The Apollo Program By Nasa History Essay

The Apollo Program By Nasa History Essay The Apollo program is a space program by NASA which aims to send men to moon. It began in 1961. The goal was accomplished during the Apollo 11 mission, when Neil Armstrong was the first human to step on the moon. The program has many dimensions other than space field and explorations, it has political dimensions too. Apollo program affected the world in many ways and started a space exploration revolution. Introduction   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Sense the beginning of the 17th century, when Galileo took the first close look to the moon using his first telescope, people started dreaming of flying to the outer space and to reach the moon. That dream became real after 3 centuries, when NASA launched Apollo Program. The Apollo program was a project by NASA in the United States. The goal of this project was to land humans on the Moon and bring them back to Earth safely. The idea of getting a human to the Moon started during the Eisenhower administration but it really began in 1961 after President John F. Kennedy declared a national goal of landing a man on the Moon before the end of this decade.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   One of the biggest reasons behind starting this program is the competition between the United States and the Soviet Union in space exploration field. In 1961 and during the cold war, the Soviet Union was the first country to send a man to the outer space in an orbital flight, that man was the Soviet astronaut Yuri Gagarin. After the great achieve of the Soviets, many Americans saw that the United States must win the competition against the Soviet Union.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   On the 20th of July 1969, the goal was finally accomplished when Neil Armstrong and Buzz Albrin landed on the Moon and returned to Earth safely and that was during the Apollo 11 mission. Between 1969 and 1972, there were a total of six successful landings on the Moon. In these flights, 12 astronauts walked on the Moon and collected around 382 Kgs of  rocks, sand and many other samples to study the geological features of the Moon. The program ended in 1974 with Apollo 17. The Space Race   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Early in 1960 and during the Eisenhower administration, the Apollo program was conceived as a follow-up to the Mercury program which was the program that sent the first American astronaut to the space. The Apollo spacecraft was able to carry three astronauts whereas the Mercury capsule could support only one. NASA manager Abe Silverstein named the program after the Greek god of light and music; he said later   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In November 1960, John F. Kennedy was elected president after he promised in his campaign to put America in superiority over the Soviet Union in space exploration and missile defense field. Despite Kennedys promises, he didnt approve immediately on Apollo program once he became president. Though he knew about some of the technical details, at the same time he was put off by the huge financial commitments. On the 12th of April, 1961, Soviet Union successfully sent Yuri Gagarin to the outer space to become the first human to fly in space. That movement reinforced American fears about losing the space race against the Soviet Union and being left behind in a technological competition. At the same time President Kennedy refused to make any commitments on Americas response to the Soviets. After 8 days on April 20, Vice President Lyndon Johnson received a memorandum from President Kennedy discussing the Americas space program status with him and asking him to find a solution to catch up with the Soviet program. Johnsons respond came out one week later, he concluded He mentioned also that landing humans on the Moon will be achieved by the United States . On the following month, on May 25, 1961, President Kennedy announced his approval and his full support for the Apollo program. He said that through a speech during a special session of Congress. At that time, many of NASA employees doubted whether Kennedys goal could be met. Many people doubted too, because only one American had flown in space. The goal of landing astronauts on Moon before the end of 1969 required an advanced technology, and a huge amount of money to run the program, it was around $24 billion which is the largest commitment of resources ever made by any nation at that time, and to get the work done in less than 10 years, NASA employed 400,000 people to work on Apollo program plus the support of more than 20,000 industrial companies and universities. Apollos mission mode Once Kennedy had announced the national goal, the planners of Apollo mission faced the challenge of designing a flying system with the minimum risks to human life. At the same time they dont want to exceed the limits and spend extra money on designing flights. They came up with four possible mission modes to choose from: Direct Ascent: Its to send the spacecraft directly to the Moon, make it land and return as one unit. To be able to make this kind of missions work efficiently, they have to design a strong launching system and a more powerful booster. Earth Orbit Rendezvous (EOR): In this mode many rockets would be launched, each one of the rockets will be carrying a different part of a Direct Ascent spacecraft and propulsion units to keep the spacecraft moving until it escapes earth orbit. Then the spacecraft will land on the Moon as a unit. Lunar Surface Rendezvous: They would launch two different spacecraft, one is a vehicle with propellants on it, and the other is the manned vehicle. First, the vehicle carrying propellants would land and then the manned vehicle will land later. They would transfer propellant from the first vehicle to the manned vehicle to make it able to go back to Earth. Lunar Orbit Rendezvous (LOR): In this mission mode they would send a main spacecraft and a smaller lunar module to travel together into a lunar orbit. Then the lunar module will independently land on the Moon. When the mission is completed, it returns to the lunar orbit and come again with the main spacecraft. Then the main spacecraft returns to Earth. After studying each mission and testing some of them they came up with some expected results to choose the best mission mode for Apollo program, they decided to go with the Lunar Orbit Rendezvous mode. In the LOR method, astronauts can use the spacecraft as a life boat in case of a failure in the command ship, which is an advantage. On Apollo 13, astronauts faced a problem of oxygen tank failure that caused a cut in the electrical power in the command ship. The Lunar Module provided all the needs to get the crew back to earth safely. Apollo Missions There are two types of Apollo missions: Unmanned missions NASA began preparing for the Apollo program long before they decided to start the manned Apollo missions. In October 1961, they started testing flights of the Saturn I booster and it lasted for around three years until September 1964. In 1963, two tests of the launch escape system at the White Sands Missile Range. After all the tests, NASA sent three unmanned missions, they were Apollo 4, Apollo 5 and Apollo. Manned missions After testing the launching vehicles and making sure that nothing wrong is going to happen to the crew, NASA started the manned missions which carried three astronauts each or sometimes more. The first manned mission on the Apollo program was Apollo 7, launched on October 11, 1968 in an Earth orbital flight; it was to test the Command Module. Many manned missions continued the following years with some successful Moon landings. The last Apollo mission was Apollo 17, launched December 7, 1972. Canceled Missions Apollo 18, Apollo 19 and 20 were originally supposed to be a part of the Apollo program, but those missions had been canceled. In 1968, during the beginning with the election of Richard Nixon, the space program started to lose focus. After Nixon was elected president, he didnt want to continue what Kennedy started and he was not so interested in the space program, in hes opinion, its enough and its the time to stop the space missions because the original goal has accomplished. In 1969 Apollo 20 was canned, and 18 and 19 were dispensed with in 1971.

Forensic Linguistics Assignment Essay -- Forensic Science

Speech analysis has a type called the voice stress analysis that detects stress in the form of micro tremors in the speech of a person. It is important to note that the voice stress analysis is equivalent to polygraph. Both polygraph and stress have a common problem of not being able to point out deception. This notwithstanding, the speech analysis is apparently being used by both the Federal Bureau of Investigations and the Central Intelligence Agency of the United States. The fact that each and every person possesses a unique voiceprint makes the identification of a speaker to be theoretically possible. This can be achieved through acoustic analysis of the intonation counters, pitch and vowel length. When the pairs of the spectrographs that show the suspect speaker and the known speaker uttering similar words are matched, the speaker can be easily identified (Olsson 2004, p. 71). The fact that voice stress analysis relies on eye comparison is a big problem. Another problem involves the variation that occurs in the same speaker. It is reported that the uttering of the same sentence a hundred times in quick succession does not produce any two identical uttering. Some countries like the United Kingdom, however, prefer auditory analysis as opposed to the acoustic method. In auditory analysis, the speech samples are phonetically transcribed. This analysis is important as it allows the analysts to identify such features that are idiosyncratic like the speech impediments and the unusual realization of phonemes. Besides, the analysts might find the need to profile the social and regional identity of the speaker. Speech analysis nowadays accepts the mixed method as the most accurate and reliable. It can found its application in situat... ... and textual analysis (Gibbons 2003, p. 26). Works Cited Coulthard, M, & Johnson, A 2007, an introduction to forensic linguistics: language in evidence, Routledge, New York. Gibbons, J 2003, Forensic linguistics: an introduction to language in the justice system, Blackwell Pub, Malden. Gibbons, J, & Turell, TM 2008, Dimensions of forensic linguistics, John Benjamins Publishing Company, Amsterdam. Jordan, SN 2002, Forensic linguistics: the linguistic analyst and expert witness of language evidence in criminal trials, Biola University, La Mirada. McMenamin, GR, & Choi, D 2002 Forensic linguistics: advances in forensic stylistics, Crc Press, Boca Raton. Olsson, J 2008, Forensic linguistics, Continuum, London. Olsson, J 2004, Forensic linguistics: an introduction to language, crime, and the law, Continuum International Publishing Group, London .

The Tell-Tale Heart and the Labovian Theory :: Tell-Tale Heart Essays

The Tell Tale Heart and the Labovian Theory      Ã‚  Ã‚   The Labovian theory of a developed narrative contains six mandatory components.   These components help the reader, or listener to a broader understanding of the thoughts and motivation of the internal narrator and the external storyteller.   The abstract gives a representation about the story.   The orientation draws a picture to familiarize the reader/listener of the necessary w's; who, what, when, where.   The complicating action is the turn of events on which the story hinges. The resolution determines the outcome and usually leaves the reader/listener aware of a feeling of closure. The evaluation is the most essential component of the Labovian theory.   It permeates throughout the narrative in hopeful attempts to keep the interest of the reader/listener peaked.   The coda compliments the evaluation and brings the narrator and the reader/listener back together on common ground in order to bring the story to a close.   Edgar Allan Poe's short story of a passionless crime undone by the heart incorporates the Labovian components.   "The Tell-Tale Heart" is a   masterly written narrative, full of subtle nuances quick to deceive the senses.   Poe sends the reader spinning into a world of symbolism, questioning the art of madness, and fearing the depravity of reason.      Ã‚  Ã‚  Ã‚  Ã‚   The "The Tell-Tale Heart"   is, at a glance, seemingly about a man plotting to kill another man in cold blood.   Looking further into the words, the reader can find a story of a man obsessed with senses and the ability to have complete control over them. The narrator uses reason to overwhelm the morality of his actions.   His obsession takes over his whole being, thus bringing on the madness which over powers his   world.   The focus of the abstract is first   seen as the narrator describes his idea as, "haunting him day and night"(226).   Only an obsessed person could let something get to the point where they cannot think of anything else.   Poe uses strategic wording to pinpoint the abstract.   Poe blatantly announces the point, and the narrator confesses,   "Madmen know nothing.   But you should have seen me.   You should have seen how wisely I proceeded . . . "(226).   He was a coldly calculating man, obsessed that reason can conquer any sense, which in the end he finds is a never-ending battle.

