offering can be found in the very high return rate of satisfied customers. Another example of their willingness to meet the needs of the consumer through service was found in the staff ordering specific glass ware for a specific client (Wyle 2009, p. 4).   This attention to detail adds value to the consumer which creates a clear order winner for the Ritz Carlton. With this approach it is the area of quality control, human resources and consumer satisfaction combining to create a process that provides a method for qualifiers to become winners. In order capitalize on the potential to identify internal winners; the Ritz Carlton institutes a Total Quality Management process, with the goal of strengthening the employees (Wyle 2009, p. 4). This approach to order qualifiers provides a well-educated staff to the consumer base, which responds by recognizing the capacity of the talent and purchases the service.   This human resource approach to order winners lays out a specific process for each consumer interaction which establishes a baseline for operations (Wyle 2009, p. 7). With additional features including a personal walk to the room as opposed to pointing, or a smile from each employee, the recognition of the value of the personnel to win continued patronage is apparent. In the case of the Ritz Carlton, which holds the international reputation as the ‘Hotelier to the Kings’, it is necessary to maintain the very highest standard of personnel (Wyle 2009, p. 8).   Coupled with this approach to a human resource centred order winners, is the annual recognition of the best performing employee, which in turns adds gravitas and confidence in the staff and underlying management (Wyle 2009, p. 8). Each of these areas create avenues to order winners for the Ritz Carlton management and is achieved through the recognition of process design, quality, innovation and human resources. The Ritz Carlton recognizes the area of quality as high on their list of competitive priorities (Russel and Taylor 2006, p. 2). In order to capitalize on the full range of opportunities, the leadership has developed a much targeted set of standards (Russel and Taylor 2006, p. 2): Each and every employee is trained and enabled to satisfy any guest’s wish. There is a process in place that creates teams at every level that creates objectives and devises the quality action plans. Each and every hotel has a quality leader. The creation of quality report tracks: Track guest room maintenance Percentage of consumers that do not have to wait. The time spent to achieve the industry best clean room appearance. A guest preference report which is then put into a working database. Utilizing this approach to quality management coupled with comprehensive training serves to create a steady stream of order winners for the Ritz Carlton Company.   This process of customization to meet consumer need is achieved by changing the service or the product designs (Krajewski and Malhota 2010, p. 14).   The Ritz Carlton considers a range of factors in order to create the best possible strategy: Low volume Close customer contact Easily reconfigured processes. The very high standards that are illustrated by the Ritz Carlton are the result of a very well developed, long term strategy (Drejer 2002, p. 61). This strategy has solid basis in theory as the concept of the hybrid model of combining approaches to find order winners is found viable in the research of Hallgren (2011, p. 511).   There is a need to balance between the factors of cost efficiency and overall flexibility. This can be achieved through the utilization of delivery and quality process performance (Hallgren 2011, p. 511). Conclusion This study has assessed the area of order qualifiers and order winners to determine their characteristics in the hospitality industry. The strategies that the Ritz Carlton employs to first identify order qualifiers and their subsequent ability to choose order winners is a demonstration of effective long term strategy coupled with a diverse support infrastructure. This area of study has a direct impact on the entire service industry by demonstrating the very real potential to be found in recognizing the value of identifying qualifiers and winners. Order qualifiers are the criterion that provides the consumers the incentive to buy the offered service or product, with the winners being the methods that have deemed successful.   There is the recognition that there is a limited life span of the winners in the hospitality industry, and the rapid evolution of technology and innovation will continue to provide means for competitors to find a way to appeal to consumers. The Ritz Carlton utilizes the quality and human resources approach to provide their consumer base with a comprehensive, in depth experience that is credited with the creation of a steady stream of order winners.   With specialized training that excels at providing the staff with both the authority and the education to complete the entire range of necessary services, the Ritz Carlton has recognized that to survive and excel in the luxury service industry requires a very high standard of operation. As the evidence in this study revealed, the expectations for the Ritz Carlton are going to be much higher than for more economical competitors, making the segment of training and customer service absolutely essential to progressive operation. Through the advent of positive branding and long term success, the Ritz Carlton has established a high threshold of expectation that requires a strong effort to maintain.   Yet, this achievement has been credited with maintaining the profile of the company. In each segment of the hospitality industry, the opportunity to generate order winners is found most often in the positive interaction with the clientele.   In the end, it will be a combination of practice, policy, experience and resources that will determine the effectiveness of any operational strategy. References Azorin, J., Pereira-Moliner, J. and Claver-Cort\Es, E. 2010. The importance of the firm and destination effects to explain firm performance.  Tourism Management, 31 (1), pp. 2228. Blanco, E., Rey-Maquieira, J. and Lozano, J. 2009. Economic incentives for tourism firms to undertake voluntary environmental management.  Tourism Management, 30 (1), pp. 112122. Byrd, E., Canziani, B., Hsieh, J., Debbage, K. and Sonmez, S. 2012 . Predictors of Repeat Winery Visitation in North Carolina. Drejer, A. 2002.  Strategic management and core competencies. Westport, Conn.: Quorum Books. Godsell, J., Diefenbach, T., Clemmow, C., Towill, D. and Christopher, M. 2011. Enabling supply chain segmentation through demand profiling.  International Journal of Physical Distribution \ Logistics Management, 41 (3), pp. 296314. Hallgren, M., Olhager, J. and Schroeder, R. 2011. A hybrid model of competitive capabilities.  International Journal of Operations \ Production Management, 31 (5), pp. 511526. Hart, M. 2012. Prevention is better than cure: increasing sales revenue by identifying order-winning criteria.  University of Twente. Hassin, A. 2009. The link between operations strategy and human resource management for NGOs working in unstable environments.  Journal of Business Systems, Governance and Ethics, 4 (3), pp. 4349. Krajewski, Ritzman and Malhota. 2010.  Operations Management. 9th ed. Pearson: Pearson Education. Krishna, A. and Dangayach, G. 2012. Service operation strategy: a developing country perspective.Production Planning \ Control, 23 (10-11), pp. 789800. Kumar, A. 2007. From mass customization to mass personalization: a strategic transformation.International Journal of Flexible Manufacturing Systems, 19 (4), pp. 533547. Neely, A. 2002.  Business performance measurement. Cambridge: Cambridge University Press. Rhee, B., Verma, R. and Plaschka, G. 2009. Understanding trade-offs in the supplier selection process: The role of flexibility, delivery, and value-added services/support.  International Journal of Production Economics, 120 (1), pp. 3041. Russel, R. and Taylor, B. 2006.  Operations Management. 5th ed. Chattanoga: University of Tennessee. Stanley, L. and Wisner, J. 2001. Service quality along the supply chain: implications for purchasing.Journal of operations management, 19 (3), pp. 287306. Verma, R., Plaschka, G. and Louviere, J. 2002. Understanding customer choices: a key to successful management of hospitality services.  The Cornell Hotel and Restaurant Administration Quarterly, 43 (6), pp. 1524. Victorino, L., Verma, R., Plaschka, G. and Dev, C. 2005. Service innovation and customer choices in the hospitality industry.  Managing Service Quality, 15 (6), pp. 555576. Wylie, K. 2009.  Total Quality Management A Case Study of a Quality Award Winning Organization. Mà ¼nchen: GRIN Verlag GmbH.

Reading Quiz on Why I Want a Wife

Reading Quiz on Why I Want a Wife Judy Bradys definition of a wife was first published in the feminist magazine Ms in December 1971. Since then, it has been widely reprinted. After reading the essay, take this short quiz, and then compare your responses with the answers on page two. According to Judy Brady in the essay â€Å"Why I Want a Wife,† what sparked in her the realization that she, too, would like to have a wife†?(A) a quarrel with her husband(B) an encounter with a male friend fresh from a recent divorce(C) an argument with her parents(D) a run-in with an old girlfriend who still hadn’t married(E) a recent divorce, which left her with five children to raise on her ownIn the opening sentences of Why I Want a Wife, the author classifies herself according to two roles that she plays. What are those roles?(A) wife and husband(B) mother and daughter(C) wife and worker(D) wife and mother(E) slave and mistressIn the essay â€Å"Why I Want a Wife,† which one of the following items does Judy Brady not say that she wants?(A) the liberty to replace my present wife with another one(B) a wife who will take care of the details of my social life(C) a wife who is sensitive to my sexual needs(D) a wife who will not bother me with rambling comp laints about a wife’s duties(E) a wife who will make so much money that I will never have to work again In the essay â€Å"Why I Want a Wife,† which one of the following desires does the author state directly?(A) I want a wife who will work and send me to school.(B) I want my husband to earn more money.(C) I want my wife to go back to school.(D) I want my mother to stop telling me how to raise my children.(E) I want to be single again.What is the final line of Judy Bradys essay Why I Want a Wife?(A) My God, who wouldnt want a wife?(B) I want to be single again.(C) I want a wife who will leave me alone.(D) My God, why would anyone want to be a wife?(E) Dear God, why am I a wife? Answers to the  Reading Quiz on Why I Want a Wife by Judy Brady (B) an encounter with a male friend fresh from a recent divorce(D) wife and mother(E) a wife who will make so much money that I will never have to work again(A) I want a wife who will work and send me to school.(A) My God, who wouldnt want a wife?

