Edible History Of Humanity By Tom Standage History Essay

Edible History Of Humanity By Tom Standage History Essay Book report on an edible history of humanity by Tom Standage. Tom Standages book regarding edible history of humanity gives us numerous pictures of looking at the past. The book approaches history in a different way altogether: as a sequence of changes caused, influenced or enabled by food. Throughout history, food has not only provided sustenance but has also acted as the catalyst of societal organization, social change, economic expansion, military conflict, geopolitical competition and industrial development. Since the time of prehistory to present, the stories of these changes form a story that encompasses the entire human history. The foods first transformative role was the basis for entire civilizations. The taking in of agriculture enabled new settled lifestyle and put mankind on the path to the modern world. However, the staple crops that aided the first civilizations hardly and the wheat in the near east, rice and millet in Russia, potatoes and maize in America were not simply revealed by chance. Instead, they came out through a multifaceted process of co-evolution because preferred traits were chosen and propagated by the early farmers. These crops are in effect, development; intentionally cultivated technologies that existed only as a result of human intervention. Adoption of agriculture as a story is the narration of how early genetic engineers came up with powerful and new tools that made progress itself possible. In the process man changed plants and eventually the same plants in turn transformed people. By offering the platform through which civilizations could be founded, food then acted as a social organization tool, helping to structure and shape complex societies that came up later. The religious, political and economic structures of the early society, right from hunter-gatherers to the very first civilizations were based on systems of food production and allocation. The production of agricultural food surpluses as well as the coming up of irrigation systems and communal food storage fostered political centralization with agricultural fertility rituals developing into state religions and food becoming a medium of taxation and payment; feasts were used in garnering influence and show status; food handouts were used in defining and refining power structures. Allover the ancient world before money was invented, food was a sign of wealth and ability to control food was power. With the emergence of civilizations in various parts of the world, food aided to connect them together. Food-trade routes acted as inter-boundary communication networks that improved not just commercial exchange but religious and cultural exchange as well. Spice routes that spanned the ancient world resulted in cross cultural fertilization in fields which were diverse just like the field of architecture, religion and science. The first geographers began to take interest in people and customs from far places and compiled the first efforts at world maps. By far the biggest change caused by food trade was as a result of European need to avoid the Arab spice domination. The result of this was the revelation of a new world, establishment of first colonial outposts by the European nations and opening of maritime trade routes between Asia, Europe and America. As European nations tried to build global empires, the next big shift in human history was aided by food, a flow in economic development during industrialization. Potatoes and sugar just like the steam engine underpinned the process of industrial revolution. Sugar production on plantation on the West Indies was considered the first prototype of the industrial process that mainly relied on slave labor. Meanwhile potatoes overcame the first suspicion among the European as a staple food that yielded more calories than cereals from a given area of land. Together, potatoes and sugar offered cheap sustenainace for the workers who worked in new factories in the industrial era. In Britain for instance where the process first started, the upsetting question whether the future of the country lies in industry or agriculture was decisively and unexpectedly resolved by the Irish potato famine of the mid 19th century. Using food as war weapon is timeless; however large scale military wars of the 18th and 19th centuries elevated it to a new level. Food played a vital role in determining the consequences of the two conflicts that defined the USA, revolutionary war of 18th and 19th centuries as well as the civil war of 1860s. Meanwhile, the rise and fall of Napoleon closely connected his capacity to feed his large population of armies. The 20th century mechanization of warfare gave the impression that for the first time in history, feeding machines with ammunition and fuel became an important factor than feeding soldiers. However, food took a new twist, as an ideological weapon during the era of cold war between communism and capitalism, and finally helped to determine the result of the conflict. In the modern society food has become a battle filed for other issues, including globalization, development and trade. During the twentieth century the application of industrial and scientific to agriculture brought about dramatic increase in food supply and the corresponding increase in the world population. The green revolution led to social as well as environmental problems. However, without it there would have been a lot of famine in much of the developing world in 1970s. By making sure that food supply grows rapidly than the population, the green revolution opened the way for the amazingly rapid industrialization in Asia as the century came to an end. Because people in industrial societies consider having a smaller number of children compared to those in the agricultural societies, this in turn the peak of the human population near the end of the 21st century is now on sight. The tales of many personal foodstuffs, traditions and food related customs and the coming up of a particular nation cuisines, have already been narrated. Less focus has been given to the question of foods world-historical significance. This responsibility does not assert that any single has the key to understanding history; nor does it try to give a brief account of the whole history of food or the whole worlds history. It rather draws on a range of disciplines that include genetics, anthropology, genetics, economics, ethno botany and archaeology. It focuses especially on intersections between world history food histories. Asking a simple question; which foods have offered the most in terms of shaping the modern world and in which way? By taking a long term historical dimension also gives a new way to shed light on modern debates about food, like the argument surrounding the genetically modified organisms. The link between poverty and food, coming up of local food movements, use of p lants to make biofuels, effectiveness of food as a tool of mobilizing political support for a number of causes, and the widely accepted way of reducing the environmental impact of modern agricultural methods.

Mobey Dick Essays -- essays research papers

Herman Melville's Moby Dick is a book which can be read as a general metaphor for the battle between the evil powers of the Devil versus the divine powers of God and Jesus, both try to obtain the souls of mankind in order to assist in each other's destruction. In this metaphor, the Devil is shown through the person of Captain Ahab, God becomes nature, Jesus is seen as the White Whale, and the representation of mankind is the crew. The voyage of the Pequod, therefore, is a representation of a similar voyage of mankind on earth, until the death of Jesus, during the whole thing the influences of these three â€Å"supernatural forces† are connected. Thus, the basis of this idea is that in the plot of Melville's book, there are also peeks of the "plot" of the Bible. "As they narrated to each other their unholy adventures, their tales of terror told in words of mirth; as their uncivilized laughter forked upwards out of them, like the flames from the furnace; as to and from, in their front, the harpooners wildly gesticulated with their huge pronged forks and dippers; as the wind howled on, and the sea leaped, and the ship groaned and dived, and yet steadfastly shot her red hell further and further into the blackness of the sea and the night, and scornfully champed the white bone in her mouth, and viciously spat round her on all sides; then the rushing Pequod, freighted with savages, and laden with fire, and burning a corpse, and plunging into that blackness of darkness, seemed the material counterpart of her monomaniac commander's soul." (p.463) Based on the developed metaphor, the quote above can be seen as showing the role of Ahab as the sign of the Devil, within Moby Dick. The entire passage shows the effects of his manipulation with the crew. The words such as, "flames," "blackness," "howled," and of course, "huge pronged forks" turn the Pequod into a satanic representation of hell itself. Thus, the influence of the hellish commander can easily be seen upon the innocent men, whose only mistake was failing to see the true warning behind mad Ahab's mission. This notion of 'savageness' suggests not only a lack of religious morality, but also a dislike of it. Thus, the men are fully "unholy" as they stand on board a ship that is "la... ...Jesus. This manipulation is obvious in Ahab's spirited speeches, detailed mappings, and eagerness, all of which are methods to rush the detrimental encounter. The craziness of Ahab's mission of revenge can be compared to the same type of craziness in the Devil seeking out the death of the Son of God. The metaphor is also strengthened with the final battle of the Pequod and Moby Dick, which last for three days from the moment the â€Å"White Whale† is first harpooned. These facts repeat the crucifixion of Christ, where Christ died and went to hell for three days in order to defeat Satan before rising into heaven in glory. Because of this accomplishment, the few who are faithful to the Lord are saved into eternal life, while all those who are unfaithful, are damned. Therefore, the entire crew goes down with Ahab except for Ishmael, who was theoretically faithful. Thus proving the metaphor of the battle between the evil powers of the Devil versus the divine powers of God and Jesus, both try to obtain the souls of mankind in order to assist in each other's destruction. The Relationship between Moby Dick and The Bible, and the Symbolism Behind it 6404 GHE II Hour 3 11/30/00

An Examination Of The Indian Natural Resources Environmental Sciences Essay

IntroductionConsequently, the First Five Year Plan presented an history of the land, H2O, mineral and energy resources of the state on the footing of information so available. It drew attending to the chief jobs in each field and put out programmes for farther studies and probes. It besides offered suggestions for beef uping the administrations responsible for these studies, supplying them with forces and equipment. and spread outing programmes of preparation. Over the past few old ages administrations covering with the study and use of natural resources, such as the Indian Council of Agri- cultural Research, the Central Water and Power Commission, Central Board of Irrigation and Power, Geological Survey of India, Oil and Natural Gas Commission, Indian Bureau of Mines, Survey of India, Forest Research Institute Atomic Energy Commission, and the Council of Scientific and Industrial Research and its National Laboratories have been greatly expanded and have undertaken a series of new studies and probes. These studies have resulted in a fuller appraisal of the state ‘s natural resources conveying to illume the spreads in informa- tion associating to these resources as besides their lacks in rela- tion to the state ‘s hereafter demands, 2. The aim of planning is to raise the criterion of life of the people as a whole. The attainment of this nonsubjective involves the development on scientific lines of the state ‘s natural and human resources. Expanded demand for natural resources and stuffs has led to technological developments which have in portion overcome limita- tions and therefore increased the supply of resources. The dynamic forces at work in making displacements in the demand for and supply or natural resources necessitate their uninterrupted survey every bit good as reformulation of policies associating to them. Natural resources must be looked at in a co-ordinated mode and their probe and use planned for long-run demands. The extent to which resources have been studied and possibilities established in front of demands is an of import factor finding the rate at which the economic system can turn. 3. With the preparation of the Third Five Year Plan, the phase has reached when, as a necessary status of well-conceived long-run programs, a comprehensive position demands to be taken of the extent and quali- ty of the information available in regard of the state ‘s chief natural resources. The principal spreads which exist, the studies required in this connexion, and the farther stairss needed in relation to specific long scope aims, such as irrigation, power, steel, coal, oil and minerals, land usage and forest resources have to be iden- tified. As stated earlier, over the following 15 old ages, population may increase by about 187 million. Increase in labour force is reckoned at approximately 70 million, of whom some two-thirds must be absorbed outside agribusiness. It becomes, hence, a affair of the greatest impor- tance that a high rate of economic ‘growth is achieved and sustained during this period. Her natural resources give India a big poten- tial for agricultur al and industrial production, and their rapid development is an indispensable status for the accomplishment over the following two or three Plan periods, of a autonomous and self-sustained economic system which can supply to the mass of the people continually lifting life criterions and chances for paid employment. The long- term ends in national and per capita incomes and the development of agribusiness, irrigation and power, and the probationary marks sug- gested earlier for industries like steel, aluminum, coat, oil refin- ing, fertilizers, cement and others can merely be achieved in clip if the nature and extent of the natural resources of the state and the indispensable demands refering their development are assessed and the necessary stairss taken good in progress. For balanced development, it is every bit necessary to measure handinesss, demands and possibilities in relation to each of the chief parts within the state. 