Library system Essay

Introduction The world of Information Technology transformed and made the life of human beings easier through the innovation of different machines and software applications. Faster and reliable sources have been offered by search engines which are all over the web. But even though this is the case, many schools and universities are still requiring their students to use library materials in their researches and school works. From the statement of purpose, the compute’rized library system: meeting information needs of the people of Saint Michael College of Caraga, Nasipit, Agusan del Norte. Our proposed system, the Saint Michael College of Caraga Library Management System, is a system wherein there is no need of manual library transactions. This will carry out different processes such as searching books, keep records of the books, borrowing of books and return of books. Hence, at present, Saint Michael College of Caraga is maintaining the School Library in a manual basis. Handling bulky records in a manual method is very difficult. And the process of updating could not be done easily and accurately. Likewise, a manual procedure of handling bulky record is very slow and is prone to manual errors. Consequently, it is proposed that Saint Michael College of Caraga shall maintain an electronic data base management system (DBMS) for the purpose of maintaining the records of the School Library for easy, fast and accurate processing and maintenance of these records that will enhance management decisions and for the improvement of its services to all the stakeholders of Saint Michael College of Caraga. Library is regarded as the brain of any institute; many institutes understand the importance of the library to the growth of the institute and their esteem users (students). Library Management System of Saint Michael College of Caraga supports the general requirement of the library like acquisition, cataloguing, circulation that offers many flexible and convenient features, allowing librarians and library users to maximize time and efficiency. Library System gives the all detailed information about students, staff and books. It will track on the how many books available in library and books issued to the students. It shows popular book among the students. It will provide book lost in library. It keeps the record of the suppliers and book binders. It generates MIS reports for management. Our software is customizable for any library requirement. In this chapter we take opportunity to consider changes in the library services, not in terms of minor, short term change in equilibrium of the sort just noted above, but in longer term. There has been continuing concern about the future of the libraries. Given the extent to which the provision used and the libraries are influenced by the social environment, and given possibilities by the use of new information technology; it would be unreasonable to expect libraries to remain  static. But if not, what would be the nature of the change? The issue is not whether there is a change but what will be the change. If we are to make a claim to understand the nature of library services, the surely we ought to have notions, some forecasts, about how library system might change. Purpose and Description In setting up a library, one aspect that should be considered, what are the resources the library has and what are the ways to provide a better service to the students? Well, one of the easiest ways is having a system to organize all the transactions in the library. A library system is software that will handle basic and systematic organization of function in the library. The system would provide basic set of features to add/update student’s information, add/update books information, search for books and manage check-in/check-out processes. In this application we can maintain the records of students and books and enable to determine how many books are issued and likewise determine the available books in the library. The proposed library system will greatly improve the efficiency of the school library. This study has the following hypothesis: The profiles of the respondents taken are their names, Student ID Number, Year and Course, and Title and Author of the Book Borrowed. The manual system is very time consuming, inconvenient when it comes to recording, organizing and retrieving borrower’s record in the log book. There are few solutions but many a times, we â€Å"making them works† by finding â€Å"ways to work around† system inadequacies. Moreover we have limited staff resources, these â€Å"work around† waste time, effort, and skills that should be spent on user services. solutions do not keep up with the technological changes and hence prove to be time wasters. Library Management system is a small footprint software suitable for personal /individual Libraries. You can store the information about the books and other material and control the movement of the same. Silent Features †¢ Control the movement of books and other material and avoid losing the same. †¢ Search if you have a specific book in your collection based on t he title, author etc. †¢ Print the spine labels for the book. †¢ Find what a specific person has borrowed from you. Objectives The main objective of the application is to automate the existing system of manually maintain the records of the Book Issue, Book Return from the student, Stock Maintenance, and Book Search to be computerized. And to develop a database which stores user details and book details, give reliable search facility for the user, create an easy to understand user friendly environment. So the Book Issue, Return, Searching will be faster. This application can be used by any Library to automate the process of manually maintaining the records related to the subject of maintaining the stock  and Book Issues. The general objective of this study is to design and develop a library system that will serve as a proposal to help librarians save time with the automation of its daily operation. Specific Objectives: †¢To computerize records keeping of books; †¢To allow librarians to retrieve complete information of the book and its borrowers. †¢To check the availability of the books and penalties. †¢To search, issue and return of books. †¢It can only be utilized by the librarian Scope and Limitation The study only focuses on the Information Technology Library Management System of  Saint Michael College of Caraga. Without computers, as some libraries are, all of them are dependent on paper work. When compared to computerized systems, data backup and data retrieval systems are inefficient and labor intensive. Users of a paper based system become almost wholly reliant on the librarians, for all levels of service, whether they are enquiries about existing books, inter-library loans, or the availability of books. There is additionally no real involvement of a user in the entire process. The transactions that the system accommodates are the attendance of every student that  enter the library, book registration and deletion, updating book information and searching thesis references, Borrowing of books, and keeping the record of transaction. Review of Related Literature This chapter contains the relevant outline of literatures related to the study of Library system. This study composed of programming languages, Database and Graphical User Interface (GUI) that is used in the system. This system would be used by members who may be students or professors of that University to check the availability of the books and borrow the books using  automated device, and by the librarian to update the databases. Thepurposeofthisdocumentistoanalyzeandelaborateonthehigh-levelneedsand features of the Library Management System. It focuses on the capabilities and facilities provided by a Library. The details of what all are the needs of the Library Management System and if it fulfils these needs are detailed in the use-case and supplementary specifications. Automated book monitoring system helps to reduce the effect of entering the wrong quantity and the amount of staff time devoted to repetitive activities. Related Studies  According to ACRL (1994) suggested that institution should be prepared to utilized new technologies for accessing information as they are developed. This is why operating the library operations is quite a welcome idea. According to Jeff Kaplan (05/08/2007 A new generation of automated network management software and services is helping in-house staff address this challenge. These let network professionals establish regular patch-management procedures to safeguard against escalating security threats; and create system monitoring routines to identify load imbalances, which could cause service disruptions or performance problems. They also discover, inventory and track assets to make sure that hardware and software licenses are up-to-date and that problems can be resolved faster. According to Voustin Sweere (Aug. 2001) Nowadays every book keeping system used in practice is automated. Most book keeping software an integrated information system are based on database. In this paper, we develop a conceptual book keeping model which is not based on manual techniques, but which is applicable in database environment. Technical Background In this chapter, it provides an overview of all the overall system design, features and  functionalities. The system is design to implement a computerize library management system in Saint Michael College of Caraga. This system consists of one user, the administrator. The administrator can access the system by having first the login security which they have to input his/her user name and password. Once the inputted username and password did not match, the required/registered information it displays â€Å"Invalid Username and Password†. If the username and password match the registered information, the next form will display depending on the role of the administrator.

Term Paper on Leadership

Most executives have come to rely on a familiar set of behaviors and skills, often exhibited in the way they communicate within their team. The High-Impact Leadership Executive Program is designed to help senior executives build distinctive communication skills that will help in shaping their leadership style and presence. When a person is deciding if she respects one as a leader, she does not think about his attributes, rather, she observes what one do so that she can know who the leader really are.She uses this observation to tell if one is an honorable and trusted leader or a self-serving person who misuses authority to look good and get promoted. Self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers. Be Know Do The basis of good leadership is honorable character and selfless service to your organization. In our employees' eyes, leadership is everything one does that affects the organization's objectives and their well-being.Respected leaders concentrate on: o what they are [be] (such as beliefs and character) o what they know (such as job, tasks, and human nature) o What they do (such as implementing, motivating, and providing direction). People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. Leadership: Leadership can be defined as one's ability to get others to willingly follow. Every organization needs leaders at every level.Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leadership has been described as the â€Å"process of social influence, in which one person can enlist the aid and support of others in the accomplishment of a common ta sk†. A leader with vision has a clear, vivid picture of where to go, as well as a firm grasp on what success looks like and how to achieve it. But it’s not enough to have a vision; leaders must also share it and act upon it.Jack Welch, former chairman and CEO of General Electric Co. , said, â€Å"Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion. † Leadership Theories TRAIT THEORY: Theories that consider personal qualities and characteristics that differentiate leaders from non-leaders. Reemergence: New methods and measurements were developed after the influential reviews that would ultimately reestablish the trait theory as a viable approach to the study of leadership.For example, improvements in researchers' use of the round robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across a variety of situations and tasks. Additionall y, during the 1980s statistical advances allowed researchers to conduct meta-analyses, in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive and parsimonious picture of previous leadership research rather than rely on the qualitative reviews of the past.Equipped with new methods, leadership researchers revealed the following: ? Individuals can and do emerge as leaders across a variety of situations and tasks. ? Significant relationships exist between leadership and such individual traits as: ? intelligence ? adjustment ? extraversion ? conscientiousness ? openness to experience ? general self-efficacy While the trait theory of leadership has certainly regained popularity, its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks.Specifically, Zaccaro (2007) noted that trait theories still: 1. focus on a small set of individual attributes such as Big Five personality traits, to the neglect of cognitive abilities, motives, values, social skills, expertise, and problem-solving skills; 2. fail to consider patterns or integrations of multiple attributes; 3. do not distinguish between those leader attributes that are generally not malleable over time and those that are shaped by, and bound to, situational influences;Do not consider how stable leader attributes account for the behavioral diversity necessary for effective leadership. Behavioral and style theories: In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviors, evaluating the behavior of successful leaders, determining behavior taxonomy, and identifying broad leadership styles. David McClelland, for example, posited that leadership takes a strong personality with a well-developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps even essential.Kurt Lewin, Ronald Lipitt, and Ralph White developed in 1939 the seminal work on the influence of leadership styles and performance. The researchers evaluated the performance of groups of eleven-year-old boys under different types of work climate. In each, the leader exercised his influence regarding the type of group decision making, praise and criticism (feedback), and the management of the group tasks (project management) according to three styles: authoritarian, democratic, and laissez-faire. The managerial grid model is also based on a behavioral theory.The model was developed by Robert Blake and Jane Mouton in 1964 and suggests five different leadership styles, based