Critical Thinking Assignment Example | Topics and Well Written Essays - 750 words - 3

Critical Thinking - Assignment Example Q 2 (Answer): The author is of the view that if the CIA had adopted unambiguous strategy regarding the uranium enriching programs launched by North Korea, the USA would have been in a better position to discard Korean efforts of obtaining centrifuges for becoming atomic power. The author is of the opinion that the intelligence agencies of the USA should gather accurate and comprehensive information; otherwise, continuous alteration in the policy for discouraging the preparation of destructive weapons by the countries like North Korea and others would be at grave jeopardy. Hence, inappropriate flow of incorrect information may let the countries create weapons of mass destruction without any restrictions making the world an unsafe place of living. That the US authorities were aware of the advancements made by North Korea to obtain the sufficient uranium processing capabilities, but they did not take any measures to discourage and stop such advancements. Q 4 (Answer): The article under analysis maintains few implications in it. First of all, it aims to state that the u-turns taken by the authorities and agencies regarding one issue or the other may lead towards embarrassment and disgrace on the one hand, and may nullify the reports prepared and presented by them on the other. In addition, such collection of data, which cannot be proved as the accurate one, may put the efforts and reputation of the institutions and agencies at stake. Thirdly, such contradictions in the statements may provide the rivals with an opportunity of strengthening themselves at the cost of these agencies. Q 5 (Answer): The facts include that North Korea had been persistent in getting centrifuges from different countries particularly from Pakistan. In addition, she never hesitated in augmenting her strategic strength by fastening her attempt

Millionaire Essay Example | Topics and Well Written Essays - 250 words

Millionaire - Essay Example So why would I would need all that extra money right? In my case, I would most likely keep five million of the money to invest and insure my future with then the remaining amount would be divided among my charitable causes such as animal welfare and student scholarships. I would most likely donate two million of the remaining amount to the Society for the Prevention of Cruelty to Animals. The other two million I would use to start a scholarship foundation in the name of my beloved grandfather who took good care of me when I was little and in need of a father image. The remaining one million I would be something like my discretionary fund, ready for small donation to any worthy cause that I might come across during my lifetime. The money is not something that I will allow to rule my life. Rather, I will make sure to enjoy the money that I set aside for myself while I use the rest of it to make a difference in this world. I would definitely make a career change for myself because then I could help other people by providing them with jobs that are badly needed in our economy today. That is the lesson that I learned from Bill Gates and the way he handles his billions and that is how I shall use the money as well. Money can either turn a person evil or kind, I will choose to be kind and humanitarian in every way that I can

Position Paper Outline & References Page due Essay Example for Free

Position Paper Outline References Page due Essay After you have read your assigned reading for this week, choose a topic that has at least two clear points of view that can each be defended in an academic and verifiable manner. It is best to check with your professor to make sure your topic is appropriate. Once you have decided on your topic and the point of view you want to build upon, write an outline for your position essay. While the final draft of this paper is not due until the end of Week 8, you will submit an outline and references page to your professor this week. Please note that you will also be required to submit a draft to your professor in Week 6 and to our peer review in Week 7. Refer to this weeks lecture for detailed requirements and guidelines on how to write an outline for a position essay. Successful Outline Requirements: Follow the sample format in this week’s lecture to create an outline appropriate in scope for a 5-page persuasive paper (in addition to the title page and reference page) with no less than 3 academic sources included. NOTE: please avoid topics that are focused on religious, moral, or overly emotional debates. You must clearly state your topic (which should be debatable in nature), draft an introduction paragraph, with a complete and persuasive thesis statement, and outline three main points that you will discuss in your paper, followed by two sub-points for each main point. Remember to include both viewpoints/sides of the topic. A possible conclusion paragraph should also be drafted. Outlines should not exceed one page, unless discussed and approved with your professor. Provide APA references for three academic sources that you plan to use to support your position. Be typed and submitted as a Microsoft Word 2010 document (.docx), double-spaced, 12-point Times New Roman font After reading â€Å"TV Watching: The Top Environmental Hazard for Children† by Todd Huffman, note your initial reactions to the essay. In one paragraph, record your strongest reaction to the essay and explain why you think you may have reacted that way. From what perspective are you reacting, that of a parent or that of a child? What factors outside of the essay might have influenced your reaction? Your assignment this week is to write a draft of your rhetorical analysis. First, read this weeks lecture. Then go to the search engine of your choice and search for this phrase: vintage ads. Include the quotation marks to search for exactly that phrase. Tell us about the ad you chose: name the product and the year the ad was published. Remember that the goal of advertising is to make you spend your money on products and services. Does the ad motivate you to buy the product or service? How does the ad use ethos, pathos, or logos to make you desire the product? †¢Ethos relies on the credibility or the authority of the ad itself (Im not a doctor, but I play one on TV.); †¢Pathos is an appeal to your emotions (Coke adds life.); †¢Logos is an appeal to your intellect (Ads that show great gas mileage numbers for a car appeal to your intelligence—they imply that you have the brains to buy the most efficient vehicle.). What elements create ethos, pathos, or logos in the ad that you chose? Discuss 2-3 elements that work to create the rhetorical appeal (ethos, logos, pathos) that you detect. Some elements you might analyze are †¢ The use of colors †¢ The appearance of people in the ad or their expressions †¢ The way the product is photographed or displayed †¢ Words used in the ad Here is some advice. In your discussion: 1) Avoid summarizing the ad—lets not look at the ad and describe it. Keep in mind that this is not a description paper. 2) Avoid talking about your experience with the product or service depicted in the ad. Keep in mind that this is not a testimonial paper. Make sure that you are writing about how the ad makes you want to spend your money on a product or service. Ethos, pathos, logos By working on this now, you will write material that you can use in your draft to turn in this week.

Soccer :: Research Papers Essays

Soccer Table of Contents Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..3 History of the Activity†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..4 Nature of the Activity†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..4 Playing Area†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..5 Physical Conditioning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..6 Practice Drills†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..6 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦....7 Introduction Soccer is the worlds most popular sport. It is the national sport of most European and Latin-American countries, and of many other nations. Millions of people in more than 140 countries play soccer. The World Cup is held every four years. Soccer is one of the most famous international sports. Soccer is known world wide and is played in the Olympics. In a soccer game there are two teams of 11 players who try to score a point by kicking a ball into the opponents net. Soccer is played on a rectangular field with a net on each short side of the field. All players must hit the ball with their feet or body and only the goalie is allowed to touch the ball with his/her hands. There are many things you can do to condition yourself to play. Soccer the way we play it came from England in the 1800’s. Soccer was not that popular until the mid-1900’s. Today soccer is very popular and it is one of the nations fastest-growing sports. There are many exercises and drills you can do to improve how you play soccer. There is also many physical conditioning that players can do. Soccer can help you stay fit and healthy. Many people can play soccer and benefit from it. Soccer is very fun and a great recreational sport. History of the Activity Games similar to soccer were played in China as early as 400 BC. In about 200 AD the Romans played a game in which two teams tried to score by advancing a ball across a line on the field. The Romans passed the ball to one another but they never kicked it. London children in about 1100 played a form of soccer in the streets. During the 1800’s the people of England played a game similar to soccer. Many rules changed and each person interpreted the rules differently. In 1848 a group of school representatives met at Trinity College in Cambridge and drew up the first of soccer rules. In 1863 English soccer clubs founded the Football Association. By the late 1800’s soccer began to spread to the rest of the world. The Canadian Soccer Association was established in 1912 while the United States Soccer Federation was set up in 1913.