4. In the Chapters on irrigation and power, woods, indus- attempts, minerals and others, an effort has been made to bespeak the chief waies in which farther attempts are needed to determine more to the full the resources of the state and the steps required for their more rapid development. The object of the present Chapter is to put the job of measuring and developing 96 THIRD FIVE Year Plan natural resources in the context of the Third and subsequent Plans and to explicate briefly some of the deductions in this regard of the growing of population and of intensive and largescale industialisation. A unit for Natural Resources has been late set up in the Planning Commission for analyzing jobs associating to the appraisal and development of natural resources and helping the assorted agen- cies engaged in the study and probe of these resources in associating up their work closely with the demands of the quickly turning economic system, and by and large, assisting in procuring a common attack in assorted related Fieldss. This unit will be strengthened as its work develops. In coaction with other administrations, it is hoped to set up for co-ordinated surveies of natural resources on a go oning footing, to stipulate spreads in the bing information, peculiarly from the facet of long-run development, and to propose suited policies and steps for giving consequence to them. Against this background, it is proposed briefly to reexamine recent developments and to bespeak the jobs that lie in front in relation to the development of the land, H2O, mineral, energy and other resources of the state. TwoLAND RESOURCES5. The most of import natural resource of the state is land, which is the base for agricultural production. While population grows, the land surface is fixed, and of this lone a certain propor- tion is available for cultivation. Several facets of the job demand to be studied. Through irrigation and other steps of agricul- tural development, the productiveness of land can be well in- creased. It is necessary to determine the extent to which land now lying waste can go available for cultivation. Increasing popula- tion besides means backdown of countries now under farms for edifice houses. Development of communications such as roads, railroads, and air passages may take up fertile land. Owing to rapid urbanization and growing of big metropoliss land is needed for Parkss and unfastened infinites. Irrigation dike may submerse fertile countries. Industrial workss and other constitutions besides require significant countries. In all these developments wherever fertile land can be saved attempts should be made to make so. This indicates the demand for a comprehensive stock list of land and for greater polish in land categorization and uninterrupted attending to land usage. 6. Land utilisation.-The entire geographical country of India is about 806 million estates, of which describing country is about 721 million estates and net country sown is about 318 million estates. The wide fea- tures of the present form of land use and that anticipated by the terminal of the Third Plan are set out in the Table below: Table 1: Land use in 1965-66 ( country in million estates ) 1955-56 1960-61 1965-66 entire describing country 720.0 721.0 721.0 woods 125.6 131.0 132.0 land under assorted tree harvests and groves 13.9 14.0 15.0 lasting grazing lands and other croping lands 28.4 32.0 32.0 culturable waste 54.8 47.0 40.0 wastes and uncultivated land and land put to non-agricultural usage 118.7 114.0 114.0 fallow lands other than current fallows 30.9 28.0 26.0 current fallows 29.5 28.0 25.5 non country shown 318.2 327.0 335.0 country sown more than one time 44.4 51.5 67.0 gross country sown 362.6 378.5 402.0 Availability per caput of arable land in India is about 0.82 estates as against 0.42 in U.K. , 0.48 in Germany, 0.17 in Japan, 0.50 in China, 2.68 in U.S.A. and 2.59 in U.S.S.R. 7. Soil surveys.-Until late cognition of dirts in different parts of the state was unequal and the necessary Administration for dirt studies had non been established. Appraisal of dirt resources, affecting study and categorization of dirts provides the footing for measuring their potencies every bit good as their restrictions for effec- tive development and rational land use.The chief object of dirt studies is to sort and adult male out of assorted types of dirts, to cognize dirt differences, and to organize cognition of dirts with a position to puting down criterions of terminology, etc. With the assistance of these studies it becomes possible to fix strategies for the better usage of land and to be after, for dirt preservation and irrigation and drainage plants. In 1955 an all-India dirt study strategy was initiated at the Indian Agricultural Research Institute with a position to transporting out reconnaissance dirt studies taking to correlativity of dirts of different parts. Soil correlativity work involves categorization and puting down of terminology of dirts on a unvarying footing and besides the readying of dirt study studies and dirt maps. In the field of dirt studies, State Governments are specially concerned with facets associating to agriculture, forestry, irrigation, drainage, dirt conser- vation, etc. Since there are common dirt jobs covering more than one State and all States do non hold their ain dirt study organisa- tions, with a position to organizing work on dirts, it was felt that the best class would be to put up research labs on a regional footing for the four major dirt groups happening in India, viz. , ( 1 ) at Delhi, for the Alluvial Soil Region, ( 2 ) at Poona ( now at Nagpur ) for the Black Soil Region, ( 3 ) at Kharagpur ( now at Calcutta ) for the Red and Laterite Soil Region I, and ( 4 ) at Bangalore NATURAL RESOURCES 97 for the Red and Laterite Soil Region II. Three old ages after its origin, the strategy was integrated with the strategy for dirt and land usage planning drawn up by the Central Soil Conservation Board for the intent of dirt and land usage study in the catchment countries of six major river vale undertakings, viz. , Machkund, Hirakud, Chambal, Bhakra Nangal, Kosi and Damodar, numbering about 78,000 square stat mis. Surveies in the catchment countries aim at sorting lands into capableness categories basically from the point of position of following dirt preservation steps with a position to understating dirt eroding, preserv- ing the top dirt for cultivation and forestalling sediment fluxing into storage reservoirs, and therefore increasing their life. Soil preservation work in the catchment countries involves elaborate studies in agricultural lands and reconnaissance studies in other countries. The entire country to be surveyed is about 500,000 square stat mis. By the beginning of 196 1, an country of about 18,000 square stat mis had been covered by both elaborate ‘and reconnaissance studies undertaken through the all-India strategy. Of this country, about 3000 square stat mis fall within the catchment countries of the river vale undertakings. Soil study administrations in the States have surveyed about 50,000 square stat mis. Under the all-India programme, about 23,000 square stat mis are to be surveyed during the Third Plan. 18. Survey of wastelands.-Agricultural production can be stepped up through extension of country under cultivation by cultivating waste lands, dual cropping of individual harvest countries, and other steps of intensifiers farming. There is considerable range for widening the gross country sown by dual cropping. It is anticipated that the country sown more than one time might increase from about 52 million estates in 1960-61 to about 67 million estates by 1965-66. Harmonizing to the avail- able land use statistics the country under culturable waste in 1955-56 amounted to about 55 million estates. In June 1959, the Govern- ment of India constituted a Committee to do a study of land classi- fied as â€Å" other uncultivated land excepting fallow lands † and â€Å" fallow lands other than current fallows † and to turn up countries where big blocks of land are available for renewal and relocation. The Committee has completed its study of seven States. In these, the country o f barren available for cultivation in blocks of 250 acre or more is reckoned at about a million estates. The Committee ‘s findings sing the present statistics of barrens are of considerable importance. On the whole the bing informations are non sufficiently dependable, and lands classified as culturable waste at the clip of colony frequently continue to be shown as such in the gross records long after they have come under cultivation. In the position of the Committee, the mere aggregation of statistics under the caput ‘cultura- ble waste ‘ can function small intent and elaborate information should be available about the types of barrens in each State, the ownership of such lands, their handiness in ample blocks and the cost of renewal steps. The Committee has, hence, recommended that rapid reconnaissance studies should be conducted for roll uping such information. 9. To sum up, there are big spreads in the information at present available sing land resources. To procure speedy consequences it is necessary that land studies utilizing photogrammetric techniques ( aerial exposure ) should be undertaken, and informations on and utilize, land betterment, renewal of water-logged, saline and alkalic lands and productiveness should be collected in a systematic mode with a position to pulling up farther programs. ThreeFOREST Resource10. Out of the entire geographical country of 1.26 million square stat mis, about 274,000 square stat mis or about 21.8 per cent of the country consists of woods. Due to fluctuations in climatic conditions and differences in height a big assortment of natural flora runing from temperature to tropical is found in the woods of India. For- Eastern Times may be classified as follows: Table 2: Categorization of woods per centum temperate woods cone-bearing 3 broadleaf 4 tropical woods deciduous 80 evergreen 12 others 1 11. The productiveness of India ‘s woods can be greatly in- creased. Forests are among the few renewable resources in nature which, if decently managed, could travel on giving at unrelieved rate and for an indefinite period. There is deficit of lumber and fire- wood, of natural stuffs for drugs, paper and mush and of fresh fish for cowss. 12. Wood and other wood merchandises are basic natural stuffs indispensable for ‘industrial development. In the past no proper apprais- Al of local forest resources was made and merchandises such as paper or mush, plyboard, tannic acid, etc. , were freely imported. With a position to developing such industries in the state, an assessment of the posi- tion of such natural stuffs is a affair of importance. The ingestion of industrial wood in India is every bit low as 0.6 cft. per capita per twelvemonth as against 16.0 cft. in France and 13.4 cft. in Japan. India ‘s present demands of industrial wood sum to 4.5 million dozenss and are estimated to be more than 9 million dozenss in 1975. As respects firewood resources, in the ordinary class, a demand of 100 million dozenss is anticipated by 1975. 