on the leaders' concern for people and their concern for goal achievement. Situational and contingency theories: Situational theory also appeared as a reaction to the trait theory of leadership. Social scientists argued that history was more than the result of intervention of great men as Carlyle suggested. Herbert Spencer (1884) s aid that the times produce the person and not the other way around.This theory assumes that different situations call for different characteristics; according to this group of theories, no single optimal psychographic profile of a leader exists. According to the theory, â€Å"what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions. † Some theorists started to synthesize the trait and situational approaches. Building upon the research of Lewin et al. , academics began to normalize the descriptive models of leadership climates, defining three leadership styles and identifying which situations each style works better in.The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the â€Å"hearts and minds† of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it provides, but as the leaders do not â€Å"take charge†, they can be perceived as a failure in protracted or thorny organizational problems.Thus, theorists defined the style of leadership as contingent to the situation, which is sometimes, classified as contingency theory. Four contingency leadership theories appear more prominently in recent years: Fiedler contingency model, Vroom-Yetton decision model, the path-goal theory, and the Hersey-Blanchard situational theory. The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called situational contingency. This results from the interaction of leadership style and situational favorability (later called situational control).The theory defined two types of leader: those who tend to accomplish the task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a â€Å"favorable situation†.Fiedler found that task-oriented leaders are more effective in extremely favorable or unfavorable situations, whereas relationship-oriented leaders perform best in situations with intermediate favorability. Victor Vroom in collaboration with Phillip Yetton (1973) and later with Arthur Jago (1988), developed a taxonomy for describing leadership situations, which was used in a normative decision model where leadership styles were connected to situational variables, defining which approach was more suitable to which situation.This approach was novel because it supported the idea that the same manager could rely on diff erent group decision making approaches depending on the attributes of each situation. This model was later referred to as situational contingency theory. The path-goal theory of leadership was developed by Robert House (1971) and was based on the expectancy theory of Victor Vroom.According to House, the essence of the theory is â€Å"the meta proposition that leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance†. The theory identifies four leader behaviors, achievement-oriented, directive, participative, and supportive, that is contingent to the environment factors and follower characteristics.In contrast to the Fiedler contingency model, the path-goal model states that the four leadership behaviors are fluid, and that leaders can adopt any of the four depending on what the situation demands. T he path-goal model can be classified both as a contingency theory, as it depends on the circumstances, and as a transactional leadership theory, as the theory emphasizes the reciprocity behavior between the leader and the followers. The situational leadership model proposed by Hersey and Blanchard suggests four leadership-styles and four levels of follower-development.For effectiveness, the model posits that the leadership-style must match the appropriate level of follower-development. In this model, leadership behavior becomes a function not only of the characteristics of the leader, but of the characteristics of followers as well. Leadership on the whole: Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. So, leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership. [pic]While leadership is learned, the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique. Leadership Models Leadership models help us to understand what makes leaders act the way they do. The ideal is not to lock yourself in to a type of behavior discussed in the model, but to realize that every situation calls for a different approach or behavior to be taken.Two models will be discussed, the Four Framework Approach and the Managerial Grid. Four Framework Approach: In the Four Framework Approach, Bolman and Deal (1991) suggest that leaders display leadership behaviors in one of four types of frameworks: Structural, Human Resource, Political, or Symbolic. [pic] This model suggests that leaders can be put into one of these four categories and there are times when one approach is appropriate and times when it would not be. That i s, any style can be effective or ineffective, depending upon the situation.Relying on only one of these approaches would be inadequate, thus we should strive to be conscious of all four approaches, and not just depend on one or two. For example, during a major organization change, a Structural leadership style may be more effective than a Symbolic leadership style; during a period when strong growth is needed, the Symbolic approach may be better. We also need to understand ourselves as each of us tends to have a preferred approach. We need to be conscious of this at all times and be aware of the limitations of just favoring one approach.Structural Framework: In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and ada ptation. Human Resource Framework: In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, advocating, and empowerment. hile in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud. Human Resource Leaders believe in people and communicate that belief; they are visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization. Political Framework: In an effective leadership situation, the leader is an advocate, whose leadership style is coalition and building. While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation.Political leaders clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders, use persuasion first, then use negotiation and coercion only if necessary. S ymbolic Framework: In an effective leadership situation, the leader is a prophet, whose leadership style is inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors.Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing plausible interpretations of experiences; they discover and communicate a vision. . Company Profile of ROBI: Background of â€Å"Robi† Axiata (Bangladesh) Limited is a dynamic and leading countrywide GSM communication solution provider. It is a joint venture company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan.Axiata (Bangladesh) Limited, formerly known as Telekom Malaysia International (Bangladesh), commenced its operation in 1997 under the brand name ROBI among the pioneer GSM mobile telecommunications service providers in Bang ladesh. Later, on 28th March, 2010 the company started its new journey with the brand name Robi. Robi is truly a people-oriented brand of Bangladesh. Robi, the people's champion, is there for the people of Bangladesh, where they want and the way they want. Having the local tradition at its core, Robi marches ahead with innovation and creativity.To ensure leading-edge technology, Robi has the international expertise of Axiata and NTT DOCOMO INC. It supports 2G voice, CAMEL phase 2 and GPRS/EDGE service with high speed internet connectivity. Its GSM service is based on a robust network architecture and cutting edge technology such as Intelligent Network (IN), which provides peace-of-mind solutions in terms of voice clarity, extensive nationwide network coverage and multiple global partners for international roaming. It has the widest International Roaming coverage in Bangladesh connecting 553 operators across 207 countries.Its customer centric solution includes value added services (V AS), quality customer care, easy access call centers, digital network security and flexible tariff rates. With its strengths and competencies developed over the years, Robi aims to provide the best quality service experience in terms of coverage and connectivity to its customers all over Bangladesh. Together with its unique ability to develop local insights, Robi creates distinct services with local flavor to remain close to the hearts of its customers. Objectives of RobiEMPOWERING YOU: Robi is there for people, where they want and in the way they want, in order to help them develop, grow and make the most of their lives through Robi’s services. Vision & Mission of â€Å"Robi† Vision To be a leader as a Telecommunication Service Provider in Bangladesh Mission ROBI aims to achieve its vision through being number ‘one’ not only in terms of market share, but also by being an employer of choice with up-to-date knowledge and products geared to address the ever changing needs of our budding nationLeadership Qualities of a HR Manager of ROBI Inspires a Shared Vision: An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who â€Å"lifts us up, gives us a reason for being and gives the vision and spirit to change. † Visionary leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on their own.According to Bennis â€Å"They offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organization. † (Bennis, 1997) A Good Communicator The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project lea dership calls for clear communication about goals, responsibility, performance, expectations and feedback. There is a great deal of value placed on openness and directness.The project leader is also the team's link to the larger organization. The leader must have the ability to effectively negotiate and use persuasion when necessary to ensure the success of the team and project. Through effective communication, project leaders support individual and team achievements by creating explicit guidelines for accomplishing results and for the career advancement of team members. Integrity One of the most important things a project leader must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices.Creating standards for ethical behavior for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of project leaders. Lead ership motivated by self-interest does not serve the well being of the team. Leadership based on integrity represents nothing less than a set of values others share, behavior consistent with values and dedication to honesty with self and team members. In other words the leader â€Å"walks the talk† and in the process earns trust. Enthusiasm Plain and simple, we don't like leaders who are negative – they bring us down.We want leaders with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey – we want to feel alive. We tend to follow people with a can-do attitude, not those who give us 200 reasons why something can't be done. Enthusiastic leaders are committed to their goals and express this commitment through optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and eff ective leaders know it. Empathy What is the difference between empathy and sympathy?Although the words are similar, they are, in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as they are projected into the object and has little concern for the reality and validity of the object's special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her own feelings, ideas and emotional history (Paul, 1970). As one student so eloquently put it, â€Å"It's nice when a project leader acknowledges that we all have a life outside of work. † CompetenceHaving a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent. Ability to Dele gate Tasks You demonstrate your trust in others through your actions – how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micro-managers, or end up doing all of the work themselves.As one project management student put it, â€Å"A good leader is a little lazy. † An interesting perspective! Cool Under Pressure When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity. â€Å"Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together. † (Bennis 1997) And remember – never let them see you sweat. Team-Building Skills A team builder can best be defined as a strong person who provides the substance that holds the team together in common p urpose toward the right objective.In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalize on each at the proper time, for the problem at hand. Problem Solving Skills Although an effective leader is said to share problem-solving responsibilities with the team, we expect our project leaders to have excellent problem-solving skills themselves.Leadership Styles Leadership style refers to a leader's behavior. It is the result of the philosophy, personality, and experience of the leader. Rhetoric specialists have also developed models for understanding leadership. The Participative leadership style favors decision-making by the group of ROBI. Such a leader gives instruction s after consulting the group. They can win the cooperation of their group and can motivate them effectively and positively. The decisions of the democratic leader are not unilateral as with the autocrat because they arise from consultation with the group members and participation by them. good reasons why ROBI started embracing and applying Participative Leadership: 1. Participative leadership adds real value to employee contribution in decision making, problem solving, planning and implementation. It focuses on developing them on many levels while landscaping future goals and plans that benefit ROBI. 2. Participative leadership meets strategic needs/goals of companys by supporting individuals to reach their personal development goals. Developing people creates the foundation for sustainable positive change. 3.Participative leadership is transformational as it wakes the inner leaders in people by reaching out to their deepest resources, expertise and natural ability to lead. It remo ves barriers and opens doors. 4. Participative leadership delivers results as it increases productivity and provides a satisfactory ROI . Employees perform loyalfully and is more committed to achieve company's goals and contribute to the long- term picture. 