How Advertising Influence Youth Attitude Toward Dressing

Summer training Report on How advertising influence youth attitude toward dressing UNDER GUIDANCE Mr. Vishal Jain MASTER OF BUSINESS ADMINISTRATION (RETAIL MARKETING) SUBMITTED BY Mr. TARUN KUMAR REG. No. 720593065 PUNJAB TECHNICAL UNIVERSITY JALANDHAR (Punjab) ACKNOWLEGEMENT Through this seminar report I want to throw the light on the topic â€Å"How advertising influence youth attitude towards dressing†, it gives me immense pleasure to present my training survey report before my mentors. With deep sense of gratitude I would like to take this opportunities thank my honorable project guide Mr.Vishal Jain This report incorporates many developments, which have taken place in the field of advertising as well as fashion during last 25 or 50 years or so. I have therefore tried to provide a report, which gives a precise and up-to-date view of marketing in a lucid and novel style. It is an attempt to correlate the modern marketing strategies and factual part of the business. Later on while discussing the reactions of various classes of people, the interplay of marketing and advertising factors, which profoundly influence the behavior of people’s buying a product, has been duly emphasized.Everything has been presented in a simplified and refined form, illustrated by well-chosen representative examples. Throughout the report, presentation of material has been sharpened by inclusion of data report. I have made a very sincere attempt towards clear understanding of the report. My inexpressible gratitude is to the supreme guide who enables me to bring up my ideas into the concrete forms. Many people have contributed in the preparation of the report. I express my sincerest thanks and indebtedness to Ms. Gagandeep for inspiring me in the development of my project.I will be very grateful to my mentors and seniors and inquisitive executives for constructive criticism of report and their suggestions for its further improvement. My heartfelt thanks are due to them. Tarun Kumar CONTENTS 1. INTRODUCTION 2. HISTORY 3. RESEARCH & DEVELOPMENT 4. MONTE CARLO & COTTON COUNTY 5. NEW ARRIVALS 6. REVIEW OF LITERATURE 7. INDIAN DRESSING 8. COSTUMES FOR BOYS 9. NEED OF MARKETING STRATEGIES 10. ORGANISATION OF MARKETING STRATEGIES 11. OBJECTIVES & RESEARCH METHODOLOGY 12. LIMITATION OF THE STUDY. 13. ANALYSIS & INTERPRETATION 14. CONCLUSION 15. BIBLOGRAPHY 16.QUESTIONAIRE INTRODUCTION Hearing is to forgetting, seeing is to remembering, doing is to understanding. Advertising is both an art and a business it tells the public at large about the availability of a product usually a consumer article and persuades the people through oral, visual and emotional appeals to buy the product. It presents an article in an attractive, respectable and highly useful way. Yet, like other arts it lies in concealing itself. To put it differently, advertisement of a certain product persuades us in a subtle way that we accept its publicized virtues as facts.Wearing clothes with prestigious brand names seems to be very important for adolescents. This phenomenon was studied in the context of consumer socialization by examining the influence of three socialization agents, namely parents, peers and TV, on the development of French Canadian adolescents' brand sensitivity and their relative importance. Controlling for socio-economic variables, multiple regression analyses were conducted separately for boys and for girls. For both genders, brand sensitivity is related to peer influence. Girls' brand sensitivity is related to the importance fathers give to clothing brands.TV exposure is not related to adolescents' brand sensitivity. For boys and girls, peers represent the most important predictor of this consumer socialization. The results are discussed in the light of social and economic pressures and family relationships. Advertising influences the youth attitude towards dressing to a larger extent and has broad impact on the society and outlook of an individua l personality. Fashions in dress have been current since the dawn of civilization. Fashions are meant to demonstrate the status of a person.Advertisements make an appeal to our emotions and desires by associating the advertised brands with popular personalities such as film stars and sportsman. The style of advertising about the dresses combines pictures or cartoons with fine catchy phrases, musical tunes, and voice of advertising model, strong visual appeal. That is why they are most popular and most expensive of all. Advertising influences consumer’s subconscious mind. Youth tries to immediate the dressing sense of celebrities. Advertising has revolutionized the market of garment manufacturing.In advertising everything is done to fetch the eyes of consumers and push up the sales. That’s why â€Å"William Shakespeare† remarked, â€Å"apparel ost proclaims the man†. Summarizing, in a nutshell here is a report, which has been made by thoroughly studying al l the aspects of advertising world, Youth attitude towards dressing, market study etc. healthy criticism of the report is always welcomed. HISTORY Ludhiana is an important knitwear center located in North state of Punjab (about 400km from Delhi). More than half of the country’s hosiery products are supplied from here.Commonly known as the Manchester of India and also as the industrial capital of small scale industry, the city has a business community that has proved its entrepreneurial strength all over the world. It has a long history in producing knitwear for the Indian market and is known for its woolen/blended knitwear including sweaters, pullovers etc. The word ‘knitwear’ is derived from the word ‘hose', which means tubular that describes the shape in which the fabric was knitted, especially for socks. The first woolen knitwear unit was probably established in the last decade of the nineteenth century (maybe 1894) in Ludhiana for manufacturing socks.So me others put the date as in the first decade of the twentieth century. Its origin can be traced to migrants from Kashmir, who settled in Ludhiana after a famine in Kashmir in 1933. These migrants brought with them skill of weave fine woolen fabrics and embroidery. Their skills were commercialized by the local traders who sought markets within Punjab and beyond. In 1935, the industry saw its first change with circular knitting machines introduced in the industry. They started manufacturing sweaters on these machines with cotton used as raw material.The second turning point in the history of this cluster was the introduction of Flat Knitting machines during 1940s and during the same period, the industry started importing wool for manufacturing woolen products. The Ludhiana knitwear industry cluster developed during the second world war, when the woolen jerseys were in great demand. In 1947 the Muslim population that migrated to Pakistan after partition, owned most of the machines so then the local population and the immigrants from Pakistan sustained this industry. Trade grew smoothly for next four decades. Myanmar was a very important market for Ludhiana knitwear till the 1950 i. . before the Myanmar Government imposed import restrictions. In the same year the Government of India also imposed restriction on imports and most of the inputs i. e. machines, needles etc at that time were being imported. The import restriction thus fostered development of indigenous machine manufacturers, spinning mills etc. Before the breakup of Russia into CIS, it was the largest market for the woolens made in Ludhiana. The breaking up of Russia forced Ludhiana to explore for new markets. Till then the focus of the cluster was largely on woolen products in the lower priced segment.During the period of 1980s, the industry saw another change with introduction of automatic and computerised knitting machines. During 1981, the State government had set up a knitwear center with technica l and financial assistance from UNDP and UNIDO, housing the most modern technology and equipment. The collapse of Russian market resulted in a major shakeout in the industry and several leading manufacturers were forced out of business altogether. At the same time the crises created a new generation of manufacturers, who learnt from Tirupur, Delhi and Bombay to thrive by shifting their business from winter wear to summer wear.This paradigm shift eventually resulted in Ludhiana becoming more of a cotton and summer wear manufacturing center, while retaining its dominance in the domestic woolen market. Ludhiana has seen an enormous industrial growth in the last 8 years due to significant improvements in the law and order situation and a conducive atmosphere for Industrial growth. In order to attract the entrepreneurs to set industries, the State Government is providing benefits such as industrial parks and industrial estates as focal points. Although it is a highly labour intensive ind ustry yet there is no systematic approach for providing training to the work force.The importance of the Ludhiana knitwear cluster is evident from the following facts: *There are about 12000 small-scale units in the Ludhiana cluster *The total fixed investment in plant and machinery is Rs 300crores *Per capita investment in plant and machinery is Rs. 2. 13 lakh *The cluster is producing products worth Rs 5000 crores in a year. *The cluster provides direct and indirect employment to nearly 5 lakh persons *Per capita employment is 28 persons *The value of exports is around Rs 1300crores *Knitwear exports from Ludhiana has been growing at the rate of 25% since 1995 *Its share in total garment exports from India is around 3% More than 90% of woolen knitwear production of the country is from Ludhiana This sector comprises of some big organised composite manufacturers like Oswal Woolen Mills, Oswal Knit India (Pringle), Greatway, R N Oswal, Pee Jay International etc. that have a capacity of 0. 5 – 1. 