Learn About German Plural Nouns With -n and -en Endings

Find out About German Plural Nouns With - n and - en Endings Making a thing plural in English is really simple. You normally simply pop a - s or - es toward the end. The German language is as yet clear, yet it has some more guidelines to consider, because of the way that German things have sexual orientations. This is a gander at plural things that end with - n or - en.â The things in this gathering begin as for the most part female and include either â€n or â€en toward the conclusion to shape the plural. There are no fix things in this gathering nor are there any umlaut changes while shaping the plural. For instance: Kick the bucket Frau (the lady, particular) becomesâ die Frauen (plural). Kick the bucket Frau geht spazieren. (The lady is going for a stroll.) Kick the bucket Frauen gehen spazieren. (The ladies are taking a walk.)Nouns in this gathering include - en when the thing in particular finishes in a consonant. For instance, der Schmerz (the agony) becomesâ die Schmerzen (the torments). Exemptions to this standard are the point at which the word finishes in the consonants l or r. At that point the thing will just include - n.For example:die Kartoffel (the potato): bite the dust Kartoffelnâ (the potatoes) der Vetter (the cousin): pass on Vetternâ (the cousins) When things in this gathering end in a vowel, - n will be included. Exemptions to this standard are the point at which the vowels are the diphthongs au or  ei.For example:die Pfau (the peacock):â die Pfauen pass on Bckerei (the bakery):â kick the bucket BckereienAlso, things that end with in include - nen in the plural. Kick the bucket Musikantin (the female performer) becomesâ die Musikantinnen. See the outline beneath for additional instances of this plural thing gathering. Nom. represents nominative. Acc. represents accusative. Dat. represents dative. Gen. represents genitive. Plural things with â€n/en endings Case Solitary Plural nom.acc.dat.gen. pass on Schwester (the sister)die Schwesterder Schwester bite the dust Schwesterndie Schwesternden Schwesternder Schwestern nom.acc.dat.gen. der Mensch (the human)den Menschendem Menschendes Menschen bite the dust Menschendie Menschenden Menschender Menschen

A Comparison of Romantic Love in Shakespeares Sonnets & As You Like It

Shakespeare's Sonnets and Romantic Love in As You Like It   â â Shakespeare's parody As You Like It is plainly a peaceful satire with a nation setting, a subject spinning around affection and a story which comprises of a progression of unplanned gatherings among characters and a goals including changes of characters and perfect intervention.â The parody includes the customary abstract gadget of moving urban characters into the nation where they need to manage life in an alternate manner.â Whereas the peaceful satire was typically a vehicle for parody on adulterated urban qualities, in this play the parody gives off an impression of being aimed at the show of Petrarchan love.(Rosenblum, 86)  Renaissance shows of affection were emphatically impacted by the intricate arrangement of adoration called the Petrarchan tradition.â An Italian artist, Francesco Petrarch, composed a pattern of works to his cherished Laura, which turned out to be globally popular.â In his verse, Petrarch purports his undying adoration, and regrets her pitilessness for not restoring his enthusiastic devotion.â He likewise depicts the motivation for his affection - a solitary look from her eyes.â throughout his pieces, Petrarch and Laura never meet or speak.â She may not know he exists.â Midway through the poem succession Laura dies.â Petrarch keeps on worshiping and grieve her in refrain a very long time after her death.â His verse, intended to be perused and not performed, is simply the main structure for the in conflict.â  English Renaissance writers appreciated and imitated Petrarch.â He focused his poems on a progression of topics: Love, Chastity, Death, Fame, Time and Eternity.â Petrarch set up the fundamental type of the Italian piece as fourteen lines isolated into two clear parts, an initial o... ...rold.Shakespeare: The Invention of the Human.New York: Riverhead Books, 1998. Stall, Stephen, (ed).Shakespeare's Sonnets,New Haven: Yale University Press, 2000. Dolan, Frances E (ed).William Shakespeare: As You Like It, New York:â Penguin Books, 2000. Garber, Marjorie. The Education of Orlando. In Comedies from Shakespeare to Sheridan, Newark: Univ of Delaware Press, 1986. Hodges, Devon.â Life structures as Comedy. In Renaissance Fictions of Anatomy, pp50-67.â Amherst:â Univ of Massachusetts Press, 1985. Mowat, Barbara A. also, Paul Werstine (ed.s)â As You Like It by William Shakespeare, New York: Pocket Books, 1997. Moulton, Charles Wells,(ed)â The Library of Literary Criticism of English and American Authors Vol.1 (680-1638), New York: Peter Smith, 1935. Rosenblum, Joseph.â â A Reader's Guide to Shakespeare,â Barnes and Noble Books, 1997. Â