5. Participative leadership is an opportunity for leaders to let go of their parochial perspectives and do what is right to optimize the entire company's capacity, not just their own area.Benefits of Participative Leadership Participative leadership has been implemented in various corporate organizations in a big way. Leaders are seeing the benefits of getting their team members to participate in the decision-making process through discussions and deliberations. Here we see the obvious and some not-so-obvious advantages of participative leadership that is taking business teams to a whole new plane of progress. Everyone Participates The best advantage of the participative leadership model is that everyone in the team gets a chance to participate.Like in a democracy, the team members have their say in the decisions that the team makes as a whole. This fosters a sense of equality within the team and that helps everyone feel important as contributors. New Ideas Are Thrown about Participative leadership helps bring more minds together and hence there are more ideas and suggestions that are generated. Leaders, for whatever they are, are individuals and they may be limited in their capacities of thought. However, when several people belonging to different levels of activity are asked to contribute to the worth of a particular decision, new ideas emerge.Some of these could be practical issues that people at the top levels do not think about. Hence, the decision becomes more practical and implementable and creatively rich. Decisions Become More Result-Oriented Since everyone has put in some or the other effort towards the planning process and everyone has a feeling of importance, it is quite evident that they will w ork towards implementing their own suggestions as well. This is a much better approach at making a team do things-make them suggest those things themselves. It becomes easier for leaders to generate results.Leaders Can Assess the Worth of Their Policies During the participation, leaders can find out whether there are any constraints or impediments that might come in the way of implementation. They also get a feel of the enthusiasm factor, and can assess whether the people in the team are agreeable to the changes they are planning to implement. The level of participation is a direct indicator of the enthusiasm of the team and if the enthusiasm is higher, the plan will be implemented faster and in a more effective way as well. A Progressive ApproachParticipative leadership is gaining wide currency right now because it allows everyone to contribute; it knits together the entire organization through their participation. This is the contemporary approach that leadership recommends and us es, and it has the potential to take organizations towards new levels of success. Future Leadership Discovery When employees participate in the decision-making process, current management has the opportunity to see who is stepping up to the plate and who is coming up with ideas. This is just another tool for management to evaluate employees for promotion.When employees are promoted from within a company, less outsiders are brought in, and the employees are more motivated to do a good job. Many companies with defunct leadership practices often miss opportunities to promote from within. A new leader found within the company will be a valuable cornerstone for teamwork. Motivation All employees feel the need for motivation. Motivation is the key concept for change. People are naturally resistant to change, and leadership needs to find the proper theory to help people make the transition. Communication is the most important facet of motivation. If employees feel out of the loop, hen they are less likely to concentrate on the main goal of the team or organization. With participative leadership, the employee has more information and will stay more active in the change or decision process. Employers must initiate the communication as a show of faith to their employees. Team Spirit Since employees have a position and input in the decision-making process, the sense of involvement is not just felt individually but is felt as a team. If potential negative circumstances are involved in the decision that is to be made, team-centered involvement will allow the leadership to be informed more fully of the pros and the cons.Communication is still important. When the leaders finally make a decision, the team is prepared for it; and with its participation, the stress and resistance to change is diminished. If negative perceptions of the change is noticed, the team can diffuse the situation without leadership becoming involved. Employee Productivity Studies have shown that there i s a correlation between participative leadership and productivity. There is a suggestion that through communication and participative leadership high-quality performance can be obtained.Leadership that practices the participative model have higher ratings as managers than leaders who manipulate their employees. Participative leadership begins a cycle of productive leadership and productive employees. This cycle increases company profitability and allows for internal growth. More promotions are possible and the progress of productivity increases across the company as the team grows. Performance Emotions: Leadership can be perceived as a particularly emotion-laden process, with emotions entwined with the social influence process. In an organization, the leader's mood has some effects on his/her group.These effects can be described in three levels. 1. The mood of individual group members. Group members with leaders in a (say) positive mood experience more positive mood than do group me mbers with leaders in a (say) negative mood. The leaders transmit their moods to other group members through the mechanism of emotional contagion. Mood contagion may be one of the psychological mechanisms by which charismatic leaders influence followers. 2. The affective tone of the group. Group affective tone represents the consistent or homogeneous affective reactions within a group.Group affective tone is an aggregate of the moods of the individual members of the group and refers to mood at the group level of analysis. Groups with leaders in a positive mood have a more positive affective tone than do groups with leaders in a negative mood. 3. Group processes like coordination, effort expenditure, and task strategy. Public expressions of mood impact how group members think and act. When people experience and express mood, they send signals to others. Leaders signal their goals, intentions, and attitudes through their expressions of moods.For example, expressions of positive moods by leaders signal that leaders deem progress toward goals to be good. The group members respond to those signals cognitively and behaviorally in ways that are reflected in the group processes In research about client service, it was found that expressions of positive mood by the leader improve the performance of the group, although in other sectors there were other findings. Environment: Every organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities.This is brought about by its heritage of past leaders and its present leaders. Goals, Values, and Concepts Leaders exert influence on the environment via three types of actions: 1. The goals and performance standards they establish. 2. The values they establish for the organization. 3. The business and people concepts they establish. Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, mar ket leadership, plans, meetings and presentations, productivity, quality, and reliability.Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted. Concepts define what products or services the organization will offer and the methods and processes for conducting business. These goals, values, and concepts make up the organization's personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place. Leadership & Human Behavior:As a leader, we need to interact with our followers, peers, seniors, and others; whose support we need in order to accomplish our goals. To gain their support, we must be able to understand and motivate them. To understand and motivate people, we must know human nature. Human nature is the common qualities of all human beings. People behave according to certain principles of human nature. Human needs are an important part of human nature. Values, beliefs, and customs differ from country to country and even within group to group, but in general, all people have a few basic needs.As a leader we must understand these needs because they can be powerful motivators and helps to improve our performance. Analysis of the Leadership style/ Findings: Integrity: It is the integration of outward actions and inner values. A person of integrity is the same on the outside and on the inside. Such an individual can be trusted because he or she never veers from inner values, even when it might be expeditious to do so. A leader must have the trust of followers and therefore must display integrity. Honest dealings, predictable reactions, well-controlled emotions, and an absence of tantrums and harsh outbursts are all signs of integrity.A leader who is centered in integrity will be more approachable by followers. Dedication: It mean s spending whatever time or energy is necessary to accomplish the task at hand. A leader inspires dedication by example, doing whatever it takes to complete the next step toward the vision. By setting an excellent example, leaders can show followers that there are no nine-to-five jobs on the team, only opportunities to achieve something great. Magnanimity: It means giving credit where it is due. A magnanimous leader ensures that credit for successes is spread as widely as possible throughout the company.Conversely, a good leader takes personal responsibility for failures. This sort of reverse magnanimity helps other people feel good about them and draws the team closer together. To spread the fame and take the blame is a hallmark of effective leadership. Leaders with humility recognize that they are no better or worse than other members of the team. A humble leader is not self-effacing but rather tries to elevate everyone. Leaders with humility also understand that their status does not make them a god. Mahatma Gandhi is a role model for Indian leaders, and he pursued a â€Å"follower-centric† leadership role.Openness: Openness means being able to listen to new ideas, even if they do not conform to the usual way of thinking. Good leaders are able to suspend judgment while listening to others’ ideas, as well as accept new ways of doing things that someone else thought of. Openness builds mutual respect and trust between leaders and followers, and it also keeps the team well supplied with new ideas that can further its vision. Creativity: It is the ability to think differently, to get outside of the box that constrains solutions.Creativity gives leaders the ability to see things that others have not seen and thus lead followers in new directions. The most important question that a leader can ask is, â€Å"What if †¦ ? † Possibly the worst thing a leader can say is, â€Å"I know this is a dumb question †¦ † Fairness: It means dealing with others consistently and justly. A leader must check all the facts and hear everyone out before passing judgment. He or she must avoid leaping to conclusions based on incomplete evidence. When people feel they that are being treated fairly, they reward a leader with loyalty and dedication.Assertiveness: It is not the same as aggressiveness. Rather, it is the ability to clearly state what one expects so that there will be no misunderstandings. A leader must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what followers expect from their leader. Many leaders have difficulty striking the right amount of assertiveness, according to a study in the February 2007 issue of the Journal of Personality and Social Psychology, published by the APA (American Psychological Association).It seems that being under assertive or overassertive may be the most common weakness among aspiring leaders. Sense of humor: It is vital to relieve tension and boredom, as well as to defuse hostility. Effective leaders know how to use humor to energize followers. Humor is a form of power that provides some control over the work environment. And simply put, humor fosters good camaraderie. Intrinsic traits such as intelligence, good looks, height and so on are not necessary to become a leader. Anyone can cultivate the proper leadership traits. Process of great Leadership/SuggestionsTo help us be, know, and do, follow these principles of leadership. This Leadership guide expand on these principles and provide tools for implementing them: †¢ Know ourself and seek self-improvement – In order to know ourselves, we have to understand our be, know, and do, attributes. Seeking self-improvement means continually strengthening our attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.†¢ Be technically proficient – As a leader, we must know our jo b and have a solid familiarity with our employees' tasks. Seek responsibility and take responsibility for our actions – Search for ways to guide our organization to new heights. And when things go wrong, they always do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. †¢ Make sound and timely decisions – Use good problem solving, decision making, and planning tools.†¢ Set the example – Be a good role model for our employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see – Mahatma Gandhi. Know our people and look out for their well-being – Know human nature and the importance of sincerely caring for our workers. †¢ Keep our workers informed – Know how to communicate with not only them, but also seniors and other key people. †¢ Develop a sense of responsibility in our workers – Help to develop good character traits that will help them carry out their professional responsibilities.†¢ Ensure that tasks are understood, supervised, and accomplished – Communication is the key to this responsibility. †¢ Train as a team – Although many so called leaders call their organization, department, section, etc. team; they are not really teams†¦ they are just a group of people doing their jobs. †¢ Use the full capabilities of your organization – By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities. Conclusion From the above discussion we can easily understand that Axiata (Bangladesh) Ltd. (ROBI) is one of the top mobile Company of Bangladesh. It covers the whole Bangladesh by its network. There are many product and services of ROBI is available in Market. At this moment the company is in growing position.But the strategies of the company will make the compa ny â€Å"number one† mobile company of Bangladesh. So we can easily find out the Participative leadership style of ROBI is a very developed and effective one. As a multinational company for making the process more effective ROBI should analyze the recruitment and selection process of other multinational company of home and abroad. That can make ROBI perfect in recruiting people and the company will get efficient professionals, that will increased the productivity as well as revenue.