0 million pieces each. In addition there are numerous medium and small scale units catering to local and export markets. The small-scale units are engaged in various activities like spinning of yarn, dyeing and processing of yarn and fabric, knitting, cutting, button holing and button stitching, washing and dry cleaning and label manufacturing.This sector is a perfect example of ancillarisation and sub contacting in the country. The deep rooted knitwear industry in Ludhiana consists of both circular and flat bed knitting capacity. Structured knits, jacquards and fancy knits are especially from this centre. Auto stripers, velour & feeder stripers are other available options. Cottons, acrylics, rayon blends & woolen knitwear production is facilitated by an easy access to yarn production in the same region. The overall technological status is very low barring a few enterprises. The machinery and equipments are locally manufactured and are low in efficiency and quali ty.The dyeing and finishing technology is highly polluting and consumes high amounts of energy and water. The knitwear industry of Ludhiana which has emerged as the largest self-sufficient sector in itself and has a huge potential of maturing into an eminent industrial name. Considering the size and potential of the Ludhiana Knitwear industry, it can be safely said that it will have a significant role to play in the changing global trading environment. It is therefore high time for the industry to become globally competitive and to make concentrated efforts. Analysis of Business Operations ProductThe Ludhiana knitwear industry is a well-diversified industry. Product-wise it can be divided into two main sectors i. e. summer wear and winter wear. The main product for winter wear are sweaters, woolen socks, pullovers, cardigans, thermal wear, gloves, muffler, baret caps, shawls, jackets, jersey, and blankets, while for the summer wear the main product are T-shirts, cotton and blended s ocks, under garments, knitted bed sheet, knitted skirts, knitted tops, sports wear, night suits etc. Semiformal knitted made from double mercerized cottons blended with viscose and bed linen made for summer wear also fall into product basket of the Ludhiana luster. Raw material Most of the raw material is locally available. Cotton, Wool, Acrylic, Polyester, Nylon and Viscose are the main raw material used in the knitwear industry. Cotton is available in abundance as India is producing 1. 6 to 1. 7 million bales of cotton every year. But due to poor quality of Indian wool, generally the pure wool is imported from Australia, New Zealand or South Africa. Other synthetic fibres like Acrylic, Polyester, Nylon and Viscose are available indigenously. There are about 200 spinning units, which produce cotton, woolen and blended yarns. About 25% yarn is also exported from Ludhiana.With increased level of Awareness through various exposure visits to Italy and China and interaction with the int ernational buyers, Ludhiana manufacturers have begun to use new fashion varieties of yarn. The firms are either importing these new varieties of yarns from China, Australia and New Zealand or producing them in-house. Feather yarn and Crotchet yarn are examples of newly developed yarns. There is some collective yarn import also being done at Ludhiana. The fabrics used in the summer wear are locally knitted and use pure and blended cotton yarns and also synthetic yarns such as polyester, polyester cotton, polyester viscose etc.Besides the above, there are various embellishments and materials requirement in the industry such as buttons, zip fasteners, sewing threads, thread lining materials, tapes, laces, labels, packaging material etc. that are easily available in India though not of very high quality in Ludhiana. In the dyeing sector, various dyes and chemicals are used for processing and finishing of yarns, fabrics and garments. Machines Ludhiana has about 4000 circular knitting mac hines out of which 1500 are fully automatic. There are about 500 flat computerized, 120 fully fashion and 50 to 60 thousand hand flat knitting machines.There are local manufacturers who not only cater to the Ludhiana market but also supply throughout India. Many of the manufacturers having financial muscle import machinery from Italy, Germany, Taiwan, Korea etc. Of late there has been a provision of importing second hand reconditioned machinery from these nations under the TUFS scheme and many units are availing this facility. This machinery is much ahead of what is called ‘advance’ in the Indian context. This gives a technological uplift to the industry and in turn increases the quality of the produce.There are 300 small and medium process houses. Most of them are traditional dyeing plants using hank dyeing. The number of package and fabric dyeing units are very few. The machinery used in dyeing is mostly indigenous while a lot of imported. Machinery is being used in f inishing despite the fact that there is 25% import duty on machines. The import duty on the spare parts of these imported machines is 52% which means that the maintenance of these machines becomes a costly affair and is thus a detaining factor. There are around 25 units that are using imported machinery only.The machinery that is locally available does not match the quality and productivity being offered by the foreign suppliers. Some of the manufacturers feel that this duty structure is a result of deliberate efforts to dump machinery. The machinery being imported is through indenters, which are around 25 in number. Direct machinery import is almost negligible. These indenters also give after sale service. Workforce: The Ludhiana knitwear industry is highly labour-intensive. It is estimated that the Industry has employed 5lakh persons.Out of which, more then 2lakh are employed Indirectly. The concept of contracted labour prevails in the industry because of it being a seasonal indus try and also to avoid the factories act. These indirect activities are related to the forward and backward linkages within the industry such as tailoring, embroidery, packaging, retailing and marketing etc. The labour available is migratory labour and is mostly unskilled. Though there are training courses being run locally, these are not being extensively used. Women workers, a major equirement of the garment industry is only 2% in number at Ludhiana. Although the biased attitude of the entrepreneurs towards women has been largely taken care of yet there is much to be done. Technical workforce is available but technical inputs are mostly given by the entrepreneur themselves who have practical industry experience and better knowledge gained by secondary sources. This is the reason why training levels are negligible in the cluster. The salary levels are low and despite the availability of professionals, their employment is very limited.There is a lack of professional attitude amongst the managers and is being taken care of by unit level training programmes. Entrepreneurial Background: Most of the entrepreneurs in Ludhiana are self-made businessmen, who learnt the job while serving as workers in other units. Most of them lacked any technical or professional qualifications. Although these owners do not possess any formal technical education, their knowledge of materials, machinery and products is considerable. The owners perform all basic functions of marketing, procurement and finance.This is precisely the reason why they do not want to appoint professionals or believe in training. The coming up second generation is again a mixed category, with some of them having professional qualifications before entering the family business, while others joining at an early age with shop floor and hands-on experience. The decision making powers are vested with the entrepreneur themselves. There is no delegation of authority and the amount of trust posed in the employees is ver y less. Production There are huge but fragmented capacities in the cluster and not much of subcontracting prevails.Thus the capacity utilization is very low. It is 40% in units operating computerized machines while 80% in hand flat machines that are suitable for value added niche products. More than 60% of the units are working either as ancillary or vendors to their mother units. There is less differentiation with thrust on knit structures, silhouettes, shades and patterns, which are limited in range. This is a seasonal industry and the production capacity utilization is remarkably low in the lean season, which is from December to April for winter wear. Delivery schedules are seldom adhered to. DesigningProfessionally qualified as well as experienced designers are available in the industry. Local institutes like Pinnacle, JD Institute and NIFD are serving the industry actively. But still Ludhiana is lacking in new designs because of no efforts being put on research & development. M ost of the small entrepreneurs prefer doing this job themselves. The big ones, who are interested in keeping themselves abreast with latest trends visit nearby countries like Hong-Kong and Singapore to pick up some of the latest available samples. These are then modified to suit the needs of domestic market as well as that of some developing countries for exports.The importers of developed countries usually provide their designs themselves. A proposal for collaboration with international institute likes CITER (Italy) & FIT (US) is under pipeline. Infrastructure Ludhiana is very poor as far as infrastructure facilities are concerned. The only airport, which is near to Ludhiana is not functional at the moment and it is required to increase its status from domestic to international airport. An international level exhibition centre for buyer-seller meets is needed so that it is easier for the buyers from abroad to visit Ludhiana. There are no proper facilities for labour force.Due to sc attered location of industries, the common effluent treatment plants do not work. Some units have installed them individually but they are working at much lower capacities. The conditions of roads is very poor and even the sewers are not laid down in some areas. The power supply is very erratic and very costly. Very recently this has been hiked by around 4%. Even the use of generator sets commands heavy taxes. There are no common facilities. MOT has announced a couple of schemes like TCIDS wherein the industry has to give a matching contribution. The cluster has already submitted a proposal in this respect.In some areas, the associations have even pooled in resources for laying down roads and sewers. Finance Most of the units are financially independent with a strong base. Loans are easily available from banks and other financial institutions but preference is given to private financiers who provide loans at a higher rate. This is largely to hide the illegal business transactions. V arious banks such as the SBI under its UPTECH programme is giving soft loans on their PLR and contributing initial Rs. 1 Lakh in terms of equity for technical up-gradation of units. Marketing Marketing is a very weak feature of the Ludhiana cluster.At the outset, there is no distinction between the manufacturer and the marketer. There are a few firms who are selling directly through their own retail outlets such as Duke, Sportking or through marketing channels such as Monte Carlo, Pringle, Jain Udhay, Neva etc. Many units are doing job work for big brands such as Raymonds, Wills, Allen Solly, Esprit etc. Every year in two phases i. e. in January for summers and in July for winters, the manufacturers do their sampling and procure orders by displaying these in hotels at Delhi where they invite their prospective retailers.A huge amount is spent in this process. An initiative in this respect has been taken by a few of the manufacturers in terms of collective and negotiated hotel booking s. It is being planned to conduct these meets in a collective fashion, which will reduce the cost of this activity. There is also a lot of price undercutting in the cluster. There is no emphasis on branding and this largely reduces the margins because the maximum value addition in chain is at this stage. To overcome this problem, a collective marketing and common branding project has been planned.There is very less participation in domestic trade fairs and the international ones are also seldom visited to get a feel of the market trends. The marketing in the export sector is targeted mainly at the buying houses. There are very few units that are directly marketing in the international market. Domestic market Ludhiana knitwear industry is doing Rs. 3629 crores business in the domestic market. 