SCRUM

SCRUM SCRUM is an informal product development methodology, used to guide the product from design to completion. The process advances incrementally, and is often iterative. The guidelines that define the process are very basic and product development occurs in small pieces. Each completed piece is built upon by the next stage. The process remains flexible, since an important principle is the understanding that the customer requirements are fluid and ever changing. This means that a stage completed may need to be revisited occasionally and repeatedly.This process challenges the traditional product development approach, which is usually sequential in nature with requirements locked down in the initial goal setting stages. Instead, the aim is address new and unpredictable challenges throughout the process and allow the development team to efficiently deliver deadlines and respond to new challenges. © Shutterstock.com | SakaidasanIn this article, we look at 1) SCRUM values, 2) history of  SCRUM, 3)  how  SCRUM works, 4) major roles, 5) advantages of  SCRUM, 6) disadvantages of  SCRUM, 7) benefits of  SCRUM, and 8) challenges with  SCRUM.SCRUM  VALUESSCRUM is one of the Agile software development methodologies which are all based on the same principles as mentioned already. The Agile Movement has revolutionized modern software development and engineering through its values principles, champions and philosophies. SCRUM remains the most widely recognized and used of these methodologies and the Agile principles directly govern it. These are:Individuals and Interactions over Processes and ToolsThough necessary, processes and tools will be useless if the team does not have a strong relationship of trust and communications. It is the team’s responsibility to identify challenges and resolve them as well as to work closely with other teams within the organization to work on issues bey ond immediate team control.Working Software over Comprehensive DocumentationFor SCRUM to be successful, there needs to be a functional working result at the end of each incremental step. Though necessary design, analysis and testing needs to be properly documented, it is critical for the product to be ready to feed into the next stage of development.Customer Collaboration over Contract NegotiationIt is vital to involve the customer as part of the solution and the team and not view them as just a means to financial reward. The SCRUM product owner needs to act as a bridge between the team and the customer and create a strong collaborative environment.Response to Change over Following a PlanAll necessary information regarding the product and progress is available for the entire team to view and work on. Any problems that are creating a backlog or are emerging need to be discussed openly and worked on immediately. This is a vital element to the success of the process.These core Agile pr inciples then develop further into the core SCRUM Values, which are:Focus â€" The team focuses on only the key issues at one time and works towards delivering timely resultsCourage â€" Support, collaboration and teamwork allows the team to courageously take on greater challengesOpenness â€" The open and supportive environment allows discussion and sharing of concerns, allowing issues to be resolved quickly and efficientlyCommitment â€" The collaborative way of work allows team members to feel in control of their own areas and strengthens their commitment to the goalRespect â€" Shared successes and joint failures encourage mutual respect and an appreciation of each other.HISTORY OF SCRUMThe first definition of SCRUM came from Hirotaka Takeuchi and Ikujiro Nonaka in 1986. They described it as means to increase speed and flexibility in commercial product development. They used the terms holistic or rugby approach to describe it. In the game of rugby, scrum is used to describe the proce ss where the game begins again after a small violation of the rules. The methodology was first employed by Ken Schwaber at his company (Advanced Development Methods) in the 1990s. Eventually the term was standardized when Jeff Sutherland, John Scumniotales and Jeff McKenna worked on it at Easel Corporation. Schwaber and Sutherland worked together to combine their papers and experiences into the body of knowledge that is SCRUM.The Scrum Alliance and Scrum.org were formed to provide certifications and work on the methodology to improve quality and effectiveness.HOW SCRUM WORKSThe Scrum framework is an orderly and organized set of basic principles which allow the team to focus on core product development without being bogged down with non-essential tasks and activities.PhasesThe Scrum process can be broken down into three major phases.1. PlanningAt this point, work is done on basic project planning and rudimentary design decisions.2. Sprint CycleThe basic unit in the Scrum process is t he sprint. A sprint is one iteration of a specific duration. With basic planning complete, work begins on product development through an iterative cycle of generally three or four weeks. Sprint cycles are a repetitive process, and continue till the development process concludes. A basic principle of the Scrum process dictates that the product demonstrated at the end of each sprint be in complete working condition.The Sprint cycle may involve a number of meetings to ensure collaboration and encourage communication. These are:Sprint Planning Meeting â€" Here, the team decides the work to be done in a particular sprint cycle. The work to be completed is identified and the process for getting it done is identified and communicated. This meeting should not last more than 8 hours.Daily Scrum Meeting â€" These are conducted every day to encourage communication and ensure that everyone is on the same page. Specific rules govern this meeting such as team preparedness, punctuality, fixed meet ing location and time and fixed meeting duration.Sprint Review Meeting â€" In this meeting, results of the current sprint cycle are demonstrated along with a review of the process. Any work left incomplete is also discussed. If changes need to be made to any process step, then those are discussed and incorporated. This meeting also has a time limitSprint Retrospective â€" In this meeting, the concluded sprint is discussed among the team members with an aim to work on continuous process improvement. Best practices may be noted as well as areas of improvement.  