13. It is indispensable that a sustained addition in production should be secured from twelvemonth to twelvemonth through injtensive development strategies, including choice of high output countries, seting of quick- turning species, debut of improved logging 98 THIRD FIVE Year Plan and treating techniques, development of communications and more by and large, the linking of wood development with specific strategies of industrial development to be undertaken over the following few old ages. While the demands and supplies of industrial wood are still more or less balanced, it is considered that over the following 10 or 15 old ages unless particular stairss are taken, acute deficits might be experienced. This calls for steps for the intensification of production, devel- opment of hill woods, improved use of low class lumbers, economic system in fuel wood ingestion and systematic studies of forest re- beginnings in relation to specific industries. It is besides necessary to set about a study of forest lands, bespeaking countries which are severely eroded, those tantrum for natural regeneration and those where seting should be undertaken. In some countries, specially in Central and South India, there are natural woods with trees which ‘have merely fuel value. T hese countries can be covered with valuable deep-rooted woods. There is need excessively for obtaining informations sing forest resources in unaccessible countries. FourWATER RESOURCES14. Water resources may be divided loosely into surface H2O and belowground H2O. Their development has to be viewed in relation to the demand to increase the productiveness of land through irrigation, inundation control, drainage and other agencies and besides to domestic. and industrial demands. 15. Surface water.- The one-year rainfall over the full state represents something more than 3000 million acre-feet of H2O. Of this sum, about 1000 million acre-feet are lost instantly due to vaporization and approximately 650 million acre-feet seep into the dirt, go forthing 1350 million acre-feet to flux into the river systems. The full surface flow can non be utilized because topography, flow char- acteristics, clime and dirt conditions impose bounds on serviceability. It has been estimated that merely 450 million acre-feet can be harnessed for intents of irrigation. Advancement in existent use is as follows: Table 3: Surface H2O use for irrigation million every bit Percent as per centum acre-feet of useable of entire flow flow upto 1951 76 17 6 upto 1960-61 120 27 9 upto 1965-66 ( anticipated ) 160 36 12 16. Belowground H2O. : Of the 650 million acre-feet of H2O that seep down yearly into the dirt, about 350 million, acre-feet get absorbed in the top beds thereby lending to dirty wet which is indispensable for the growing of flora. The staying 300 million acre-feet percolate down into porous strata and stand for the one-year enrichment of belowground H2O. The entire storage resistance at any peculiar clip may be several times this sum, but it can be assessed merely if a country-wide probe is undertaken. The existent use of belowground H2O at nowadays is less than 20 per cent of the one-year enrichment. Over the past eight old ages, through a series of ground-water geographic expedition undertakings, attempts have been made to set up countries favorable to the sinking of tube-wells. For the 3rd Plan, a undertaking including 500 explorative drillings has been accepted. With a position to easing the work of geographic expedition and cut downing the demand for large-scale boring, it is b esides proposed to transport out geo- physical probes. In peninsular India such probes would rapidly de ermine the deepness of the bed stone and are likely to give first indicants of ground-water handiness. A study pro- gm is besides in manus in Andhra Pradesh for placing countries of belowground H2O where filter points for extraction of H2O can be successfully drilled. 17. Utilisation.-The major usage of H2O is for irrigation and hydropower coevals, but H2O is besides used for public H2O supply, industrial and pilotage intents. Water supply for irrigation can be obtained both from surface and belowground resources. 18. The Central Water and Power Commission initiated in 1954 a survey of different basins in the state for measuring the ultimate potency of major and average irrigation undertakings. For intents of this survey the state was divided into five chief zones covering groups of river basins, and for each river basin the topography, rainfall, strength of cultivation, possible storage sites, irrigable countries, reservoir capacity and other relevant factors were examined. Surveies in regard of four zones are about complete, while the fifth has still to be taken up. A preliminary appraisal places the irriga- tion potency of major and average undertakings at 100 million estates ( gross ) distributed as follows: Table 4: Irrigation potency of major and average undertakings: irrigation possible ( million estates ) zone 1: West-flowing rivers ( covering river basins in Kerala, Mysore and Maha- rashtra State and the basins of Tapti- Narmada & A ; others ) 10 zone 2: East-flowing rivers ( covering the basins of Tambraparani, Vaigai, Cauveri Mahanadi, Godavari, Krishna, Pennar and others ) 33 zone 3: Indus basin 13 zone 4: Ganga basin ( covering, Chambal, Jamuna, Ramganga, Tons, Gomti, Sone, Ganga and its feeders ) 41 zone 5: Brahmaputra basin 3 entire 100Policy PRIORITIES3.1 The macroeconomic considerations discussed in measuring the likely growing waies are a portion of the overall development scheme that needs to be addressed in the Ninth Plan. This chapter discusses some of the other issues which are of economy-wide significance. The more elaborate sectoral policy issues are taken up in the following chapter. 3.2 At macro level the planning theoretical account in the Planning Commission is used to apportion resources among economic sectors. The inexplicit logic of allotment in the theoretical account is the demand for consistence in the reciprocally back uping function of these economic sectors to do executable a mark rate of growing and demand form. However, the allotment of resources to the societal. sectors like wellness, instruction, public assistance, lower limit demands and poorness relief, etc. is done chiefly on the footing of the perceptual experiences of the policy shapers and contrivers as to the demand in these sectors within the overall restraints of available resources. 3.3 There is no standard set of standards for make up one's minding allotment of financess to programmes, strategies and undertakings within a sector. The strategies which take the form of a Undertaking in energy, conveyance, irrigation and communicating, etc. have to go through the minimal criterions of fiscal and/or economic rates of return. However, there are no ways of doing a pick from amongst a big figure of undertakings or strategies which would go through the same criterion. Programs and strategies which are non conformable to such cost-benefit analysis do non hold to go through through even this type of examination. Therefore it is necessary to germinate certain guidelines for the choice of programmes, strategies or undertakings from among the many which are possible at a given clip. The undermentioned trials are proposed: I ) Then schemes which are of larger benefit to the hapless as compared to the remainder of the population should hold a precedence. two ) The strategies which benefit the adult females, kids and the weaker subdivisions of the society more than the population as a whole should hold a precedence. three ) The strategies which are of larger benefit to the backward part should hold a precedence. four ) Schemes which are non-displacing, authorising and labor-intensive should hold precedence. V ) The strategies which give long term sustainable benefit should hold a precedence over strategy which 33 give a small higher benefit but merely of a transitional nature. six ) The strategies which help the creative activity of productive assets ( personal assets or economy-wide assets ) should hold a precedence over those which merely help to raise the current degree of income or good being. seven ) Service-oriented strategies ( except those in the class of basic minimal services ) , which require high degree of subsidization, should hold low precedence and attempt should be made to promote commercial operation of such services. eight ) Schemes which require creative activity of enabling environment by manner of systemic reforms, alterations in legislative model, institutional development, .promotion of participatory attacks and selfgovernance should hold a high precedence. 3.4 Population stabilization is an indispensable requirement for sustainability of development procedure. The National Family Planning Programme was launched in 1952 with the aim of â€Å" cut downing birth rate to the extent necessary to brace the population at a degree consistent with demand of national economic system † . The technological progresss and improved quality and coverage of wellness attention resulted in a rapid autumn of mortality rate from 27 in 1951 to 9.8 in 1991. In contrast, the decrease in birth rate has been less steep worsening from 40 in 1951 to 29.5 in 1991. As a consequence them one-year exponential population growing has been over 2 % in the last three decennaries. During the Eighth Plan period the autumn in birth rate has been steeper than that in the decease rate ; accordingly one-year growing rate is around 1.9 % during 1991-95. The rate of diminution in population growing is likely to be accelerated during the Ninth Plan period. 3.5 Though the diminution in birth and decease rates have occurred in all provinces, the rate of diminution was slower in some provinces like U.P. and Bihar ; even within the same province there are significant differences between territories. The Family Welfare Programme, hence needs to be reoriented to take or understate the inter- and intra-State differences with accent on improved entree and quality of generative and child wellness services through PHC based decentralized country specific microplanning without resort to specific centrally fixed marks. 3.6 It is imperative that equal data-base is available at PHC degree on annual footing, both for the demand 34 appraisal as besides to supply an independent mechanism for impact appraisal and midcourse rectification. This can be achieved merely through complete enrollment of all births and deceases. For this, it is necessary to beef up the Civil enrollment system through engagement of ICDS workers, Panchayati Raj establishments, every bit good as wellness forces. 3.7 Simultaneously, the Ninth Plan will establish an intensive thrust to advance wellness instruction so that India builds a sound foundation for a successful preventative and promotive national wellness paradigm. Basic rules of hygiene, sanitation, nutrition, and bar of unwellness and disease will be promoted through non merely the educational establishments and the grownup instruction programme but besides through the ICDS programme, through guidance offered by the wellness workers at all degrees, and the mass media. 3.8 The 2nd of import component of sustainability pertains to the protection of the environment and saving of the natural resource base of the state. Quickly turning population, urbanization, altering agricultural, industrial and H2O resource direction, increasing usage of pesticides and fossil fuels have all resulted in perceptible impairment in the quality and sustainability of the environment. It needs to be realised that environment protection does non merely affect a bar of pollution and of natural resource debasement, but has to be integrated with the over-all development Procedure and the wellbeing of people. This attack has been articulated in the Agenda 21 of United Nations Conference on Environment and Development. The stairss outlined in this papers demand to be adopted and integrated with the development scheme. A synergism between wellness, environment and development is recognised. 3.9 Regeneration of the forest screen is an of import constituent of environmental sustainability. This non merely requires attending to the saving of bing woods, Particularly in the delicate eco- parts of the Himalayas and the Ghats among others, but besides a greater attempt to make forest screen in a wide-spread mode. It is proposed that every territory in the state should reserve at least 2 per cent of its available country as wood. 3.10 One of the chief jobs in taking a rational determination on natural resource usage is the deficiency of an appropriate information system and a methodological analysis for natural resource accounting. As a consequence, the depletion of the national plus base is merely non taken into history while measuring alternate schemes. The Ninth Plan will put great emphasis on germinating such natural resource accounting 35 methodological analysiss so that determinations can be taken on the footing of the full cost to the Nation. 