95% domestic demand for woolen knitwear is fulfilled by the Ludhiana cluster alone. The main markets for Ludhiana knitwear industry are high-end domestic markets in Delhi, Ahmedabad, Mumbai, Luc know and Kanpur.There is also a low-end middle income mass domestic market including immigrants from Tibet and Nepal. Another major market are the Government Departments, primarily defence and police, that is routed through tenders announced by these departments. Export market The global knitwear market is of about 200 billion USD. Export of knitwear from Ludhiana is of about Rs. 1371 crores. The main foreign markets for Ludhiana knitwear industry are the high quality conscious Americans, Europeans and the market of the CIS countries. USA and EU are high fashion and design markets.The export being done to American and EU nations is primarily job work for big brands wherein the designs are provided by the buyers. There is very less export being done with manufacturer’s own label and that too is limited to Middle East and CIS nations only. The Middle East markets are low quality markets. An important feature of the knitwear export from Ludhiana is that almost 90% of export is c arried out by the manufacturer exporters. There are very few merchant exporters. Around 25% of the yarn is also exported. There is a huge demand for synthetic fibres in the European nations.These possibilities have not been exploited so far. Role of marketing agents Marketing agents are basically catering to the requirements of the domestic markets, both high-end and low-end middle-income segments. They provide two kinds of important services to the entrepreneurs; firstly they source orders from distant buyers and secondly they serve as a guarantor of the buyer for the manufactures. They are responsible for collection of money from the buyers after expiry of credit limit. In case of dispute, they reimburse 50 percent of entrepreneur's dead payment. The intermediaries take away around 6% of the sales as commission.This indirect link limits the feedback received from the final customers and results in low customer loyalty, besides reducing the profit margins. Decentralized sector The knitwear industry in Ludhiana is highly decentralized & varies in size. The small knitwear units are located in residential areas around Sunder Nagar, Madhopuri, Brahmpuri, Shivpuri, Purana Bazar and Bahadur ke road. The medium and large units are generally located in the outskirts of Ludhiana in the Industrial Area, Focal Point, Chandigarh Road or Jalandhar road. Most of the units are based in the residential areas converted into commercial places.Only a few big units have their production units in eleven of the Government promoted industrial estates in the Ludhiana district. There is no exclusive industrial estate in the city for knitwear units. Research and development There is no stress on R&D activities in the cluster. The R&D is only in terms of new varieties and finishes of yarns and in terms of technology up-gradation. An exhibition on latest yarns was organized, where Chinese and Indian firms displayed their innovations. This created some awareness but the cluster still nee ds to put in more effort in this. Taxes and DutiesThere is chain of taxes on industry which are stated as under 1. Excise duty on fibers – 12% 2. Excise duty on yarn(12%) / Excise duty on polyester filament yarn (34 %) so average duty on yarn – 23% 3. Sales tax on yarn – 4. 4% 4. Sales tax on Ready made & knitwear – 4 TOTAL (of 1+2+3+4) – 66. 8% Proposed Entry tax on yarn – 4. 4% The knitters and weavers of grey fabric can pay excise duty on an optional basis. The rate of excise duty on fabric, made ups and garments is 12%. This special Dispensation shall continue up to 28th Feb 2005. The industrial fabrics would however continue at 16%.The Hand processing of textile fabric by independent Processors is exempted from excise duty even there is use of power in three Specified processes i. e. scouring, hydro-extraction and calendaring in the case of Cotton and man made fabrics. Policies and regulations †¢EXIM Policy 2002 – 2007: In t he EXIM policy 2002 – 2005, Ludhiana has been awarded the status of town of export excellence for woolen knitwear. This will entitle Ludhiana cluster for the following benefits: – Recognized association of units will be able to access funds under MAI (Market access initiative scheme) for creating focused technological services.Funds will also be available for undertaking market promotion efforts on country Product basis. – Receive priority for assistance in identified critical infrastructure gaps. There are two schemes namely Apparel Integrated Park for Exports and the Textile Center Infrastructure building scheme under which 37 crores of funding is available. Various benefits will be extended to the member units as relaxation in labour laws, common facilities etc. – Sample fabrics permitted duty free within 3% limit for trimming & embellishment and 10 % variation in GSM to be allowed for fabric under advance license.Additional items such as zip fastness, inlay cards, evelets, rivets, eves, toggles, velcro-tape, cord & cord stopper are included in input output norms. – DEPB rates are permitted for all kinds of blended fabrics. Such blended fabrics are to have the lowest rate as applicable to different constituent fabric. Oswal Woollen Mills Limited (OWM), the flagship company of the Nahar Group of Companies is expanding its existing capacities by raising funds through a public issue and has obtained SEBI's nod for the issue of up to 8,320,000 equity shares of Rs. 10 each through the book built route. The issue comprises of a net issue to the public of up to 8,305,000 equity shares and reservation of up to 15,000 equity shares for subscription by employees. The net issue will constitute 25. 05% of fully diluted post-issue capital of the company,† said Mr. Jawahar Lal Oswal, Managing Director of the company. OWM, was incorporated in 1949 and is a part of Rs. 19,000 million well known industrial conglomerate Nahar Group wh ich also consists of Nahar Spinning Ltd, Nahar Industrial Enterprises Limited, Nahar Exports Ltd and Nahar Capital & Financial Services Limited based at Ludhiana in Punjab.The Group is one of the oldest and well-recognized business houses in India. The Company is one of the pioneers in the organized Indian woollen hosiery industry. OWM made modest beginning as a manufacturer of hosiery items and over the years has emerged as a vertically integrated woollen textile company having presence in diverse markets, with wide range of products including branded woollen hosiery and cotton garments. OWM is the registered owner of well-known brand name ‘Monte Carlo' for selling woollen hosiery and cotton garments which was added to the existing product portfolio in the year 2002.International Society for Super brands has recognized ‘Monte Carlo' as a ‘Superbrand' for woollen hosiery garments since Fiscal 2003. The products in woollen hosiery segment are also sold under the bra nd names of ‘Canterbury' for premium quality woollen hosiery garments while the specialty worsted woollen yarns and hand knitting yarns are sold under the brand name of ‘OWM'. Since March 2006, the company has started manufacture of indigo dyed specialty denim fabric, which has added to the existing range of rich product portfolios.The Company has been certified to conform to the QMS Standard: ISO 9001:2000 by DNV Certification B. V. , Netherlands for the manufacture and supply of dyed and grey tops and yarn in worsted wool, pure wool, lamb wool, acrylic wool blends and polyester wool blends and angora, berthia and serge fabrics. The Company endeavors to strengthen its position in the in the retail sector and it plans to further augment its existing reach of ‘Monte Carlo Exclusive Brand Outlets' by opening additional 106 outlets by Fiscal 2009 from the existing 44 outlets as of now.Further, OWM is contemplating selling denim fabrics to ready-made denim garment manu factures in domestic and international market. From 2007 autumn and winter season, The Company would start production and marketing of fine micron pure merino blended knitted products for children in the age group of one to eight years for the Indian domestic market. In the Fiscal 2006, OWM had commissioned a co-generation power plant with multi fuel capabilities with an installed capacity of 3. MW to meet the entire power requirements of integrated yarn textile manufacturing plant. Post commissioning of this co-generation power plant in addition to cost reduction of power, the company would benefit from uninterrupted availability of power resulting in better quality of yarn and reduction in manufacturing wastage. Under the current expansion plan, it proposes to set up a co-generation power plant with installed capacity of 7. 5 MW, which is expected to meet the full requirements of power for integrated denim operations post expansion. Mr.Kamal Oswal, Director said, â€Å"We also pr opose to increase capacities to manufacture additional 125,000 pieces of wool based knitted and hosiery garments together with additional 4,784 spindles for worsted woollen yarn and also increasing denim fabric weaving capacity to 20 million meters per annum from the present level of 15 million meters per annum. As a backward integration for the denim fabric weaving, we are also setting up a cotton spinning plant with a capacity of 14,400 spindles and 2,160 rotors. † The Book Running Lead Managers to the Issue are UTI Bank Limited and Motilal Oswal Investment Advisors Private Limited.Oswal Woolen Mills NAHAR GROUP, established in 1949 surges ahead to establish it self as a reputed industrial conglomerate with a wide ranging portfolio from Worsted Spinning, Cotton Knitted, and Cotton Woven Garments, Woollen Hosiery Etc. The group has spinning capacity of 0. 