Promotion Strategy – Software Industry – Webtel

`TABLE OF CONTENTS S. NO. TOPIC Pg No. 1. Executive Summary 5-6 2. Brief History and Introduction 7-11 Of the company 3. Plan of Research 12-36 4. Research Methodology 37-44 5. Data collection & Data 45-57 Analysis 6. Conclusion 58 7. Suggestions 59 8. Bibliography 60 9. Annexure 61-63 EXECUTIVE SUMMARY The objective of the project was to find out the different sales promotional strategies in software industry. Software industry got the research carried out to find what the current trends are in the market and what the competitors’ playing. Also, market share of different player of the software industry was to be found and the recommendations to increase the market share for each individual player of software industry globally were to be given. The purpose of the study is to find out the market potential of different software player compared to other industry. Specifically, the research objectives are to: †¢ Gauge the consumer sentiment on the various sales promotional strategies provided by the various software industry players. †¢ Identify areas of improvement on the various services provided by the industry. Determine the type of promotional strategies needed by the consumers. †¢ Identify the important and attractive attributes in services to retain the existing consumers. †¢ Determine the type of selling parameters most popular with the consumer. †¢ Identify the important characteristics that make the software company attractive to buy their product. †¢ Gather and analyze the future asp irations of the customers with respect to the software. †¢ Rank and evaluate the relative importance the various players’ parameters associated with the software industry. For this purpose a primary research was conducted in the region of New Delhi and NCR regions. The target consumers were various educational institutes, CAs and accountants. The total field work was done for 15 days in which a total sample size of 100 consumers was covered. For the purpose of this research it was absolutely imperative for us to find out what the consumers want from their industry. It was also necessary to find out the consumer’s profile, i. e. his age, monthly income, occupation and sex. This required us to get a detailed questionnaire filled by the concerned person. All the analysis in the report is drawn out of these questionnaires. For carrying out the competitor analysis further help was taken from industry websites and journals. This research will provide software industry with information like the current market share of different players and also a detailed analysis of the services offered by other players and what are the most important criteria for selecting a particular software industry player. The software industry can also get data on prospective customers by designing its product offerings and marketing strategy in a way so as to attract more clients in the near future. BRIEF HISTORY& INTRODUCTION OF THE COMPANY WEBTEL ELECTROSOFT PVT. LTD is a company engaged in providing complete software and knowledge process outsourcing solutions and a host of other IT enabled services. Webtel Electrosoft Private Limited, a Company incorporated in the year 2000 is engaged in providing customized software solutions worldwide. In a short span of time, the company has been able to make a mark for itself by catering to the software needs of the professionals and corporates. The service edge of the Company lies in its accuracy, reliability, timeliness, confidentiality, cost effectiveness, continuity, and customer support and resource optimization. This has resulted in a satisfied customer base of over 15000 users for our software products. Our software packages have been widely appreciated and recommended by reputed Companies and CA firms. Mission and vision of the company is to achieve competitive advantage by rapidly delivering cost-effective, advanced, high-end technology enabled value-added business solutions and Dedicated towards Making IT a way of Life. Product of the company WEB-E-TDS – Complete TDS/TCS Management & E-Filing Software WEB-E-TAX – A Complete Software Solution for Preparation & Filing of ITR Forms 1, 2, 3, 4, 5, 6 & 8 DIGITAL SIGNATURE CERTIFICATES – Licensed LRA of MTNL TRUSTLINE WEB-E-SECURE – A Complete Software Solution for Data Security and Auto Back Up. WEB-D-VAT – A Complete Software Solution for D-VAT Management and E-Filing E-TDS |DISTINCTIVE FEATURES | | | |Generation of e-TDS Quarterly Returns through User Friendly |Preparation of Form 24Q, 26Q, 27Q, 27EQ & 27A for paper filing or own | |Software. |use. | |Automatic Generation of TDS certificates in Form 16, 12BA, 16AA & |Easy to fill familiar data entry module which assists error free data | |16A. punching. | |No need to create masters for Employees and Parties every Quarter. |Import of Masters from other softwares (subject to certain conditions). | |Import of   data from text/ fvu file generated from any software. |Automatic calculation of   Income Tax, TDS etc. | |Auto fill facility for data entry of breakup of monthly salary. |Automatic bifurcation of entries for which TDS deposited in 2 or more | | |installments. | |Duplication of Non-Salary Payments for repetitive entries. Facility to go to Next/ Previous Record to check and correct entries. | |Error Search & Automatic Validation as per NSDL File Validation |Online Quarterly. Return / Challan status | |Utility. | | |Excellent reports like Party wise and Section wise Monthly TDS |Generation of OLTAS Challan No. 281 and its party wise break-up. | |report. | | |Report of Defaults in TDS Deposit & Issue of Certificates. Export of various Reports to Excel for analysis. | |Online e-payment facility |Facility of Backup & Restoration of data. | |Facility for Live Updates | | E-TAX It is MANDATORY for ALL Cos. and Firms with Tax Audit to file IT Returns electronically |SALIENT FEATURES | | |[pic] | |Generation of Form 1, 2, 3, 4, 5, 6 & 8 in Manual & Electronic format. | | | |[pic] | |Paper Return of Income & FBT for all forms. | | |[pic] | |Computation of Income Tax. | | | |[pic] | |Computation of Quarter wise Fringe Benefit Tax (FBT). | | | |[pic] | |Calculation of Minimum Alternative Tax (MAT). | | |[pic] | |Calculation of Interest u/s 234A, 234B and 234C. | | | |[pic] | |Preparation of Schedule VI. Balance Sheet & Profit & Loss A/c. | | | |[pic] | |Printing of Challans for Income Tax & FBT. | | |[pic] | |One Time Creation of Masters. | | | |[pic] | |Reports of Returns Filed, Returns Pending, List of Assesses, Details of Assesses etc. | | |[pic] | |Facility to import Balance Sheet / Profit & Loss Account from Excel / Tally | | | | | | | |OPERATING UTILITIES | | | | |[pic] | |Upload Returns electronically as per prescribed format. | | | |[pic] | |Upload Single or Multiple returns. | | | |[pic] | |Backup & Restoration of Data. | | | |[pic] | |LIVE UPDATES. | | WEB-E-SECURE |SALIENT FEATURES | | | |[pic] | |Auto Backup of any file/folder/program in the same computer or on any other computer on LAN. | | | |[pic] | |Automatic Login to websites /E-Mail Accounts without the need to remember/enter user name/password. | | |[pic] | |Automatic backup of Excel, PowerPoint, PDF Files. | | | |[pic] | |Automatic Backup of data of different programs e. g. Web-e -TDS , Web-e-TAX, Tally & Busy etc. | | | |[pic] | |Facility to hide hard-disk drives for personal/confidential data. | | | |[pic] | |Secure login to avoid unauthorized access to computer. | | |[pic] | |Block particular Websites/Restrict Internet Access. | | | |[pic] | |Automatic logout after specified time to prevent misuse. | | | |[pic] | |Automatic Encryption of confidential/important files/folders to prevent misuse | | | WEB-D-VAT SALIENT FEATURES | | | |[pic] | |No need to go to Department’s website for Filling Return Online. | | | |[pic] | |Fill D VAT Return Offline. Submit Returns through Web-D-VAT Software. | | | |[pic] | |No need to enter Username and Password on Department’s website. | | |[pic] | |Facility to import data from Tally. | | | |[pic] | |Convenient, Fast and Timely Data entry for multiple clients in Web-D-VAT software | |even when internet or department website is not working. | | | |[pic] | |No need to create Client/Party M asters every time. | | |[pic] | |In-built checks to prevent data entry errors. | | | |[pic] | |Automatic generation of Monthly, Quarterly, Half-Yearly & Yearly returns, both electronic & manual. | | | |[pic] | |Automatic upload of VAT & Central Returns from software. | | | |[pic] | |Automatic generation of forms like DVAT-51, DVAT-55 etc. | | |[pic] | |Generation of Useful Reports like Received/ Pending C, D, E, F forms etc. | | | |[pic] | |Generation of Consolidated Sales & Tax Summary of various tax periods for comparison with accounts. | | | |[pic] | |Efficient and Effective Document Management System to replace manual records. | | |[pic] | |Facility for filing Revised Returns. | | | |[pic] | |Facility for TIN/Dealer Search. | | | |[pic] | |Facility of Backup/Restoration of Data. | | | |[pic] | |Facility of Live Updates. | | | FEW ESTEEMED CUSTOMERS OF THE COMPANY Dabur, Flex industries, Ernst and Young, CNBC-TV 18, Shehnaz, DMRC, Pawan Hans Helicopters, Amity International Business School, Tata Chemicals LTD, Nestle India Food Speciality, IFFCO Tokyo, MDLR Group, Koutons India, Liberty Shoes, Mothers Pride, HCL, Jagannath Institute of Management Sciences, FCI, Rich Look, Amtek Auto, IL&FS, Lumax Automotives LTD. PLAN OF THE RESEARCH INTRODUCTION Theoretical study is incomplete without the practical knowledge, now a day’s theory without practical is of no use. No doubt theory provides examines the elements of truth lying in the theory. To achieve this purpose, I have done a project on WEBTEL ELECTROSOFT PVT. LTD. DELHI During the project of 60 days, I have been trained to know how to find out 1. The changes in market. 2. Changes in customer’s behavior. 3. Changes in companies with change in customer’s behavior. Having Marketing specialization we have studied that marketing is the business function that identifies current unfulfilled needs and wants, design and measured their magnitude, determines which target markets, the organizations can best serve and decides on appropriate products, services and programmed to serve there markets. While going through this report, the reader can understand and estimate what and how much I have learned through my practical experience with WEBTEL ELECTROSOFT PVT. LTD. MARKETING RESEARCH Marketing research plays an important role in the process of marketing. Starting with market component of the total marketing talks. It helps the firm to acquire a better understanding of the consumers, the competition and the marketing environment. DEFINITION â€Å"Marketing research is a systematic gathering, recording and analysis marketing problem to facilitate decision making. Coundiff & Still. â€Å"Marketing research is a systematic problem analysis, model building and fact finding for the purpose of important decision making and control in the marketing of goods and services. Phillip Kotler. MAIN STEPS INVOLVED IN MARKETING RESEARCH Defining the Marketing Problem to be tackled and identifying the market research problem involved in the task. 1) Define the problem and its objectives. 2) Identify the problem. 3) Determine the information needed. 4) Determine the sources of information. 5) Decide research methods. 6) Tabulate, Analyze and interpret the data. 7) Prepare research report. 8) Follow-up the study. ) Define the problem and its objectives: – This includes an effective job in planning and designing a research project that will provide the needed information. It also includes the establishment of a general framework of major marketing elements such as the industry elements, competitive elements, marketing elements and company elements. 2) Identify the problem :- Identifying the problem involves getting acquainted with the company, its business, its products and market environment, advertising by means of library consultation and extensive interviewing of company’s officials 3) Determining the specific Information needed :- In general the producer, the manufacturer, the wholesaler and the retailer try to find out four things namely :- 1) What to sell 2) When to sell 3) Where to sell ) How to sell (4) Determine the sources of information :- a) Primary Data: – Primary dataset are those which are gathered specially for the project at hand, directly – e. g. through questionnaires & interviews. Primary data sources include company salesman, middleman, consumers, buyers, trade association’s executives & other businessman & even competitors. b) Secondary Data: – These are generally published sources, which have been collected originally for some other purpose. Source are internal company records, government publication, reports & publication, reports & journals, trade, professional and business associations publications & reports. 