3.11. The most of import methodological analysis for forestalling undue depletion of natural resources is by guaranting their efficient usage at all degrees. This has two of import dimensions. First, exhaustible or vulnerable natural resource should be priced suitably in order to forestall over-exploitation. In ‘India, since a big proportion of natural resources are subjected to administered monetary values, there has been a inclination to under-price resources rather significantly. This attack needs to be changed desperately. Second, engineerings which conserve the usage of natural resources need to be developed and promoted smartly. 3.12 Food and nutrition security every bit good as poorness relief are unalienable constituents of sustainable development. In position of the fact that the net seeded country is likely to worsen in the hereafter in order to continue the ecological balance, accent will hold to be placed on increasing the productiveness of land usage. There is hence need to heighten the flow of resources to agriculture from both public and private beginnings and to smartly advance the execution of land reforms so that the productiveness of land usage is enhanced. In add-on, stairss will necessitate to be taken towards more efficient usage of dirt and H2O resources. A start has been made in this procedure by promoting a diversified growing of agribusiness by agroclimatic parts. This would hold to be carried frontward smartly. New enterprises will necessitate to be developed for intercession on the footing of agro-economic classification. In the thin agricultural season, upto 100 yearss of assured emplo yment will be provided under the Employment Assurance Scheme, which is being universalised. 3.13 In order to beef up the technological capablenesss of the Indian industries, both for run intoing the national demands and for supplying planetary fight, a figure of new enterprises have been launched. A Technology Development Board has been established in 1996 with a authorization to ease development of new engineerings and assimilation and version of imported engineerings by supplying catalytic support to industries and R & A ; D establishments to work in partnership. Matching grants to R & A ; D establishments demoing commercial net incomes through engineering services was besides introduced in 1996 and will be carried frontward and broadened. Already a long-run position called Technology Vision for India 2020 has been prepared, which could organize the footing of engineering development programmes. 3.14 Issues of natural resource preservation and agricultural growing can non be efficaciously tackled in the 36 absence of an appropriate technological base. In add-on, engineering is indispensable for increasing the fight of the Indian economic system in international markets. Autochthonal development of engineering is hence of the highest importance and deliberate planned stairss need to be taken to increase technological autonomy of the Nation. 3.15 Rapid proficient advancement is changing basically the accomplishments, cognition, substructure and establishments needed for the efficient production and bringing of goods and services. So wide and far- stretch are current technological developments that many see the outgrowth of another industrial revolution driven by a new technological â€Å" paradigm † . This paradigm involves, non merely new engineerings and accomplishments in the traditional sense, but besides different work methods, direction techniques and organizational dealingss within houses. As new conveyance and communications engineerings shrink international ‘economic infinite ‘ , it besides implies a important reordering of comparative advantage, and trade and investing dealingss, between states. 3.16 In India besides, there is considerable technological activity in a broad spectrum of houses. what is most impressive is the figure of little and average sized endeavors that are puting in new engineering based ventures, and frequently striking out in universe market as exporters. However, the remainder of the industrial sector still needs to put on engineering upgrading. Experience of many developing and industrialized states suggests that a rapid acceleration of industrial engineering development calls for a deliberate ‘strategy ‘ , in the sense that it requires the authorities to organize and steer an basically market- goaded procedure. Free markets suffer from assorted sorts of market failures ‘ , they may non throw up the appropriate sums of substructure, accomplishment, information and institutional support, and mere exposure to market forces, while acquiring rid of inefficient policies, may non do to make the technological dynamism that continued industr ial growing demands. 3.17 Indian engineering policies are undergoing important alterations, and on the whole have improved greatly in recent old ages. They are non, nevertheless, ideal. A coherent engineering scheme In India must turn to a figure of interrelated elements in the inducement government and the relevant factor markets and establishments. The undermentioned attack should steer future policies in engineering: accomplishments: Technology development calls for both general and specific signifiers of human capital, and emerging engineerings are extremely skill intensive in both proficient and managerial footings. While India is endowed at present with big sums of high-ranking human capital, investings in the creative activity of new accomplishments ( as measured by registration degrees in proficient 37 topics at all degrees ) are low. In add-on, house degree investings in developing are extremely variable, and big parts of industry invest really small in preparation. The SME sector in peculiar suffers from really low degrees of accomplishment, while industrial preparation institutes are frequently unresponsive to their demands. Technological attempt: R & A ; D in Indian industry has been lifting, but the overall degree is still low and over three quarters of research attempt originates in the populace sector. This is in contrast to Taiwan and Korea, where most of R & A ; D is undertaken by industrial endeavors. It is of import for the Government to analyze current technological tendencies in industry in order to explicate appropriate policies to promote R & A ; D. Technology entree: Technology upgrading requires that Indian endeavors of all types have information on relevant engineerings in international markets and besides within the state. Many states have well-developed systems of computerised online engineering information and airing services, frequently backed up with consultancy and fiscal aid for little and average endeavors to enable them to cognize approximately, trial, and implement new engineerings. The handiness of similar installations are weak in India. Note needs to be taken of the emerging tendencies of limitations on entree to engineering through rigorous rational belongings limitations and on â€Å" double usage † engineerings by certain. groups of industrially advanced states. Particular attempts have to be made to guarantee that such limitations do non suppress advancement in high engineering sectors. Technology establishments: India has a big substructure of engineering support establishments, some of which are undergoing reform to do them more relevant to industrial demands. A figure of universities, particularly the IITs, are interacting progressively with industry on technological affairs, while others are outside this circle. There is a demand to beef up ‘Technology Foresight Programmes ‘ to analyze the deductions of emerging engineerings, analyse domestic strengths and failings and aim future engineerings for local development. Other substructure: Technology development by and large requires the puting up of bunchs of industries that can portion information and accomplishments, as in scientific discipline Parkss ‘ or dedicated industrial estates. some such installations exist in India, but their efficaciousness and working demand to be strengthened. 3.18 Finally, an of import constituent of sustainability of the development procedure is in the accomplishment of a high 38 degree. of integrating between the assorted parts of the state so that the benefits of rapid and sustained growing can be spread widely in order to better both regional balance and the economic chances available to the people. The most of import constituents for accomplishing this terminal are transport linkages and communications. The Ninth program will put great accent on supplying the needed connectivity to all parts of the state. 3.19 Although the Government can increase the connectivity of small towns through public plants and employment coevals programmes by affecting the local organic structures, major route web development would still necessitate a considerable sum of resources. Fresh enterprises need to be taken in this way by coordinate action between the assorted grades of Government and with aid from private bureaus and fiscal establishments. Advanced methods of uniting Public and private resources would necessitate to be worked out in order to do such investings productive and feasible. 3.20 Similarly, in so far as communications are concerned, it is improbable that the resources available with the Government would be sufficient to spread out the telecommunications web to the extent desired. The enterprises that have been taken to supplement the public sector attempts need to be carried frontward, and a proper enabling environment demands to be created. This is indispensable since communications are as indispensable an infrastructural input as they are critical for integrating. 3.21 In visible radiation of the macro-economic restraints being faced by the economic system and the analysis of the executable growing waies, it appears that a sustained acceleration in the growing rate of the economic system will hold to be associated with a determined attempt at raising public nest eggs, chiefly by cut downing the gross shortage and bettering the public presentation of public sector endeavors. This is necessary in order to supply both the necessary degree of investible resources and forestall the re- outgrowth of balance of payments unsustainability. Stairss would besides hold to be taken to guarantee that private nest eggs addition in a sustained mode. 3.22 In regard of public nest eggs, while the rate of growing of grosss must be increased, the rate of growing of gross outgo excessively should be slowed down. The Government will call up fiscal resources by using all beginnings which have remained untapped so far. At the same clip, the construction and mode of deployment of public outgo should be altered significantly in order to guarantee the maximal positive impact on poorness relief and the societal sectors. 39 3.23 It is to be noted that the ratio of entire grosss of the Centre and the States to GDP had reached 23.8 per cent in 1989-90, but declined thenceforth and came down to 22.6 per cent in 1990-91 and stayed at the degree in 1993-94. However, there is a major difference between the behavior of grosss between the Centre and the States. The gross grosss of the Centre declined steadily from 14.4 per cent in 1989-90 to 12.2 per cent in 1993-94, whereas in the instance of the States, it increased steadily from 9.4 per cent in 1989-90 to 10.4 per cent in 1993-94. The ratio of entire revenue enhancement grosss of the authorities sector to GDP had reached 16.9 per cent in 1989-90 but declined thenceforth and reached 15.3 per cent in 1993-94 ( it is estimated to hold reached around 16 per cent of GDP in 1995-96 ) . In position of this, it would be sensible to take at raising the revenue enhancement ratio by approximately 1.5 to 2.0 per centum points of GDP so that it reaches the degree of 17.5 per cent in the post-Plan period. This would merely intend somewhat transcending the ratio that had already been reached in 1989-90. Acharya, S. and R.L. Jogi. 2004. aa‚ ¬Aâ€Å"Farm Input Subsidies in Indian Agriculture.aa‚ ¬A? Institute of Development Studies Working Paper 140, Jaipur India. Government of India, Planning Commission. 2005. Midterm Appraisal of 10th Five Year Plan ( 2002-2007 ) . hypertext transfer protocol: //planningcommission.nic.in/midterm/midtermapp.html Jalan, B. 2004. The Future of India: Politicss, Economics, and Governance. Penguin Books: New Delhi

Students Seek Change For Title Xi - 1417 Words