4 millions cotton spindles 25000 worsted spindles with turn over of $500 million inclusive of export turnover of $150 mill ion. Out of total production, 60% of the production is dedicated to exports and the rest 40% for domestic market.The production facility have been awarded ISO 9001:2000. Today OWM is the flagship company of the glorious Nahar Empire and a proud owner of widely loved Super Brand in Knitwear, Monte Carlo and Recoganised Super Brand Canterbury. The company boasts of a product portfolio that is truly large and varied. They include diverse types of Woollen, Acrylic and Synthetic Blended Yarns, Lambs Wool Yarn. The markets of NAHAR GROUP are cris crossed allover the globe with major clientele in Australia, New Zealand, Europe, Middle East, Africa, Russia and Asia.The objective is meeting the buyers expectations with consistent quality backed by R & D divisions equipped with latest equipment, Cream of highly qualified technocrats and adhering to timely schedules. Today Oswal Woolen Mills LTD. is a company that owes its strength in the market and solidity to foresight of its chairman Sh. Ja wahar Lal Oswal ,the professional inputs of the board of directors and able to team of highly skilled mangers OSWAL WOOLEN MILLS LTD is the Flagship company of over US$500 millions NAHAR GROUP OF COMPANIESOswal Woollen Mills (OWM) is the flagship company of the Rs 2,000 crore Nahar Group, which is an industrial conglomerate with a diversified portfolio that includes spinning, knitting, fabric processing, hosiery garments, knitwear and infrastructure. Starting off as a small hosiery factory in Ludhiana in 1949. It produces a wide range of products, which include diverse type of woollen acrylic, synthetic blend yarns, lamb wool yarn, woollen viscose and acrylic tops, textile fabric, woollen hosiery, thermals, knitwear and cotton Garments. The Company’s infrastructural base includes six factories with a workforce of 10,000 people.OWM has recently become the first domestic company in the country to receive the prestigious ISO- 9001-2000 certification in the designing, knitwear, m anufacturing and supplying category. Oswal Woollen Mills (Spinning Mill) Limited Garment  Manufacturer Oswal Woolen Mills NAHAR GROUP, established in 1949 surges ahead to establish it self as a reputed industrial conglomerate with a wide ranging portfolio from Spinning, Knitting, Fabric, Hosiery Garments etc. Out of total production, 60% of the production is dedicated to exports and the rest 40% for domestic market.The production facility has been awarded ISO 9001:2000. OWM is the flagship company of the glorious Oswal Empire and a proud owner of widely loved Super Brands in Knitwear, Monte Carlo and Canterbury. The company boasts of a product range that is truly large and varied. They include diverse types of Woollen, Acrylic and Synthetic Blended Yarns, Lambs Wool Yarn, Woollen Viscose & Acrylic Tops, Textile Fabric, Woollen Knitwear, Hosiery & Cotton Garments The knitting industry in India can be classified into following groups: †¢ Hosiery knitting for undergarments †¢ Flat knitting for sweaters and winter garments Socks knitting for socks and stockings †¢ Warp knitting for dresses, furnishings and industrial applications In the recent times, knitting sector has undergone enormous modifications that have resulted in an increase in efficiency, ease of operations, use of computer aided designing etc. The various reasons for the growth of knitting industry are as follows: †¢ The capital investment for starting a new knitting unit is relatively small than that required for other fabric producing industries. †¢ High productivity and very low preparatory process as compared to weaving. More flexible and easy changeover of styles and designs to keep up with the frequent fashion changes in apparel market. †¢ Knitted fabrics are comfortable and are in tune with the time. †¢ Knitwear don’t require ironing and thus it gives people a carefree feeling while traveling etc. †¢ Low labour cost per unit as compared to weavin g. †¢ Wider scope of designing in a knitting machine at a lower cost as compared to weaving. Traditionally pure wool was more commonly used for knitted fabrics. But its cost being very high and production being very low, it could not meet the requirements of the increasing population.Due to these constraints, the use of acrylic and other noncostlier fibres like jute have overshadowed wool in the knitting sector. Optimal utilisation of the manufacturing capacities of the industry is required to face the global challenge in terms of quantity and price in the post WTO quota regime. Most of the hosiery/knitwear manufacturing units in India are in the small-scale sector. India is the largest producer of cotton in the world, with Gujarat as a number one cotton producer with a yield of 300-400 kg per hectare. It is expected that within a couple of years, it will touch the mark of 550 kg per hectare.Therefore India has an abundant supply of the basic raw-material for knitwear industry. Presently, the main centers where this industry is located are Ludhiana, Tirupur, Delhi, Culcutta, Banglore, Ahmedabad, Saharanpur, Surat, Kanpur and Mumbai. About 95% of the nation's output of woolen/acrylic knitwear and over two third of its bicycles and parts production comes from Ludhiana. Tirupur is famous for cotton hosiery and most of its produce is exported. Knitwear industry uses various types of yarns like woolen, worsted, cotton, blended and various other types of fancy yarn.However Ludhiana, which is very famous for woolen knitwear makes substantial use of acrylic fiber and less of pure wool because of its high price. This is primarily because wool as a raw material is produced mainly in Australia, South Africa and New Zealand and the import duty on the same is very high. The industry in India mainly imports wool either in its fiber stage, yarn stage or old woolen rags, which are then recycled. In terms of looks and feel for a common user, acrylic and woolen seem to be similar. At present world cloth market stands at 200 billion USD and the share of knitwear is almost 50% of the total market.China has a hold over 24% of the global knitwear trade. While the domestic apparel market in India is around 9 billion USD wherein knitwear has only 15% share. If we analyse the per capita consumption of fabrics, the share of knitted fabrics in the Indian market is around 3% as compared to the world average of 13%. Globally, the per capita consumption of knitted fabrics is 31 kg in the US, 20 kg in the EU & 24 kg in Japan, whereas in India the per capita consumption is 0. 2 kg per annum. This proves that there is huge scope for growth of knitted fabric in India.Significance of knitwear in garment industry The survival of knitwear industry depends on the survival of the garment industry. At present, the knitwear industry has only 43% share in volume of garment industry but the same is increasing at a very fast rate due to the comfort properties of knitted garme nts. As on January 1 2002, there were 50,000 units in India engaged in garment manufacturing, of which 9600 were in the knitted sector and 40,400 in the woven sector. Year 1999 2000 The garment sector in India is growing at the rate of 7. % in volume, but a notable point is that this growth has been largely supported by the growth in the knitted sector at a rate of 11. 4% in volume. Knitwear accounts for 18% of foreign exchange earned by the country from export of all commodities. Garment exports from India in July have registered a growth of 20% in value terms and is at 379 million USD as against 316 million USD, in the same period last year. Both the sectors of the garment industry i. e. knitted and woven have progressed over the last decade & a half but in the later half of the decade, the knitted sector has overtaken the woven sector in terms of volume.Significance in export It is expected that the textile sector would fulfill the export target of Rs. 65,000 crores this year, ou t of which the knitwear contribution will be about 15% – 20%. The union Government has fixed the export target of 50 billion USD for the textile items by the year 2010, the share target for garment is at 50% i. e. 25 billion USD. Country’s Export of garment from Ludhiana region during Jan-December 2001 was 705. 19 crores under quota countries, while export of garment from India was of 21414. 52 crores.Thus the percentage share of Ludhiana in export of garment was only 3. 29 %. The total global garment market is of 198. 7 billion USD. (From clothesline). Destination of export Presently U. S. A. , Canada, South Africa, U. K. , Germany, France and U. A. E are the main destinations for knitwear exports from India. West Europe, Australia, Japan, Middle East, Russia, Poland, Kazakhstan, Turkmenistan & Ukraine countries are big importers of knitted items. Yarn from India is exported to almost the whole of the world but more so to Bangladesh, Sri Lanka and Korea. CompetitorsCh ina, Bangladesh, Vietnam, Indonesia, Pakistan and Sri Lanka give severe competition to India in the world market. The share of China alone in the world market is 24% while that of India is just 3%. Import Barriers India's import duties on wool fiber, textiles and apparel are highest amongst the world. Duties remain high at all stages of the pipeline and exporters also face nontariff barriers such as special import licenses for wool fabrics etc. The import duty on raw wool is 22% and on wool-top it is 50% with an additional duty of 11. 5% payable on imports. Besides this, the total duty on the wool yarn is 67. %. Import duty on machine is 25% while import duty on machine parts is around 52%. Sometimes the maintenance of imported machine becomes costlier. Because of this, the manufacturers avoid purchasing of modern imported machine. Oswal Woollen Mills Ltd enters capital market [pic] [pic] NEW DELHI: Oswal Woollen Mills Limited (OWM), the flagship company of the Nahar Group of Compan ies is expanding its existing capacities by raising funds through a public issue and has obtained SEBI's nod for the issue of up to 8,320,000 equity shares of Rs. 10 each through the book built route. The issue comprises of a net issue to the public of up to 8,305,000 equity shares and reservation of up to 15,000 equity shares for subscription by employees. The net issue will constitute 25. 05% of fully diluted post-issue capital of the company,† said Mr. Jawahar Lal Oswal, Managing Director of the company. OWM, was incorporated in 1949 and is a part of Rs. 19,000 million well known industrial conglomerate Nahar Group which also consists of Nahar Spinning Ltd, Nahar Industrial Enterprises Limited, Nahar Exports Ltd and Nahar Capital & Financial Services Limited based at Ludhiana in Punjab.The Group is one of the oldest and well-recognized business houses in India. The Company is one of the pioneers in the organized Indian woollen hosiery industry. OWM made modest beginning as a manufacturer of hosiery items and over the years has emerged as a vertically integrated woollen textile company having presence in diverse markets, with wide range of products including branded woollen hosiery and cotton garments. OWM is the registered owner of well-known brand name ‘Monte Carlo' for selling woollen hosiery and cotton garments which was added to the existing roduct portfolio in the year 2002. International Society for Superbrands has recognized ‘Monte Carlo' as a ‘Superbrand' for woollen hosiery garments since Fiscal 2003. The products in woollen hosiery segment are also sold under the brand names of ‘Canterbury' for premium quality woollen hosiery garments while the specialty worsted woollen yarns and hand knitting yarns are sold under the brand name of ‘OWM'. Since March 2006, the company has started manufacture of indigo dyed specialty denim fabric, which has added to the existing range of rich product portfolios.The Company has be en certified to conform to the QMS Standard: ISO 9001:2000 by DNV Certification B. V. , Netherlands for the manufacture and supply of dyed and grey tops and yarn in worsted wool, pure wool, lamb wool, acrylic wool blends and polyester wool blends and angora, berthia and serge fabrics. The Company endeavors to strengthen its position in the in the retail sector and it plans to further augment its existing reach of ‘Monte Carlo Exclusive Brand Outlets' by opening additional 100 outlets by Fiscal 2010 from the existing 44 outlets as of now.Further, OWM is contemplating selling denim fabrics to ready-made denim garment manufactures in domestic and international market. From 2007 autumn and winter season, The Company would start production and marketing of fine micron pure merino blended knitted products for children in the age group of one to eight years for the Indian domestic market. In the Fiscal 2006, OWM had commissioned a co-generation power plant with multi fuel capabilitie s with an installed capacity of 3. MW to meet the entire power requirements of integrated yarn textile manufacturing plant. Post commissioning of this co-generation power plant in addition to cost reduction of power, the company would benefit from uninterrupted availability of power resulting in better quality of yarn and reduction in manufacturing wastage. Under the current expansion plan, it proposes to set up a co-generation power plant with installed capacity of 7. 