5) Decide Research methods for collecting data: – If it is found that the secondary data cannot be of much use, collection of primary data become necessary. Three widely used methods of gathering primary data are A) Survey B) Observation C) Experimentation A) Survey Method: – In this method, information gathered directly from individual respondents, either through personal interviews or through mail questionnaires or telephone interviews. B) Observation Method: – The research data are gathered through observing and recording their actions in a marketing situation. This technique is highly accurate. It is rather an expensive technique. C) Experimental Method: – This method involves carrying out a small scale trial solution to a problem, while at the same time, attempting to control all factors relevant to the problem. The main assumption here is that the test conditions are essentially the same as those that will be encountered later when conclusions derived from the experiment are applied to a broader marketing area. D) The Panel Research: – In this technique the same group of respondents is contacted for more than one occasion; and the information obtained to find out if there has been any in their taste demand or they want any special quality, color, size, packing in the product. ) Preparation of questionnaire b) Presetting of questionnaire c) Planning of the sample (6) Tabulate, Analysis and Interpret the Data:- The report must give/contain the following information:- a) The title of research b) The name of the organization for which it has been Conducted c) The objectives of research d) The metho dology used e) Organization and the planning of the report f) A table of contents along with charts and diagrams used in the reports g) The main report containing the findings h) Conclusion arrived at end recommendations suggested i) Appendices (containing questionnaire / forms used sample design, instructions. ) 7) Follow-up the study :- The researchers, in the last stage, should follow up this study to find if his recommendation are being implemented and if not, why RESEARCH DESIGN â€Å"Advertising is a paid form of non-personal presentation and promotion of ideas, goods or services by an identified sponsor. † 1. RESEARCH PROBLEM †¢ Increase the awareness level of Webtel Complete Software package. †¢ Seek the general perception of consumer towards Webtel Complete Software package. †¢ To find the performance of Webtel Complete Software package vis-a-vis other Brands. †¢ To know the consumer psyche and their behaviour towards 2. RESEARCH OBJECTIVES & Rela ted sub Objectives To know the relationship of sales with the advertisement. ? To know awareness of people towards Webtel Complete Software package ? To know in which segment chocolates are mostly like/preferred. ? To know which advertisement tool is mostly preferred by people. ? To know the preference of Webtel Complete Software package with comparison to other competitive brands. ? To know the factors which affects consumer’s buying behavior to purchase chocolates. 3. Information requirement †¢ First, I had to know about all the competitors present in the Complete Software package segment (Reputed and well established brands as well as Local brands). Before going for the survey I had to know the comparative packs and prices of all the competitors existing in the market. †¢ Since software is a product that attracts IT people and the other professionals hence I had to trace the market and segment it, which mainly deals with people of various professional groups. â⠂¬ ¢ As Complete Software package is different product, the main information needed is the various types of software available in the market, their serviceable value and various other facts. They can be termed as : †¢ As Webtel Complete Software package advertisements are mainly done through hoardings but on road show the advertisement is being telecasted timely and on the proper time or not. ABOUT THE PROJECT The project was titled research on WEBTEL which was taken as the universe and accountant offices of whole Delhi were taken as the sample for the project. Further project involved the collection of primary data by physically visiting the outlets and conducting a questionnaire based interview to collect primary data. Project involved the study of buying behavior of sample size our project requirements were:- Examine the Business Need or Opportunity:- Write a Clear Statement of Project Objectives:- Know the Difference between Wants and Needs:- Negotiate the Requirements Definition Interactively with the Customer:- Conduct a Thorough and Comprehensive Analysis:- Document the Results Unambiguously in Sufficient detail:- COMPETITION ANALYSIS OF WEBTEL Market situation NO CHOICE BUT TO E-COMPULSORY THE Finance Act, 2003 amended Section 206 of the Income-Tax Act, 1961 facilitating introduction of filing of tax deducted at source returns through the electronic media. This provision is effective June 1, 2003, and the details and modalities have been prescribed in `Electronic Filing of returns of Tax Deducted at Source Scheme, 2003†². As per the newly introduced scheme, corporates will have to mandatorily file TDS returns from financial year 2002-03 before March 31, 2004. There is no dispute that this bold step initiated by the Income-Tax Department has to be welcomed and corporates should fully co-operate in the successful implementation of this laudable initiative. TDS as a mechanism to collect taxes is here to stay and will play an extremely vital role in garnering direct tax collections on a regular basis. In the current situation, considerable time and paperwork is associated with TDS compliance which, by and large, is manual in nature and takes a heavy toll on both the assessee and the Department. It is in this context that these initiatives have to be understood. Forms, periodicity As per the I-T law, entities (both corporates and non-corporates — deductors) making payments (such as salary, interest, dividend, professional fees, brokerage, rent, and so on) to third parties (deductees) are required to deduct tax at source from these payments and deposit the same at any of the designated branches of authorised banks. To ensure proper checks and balances on these payments (TDS) and subsequent credit taken thereof by the deductees, the deductors are required to file TDS returns with the Department. TDS returns contain details such as name, Permanent Account Number (PAN) and address of deductees, date of payment, gross amount, amount of TDS, date of deposit of TDS amount in bank, name of bank branch where TDS amount deposited, and so on, in the data structure (file formats) prescribed by the Department. Salient features Collecting physical TDS returns, keeping proper checks and balances of TDS deducted and deposited by deductors and credit claimed thereof by deductees have always been matters of concern for the Department. Keeping in view the benefits that dematerialisation has brought to the capital market in the last few years, the Department is providing the facility for furnishing TDS returns in electronic form (e-TDS return). The Department has made it mandatory (w. e. f. June 1, 2003) for corporate deductors to furnish their e-TDS return. Non-corporate deductors can furnish their returns in physical form with their respective I-T offices. They can also furnish their e-TDS return through TIN facilitators (TIN-FCs) managed by the NSDL. Checklist After preparing the e-TDS return file, the tax deductor will check the following to ensure that the e-TDS return file is complete in all aspects and is ready for furnishing to TIN-FC: †¢ E-TDS return file is in conformity with the file format notified by the Department. Each e-TDS return file (Form 24, 26 or 27) is furnished in a separate CD/floppy along with duly filled and signed Form 27A in physical form. †¢ Separate Form 27A in physical form i s furnished for each e-TDS return. †¢ Form 27A is duly filled and signed by an authorised signatory. †¢ Striking and overwriting, if any, on Form 27A are ratified by the person who has signed Form 27A. †¢ E-TDS return file if compressed, is compressed using WinZip 8. 1 or ZipItFast 3. 0 compression utility only. †¢ New TAN quoted in e-TDS return file and mentioned on Form 27A is the same. Confirm new TAN by using search facility on the Department's Web site (www. incometaxindia. gov. in). Control totals, TAN and name mentioned in e-TDS return file match with those mentioned on Form 27A. †¢ In case of Form 24, copies of certificates of no deduction of TDS and deduction of TDS at concessional rate, received from deductees are attached. †¢ E-TDS return file has been successfully run through the Validation Software provided at the site www. incometaxindia. gov. in or http://tin. nsdl. com. The success of such initiative largely depends on wholehearted effor t on the part of the assessees to comply with the procedures. Admittedly, there will be initial teething problems which can be sorted out on a one-to-one basis or through seminars and interactive sessions with the officials of the Department. Once corporates ensure the success of such a scheme, it is only a matter of time that even non-corporates which have to necessarily computerize their operations for survival in business will also fall in line and furnish TDS returns in electronic form. Competitive advantage of WEBTEL WEBTEL occupies a market share of 50-60% which is the largest in Delhi and is expected to grow at 5% mainly from up gradation of softwares through new development. The market in Asia is going to grow by 3. 9%. To increase sales the firm should look at revolutionary ideas in marketing, sales, product development because the product a man buys shows his personality. Webtel is trying to increase global competitiveness through innovative products and speed-to-market. For this reason Webtel & Sharp are looking towards product planning, assessment of products for manufacturing E-TAX. A very different way for increasing market share can be like replacing 15% or 40% of its product range by a different product range of the same company. The main factors behind its success would be build retailer- Customer partnerships for long term value creation & accelerated production through cost reduction. This is possible through the joint venture in China or shifting base to Asia. Managers and employees should go through phases like on the job training, job rotation to explore competencies to understand which are the products to be changed & understand how to make more environment friendly products. Moreover employee safety advantages should also be created in the company. Moreover few joint ventures & alliances especially in case of E-TDS & E-TAX mainly by sourcing few components rom low cost production bases can definitely help in maximizing sales. Employee motivation and choosing likeminded employees for different localities is an added advantage. Understanding consumer ne eds and creating a long term relationship both with shareholders & customers is also a very big quality. These factors can help in Webtel become an employer of choice & a good corporate citizen. STRATEGY WEBTEL is working intensively to improve profitability. Competitive production, new products based on consumer insight, and a strong and global brand are components in a strategy which in coming years would generate profit margins on a level with the best in the industry. PRODUCT DEVELOPMENT In 2006, products that had been launched during the two previous years accounted for more than 40 percent of WEBTEL sales. The increased investment in product development based on consumer insight is definitely generating effects. Consumer insight is the foundation of all product development at WEBTEL. Understanding the needs of consumers as well as how they think, feel and act when they use softwares enables development work to be more accurate. Even better products are developed, and sales rise for products that consumers are willing to pay a higher price for. Resources for product development are in turn increased, and a positive spiral is created. THOUGHTFUL DESIGN Consumer interest in design is increasing continuously, which also increases the importance of design as a competitive tool. More and more people are willing to pay for good design. The Group's investments in design, which is a part of the product-development process, help to strengthen the brand and contribute to greater demand as well as higher margin HIGH RATE OF INVESTMENT Since 2002, investments in product development have increased from approximately 1 percent of sales to 1. 8 percent in 2006. At the same time, development has become more efficient through global cooperation and coordination of launches between different product categories. Investment as a percentage of sales is expected to increase somewhat in coming years. The focus is on developing products in profitable segments and high-growth areas, simultaneously making launches more accurate. Webtel has only one promise and one language. Consumers must always recognize the values that Webtel stands for, irrespective of which product or service they buy. Webtel is a strong, global and leading brand for both consumers and professionals. For a consumer-goods company like Webtel, the brand is one of the most important assets. Since a customer does not buy software often, consumers have only limited knowledge of what the market has to offer since their last purchase. A strong brand with a leading position that stands for quality and innovative products is attractive to both consumers and retailers. The brand can justify a higher price and provide a stimulus for repeat buying, and also contribute to higher profitability and additional resources for investing in development of new products. It is therefore of great importance to maintain the Webtel brand as strong, global and in the lead. â€Å"THINKING OF YOU†- GLOBAL MESSAGE All Group market communication shall create a uniform image of Webtel, in every product category and in every geographical market. In 2006, the new global communication platform was launched – â€Å"Thinking of you†. It highlights Webtel strong focus on consumer insight for development of new products, and profiles Webtel as a â€Å"Thoughtful Design Innovator†. INVESTING IN THE BRAND Investments in market communications in 2006 amounted to 1. 