Abigail Daniels POLI 310 Policy Memorandum: Title XI September 10th, 2016 Students Seek Change for Title XI Title XI at Glance Every time an American citizen turns on the news, there is a headline involving a sexual harassment case or unfortunately, cases of rape. Most news stories are focused on a questionable school policy that fails to have reasonable judgment and punishment for students involved. Recent cases in the news, like the Brock Turner case has turned viral due to the publicity and exposure it had among young people. This particular case was something that was so real to students in both high school and college, that millennial’s began to alter their perception of how insensitively harassment cases are handled. The Title XI policy that is being enforced in school systems now, is a policy that has been up for debate by those who enforce the policy and those the policy effects for years now. The policy belongs to the education amendments of 1972. One might say that the policy is outdated. Although the policy has seen some updates to its hi story, the language of the act is irrelevant in context to current situations the school systems are facing now. The question remains, how does one change the policy and what policies need to be made. The policy itself states that, â€Å"No person in the United States shall, on the basis of sex, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any education program orShow MoreRelatedChina’s Education System1434 Words   |  6 Pagesat school from a teacher, receiving knowledge at home from a parent, a family member, and even friend. Education is a key that allows people to move up in the world, seek better jobs, and succeed in life. Education is one factor that affects job positions people hold, advance in their further career, the income they make, and the title they hold. 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What is marketing audit - Free Essay Example

Sample details Pages: 24 Words: 7094 Downloads: 10 Date added: 2017/06/26 Category Statistics Essay Did you like this example? 1.0 Critical Analysis of Marketing Audit 1.1 Introduction In todays dynamic telecommunication industry it is critical to analyze the dynamic environment and analyze key product/service offering to target customers. Further, the information gathered from marketing audit is used to critically analyze Dialog product line performance and current product management issues with relevant tools and models to identify the key opportunities/weakness which D-GSM could face in future. 1.2 General Issue Inefficient Channel Distribution Management The downstream distribution is a key part of achieving sales objectives for D-GSM. In other words, business-to-business (B2B) customers push the products of D-GSM to end customers. Currently D-GSM is operating with four major first tier distributors and 1200 retailers in 85 cities in Sri Lanka. Don’t waste time! Our writers will create an original "What is marketing audit ?" essay for you Create order In recent past further the retail distribution chain has declined in each province (Refer Appendix B 10.0). The long tier retail distribution has reduced the profit margin thus resulted the retailers willing to promote competitors products (Refer Appendix B 11.0). Another reason identified for this decline is high sales staff turnover which resulted for poor retail management. The issue highlighted above can be highlighted using Ishikawa Cause/Effect diagram shown below (Refer Figure 1.0) Model Adopted from (Albert, 1989) 1.3 Product Management Issue Current Health of Product Portfolio Figure 2.0 BCG Matrix Market Share High High Market Growth High Star Products Question Mark Products Low Cash cow Products Dogs product BCG Model Adopted from (Kotler, 2008) Healthy product portfolio is important for organization to gain competitive advantage. Further analyzing the Boston Consultancy Group (BCG) matrix (Refer Figure 2.0) its understood that D-GSM key products are positioned i0n cash cow. In long term these products could move to dogs section which could harm the product performance of the organization. Further products like Kids connection and Code-Division-Multiple-Access (CDMA) are currently in dogs section of BCG matrix needs to be removed from the product portfolio as they consume high cost to maintain the products and return low profit to the organization. Moving forward D-GSM needs to plan for product development to position in star segment of BCG matrix which is currently with few products. Star products are highly needed for organization to gain competitive position; eventually star products will become cash cow and dogs respectively, Further D-GSM needs to identify products are in the question-mark segment to invest to generate market share and returns. Now it is proved lack of product portfolio management has resulted developing low income generating products and thus D-GSM needs to follow a strategic system to have a balanced product portfolio management to gain competitive position in dynamic market. Inefficiencies in New Product Development(NPD) Model adopted from (Kotler, 2008) D-GSM is currently facing set back with competitors. Presently D-GSMs core products, which face severe competition from competitors, are in maturity stage. Thus these products are experiencing reduction in the profit margin (Refer Appendix B- 8.0). The marketing audit (Refer Appendix B) clearly indicates that Dialogs Mobile-broadband is currently in maturity stage and clearly indicates declining in profit. Further it is evident that no product-line-extensions are developed for the product survival which has created a quick decline stage for most of the product. There are few products and product-line-extension that are developed having long gap in introducing to the market in the new product development pipeline (Refer Appendix B- 11.0); as a result existing mature products (Cash-Cow) tends to decline faster. Moreover this is further evident that D-GSM has allocated low marketing budget allocated product innovation (Refer Appendix B- 12.0).Overall improper management in NPD has created threat for D-GSM of being a market leader and loosing first mover advantage for key products. Gap identified in mobile-broadband STP Strategy Today in telecom industry mobile-broadband is a core product and a matured product in the PLC; it is consumed in a very high level and has become a commodity in daily life. The marketing audit has identified that D-GSM has been targeting the same segment which are professionals/senior executive since inception their mobile services. This is a drawback for D-GSMs long term survival and its market leadership. Further competitors are able to manipulate this service and will lose its market share (Refer Appendix B; Appendix B- 4.0). The PESTEL analysis provides evidence that new potential segments are emerging such as entry level executives (1), undergraduates/students (2), travellers and businessmen (3). As result old segments are becoming outdated. (Refer Appendix B- 12.0). The below diagram illustrates the ability of D-GSM to cater and take necessary action for new segments (Refer Appendix B- 9.0). Figure 4.0 G.EMatrix Market Segment Attractiveness Unattractive Average Attractive Organizational Strength in positioning Weak Strongly Avoid Avoid Possibilities Average Avoid Possibilities Secondary Target Strong Possibilities Secondary Target Target Model adopted from (Business tools, 2007) The output of market segmentation matrix identifies the emerging new segment to generate more revenue and increase market share by repositioning the broadband (Refer Figure 4.0). Knowledge gap in customer preference Internet technology is continuously evolving and adapting to such changes is highly important to D-GSM. Continues adaptation to such technology and augmenting future technology is important for long term survival. The marketing audit explicitly specifies that D-GSM provides the core features of MBB to present customers. Further it is not providing the expected features or long term product augmentation of MBB (Refer Appendix B- 9.0). Referring to figure 5.0 clearly indicates gap between current feature offering of broadband and customer expectations. To fulfill this gap D-GSM needs to continuously evaluate customer expectation and adopt to provide new technologies to retain market leadership. 1.4 Conclusion of Critical Analysis Lack of information Knowledge gap in changing market Gaps in STP Potential New segments to target Deficiencies in the product portfolio 2.0 Recommendation Following recommendations are addressed below to overcome current drawbacks faced by D-GSM having critically analyzed using market audit. Recommendations are categorized to cater mobile-broadband and product portfolio management. 2.1 Recommendations for Mobile-broadband product Line Recommendation 1 Reposition Mobile-broadband Topic 1.3 above states that current segment targeted for mobile-broadband is declining. Following segments are identified as target audience who are students, travellers and undergraduates to be targeted to generate high revenue for mobile-broadband. Proposal in Detail Following recommendation is to reposition the mobile-broadband product line targeting new potential segments as the current segment is declining. This is also evident where 3 major UK telecommunication vendors has overall share of 30% mobile-broadband users as students and undergraduates affording on the go low-cost internet facility (Gabriel, 2011). Currently mobile-broadband is a cash cow product. Repositioning this product can help D-GSM to reach more customers and generate more revenue. Based on the proposed recommendation, following product forecast is analysed using net present value (NPV) analysis. Table 1.0 NPV Analysis for Mobile broadband reposition Year 1 Year 2 Year 3 Cost Cost of Product Reposition $ 20,000.00 Sales Forecast Do nothing to the product $ 120,000.00 $ 100,000.00 $ 95,000.00 Reposition the product $ 200,000.00 $ 250,000.00 $ 325,000.00 Incremental value $ 80,000.00 $ 150,000.00 $ 230,000.00 Cost of Sale at 10% of Sales revenue $ 8,000.00 $ 15,000.00 $ 23,000.00 Gross Profit at 40% of sales Revenue $ 32,000.00 $ 60,000.00 $ 92,000.00 Net Profit $ 24,000.00 $ 45,000.00 $ 69,000.00 Net Present Value Key Finding of NPV Analysis Return on Investment (ROI): The entire return on Investment on the repositioning the product will be fully recovered by the end of the first year. Forecasted sales performance: Repositioning the product will pave the way to the sales to increase notably. Nearly 67% increase in first year, 150% within two years and 200% within three years. NPV analysis indicates positive (+) result which mean reposition will be successful. The product can be expected to perform well in the market to gain more revenue and market share for Dialog mobile-broadband. Further D-GSM could follow the proposed product reposition process for mobile-broadband Further D-GSM could follow the proposed product reposition process for mobile-broadband Figure 6.0 Proposed product reposition process for mobile broadband product line To better position mobile-broadband D-GSM could adopt the following marketing mix to reach the newly identified segments since the current marketing mix for mobile broadband is outdated. Table 2.0- Proposed new marketing mix for mobile broadband product line Marketing Mix Description Product Product will be combination of value added service, Place Adopt intensive distribution strategy to reach new segments effectively Price Price penetration strategy will be targeted to avoided completion and gain ROI Promotion Promotional strategy will be high awareness using adverting in media and sales promotion to gain more user trials. Following perceptual map can be considered for the new repositioning strategy, 2.2 Recommendations for Product Management Recommendation 2 Appoint Product Management Team The present marketing structure is incapable of managing multiple product portfolios at D-GSM. This structure only focuses to cater existing product portfolio and provides low importance for NPD. Further, it is inefficient to support and manage more products by fewer staff which increases the existing workload. Proposal in Detail It is recommended to restructure existing marketing hierarchy to cater NPD, to conduct product management efficiently and reduce burden on staff of marketing department. This recommendation emphasises the creation of a product management team, which could be formed to better manage product portfolio for D-GSM. Below product team structure is recommended (Refer figure 7.0) Recommendation 3 Financial Resource Allocation to Product management Further to the critical analysis conducted it is understood low financial resource allocation as key reason for poor performance of product management in D-GSM. To overcome this issue more financial resource allocation has to be allocated for better product management in future. Proposal in Detail Following recommendation is to cater financial resource for product management team. Proposed financial resource will cater the team to conduct product portfolio management, new technology acquisition for product development, research development to introduce new products/service to market. It is