5 MW, which is expected to meet the full requirements of power for integrated denim operations post expansion.Mr. Kamal Oswal, Director said, â€Å"We also propose to increase capacities to manufacture additional 125,000 pieces of wool based knitted and hosiery garments together with additional 4,784 spindles for worsted woollen yarn and also increasing denim fabric weaving capacity to 20 million meters per annum from the present level of 15 million meters per annum. As a backward integration for the denim fabric wea ving, we are also setting up a cotton spinning plant with a capacity of 14,400 spindles and 2,160 rotors. The Book Running Lead Managers to the Issue are UTI Bank Limited and Motilal Oswal Investment Advisors Private Limited. Mr. N. D. Jain, president of the company, announced sale policy of textile products for the year 2007-2008. Mr. Jain informed that the company was manufacturing textile products of highest quality which are best in country. Oswal Woollen Mills Limited (OWM) is the   the flagship company of the Nahar Group of Companies. OWM, was incorporated in 1949 and is a part of Rs. 9,000 million well known industrial conglomerate Nahar Group. The Group is one of the oldest and well-recognized business houses in India. The Company is one of the pioneers in the organized Indian woollen hosiery industry. OWM made modest beginning as a manufacturer of hosiery items and over the years has emerged as a vertically integrated woollen textile company having presence in diverse mar kets, with wide range of products including branded woollen hosiery and cotton garments.OWM is the registered owner of well-known brand name ‘Monte Carlo' for selling woollen hosiery and cotton garments which was added to the existing product portfolio in the year 2002. The products in woollen hosiery segment are also sold under the brand names of ‘Canterbury' for premium quality woollen hosiery garments while the specialty worsted woollen yarns and hand knitting yarns are sold under the brand name of ‘OWM'. Since March 2006, the company has started manufacture of indigo dyed specialty denim fabric, which has added to the existing range of rich product portfolios.The Company has been certified to conform to the QMS Standard: ISO 9001:2000 for the manufacture and supply of dyed and grey tops and yarn in worsted wool, pure wool, lamb wool, acrylic wool blends and polyester wool blends and angora, berthia and serge fabrics. Monte Carlo India – Mens Fashion, For mal Office & Fashion Shirts, T-shirts, Jackets, Womens Cardigans & Sweaters Over the years, Monte Carlo has established itself as a brand name trusted world-wide for its excellence in quality and eminence.Some of our products include sweaters, cardigans, cardigan sweaters, Mens pullovers, T-shirts, trouser, shorts, Womens cardigan sweaters & womens sweater. All our clothes are designed in a manner to give our customers the ultimate feeling of comfort and ecstasy. Our collections also includes a wide range of thermals and track suits India. In our compilation of exquisite clothing and qualitative attires we have variety of jackets India like Womens jackets, sleeveless jackets, Mens jackets & Shirts like fashion shirts, formal shirts, office shirts & wholesale shirts etc. â€Å"Dress up by the ways of world and eat what you please†When getting ready for new day it’s all about looking fresh and feeling energetic. Dressing up in a fine manner and carrying it all with grace is what actually recites the personality and the real â€Å"you†. Styles change every season so there is no point in limiting and sticking to one style but it’s always better to experiment wisely. The dressing style of Men: The clothing styles change every season but there is one constant touch that unleashes the kind of taste you have. When it comes to men’s clothing its important that the colors are right and same goes for the cuts.There are a few basic colors that actually suit men these include blue, black, white, grey, cream etc. Another vital tip for dressing will be to iron your clothes every time you wear them. When dressing up it’s not just about clothes but accessories as well. For that â€Å"ideal look† it’s important to always have a few things like watch, tie, pen, cuff link and tie pin. Once equipped with all above and a positive attitude you are all set to rule the world. The dressing style for Women: Dressing correctly is mo st confusing for women. Be it casuals or formal the only secret to look just â€Å"right† is to be graceful.Although a few rules are standard for both men and women but still they have a wider range to choose from. When dressing up for a normal day its better to sport a simple look accompanied with a few accessories. A light make up with a serene identity is the idea to unite all the positive energies and bring out the confidence. More than any thing else it is mandatory no matter what you wear it should be comfortable because your wardrobe exactly portrays you individual identity. High waist or low waist only thing that matters is to be able to carry it well.All said and done remember be true to yourself. To look trendy and fashionable it’s not important to change your wardrobe with every season what matters is to actually feel â€Å"Trendy†. Shopping Tips Shopping is one of the most favorite hobbies for both men and women. It is regarded as a stress buster act ivity. Despite of its soothing nature shopping can be troublesome at time so here are a few tips that guide you to enjoy the entire experience. †¢ Most importantly you should be dressed casually so that you can easily take off and put back in the dressing room. †¢ If you are not the â€Å"firm† kind and you annot decide by yourself, remember to take a friend with you who can guide you well on what actually suits you. †¢ Until you are not shopping for pleasure remember to make a list of it all and shop only for the things that you need. †¢ Keep trying new styles you never know what suits you until you have an experience; you might surprise yourself. †¢ The best way to make sure that something is comfortable is to actually try it well. When you are about to buy something; move you arms and sit down that will give you a better idea of whether it is worth buying or not. With all the above ideas and tips now you are all set to buy just the right lothing an d that too without any inconvenience. So, Get ready and get going!! How to buy? Find the Item – the website has been designed in a very user friendly manner with all the classification done all you need to do is to choose from the categories and order the product. Keyword Search – in case, you are looking for a particular dress type the item code ore a bit of its description you can access the item using the search option. Learn about the item you found – Before you actually buy the product make sure that you have all the details of the product like †¢ Item no. Its description †¢ Order no. †¢ Price †¢ Images Shipping and Payment Details: Make sure that you have read the details of the product and the Payment Information and other Shipping Instructions. New Arrivals Montecarlo Ladies Collection 08-09 Monte Carlo the flagship   brand   of   Oswal   Woollen   Mills  Ã‚   has  Unveiled its s/s 08-09 collection. Dedicated to women ar e three lines. — Alice in Wonderland, Uber – dona and the New Proportions All the three collections are done by keeping one thing in preview, that it should be for every women,be her a college going girl or ur home maker.Alice’s Wonderland inspired knit collection embodies design , colorful patterns and prints , with soft material and dynamic cuts, colorful threads. Tees in multi-colors and stripes also take their own place. Colors are rich and aristocrat , cardinal reds , majestic purples with off whites and soft ekrus. Browns , turqs and theatrical fucias ginger with light peach, sophisticated rose accents , contrast dusky vintage pinks. Uberdona– A desire for beauty and all the finer things in life. This party collection offers a range of kurtis crafted with extreme fineness and embellished with pearls and shells , metals and threads , flowing fabrics.The New Proportions – A casual daywear – an interplay of clean cut silhouettes , pastels and earthy colors , fine cottons and minimal embroidered patternsPick a shirts or a tunic to dress down for effortlessly stylish daywear and it make sure to steal u a second glance. The trousers are baggy . Tastefully selected pieces lend timelessness and opulence to fashion – that’s what Monte Carlo ‘s / s 09 collection is all about. Price range – Rs 345 onwards – u can’t resist it!! Available – Monte Carlo’s exclusive stores and MBO’s. MonteCarlo Trousers Monte carlo offer more:A perfect timeless look which shines you apart from the crowd. A perfect blend of premium fibres which gives the monte carlo trouser a uniqueness of its own. In the season we present you a complete range of classy chinos , edgy linens ,premium cotton lends bio-polished for a peach skin finish will give an extra smooth feel. The enzyme and silicon in these trousers makes the fabric extremely soft ideal and anti crush makes you feel beginning the day even at the end. A complete gracious range which starts from Rs 699 – Rs 1495. This season Monte Carlo has introduced its new LEXUS(miracle cotton) Wrinkle free Cotton(trousers). hich is made of 2 ply100s California PIMA cotton to give premium lustre and strength, Ultra light, high density, fabric with resin coating makes it a perfect non-iron trouser. New colour lock technology to keep colour fresh & bright wash afyer wash. For sporty