3. ClosureOnce all required sprint cycles are concluded, the project itself is brought to a closure and the product prepared for release.MAJOR ROLESThe Scrum team consists of three core roles and may also include several supporting roles. Scrum only defines core roles however, as these are the individuals dedicated to the process and tasked with actually producing the product being developed.Product OwnerThe product owner is th e individual closest to the business end of the project. They are responsible for creating a bridge between the development team and all relevant stakeholders and have the responsibility of satisfying all relevant parties.This complicated task is achieved by managing the flow of work and identifying what areas and items need to be worked on in a particular sprint. This information is contained in a product backlog, which the product owner will maintain and communicate to the team to ensure clear understanding of priorities and roles.Since Scrum is centered on a close knit team, everyone has the responsibility to be productive and ask relevant questions to ensure the best possible outcome. Despite this support, this is a unique role and needs to be taken on by one nominated individual.A major responsibility of the product owner is to create a clear channel of communication. Expectations and priorities need to be conveyed from the stakeholders to the team and back from the team to the stakeholders. They will be responsible for demonstrations to stakeholders, announcement of important releases, progress reports on team status and milestones, updates to stakeholders on the process, and negotiations regarding priority shifts, funding and timelines.The product owner needs to be empathetic and should be able to speak the language of different stakeholders, given differing roles, backgrounds and levels of understanding.Development TeamThe development team is cross functional and made up of a variety of backgrounds and skill sets. The team may consist of between 3 to 9 people and these are the people who perform the actual development work on the product. This ranges from initial analysis to design, technical communications and testing among various other roles.The development team needs to be self-organized and dedicated to the project full time. The team has the task to deliver on each sprint cycle goal as planned and agreed upon. A list of tasks is drawn up and the team assesses how much can be completed in one cycle and what method will be used to reach this development goal.Scrum MasterThe final core role is that of a Scrum Master, who is a member tasked with supporting and helping team members follow processes. This person needs to be well versed in the Scrum methodology and terminology and should be able to impart this knowledge to others.The Scrum Master may also have the responsibility to remove roadblocks from the team’s path. These may be external to the team or any issues within the team. Despite this onus, he needs to foster a sense of self sufficiency within the team that allows them to address any issues and resolve them.Interestingly, this is not a traditional team leader role but more of a buffer between the team and distracting external influences. This buffer system helps ensure that a pure scrum framework remains in place, is understood by all and works smoothly to achieve each sprint goal.ADVANTAGES OF SCRUMThere are many a dvantages of the Scrum methodology. Some of these are:If the nature of the product allows, each sprint cycle results in a complete product that may be ready to market. This may help a company operating in a competitive industry to reduce time to marketThe sprint review requires product demonstrations and review at the end of each sprint cycle. This is a built in step by step testing mechanism and may allow for changes in scope or nature of the product development.Project requirements remain open to change and any new information or requests can be added along the way, ensuring a relevant and updated end product.DISADVANTAGES OF SCRUMAs with all frameworks, there are points to be wary of as well. These include:Planning and organization of the project may become a challenge if the initial goals provided are unclear or lack direction.If the end date is also flexible, there may be a tendency to prolong the development process beyond an optimum point with constant new design demands. Thi s may also cause problems with defined timelines and resource allocations.New requirements and uncertainty may create an intense project cycle with tight deadlines and high levels of stress.The requirement for frequent meetings with set guidelines require resources and time.The scrum team needs to be mature and dedicated and willing to look at their work critically. The team should also be strong communicators and foster trust within the team.BENEFITS OF SCRUM FORThe Scrum process holds a variety of benefits for each unique stakeholder. Some of these are:CustomersAs a customer, the responsive nature of the team may be a highly valued function. Instead of long processes and requests to change initial requirements, changes may be welcomed and quickly incorporated. Additionally, product life cycles are reduced with each cycle offering a somewhat complete product that is tested and demonstrated.VendorsThis process may allow vendors to invest in only highly specific materials and reduce overhead costs as well as time to market. This will result in more satisfied customers and higher retention rates and advocacyDevelopment TeamsSince all tasks are clear and directed, unproductive work is eliminated and there is more time to dedicate to work that makes a difference and is valued by all stakeholders. Product ManagersThese managers are generally the product owners in a Scrum framework and are able to ensure a satisfied customer since the process is aligned for customer needs and requirements. There is ample opportunity to prioritize and deliver true value. Project ManagersProject managers who may take on the role of Scrum Master have the benefit of simpler and more realistic planning and tracking of the project. They are exposed to task level progress and this awareness makes all the difference in successful and timely project monitoring. This in turn allows issues to be identified and addressed efficiently. CHALLENGES WITH SCRUMScrum requires close collaboration and c onstant communication within the team. It also attempts to address certain basic challenges of a more traditional development process. Some of these challenges are:Emergent RequirementsMost traditional approaches to product development set goals and note requirements at the very initial stages of the process with little room for adjustment. However, the requirements of any project generally remain fluid and can often change drastically during the course of the development process.Time, Cost, and Quality EstimatesTraditionally, timelines and resource requirements for a project are estimated at the beginning of the process. It is then decided how much can be achieved within these requirements. Or, based on requirements, time and resources may be loosely estimated often proving too optimistic or more than needed. This is often an inaccurate prediction.Incorrect Progress ReportingWith inaccurate estimates on all major aspects of the project, the development team may be faced with the di fficult situation of reporting incorrect levels of process or constantly battle with the management on progress.Though it is often used in a software development context, Scrum has actually been used successfully by various companies in a number of different fields showing its transferability and adaptability as an important product development concept. The basic nature of the governing principles is one reason for this variety of use and allows Scrum to be used both on its own and as guiding methodology for other product development methods.Intro to SCRUM in under 10 Minutes The Scrum framework offers a unique point of view in product development processes. Whether used independently or as an accompaniment to other methodologies, it can offer tremendous benefits and advantages. Though simple and basic, the scrum framework should be understood and implemented completely to ensure that maximum utility is devised for the product development.