recommended to allocate 10% of the annual sales revenue to facilitate product management team. The following financial allocation breakdown is proposed. Table 3.0-Proposed Financial Allocation breakdown for project management team Task Budget Allocation New Product development 45.0% Market Research 10.0% Acquisition/Upgrade of technology 20.0% Manage Existing product Portfolio management 15.0% Training on product management 10.0% Recommendation 4 -Implementation of Product Portfolio Management System (PPMS) In topic 1.3 identifies the lack of system and process in place to manage product portfolio and help senior management make strategic decision towards managing product portfolio as it consumes human and financial resources .This recommendation will highlight in implementing a PPMS for D-GSM. Proposal in Detail This recommendation is to implement PPMS for D-GSM. This system in place will help management make strategic decisions and allocate investments to individual products with the goal of optimizing the entire product portfolio. Also this system will provide a tool to maximize the performance of product portfolio in varies stages of PLC. The following system will help product management have a consistent view of product performance, products status in PLC, new product development pipeline progress, monitor product operation cost and more with product portfolio management. Further with the help of such system product development managers to align product roadmaps with market expectation and help to increase revenue, grow market share and reduce costs. Benefit for D-GSM by implementing PPMS Maximize the performance of D-GSM product portfolio PMSS in place will enable centralized management of product portfolio PMMS in place will enable product managers to align product roadmaps with marketing objectives to increase revenue, grow market share, and reduce costs PMMS will enable product management team gather historical information which is valuable information that will improve time to market of future products Recommendation 5 Expand Re-align Channel Distribution This recommendation will highlight in improvising the current retail management and introducing new retail partners for D-GSM to expand the channel distribution to compete with competition and in long term to penetrate Sri Lankan market. Proposal in Detail Proposed strategy of expanding the channel distribution to reach wider untapped market of D-GSM as competitors are aggressive in penetrating the market .This strategy will enable D-GSM to gain more consumers and boost profit through additional venues and expanding current channel distribution can be an effective tool to increase existing business for Dialog GSM. Benefit for D-GSM by Expanding Re-aligning Channel Distribution Channel expansion will cut down operational cost in every region and improve sales performance Current level of channel risk will be minimized and risk could be shared among many regional retailers Expanding channel distribution will help in brand building and make products available in more locations which will raise consumer awareness of D-GSM offerings. Recommendation 5 Implementation of Marketing Information System (MKIS) Further to the critical analysis conducted in 1.5 and 1.6 it is evident that there is no system and process in place to monitor dynamic market environment and consumer behavior, in current situation without a proper system in place D-GSM has not been able to understand consumer behavior and identify emerging segments and target potential new market. Proposal in Detail The following recommendation is to implement a MKIS. This system in place will help D-GSM to scan dynamic market environment constantly to make strategic decisions. Further this system will enable the marketing and product management team to analyze consumer behavior and act accordingly in competitive environment. In long term this system in place will enable the organization to be market oriented. Proposed key integrated feature of this system will be; Marketing intelligence Information Analysis Marketing research Internal Records The prototype of the proposed MKIS will be as shown in figure Benefit for D-GSM by implementing MKIS MKIS will enable organization to constantly monitor dynamic marketing environment Distribute marketing information within organization MKIS will enable to analyses consumer behavior, This will help D-GSM to better manage STP strategies for new products MKIS will facilitate towards product planning and control 3.0 Evaluation of Resource capability and Capacity Management 3.1 Introduction This section evaluates the resources and capability requirements to deliver the identified recommendations for product management of D-GSM. This analysis is based on drawbacks identified from the critical analysis and possible recommendations are proposed to re-align the current D-GSM resources and capabilities to desired level. 3.2 Analysis of current organizational capability and resource When conducting a project management in this scale it is important for D-GSM to evaluate current resource capability and capacity of the organization to deliver the recommendations proposed under heading 2.0. Further to evaluate the current strength of delivering the recommendations, a skill audit was conducted within marketing department against the expected skills and competencies required for the product management project (Refer Figure -9.0) Figure9.0 Marketing Team Current Skill vs. Expected Skill for product management project The skills audit analysis (Refer Figure 9.0) against the marketing audit (Refer Appendix B- 14.0 ) indicates there are lack of gap overall skills, therefore there is a need for skills improvement from external or internal sources which needs to be acquired to close the current skill gap. The marketing audit analysis indicates present marketing teams resources are limited and the current structure is incapable of managing the proposed project (Refer Appendix B- 5.0). Therefore it is recommended to recruit a new project management team to implement the recommendation made for D-GSM. To overcome the skill requirement a project management team can be formed from a cross functional basis of appropriate staff who will have relevant skills and knowledge to implement the proposed recommendation as a team. Further D-GSM could acquire required skill and expertise resources from external environment. 3.3 New Capability Resource required Provide Training in Product portfolio management Marketing team currently needs new skills in understanding the importance of organizational product portfolio management to achieve organizational objectives. By training the staff on portfolio management it will enable the marketing team to formulate effective product portfolio management strategies to cater dynamic market environment. Increase Financial Allocations for Portfolio Management To have an efficient product portfolio management more financial resource is needed to cater new product development. The current budget quota is insufficient for product portfolio management and therefore to implement the identified recommendations and to gain new capabilities and other needed resources which needs sufficient financial allocation for product portfolio management. Training on customer relationship management Marketing team is currently in need for training in customer relationship management. Currently in the highly competitive Sri Lankan telecom market relationship management with key customers, retailers and distributors are important to retain recurring business. By conducting such training D-GSM could retain customers to generate more revue for organization. 3.4 How to Acquire New Capability and Resource Internal Development Internal development refers to the changes that a firm undertakes by recombining its existing resources or developing new resources on its own (Capron and Mitchell, 2004). To acquire new capabilities at minimal cost marketing team along with human resource department could form an internal development team to provide key skill and mentoring to staff, this could be in the form of: Knowledge Sharing Session Internal Presentation One to One session Hiring External Consultant External sourcing means trading in a strategic capability that stems from external sources (Capron and Mitchell, 2004).The hiring of a consultant will help D-GSM in gaining external/industrial expertise on product portfolio management and enable the marketing team to build new strategies to increase performance for Dialog Mobile-broadband product line. Training and Development D-GSM could evaluate the option of on-demand training and development to cater highly critical skill and capability needs to manage competitive product portfolio to the market. Further D-GSM could follow the proposed model shown in Figure 10.0 to plan training development. Figure 10.0 Training and Development process Model Adopted from (Moskowitz, 2008) The Benefit of Training and Development Improved motivation Individuals see their skills base extending and their promotion prospects being enhanced. Opportunities for self-improvement, leads to people staying longer in one employment. Higher levels of performance Trained and motivated staffs are more likely to give of their best which in the end justifies the training budget. Recommendation for accruing new resource and capability The options discussed above to acquire new resources and capability to manage product portfolio for D-GSM is to hire external consultant to gain new ideas and industry expertise. Further hiring external consultant will help to reposition broadband product line effectively. Moreover, D-GSM needs to constantly identify new skill required for employers since marketing environment is dynamic and employees adapting to such changes instantly is important, therefor it is advisable to constant monitor required skill and plan to train and develop by external consultant. There is a high risk of outsourcing new resource and capability because it will create conflicts within internal employees and internal information could be considered as risk when outsourcing key resources from external environment 3.6 Financial Consideration Herewith financial proposal is addressed for future budgeting purpose to acquire new capability and resource to implement effective product portfolio management. Table 1.0 Financial Consideration for new resource and capability management Requirement Cost U$$ Budget allocation for annual Training and development program $5,000.00 Budget Allocation for Product Development and management $10,000.00 Budget allocation for hiring of External Consultant $5,000.00 Internal Development program $5,000.00 Total $25,000.00 4.0 Project Plan Introduction To the priority of recommendations provided above in topic 2.5, following project will focus to reposition mobile-broadband product line targeting newly identified segment with differentiated marketing mix and finally position the product as affordable product for consumers Project Initiation The following project is selected to increase the mobile-broadband. A stable project based approach is required. This therefore enables the management to monitor the manage performance, cost and time scales. Fore reference purpose this project will be named as Project 3G. Project Objectives The project objectives expected to be achieved by implementing project 3G are as followed, To successfully reposition Dialog Mobile-broadband product line To successfully create awareness to newly identified segments To increase mobile-broadband trial among new segments targeted To position the product to the new target segments using new differentiated value propositions within the period of six months. Project Scopeand creep The project scope refers to the work that must be accomplished to deliver the project objectives and successfully complete the project with quality, time and minimal cost (Hill, 2009). Project scope management will be used to make sure that project covers all the key tasks to deliver high efficiency of triple constraints [4] and focus of project. Further the management will resist and prevent scope creep as it will dent the achievement of triple constrains- budget, performance, and time as project creep could bring negative effects on the members (Kendrick, 2009). Therefore below matrix illustrates project boundary (Refer table 2.0). Table 2.0 Project Scope Matrix Project Scope Activities In Scope Activities Out of Scope Product Focus Dialog Mobile-broadband Other Products Time Duration Within 6 months July 1st 2011-December 30th 2011 Beyond December 30th 2011 Product Reposition Reposition Dialog Mobile-broadband Post reposition activities Channel Marketing Create awareness for retailers in Mobile-broadband reposition. Other products Advertising Campaign Channel merchandising for newly repositioned product Other Products Every project stakeholder must be educated about project