look there is multi pocket cargos with different washes. And the Cargo range for men comprises of multi pocket cargos with detailing of snaps, velcros and zippers. Garments are treated with ultra enzyme wash and softeners to provide a trendy washed look and soft hand to the garment to increase the wearing comfort.Canterbury Monte Carlo’s Canterbury is a premium brand that delivers elegance, soft luxury and creativity in intrinsic patterns and styles for those who settle for nothing but the best. The collection liberally uses superior quality of pure cash wool in fine count of eighteen micron. This makes the woollens lightweight and extremely warm. These garments have an excellent hand feel, drape gracefully and fit perfectly on all body types. The Cantebury   collections introduced every season pullovers and cardigans in 100 % pure cashmere wool and cash wool for both men and women.The exciting Canterbury range has exclusive designs that come in unique colour combinations. The designs comprises of intarsia – classic argyles (diamonds shapes) and patterns of checks. Single colour self structure with links and transfers. The collection is available in fusion of urban neutral colours with a predominance of shades in blues, in evergreen greys, the elegance of beiges and brown, dull blues and the bright hues of turquoise. The fall winter 2009-10 collection has more than seventy designs on offer for its customers. Monte Carlo : It’s the way you make me feel Brand : Monte Carlo Company: Oswal Woolen Mi lls Ltd[pic]MonteCarlo is a premium knit wear brand in India. Launched in 1984, this brand is dominating the Mass + Class segment winter cloth market. Oswal has around 50% market share in this segment. With the booming retail sector driving the growth of Readymade clothing in India (estimated to be to the tune of Rs40 bn) no one can resist extending their brand to readymades. That is exactly what MonteCarlo is doing now. MonteCarlo ( which is a super brand) has similarity with Color Plus (discussed in previous blog) in that it created a market for itself in a category that was dominated by lesser known brands.Monte Carlo was careful in brand building and the ads were catchy and theme oriented. Since I am in South India where there is little market for woolen clothes, still the ads shown in national channels used to excite me. The ads were full of â€Å"feel good† factors with great models and excellent imagery. All the ads had Romance and two people discovering a relationship . The print ads were like that of † ColorPlus† gave a premium touch to the brand. It is said that most of the earlier models of this brand are now superstars including Mallika Sherawat, Arjun Rampal to name a few.Monte Carlo is promoted with the baseline â€Å"It’s the way you make me feel†. The catchy point of the TVC s is the music which always set the tone for the message. The brand is still communicated along the same themes since two decades. The company spent lot of effort in making sure that the premiumness is not lost in campaigns. This is going to pay rich dividend when the brand is getting into the competitive world of every day wear. The brand was extended to T shirts in 1999 with the brand Summerz. In 2001, the brand forayed into everday wear market under the sub brands Wonderhugs and Trouserz and introduced ladies wear in 2003.This year saw the national launch of cotton wears from Monte Carlo. The company was carefully ramping up the distributi on and retail strategies to ensure that this brand succeed. The price range of readymades is in line with the premium brands like Van Heusan and Louis Philippe. So Monte Carlo can expect some serious competition. With the kind of success this brand had in the winter wear market, it is reasonable to believe that Monte Carlo has the potential to be a † Color Plus†. Hope that the brand will be built along the same themes that made it successful. REVIEW OF LITERATUREOswal Woolen Mills NAHAR GROUP, established in 1949 surges ahead to establish it self as a reputed industrial conglomerate with a wide ranging portfolio from Spinning, Knitting, Fabric, Hosiery Garments etc. Out of total production, 60% of the production is dedicated to exports and the rest 40% for domestic market. The production facility has been awarded ISO 9001:2000. OWM is the flagship company of the glorious Oswal Empire and a proud owner of widely loved Super Brands in Knitwear, Monte Carlo and Canterbury. The company boasts of a product range that is truly large and varied.They include diverse types of Woollen, Acrylic and Synthetic Blended Yarns, Lambs Wool Yarn, Woollen Viscose & Acrylic Tops, Textile Fabric, Woollen Knitwear, Hosiery & Cotton Garments The knitting industry in India can be classified into following groups: 1. Hosiery knitting for undergarments 2. Flat knitting for sweaters and winter garments 3. Socks knitting for socks and stockings 4. Warp knitting for dresses, furnishings and industrial applications In the recent times, knitting sector has undergone enormous modifications that have resulted in an increase in efficiency, ease of operations, use of computer aided esigning etc. The various reasons for the growth of knitting industry are as follows: 1. – The capital investment for starting a new knitting unit is relatively small than that required for other fabric producing industries. 2. High productivity and very low preparatory process as compared to weavi ng. 3. More flexible and easy changeover of styles and designs to keep up with the frequent fashion changes in apparel market. 4. Knitted fabrics are comfortable and are in tune with the time. 5. Knitwear don’t require ironing and thus it gives people a carefree feeling while traveling etc. 6.Low labour cost per unit as compared to weaving. 7. Wider scope of designing in a knitting machine at a lower cost as compared to weaving. Traditionally pure wool was more commonly used for knitted fabrics. But its cost being very high and production being very low, it could not meet the requirements of the increasing population. Due to these constraints, the use of acrylic and other noncostlier fibres like jute have overshadowed wool in the knitting sector. Optimal utilisation of the manufacturing capacities of the industry is required to face the global challenge in terms of quantity and price in the post WTO quota regime.Most of the hosiery/knitwear manufacturing units in India are in the small-scale sector. India is the lar

Hurricane Katrina

September 2nd and 3rd, 2005 saw a spate of articles and comments in the press all over the world about the effects and aftermath of Hurricane Katrina. A study of selected newspaper articles and comments from different parts of the world reveal interesting tilts and biases. The Guardian, a liberal newspaper from London, uses the opportunity to attack US policies. Both domestic and international policies are criticized in the article which however attempts to absolve President Bush of any direct responsibility for the consequences of the disaster.The author’s bias in respect of the Iraq war comes through when the war is blamed for the ineffective handling of the disaster. The expression â€Å"anarchic south† used in association with Louisiana almost seems to compare Louisiana with Baghdad after its fall. (What Was Revealed). However, it takes a philosophical stand and talks about the past, reflecting the conservative moorings of the newspaper.Yet, the use of the word â₠¬Å"uninsured† in connection with poverty looks rather incongruous, seeming to imply that being insured would be an excuse for the poverty that was exposed. (Loss of an American Dream). However stresses that more than the loss of property, American leaders and the administration have lost credibility and people have lost faith in them. With Australia often accused of racial discrimination and prejudice, the newspaper finds it an opportune moment to point out that divisive racial prejudices and poverty are issues in America too, despite its wealth. It almost seems that the article was just waiting for an occasion to hit back in the same way.The Israeli militaristic obsessions come through very transparently in the article by Sever Plocker in the â€Å"Yediot Aharonot.† (Plocker, Sever). Almost all events have political implications in Israel and that is what probably prompts Plocker to stress upon the political ramifications of Hurricane Katrina. He even goes so far as to predict a stinging defeat for the Republicans in the upcoming Congressional elections.The â€Å"Toronto Star† is very specific about apportioning blame and does not seem to spare anyone. Officials, President Bush, the Federal Emergency Management Agency, the National Guard, and the Army Corps of Engineers have all been blamed for making the disaster so devastating. (Grim Lesson). The bias against anything official comes through, even as the article appears to ignore every other aspect of the disaster.The Edmonton Journal however appears to take a very balanced view, describing the factual details of the disaster and points at the sociological imbalances that prevailed in the city of Louisiana. (A Society in Collapse. Edmonton). Such a view probably reflects the reputation of Edmonton as the cultural capital of Canada.The New Zealand Herald calls for sympathy, but stresses on the economic consequences of the disaster for the rest of the world, and reminds the reader that natu re is all-powerful. New Zealand has a very strong agricultural economy and is very sensitive to crucial role of nature in all such activities, which probably prompts the article to link the disaster with a poor appreciation of the forces of nature. Pravda, published from Moscow, is stridently critical of President Bush and is clearly biased against him and his administration.The language used verges on the hysterical, and reminds the reader about the verbal diatribes that were so much a part of the Cold War. The criticism is more likely to be meant at all things American and not specifically the present administration or President. Thus the views and comments reflect tilt and balances of one sort or another and very few unbiased ones. America’s domestic and foreign policies are blamed, and the administration and institutions charged with coping with such disasters are accused of ineffectiveness in most comments.Work CitedA Brutal Reminder. London. The Guardian. (2005, Septemb er 3).Aaronovitch, David. (2005, September 3). What Was Revealed. The Times. London.Loss of an American Dream. (2005, September 3). The Age. Melbourne.Plocker, Sever. (2005, September 3). Political Ramifications: TEL AVIV. Yediot Aharonot.Grim Lesson. Toronto. Toronto Star. (2005, September 3).Edmonton Journal. A Society in Collapse. Edmonton. (2005, September 3).The New Zealand Herald. A Gesture of Sympathy. Auckland. (2005, September 3).Hinchey, Bancroft. Timothy. (2005, September 2). View Points. Hurricane Katrina. Comment and analysis from London, Melbourne, Tel Aviv, Toronto, Edmonton, Auckland and Moscow. Retrieved March 13, 2007, from http://www.worldpress.org/Americas/2142.cfm