5 percent of net sales. Over the next few years this figure will rise to more than 2 percent. Investment in the Webtel brand accounted for approximately 70 percent of resources for market communication process in 2006. Strong local brands are combined with the Webtel brand in order to reinforce the link to Webtel and make marketing more powerful. The share of Group products sold under the Webtel brand, inclusive of double-branded products, rose from 18 percent in 2000 to approximately 45 percent in 2006. COST In an industry featuring tough global competition, maintaining low cost levels and efficient production is a prerequisite for success. Webtel is achieving savings in production and purchasing, chiefly by moving production to low-cost countries and increasing purchasing there. This is part of a proactive program for creating long-term competitiveness. GROWTH Webtel will achieve profitable growth through competitive production, innovative product development and a strong global brand that is in the lead. The focus is on improving the product offering and identifying areas – product categories, regions and sales channels – that can drive growth. GROWTH IN PRODUCT All the new products that Webtel launches are created by the Group's process for development based on consumer insight. This increases the probability that the products will be successful. Identifying product areas with a potential for rapid growth is a continuous priority. The trend is being driven by new, innovative products with good design, practical functions and good environmental properties. GROWTH IN REGIONS The Group's strategy is aimed at profitable growth. As a leading player in the market, this means that Webtel has to follow market growth in developing countries and selectively expand operations in specific product categories. The Group has a strong presence in growth regions such as Mumbai, Kolkata and Solan (H. P) in terms of both production and the market. Demand for latest softwares is increasing strongly in developing countries. Local presence and the broad experience of growth markets that Webtel has acquired create opportunities for continued expansion. GROWTH IN THE SALES CHANNEL The share of E-TDS of Webtel dealers is growing rapidly in Delhi and Mumbai. A strong and stable brand together with new and innovative products will enable Webtel to increase sales through these specialists. Prior to a purchase, the Internet is often a consumer's first contact with softwares. Webtel has a strong position on the web, and substantial investments will be made to further increase it. GROWTH VIA ACQUISTION In addition to organic growth, Webtel has opportunities for growth through acquisitions. The top priority is given to technology, products and brands that can help the Group increase its market share in the premium segment. DISTRIBUTION STRAREGY Chain of intermediaries, each passing the product down the chain to the next organization, before it finally reaches the consumer or end-user. This process is known as the ‘distribution chain' or the ‘channel. ‘ Each of the elements in these chains will have their own specific needs, which the producer must take into account, along with those of the all-important end-user. Webtel has different strategies for distribution of their softwares. They are as follows-: †¢ Distributor, who sells to retailers †¢ Retailer ,who sells to end customers †¢ Advertisement typically used for consumption goods Driven by consumers, the push for lower prices has caused software manufacturers to drive out costs from all parts of their operations in order to remain competitive. As , Ravi Kapoor head of Delhi integration for software manufacturer Webtel (headquartered in New Delhi) puts it, â€Å"in regard to external consumer price developments, in recent years prices have been on the whole falling. The average price of an E-TDS and E-TAX on the whole is lower. † In fact, he says, prices were higher even 5 years ago. Such cost pressure has caused Webtel, like many or most other software manufacturers, to examine its cost structure and try to improve the efficiency of all links in the supply chain. Among purchasing and supply management initiatives implemented by Webtel are inventory-reduction efforts, supplier consolidation, and creation of a â€Å"pull† demand system initiated by consumers, logistics improvement, early supplier involvement and cross-functional training. Last year net sales for the Webtel Group reached over 5 , with white goods representing 80% of the total. The Group also owns Frigidaire Home Products in the States. Taking inventory out of the chain Close on the heels of a long series of acquisitions, Webtel recently emerged from a vigorous two-year restructuring program, consolidating its operations at all levels. In the company's year-end report, President and CEO Ravi Kapoor notes that â€Å"between 1997 and 1999 the number of Webtel software Products warehouses was reduced from 52 to 33, and inventories measured in days were cut by more than 20%. Manufacturing flexibility is at the center of the company's operational strategy with the emphasis pla ced on customization rather than standardization. Jayant explains that the just-in-time (JIT) philosophy the company employed on the supply side 10 years ago now is being shifted downstream to large retail customers. â€Å"We need to move our focal point for the JIT concept away from the assembly line toward the shop floor of the retailer,† says Jayant. â€Å"That is where the JIT philosophy needs to be applied in order to be competitive. We can no longer run our plants based on manufacturing efficiency and measure performance by the number of appliances per man hour. That will only lead to us producing finished product that eventually we will then have to push out to the market. Instead, we need to make sure that what we make in the plant is really what the customer wants, and at the time when he wants it. † A spokesperson at Webtel's purchasing organization, headed by Jayant Chauhan, puts it this way: â€Å"Why should it not be possible to have a direct link from when Mrs. Sunita wants to buy E-TAX software where the supplier supplies an E-TDS element? Make the demand a pull situation, where each time we have a demand from our customer, it creates a direct pull back to our supplier. † Pull system requires frequent planning This intense customer-driven focus is no small task with 22 manufacturing entities located throughout India and responsibility for managing a total of 15,000 customers. In order to help make the concept work, Webtel has begun a program to manage the inventories of the company's larger retail customers and has succeeded in bringing the â€Å"frozen† period in manufacturing-the amount of time around which schedules are built-down to less than one week. This requires daily planning. In fact, an even tighter planning schedule currently is being tested at one of the company's manufacturing facilities in southern Europe. As Arjun explains, â€Å"We are testing production planning where we do it more than once a day. We change the planning one, two, three, and sometimes we approach four times a day, informing our suppliers via the Net, for example. Obviously this requires a high degree of coordination with suppliers, and Arjun, who is responsible for an $8 billion purchasing spend, is taking the fat out of the system, and reducing the supply base by 15% each year during the consolidation process. Key to this reduction is a shift to module purchasin g. â€Å"We have an aggressive program to reduce the number of suppliers,† says Arjun, â€Å"because we are moving toward a global purchasing policy. But in this process we are moving from buying raw materials and components to buying more modules or systems. That also will help us to reduce the number of suppliers. † Supplier performance measurement Webtel has about 5,000 suppliers. Three hundred of these furnish systems or complete modules. Arjun maintains supplier accountability with a number of evaluative tools, including a supplier classification model. Classifications include â€Å"preferred,† â€Å"active,† â€Å"restricted,† â€Å"disqualified,† and â€Å"potential. † Preferred suppliers must meet rigorous quality criteria, provide appropriate cost targets, and be on the leading edge in technical innovation. Active suppliers meet at least the minimum requirements and are used if preferred suppliers are not available. Potential suppliers are identified and evaluated in terms of their ability to support future needs. To change a classification, a supplier must go through an approval process that is administered at various organizational levels. Supplier performance is measured with a supplier-profile tool that rates suppliers on a scale of one to nine according to a list of 12 categories, as well as commodity-specific criteria. The first two categories relate to quality, the third to capacity, and the fourth to delivery performance. These ratings generate a supplier profile, which is then mapped against a minimum-to-preferred supplier performance model. Logistics initiatives Delivery performance is measured through logistics management up and down the chain, and purchasing and logistics work hand in hand to manage inbound direct materials. Perun Sharma, general manager of Mumbai logistics, is coordinating an effort with Jayant to make transportation fees more transparent, instead of being buried in the price of goods. This allows logistics to â€Å"chase† a logistics contract, offering it to a supplier as a way to reduce transport costs. â€Å"Frankly speaking,† says Perun, â€Å"that is an area where some of our suppliers make a mistake, giving us transportation at too low a cost. The important thing is that we can help our suppliers improve their transport cost and performance. † Perun also has been involved in reducing costs on the retail end of logistics, and he envisions a time in the future when entirely dedicated trains-operating within an organized hub system-will deliver goods according to precise timetables. â€Å"Fuel is up almost to a dollar a liter in Mumbai,† She explains. â€Å"It's heavily taxed because of environmental concerns. Therefore we are constantly looking to other means of transportation, and the most viable is, or should be, train transport. It's more environmentally friendly since there is lower energy consumption and fewer emissions per ton of freightage. The absolute best speed is not the most important thing, but rather if we say we can deliver it in two days, then we should be able to do so. Otherwise, I don't think we can live up to the future demands of our customers when it comes to service level. â€Å"Front loading† supplier expertise Arjun goes on to stress the importance of including suppliers as early as possible in the planning stages-in next-generation planning and R&D, for example. Then we know what we have in the pipeline for the next, let's say, the next coming years. These are ways we front load our activities with our suppliers. This early involvement needs to occur even before product development. † And what about the risk of leaking information to competitors? â⠂¬Å"Certainly there is an element of risk,† Arjun notes. â€Å"But it's really a total commitment on both sides. In software development, for example, you have to select your suppliers extremely early. First of all, because maybe you don't have so many suppliers that can provide you with the right technology. And, secondly, the technologies are so sharp now, there has to be a lot of integration. Furthermore, if these suppliers should share some of this information with your competitors, this would endanger their business with you. And, suppliers also benefit because they won't build the wrong inventory; they won't have the wrong raw materials in their factories. It's like in a marriage. It's not because you have a good contract that you can make it work. What you need is confidence between partners. † BRANDING The American Marketing Association (AMA) defines a brand as a â€Å"name, term, sign, symbol or design, or a combination of them intended to identify the goods a nd services of one seller or group of sellers and to differentiate them from those of other sellers. Therefore it makes sense to understand that branding is not about getting your target market to choose you over the competition, but it is about getting your prospects to see you as the only one that provides a solution to their problem. Every brand represents a promise to its market: â€Å"buy me and you will get this experience†. Strong brands are trusted brands; they have built a reputation with customers over time by living up to their promises of quality, innovation and leadership. We have many strong brands in our portfolio. Its main focus is to continue to build Electrolux, our biggest and most important brand, known and trusted by both consumers and professional users around the world. It also has a range of other strong brands for both consumers and the professional market. Objectives that a good brand will achieve include: †¢ The Confirms your credibility †¢ Connects your target prospects emotionally †¢ Motivates the buyer †¢ Concretes User Loyalty †¢ Delivers the message clearly To succeed in branding you must understand the needs and wants of your customers and prospects. You do this by integrating your brand strategies through your company at every point of public contact. Your brand resides within the hearts and minds of customers, clients, and prospects. It is the sum total of their experiences and perceptions, some of which you can influence, and some that you cannot. A strong brand is invaluable as the battle for customers intensifies day by day. It's important to spend time investing in researching, defining, and building your brand. After the entire brand is the source of a promise to your consumer. It's a foundational piece in your marketing communication and one you do not want to be without. Webtel has divided its brands into mainly three groups like: 1. Webtel Master  Brand 2. National consumer  brands 3. Special brands Webtel master  brand The name Webtel is found on a large number of our products, satisfying a wide range of consumer and professional needs. Sometimes the name appears on its own. With E-TDS, we aim to bring out the best of functional Indian form and technology to demanding consumers in Delhi and elsewhere. Webtel Professional satisfies the demands of even the most discerning professional CAs and accountant operators around the India. Webtel master  brand: †¢ E-TDS †¢ E-TAX †¢ Digital signature certificate National consumer  brands Due to a history of acquisitions, Webtel today has a large portfolio of brands that enjoy strong positions in their home markets. These brands are trusted by consumers who look for innovation, design and durability at affordable price levels. These are †¢ WEB-D-VAT †¢ WEB-M-VAT †¢ WEB-WB-VAT Special brands We enjoy a leading position with professional users in the industries we serve around the globe, such as web-e-manager and web-e-secure. Webtel Professional provides an extensive range of professional-grade products and solutions from our major national brands, but in addition we also have a number of specialist brands serving particular demands of professional users. These brands are like: †¢ WEB-E-MANAGER †¢ WEB-E-SECURE OBJECTIVE OF THE STUDY The need for study arose because of the high competitiveness of the market and use of different sets of marketing mix alternatives by different companies to enhance the sale of their products. Customers’ satisfaction has become the most important factor to remain in the business so, it is necessary for an organization to know the preference of the customer so that it is able to fulfill the requirements of the customers. Following are the objective of study, 1. To the present market scenario. 