scope from deviating. If there are any changes to the scope a request should be made to the project manager for consideration (Pritchard, 2004). Project Team The project manager will be General Manager- marketing and sales. He/she is selected for because of leadership skills and previous experience in handling similar projects. The key role of project manager is to manage the project team from initiation to evaluation stage, while leading and motivating the team towards achieving the objectives and clearly defining teams roles, responsibilities and performance, budget and time (Lock, 2007). The proposed project team structure is shown in Figure (9.0). The project team consists of seven members including staff from different department of Dialog GSM. This system will become a cross functional team for the project. Project Sponsor will be the Chief Financial Officer (CFO). According to Melton (2009), project sponsor is accountable for the delivery of the business case and to ensure that project is financially worthwhile. Project Managers and sponsors must work closely together to deliver the project and maintain control. External resources for the project team will be the outsourced marketing consultant and the advertising agencies key account manager for D-GSM for this Project. The consultant will guide the project team in implementing the project by providing training and in-depth guidance on product repositioning of Dialog Mobile-broadband. Furthermore, project manager will be responsible for driving the project team to achieve the project objectives by delegating the project tasks, proper resource allocation for the project through possible mediums and finally responsible to deliver project report for management. Project Beginning and end dates Project 3G will span for a period of 6 months and will be implemented from 1st of July 2011 till the 30th of December 2011. Project Key Deliverable Key deliverable of Project 3G could be highlighted in a work breakdown structure (WBS). The top of the WBS is the project itself. The next layer or level in the structure is work packages (Lock, 2007). WBS explains the key deliverables of the project in figure (10.0). Figure () Key deliverables for project 3G ProjectMethodology Project methodology adopted for project 3G is scalable methodology. The benefit of adopting this method allows the project to be more flexible for specific requirements such as time scale, budget and performance (Charvat, 2003). Therefore, by adopting this method project performance, budget and time period could be scaled down to a short term period. Further the project team could utilize Microsoft Project software to monitor the ongoing project activities of Project 3G. Project Limitation The major limitation are financial resources where current project 3G must be financed using additional funding apart from the annual marketing budget; time constrain where this project must be undertaken during the routine work for a period of six months. Therefore proper planning has to be conducted which will not harm the daily routine activities along with conducting the current project. Risk Management Project risk assessment and mitigation planning is also a key part of this project plan which is broadly reviewed in heading 5.0 Project Implementation Schedule Following GANNT chart in Figure () below illustrates the implementation schedule for project 3G Model Adopted from Project Task Sequence Task Sequence Diagram Resource Review Identifying resources required to complete the work of the project are the focus of resource reviewing process (Wysocki, 2004). The possible resources needed are people, finance and equipment. The resource reviewing process includes estimating what resources are needed, in what quantities and when. Resource availability may compromise project progress which needs to be identified and managed effectively throughout project life cycle. Following table (3.0) highlights the resource review for project 3G and acquisition process to fulfill the resource need Table 3.0- Resource Review acquisition process Resource Requirement Resource Availability Resource Acquisition process People Internal Resource Recruit intern employees from relevant department needed for the current project as per project team proposed in Figure Staff acquisition request will be send to HR department and Department Manager to release relevant staff for the project External Resource Marketing Consultant will hired to assist the project 4-6 External Consultant will be screened with relevant experience to fit into this project and hired based on their previous experience and skills Facilities New project department with furniture and boardroom facilities with projector. New Facilities requirement will be requested to Human resource manager with approval of project sponsor Finance Allocate Project Finance of U$ 33,000.00 Request for fund release to execute t project 3G From project sponsor Technical Infrastructure Computer facilities project team members with internet connectivity and implementation of Microsoft project server to monitor project progress 5-7 Vendor quotation will be evaluated and best price with high service vendor will be selected to purchase the needed technical infrastructure via purchasing department Model adopted from (Schwindt, 2005) Personal Requirement This project requires personnel from different departments such as IT, finance and human resources with following skills marketing, advertising, sales, research, finance, administration and IT. Table 4.0 highlights the key personnel required for the project team who addresses the key responsibilities and time allocation. Table 4.0- Personal Requirement for Project 3G Team Member Time Allocation Key Responsibility Project Manager 100% To Overlook project team activities, Manage resources and take responsibility for project performance External Consultant 100% To consult the project team with Product repositioning plan and guide for project success Key Account Manager (Advertising Agency) 50% To coordinate with Project team to create advertising campaign for repositioned Mobile-broadband product Finance Manager 20% To help project manager in utilizing project budget and monitor project costing Project Team admin 40% Coordinate routine work of project team , arrange communication and manage administrative task IT Executive 40% To help project team with relevant IT infrastructure Project Termination The project 3G will be terminated if the desired outcome is successfully achieved. On the other hand, the project could be also canceled prior to the achievement of project objectives. Following possible criteria could be considered to review termination of Project 3G Table5.0 Project Termination Criteria Termination Evaluation Criteria Possible Tools for evaluation Possibility of economic / technical success Market Research , Profit Loss analysis, Value analysis Return on Investment /Profitability/Market Potential Market Research , Profit Loss analysis, Value analysis Growth in project expenditure Budgeting , Expenditure variance analysis Changing competitive environment/Market/Customers Marketing intelligence Technical Issues Poor IT competency in organization Competing project within organization /Department investment performance analysis, Organization project reviews Project Delays Project Implementation plan analysis Model adopted from Dean (1968), Cited in McKee et al. (2009) Financial Consideration Estimated financial proposal is shown below based on objective and task budgeting method. Table 6.0 Financial Consideration for Project 3G Description Cost Project management team building activity $ 1,500.00 Hiring marketing consultant $ 5,000.00 Hiring of Advertising Agency $ 8,000.00 New project team office $ 4,000.00 New project management software implementation $ 2,000.00 Purchase of personal computers and servers for project team $ 6,500.00 Administrative Cost $ 3,500.00 Other Expenses $ 2,500.00 Contingency Expenses $ 4,500.00 Total $ 33,000.00 Project Monitor and Control Project monitoring and control should be a continues process during the entire project to maintain an efficient and effective workflow throughout the project progress (Cooper et al, 2005). Project manager will conduct review with the team which is explained below. Review Meetings Every Monday of the week the project manager will conduct meeting to review the project progress against the scheduled deliverables. Project team will use the following agenda for the project meeting scheduled every week. Description of the development of project tasks Budget, time management and performance evaluation Project related risk issues Project performance Project team could utilize a project dashboard integrated with traffic light system (TLCS) to monitor current status of project and enable the team to make decisions. Further monitoring can be done through progress check and variance analysis. Progress check will be used to monitor time related activates (Refer Gantt Chart) and variance analysis to monitor KPIs of Project 3G. Project Dashboard Project dashboard will be used constantly monitor KPI time, budget and performance, which could be evaluated using the TLCS. The task is evaluated against the deadline of the key tasks scheduled (Refer Gantt chat). TLCS monitor and control the project in the manner which is indicated task, KPI. Figure 10.0 below illustrates TCLS Figure 10.0 Examples of TCLS Task KPI Percentage Complete New Channel Distribution Appoint 25 New distributors 25% 50% 100% A task will be preceded only after successfully completing the earlier task which lays a foundation for the following tasks. Green signal will provide the sign for project team to move to next task. This method acts as a possible monitoring control mechanism. Further activities indicate in red and amber. TLCS help evaluate and take corrective action for proceeding. In each review meetings a report will be produced and forwarded to senior management informing the current progress of the project 3G. Project Evaluation Project evaluation will be the final activity of Project 3G evaluating the success/failures of the project. Project 3G will be evaluated by compiling of a project report to the organization as a guideline for future projects. Project evaluation will be conducted against the achievement of project objectives identified before highlighting key activities under taken to achieve the project objectives. Project Report will include the following details Project team Selection Training and Development of project team Reposition of Dialog Mobile-broadband Creating successful awareness to new segment Risks identifications for Project-3G Review and Control for Project-3G 5.0 Risk Management 5.1 Introduction Risk is key part of project process, it is important for project team to identify, assess and mitigate the risks as they may cause delay in achieving project objectives. This section of the report provides guidelines about risk management by identifying the likely risks associated with the proposed Project-3G and plan to prioritize and mitigate such risks. Gardiner (2005) highlights risk management that can be divided into two phases: risk assessment and controlling risk. Project team identifies, assess and control risks to adopt below process to overcome the identified risk (Refer Diagram 11.0). Figure 11.0 Proposed Risk Management Process for Project 3G Model Adopted From (Chapman and Ward, 2003) 5.2 Risk Identification This will be the initial phase of risk management process. In this phase project team will assess the possible risk which could occur in terms to Project-3G, therefore, following risks identification methods will be utilized to assess the possible risk Brainstorming Sessions In this session, members brainstorm the likely sources of risks and types of risks. This method enables all the members to contribute ideas from their perspective and experience in previous activities. Team Briefings The project manager will brief the possible risk and make the project team is aware of possible risk and proactively involve the team members towards risk identification process. This will be specially aimed at identifying risk while brainstorming session also will help to solve such risk issues. SWOT Analysis SWOT analysis enables the project team to identify the risks, which will emerge from the internal and external environment. 5.3 Risk Assessment Risk Ranking The risks are identified and ranked will be eliminated to complete the project successfully. Table 7.0 Risk Identification and Risk Ranking No. Risk Identified Identification method Risk Level Impact Level Score 1 Personal Availability Team Briefing 2 3 6 2 Delay in Mobile-broadband reposition Team Briefing 3 3 9 3 Existing Distributors and Retailers Leaving Risk Reviewing 3 3 9 4 Delays in resource acquisition Team Briefing 3 2 6 5 Member Conflicts Team Briefing 2 3 6 6 Poor Performance Team Briefing 2 2 4 7 Top Management Interference Team Briefing 2 2 4 8 Lack of team co-ordination Team Briefing 2 3 6 9 Inadequate Financing SWOT Analysis 3 3 9 10 Lack of Information SWOT Analysis 1 3 3 11 System Failure Risk Reviewing 2 3 6 12 Role Ambiguity Team Briefing 1 1 1 13 Scope Creep Team Briefing 2 3 6 14 Time Elapsing Team Briefing 3 3 9 15 Consultant Lacking Motivation Team Briefing 3 2 6 Risk Assessment Table 7.0 explains sources of risks are assessed in the form matrix. Following risk assessment matrix will be used to categorize the risk and plan accordingly (Refer Diagram 12.0). Scale: 6 9 critical risks would impact the project adversely (high priority) Scale: 3- 4 medium level risk (controllable) Scale: 1- 2 low risks and will be overlooked (low priority) Risk Assessment Matrix Impact Low (1) Medium (2) High (3) Probability Low (1) 1 2 3 Medium (2) 2 4 6 High (3) 3 6 9 Model adopted from (Mind tools, 2007) Evaluating risk assessment matrix, it is evident that internal factors have derived the most critical scores because it is a short term project. The analysis indicates; resource, capability issues, and proper project planning and communication which are drawbacks ranked as the most critical. Lock (2007) suggests it is useful to categorise risks which could occur in different phases of project life cycle to correctly set the risk control mitigation processes upfront. Further to his statement the following table is prepared and categories risk in project life cycle (Refer table 8.0) Table 8.0- Possible risk in Project life cycle Project Life Cycle (Stage) Risk Initiation Inadequate resource funding and top management interference. Planning In-proper feasibility study, Inadequate planning resource allocation resource. Execution Project team conflicts, team member leaving, Poor performance, Lack of coordination, Inappropriate information, Role ambiguity within project team, project scope creep, Consultant lacking motivation. Final Improper planning of prject implementation Further analyzing the risk factors in project life cycle, Risk identified in the initial stage will have to be fully mitigated by the project team and risks expected in implementation and final stage has to be mitigated as an overall team effort. Most critical risks summarized above will emerge from the internal environment and will threaten to the achievement of- performance budget, and time. 5.4 Risk Mitigation Risk mitigation section of this report provides guidelines to control mitigate the risks identified above and conduct risk assessment. Following risk mitigation process includes risk response planning, re-solution and finally risk monitoring and control Project team could utilize the following risk mitigation method to overcome risk on time for effective implementation of Project 3G Contingency Planning Contingency plan will address different course of actions which has to be taken by team if a prioritized risk occurs. This plan will include alternative set of task, resource allocations and alternative timeline for project task (McKee et al 2009). Table 9.0- Risk Mitigation Plan Risk Mitigation Approach Personal Availability Backup staff needs to be planned upfront to mitigate conflicts in personal availability Delay in mobile-broadband reposition Activities have to be highly monitored against the deadline, any delays out sourcing can be done to mitigate delays in launching the reposition product Existing Distributors and Retailers Leaving Appointing new retailers can harm relationship of existing retailers as channel conflict , there for proper communication and new partner program needs to be addressed properly Delays in resource acquisition Monitor purchasing requirement constantly and updating the relevant department upfront Member Conflicts Proper team development needs to performed and mentoring by the consultant/project manager. Poor Performance Motivate the project team staff and encourage their performance for better implementation of prject-3G Top Management Interference Top management needs to be constantly informed of on the project progress stating the importance of product management Lack of team co-ordination Internal marketing and transparent operations Inadequate Financing Allocation of $ 4,500 is made a contingency budget for the project Lack of Information Establishment of CRM, product management system, MKIS system and new processes System Failure Establishment of continues data backup and security Role Ambiguity Proper delegation of team role and address individual responsibility by the project manager Consultant Lacking Motivation Proper constant interaction and communication needs to planned to get the most from the consultant Time Elapsing Allocate additional month as a contingency plan for time Scope Creep Proper establishment of in scope document briefing the team members on the project boundaries Scenario Planning Scenario planning could be used as effective tool to overcome risk identified above. With the help of project team different scenario planning could be drafted develop to mitigate the risks. By conducting scenario it could help the team adapt any changes that could occur and mitigate the risks at different stages of project life cycle? Accepting the Risk It is important for project team to accept the risk level to better plan mitigation approach; furthermore possible risk acceptance will be important in facing internal and external environment emerged risks such as the changes in consumer behavior and wider macro environment. The high level of risk taken will return higher benefits for the project team. Sharing the Risk The risks identified for the project can be shared among the project team members in-charge to overcome the issue. This allows the project team to have clear sub division of risk into manageable levels of risk rather than tackling the risk without improper risk planning. Sharing the risk among team members and management relevantly allows the risk to be managed properly. Following Table 10.0 will highlight the Risk reviewing action planning and team responsibility to eliminate risk identified above in Table 2.2 Table 10.0- Possible risk in Project life cycle Risk Identified Action to be taken Responsible Person Personal Availability Plan for staff backup Project manager Delay in Mobile-broadband reposition Monitor progress and plan for alternative activities Product manager Existing Distributors and Retailers Leaving Plan for existing retailer communication program Brand manager Delays in resource acquisition Overlook acquisition progress and allocate finance on time Project Manager, Finance manager Member Conflicts Communicate staff role in project 3G Project manager Poor Performance Motivating team and identifying needed skills Project manager Inadequate Financing Allocate finance on time Project Sponsor System Failure Plan for data backup and security IT executive Scope Creep Distribute project scope activities Project manager Consultant Lacking Motivation Constantly communicate with external consultant Project manager 5.5 Risk Monitoring and Controlling This process of identifies, analyze, plan and control to manage risks. Elyse (2007) suggest constant risk monitoring and due diligence is key to the success for better project management. Throughout the process, the risk owners are responsible for identified risk and implement risk response plans. Risk Monitoring Effective risk monitoring is important and it will allow project team to properly overcome risks timely manner. To monitor risk effectively a systematic ongoing approach is important to put in place by project manager. Further the use of review meeting will allow the team to risk monitoring and control. Moving forward documentation of current level of risk occurred against the expected risk level will provide a possible solution for the project team to manage risk on time. Risk Controlling Final phase of risk management process is to control and manage risk in project management, Training To control risk effectively and to overcome risk D-GSM needs to train the project team to identify, manage and mitigate risks. Risk training for team members should be prioritized by project manager. Further this training program should improve skills to manage and mitigate risk and this tool should be managed as a continuous process. Leadership and risk culture The project manager should have leadership quality in managing risk and motivating employees to manage risk, further project manager should be able to implement a risk managing culture within employees to motivate to achieve project goals successfully. Risk Log A risk log mostly used in project management to update the risk incidence and will help the assessed risks. The risk will be updated as and when it is identified. Moreover, recorded risks will be used for future reference. This log will be maintained throughout the project life cycle. 6.0 Operational Implication for Not Implementing Proposed Recommendation It is important for management to alternatively evaluate implication of not implementing the proposed project. Direct and indirect implications could be expected by not implementing the proposed project. Direct implications are mobile-broadband product decline, loss of revenue and market share, while indirect implications to current product management which will harm the organization market position, organizational reputation and impact on other products. 6.1 Direct Implication for Not Implementing Project 3G Loss of Revenue Dialog mobile-broadband accounts to 20% of organizational revenue in 2011, Further should product decline as per the forecast revenue contribution will impact 20% loss in 2013 financial year Table Do Nothing Year 1 Year 2 Year 3 Sales Forecast Do nothing to the product $120,000.00 $100,000.00 $80,000.00 Total Cost of Sales at 40% of Incremental Sales revenue $48,000.00 $40,000.00 $32,000.00 Gross Profit at 60% of Incremental Sales Revenue $72,000.00 $60,000.00 $48,000.00 Present Value (at 10%) $65,454.55 $49,586.78 $36,063.11 Key Findings of NPV Analysis The trend of sale of DO NOTHING shows the risk of the product will decline to half in year 3 and to zero in year 6. So it reveals the importance of periodical repositioning of the product. Product Decline If this product (Mobile-broadband) is not repositioned by 2012, D-GSM could face product decline. This could damage the goodwill and loose its leadership. Loss of Market Share This product has the potential to increase present market share. STP strategy for this product is currently outdated thus leads this product to decline the market share. The marketing audit (Refer Appendix B -), declining trend of market share is forecasted in the following diagram. 6.1 Indirect Implication for Not Implementing Project 3G Loss of Market Leadership D-GSM is positioned as a market leader in telecommunication sector for introducing new products and services to market. Further poor product management and decline profitable of mobile-broadband offering of D-GSM will tarnish the image of being a market leader among stake holders will have an adverse effect over the organization. Organizational Reputation D-GSM is a well-known organization for introducing innovative technology in telecommunication sector, Poor efficiency in product management will not enable the organization to introduce products and manage existing product, Therefor by not implementing the proposed recommendations D-GSM could lose reputation of being an innovative telecommunication vendor in the industry. Impact On Other Products Implementing the proposed recommendation is important have better product management within the organization, by not implementing a PPMS product management team will face problems with regard to inappropriate resource and financial allocation to the overall product portfolio where in long term it will face problems to the organization. 7.0 Conclusion In Conclusion, this assignment emphasizes the importance of training and development and additional financial allocation for product management. Further this report suggests guidelines for project team to execute and mitigate risks which could arise for the proposed project. Risk mitigation flowchart is recommended. Critical analysis highlights recommendations for product repositioning of mobile-broadbandto increase product performance and suggestions to improve product management by implementing product management team, product portfolio and finally marketing information system. Based on the recommendation, mobile brand reposition was considered for the current project. Costing tools such as NPV analysis is used to evaluate the investment appraisal. From this analysis key finding suggests reposition will pay back the entire investment within first year. This analysis proposes the significance that by not implementing this project, mobile-broadband product line could decline in seven years time. This reveals importance of repositioning of the product.