2. To know the changing demand of customers. 3. To know the changes that companies are bringing with respect to the changes in customers demand. 4. To have the practical knowledge of the market so that it could be applied in the world of corporate in the near feature. 5. To find out the changes in market demand of various WEBTEL product i. e. E-TDS, E-SECURE, E-TAX . 6. To study the changes in consumer behavior and demand. 7. To find out the changes in companies manufacturing pattern to change in market Behavior. 8. To compare the data collected for the year 2007 with year 2006. PRIMARY OBJECTIVE The main objective of the study undertaken was: †¢ To get the respondents’ insight – both, of the Consumers, i. e. the existing Accountant customers and the (Company owned and Franchisee outlets, respectively) Owners. SECONDARY OBJECTIVE In addition to knowing the perceptions, problems, their possible reasons and getting feedback from the existing Webtel Accountant customers, the study also : †¢ Finds the effectiveness of the company’s advertisements and promotional campaigns undertaken Makes people aware of the different plans of the company and suggests the best plan for them Finds the awareness levels regarding the various Value Added Services  (VAS) PROMOTIONAL STRATEGIES Marketing theory distinguishes between two main kinds of promotional strategy – â€Å"push† and â€Å"pull†. Push A â€Å"push† promotional strategy makes use of a company's sales force and trade promotion activities to create consumer demand for a product. The producer promotes the product to wholesalers, the wholesalers promote it to retailers, and the retailers promote it to consumers. Initially when Webtel came in the market they adopted push strategy which means introducing a product forcefully just to create demand for a product in the market. But sometime they realized that by this strategy they won’t be able to capture the market so they switch to pull strategy. A good example of â€Å"push† selling is mobile phones, where the major handset manufacturers such as Nokia promote their products via retailers such as Car phone Warehouse. Personal selling and trade promotions are often the most effective promotional tools for companies such as Nokia – for example offering subsidies on the handsets to encourage retailers to sell higher volumes. A â€Å"push† strategy tries to sell directly to the consumer, bypassing other distribution channels (e. g. selling insurance or holidays directly). With this type of strategy, consumer promotions and advertising are the most likely promotional tools. Pull A â€Å"pull† selling strategy is one that requires high spending on advertising and consumer promotion to build up consumer demand for a product. If the strategy is successful, consumers will ask their retailers for the product, the retailers will ask the wholesalers, and the wholesalers will ask the producers. A good example of a pull is the heavy advertising and promotion of children's’ toys – mainly on television. Consider the recent BBC promotional campaign for its new pre-school programme – the Fimbles. Aimed at two to four-year-olds, 130 episodes of Fimbles have been made and are featured everyday on digital children's channel CBeebies and BBC2. METHODOLOGY The research problem given to us was investigated on the basis of primary data collection and secondary data collection. I had intervened several clients in Delhi. A structured schedule (questionnaire) was prepared and the relevant information was gathered from various clients on the basis of questions of different sorts. Several information was also gathered from CAs and other information from accountants, internal files, in house journals, records and on the basis of our discussions held with different members of the branch team. Sampling Sampling is a method by which one can collect the various information about the population by just taking its sample. Here the sampling method undertaken was, Random sampling was done with the clients. Convenience sampling of Webtel product. TYPE OF RESEARCH CONCLUSIVE RESEARCH (DISCRIPTIVE):- FIELD SURVEY Questionnaires were put across to consumers to find out their perception and insight about Webtel complete software package to determine their needs, wants, reactions, preferences, impact of the current offerings and how they can be improved further, with a view to get an insight to the problems faced (if any), along with the new innovations that they may be looking forward to. Questionnaires were also put across the companies Owners to determine their perception and insight about Webtel software package, to look at the product from their perspective, and to cover the various above mentioned objectives Exploratory research exploratory research seeks to discover new relationship, emphasis on discovery of ideas. Marketing researches devote a significant portion of their work on exploratory studies when very little is known about the problem being examined. UNIVERSE & SOURCE OF DATA The plank on which the study rests is information, which will be procured as a judicious mix of both secondary data and primary sources of data. Primary data Data was collected specifically for the research need at hand. This includes:- ? Interviews and surveys of respondents with informed ideas about the subject of the project, with the help of questionnaires Secondary Data Already published data formed the launch pad for the study. This included: – i) Internal Data: which originates within the organization? ? Brochures, pamphlets ? Official reports ii) External Data: which originates outside the organization? ? Books Periodicals (magazines, journals) ? The World Wide Web for Information ‘or’ the Internet SAMPLING 1. Sampling Technique: Non probability sampling (A non probability sampling technique is that in which each element in the population does not have an equal chance of getting selected) 2. Sample Unit People who buy Software pac kage available on Online Demand, Registered Offices etc. 3. Sample size : 200 respondents (Designation Changing between personal and professional) These are the respondents belonging from different-different designations like Finance field, Engineering field, Medical field & Educational field. 4. Method : Direct interview through questionnaire. 5. Data analysis method : Graphical method. 6. Area of survey : New Delhi 7. Timing of survey : 9. 00 am to 6:30 pm method used for data COLLECTION (FIELD work) †¢ Questionnaire was prepared keeping the objective of research in mind. †¢ Questions were asked to respondents as regards to their willingness to purchase Softwares. †¢ The help of questionnaires conducted direct interviews, in order to get accurate information. †¢ In order to get correct information I had to approach consumers specially to the charted accountant and other professionals who are using complete accountant software package. I visited as many respondents as I can and asked them their real likings about any accountant software package and also got an idea, how a software package should be? †¢ It is really a Herculean task to understand Consumer Behavior, as the definition suggest, â€Å"Consumer behavior is a physical activity as well as d ecision process individual engaged in when evaluating, acquiring, using and disposing goods and services†. †¢ In order to collect accurate information I visited to different-different offices, each and every question was filled personally by the respondents and checked properly. †¢ People were not willing to answer, when they were contacted between 1. 00 pm to 5. 00 pm, the time when most of the people take rest during the scorching heat. research instrument used – details & why? If one wants to know what type of dentifrice people use, what they think of, television commercials, or why they buy particular brands of cars, the natural procedure is to ask them. Thus, the questionnaire method has come to be the more widely used of the two data collection method. Many consumers are now familiar with the telephone caller who greets them with â€Å"We are making a survey†, and then proceeds to ask a series of questions. Some interviews are conducted in person, others by telephone, and others by mail. Each of these has its special advantages and disadvantages and limitations. The questionnaire method in general, however, has a number of pervasive advantages and disadvantages. Discussion of particular variations will be more meaningful if these characteristics of the general methods are brought out first. A questionnaire consists of list of questions to be asked from the respondents and the space provided to record the answer / responses. Questionnaire can be used for the personal interviews, focus groups, mails and telephonic interviews. The choice among these alternatives is largely determined by the type of information to be obtained and by the type of respondents from whom it is to be obtained. The common factor in all varieties of the questionnaire method is this reliance on verbal responses to question, written or oral. Questionnaire in the project consists of: ? Multiple choice questions ? Dicthomus MULTIPLE CHOICE QUESTIONS: Questions of this type offer the respondents an alternative to choose the right answer among others. It is faster, time saving and less biased. It also simplifies the tabulating process. OPEN END QUESTIONS: In this type respondents are free to answer in their own words and express the ideas they think are relevant, such questions are good as first questions or opening questions. They introduce the subject and obtain general reaction. DICTHOMUS: These are the questions which are Boolean in nature. These answers are straightforward and respondents have to answer them in a straight way. That means the answer can only be either ‘Yes† or ‘No’. Data Collections Tools Collection of data cannot be done without proper planning and use of right method. Thus the tools used for collection of data was, a. Observation in different areas. b. Interview with clients. c. Questionnaire for clients. SAMPLING METHODS Sample design is a definite plan of obtaining some items from the whole population. The sample design used in this project is two state sampling i. e. cluster sampling and convenience sampling. The whole City & Country was divided into some geographical areas and I have chosen YAMUNA VIHAR, ASHRAM, JANAKPURI AND MANY MORE. CLUSTER SAMPLING Here the whole area is divided into some geographical area and a definite number of Charted Accountants were to be surveyed. CONVINIENCE SAMPLING This type of sampling is chosen purely on the basis of convenience and according to convenience. I visited Offices, Malls, Banks, and Institutes. Tools and techniques of analysis Data analysis was done on the parameter of use of software package on basis of quality, price used and preference given at the time of purchase. Technique used was comparison of the use of rice based on various parameters of various Webtel Clients. Designing Questionnaire: Our questionnaire was prepared with the specific aim of knowing the buying behavior of Webtel Software and so the questions were framed keeping in mind the context of the Service of software used, price, quality, frequency of purchase. Our questionnaire was both open and closed ended. Limitations 1. The study was limited in terms of geographical coverage as it was limited to the city of Delhi, this makes the findings not fit for other areas. 2. The whole study was completed in a short period of fifteen days. It was difficult to cover large sample. 3. Some clients gave biased response and did not give importance to the survey. This may affect the accuracy of the findings. 4. In estimates of market share of Webtel, I was not provided with the exact sales data by some clients. 5. During the survey some respondent had also shown a non corporate attitude towards the data collection. 6. Some clients gave irrelevant data regarding their sales which caused some difficulties in data analysis. DATA ANALYSIS AND DATA INTERPRETATION Project report and project interpretation are not complete unless and Until the data analysis and data interpretations are interpreted in the true form. In this study of mine, an attempt has been made to investigate and explore the market changes in terms of its products. This chapter definitely takes care of the specific interpretations and shall go a long way in explaining the logic behind the research problem. Analysis of Change in Customer Behavior For analyzing the change in customer’s behavior in terms of E-TDS and E-TAX, I had visited several clients. This can only be done by comparing the data collected from the market in year 2009 with the data of year 2008. The data collected regarding sales of E-TDS in a month are as follows, Avg. Sales of E-TDS and E-TAX per month in year 2008 PRODUCTS E-TDS E-TAX TOTAL Total Sales5942101 %age42%58% Avg. Sales of E-TDS and E-TAX per month in year 2009 PRODUCT E-TDS E-TAXTOTAL Total Sales6523 88 %age73. 86%26. 14% Graphical Representation of Data For E-TDS [pic] For E-TAX [pic] Data interpretation From the above given data we can make following interpretation. In the year 2009, sales of E-TDS were 73. 86% were as sales of E-TAX were 26. 4% and in the year 2008, sales of E-TDS decreased to 42%, were as sales of E-TAX increased up to 56%, With this we can make the conclusion that, there is a certain change in customers’