Anwar Sadat and the October War - 906 Words

Various people have made significant contribution in defining the world order. Such contributions sometimes take extremist viewpoints that almost draw parallel lines between varying ideological standpoints that have informed world politics for many years. One such person is Anwar Sadat, the former president of Egypt. President Sadat took over after the demise of President Gamel Abdel Nasser in the year 1970, and led Egypt for eleven years. He attempted to reclaim the Sinai Peninsula which had been taken and claimed by Israel. Sadats plan to take back Sinai from Israel helped Egypt to redefine its power and prestige in the world and to initiate negotiations for a peace treaty with Israel. In the plan to take back the Sinai from Israel and also to reinstitute and reestablish unity amongst the Arab nations, Sadat employed diplomatic persuasion at its best. Several months prior to the 1976 war, president Sadat spent most of his time creating ties with the Organization of African Unity (OAU), and other summit talks. This plan proved successful as numerous African states, as well as the OAU, supported Egypt and isolated Israel while the other summit conferences backed Sadats plan to attack Israel. With regards to other Arab States, Sadat did not have to employ much effort or persuasion as most leaders of the nations were close to him. At this point, Sadat had managed to reinstate the confidence of the Egyptian people, get rid of the Soviet Union, and yet again isolate Israel.Show MoreRelatedThe October War of 1973 Essay1367 Words   |  6 Pages The 20th century could be defined by the many wars that took place during it. 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Research And Analysis On The Indian Banking Industry Finance Essay - Free Essay Example

Sample details Pages: 17 Words: 4977 Downloads: 9 Date added: 2017/06/26 Category Finance Essay Type Analytical essay Did you like this example? The Indian banking industry currently termed as strong, having weathered the global economic slowdown and showing good numbers with strong support flowing in from the Reserve Bank of India (RBI) measures. A report Opportunities in Indian Banking Sector, by market research company, RNCOS, forecasts that the Indian banking sector will grow at a healthy compound annual growth rate (CAGR) of around 23.3 per cent till 2011. Banking, financial services and insurance (BFSI), together account for 38 per cent of Indias outsourcing industry (worth US$ 47.8 billion in 2007). Don’t waste time! Our writers will create an original "Research And Analysis On The Indian Banking Industry Finance Essay" essay for you Create order According to a report by McKinsey and NASSCOM, India has the potential to process 30 per cent of the banking transactions in the US by the year 2010. Outsourcing by the BFSI to India is expected to grow at an annual rate of 30-35 per cent. According to a study by Dun Bradstreet (an international research body)-Indias Top Banks 2008-there has been a significant growth in the banking infrastructure. Taking into account all banks in India, there are overall 56,640 branches or offices, 893,356 employees and 27,088 ATMs. Public sector banks made up a large chunk of the infrastructure, with 87.7 per cent of all offices, 82 per cent of staff and 60.3 per cent of all ATMs. According to the RBI, Indian financial markets have generally remained orderly during 2008-09. In view of the tight liquidity conditions in the domestic money markets in September 2008, the Reserve Bank announced a series of measures beginning September 16, 2008. Thus, the average call rate which was at 10.52 per ce nt declined to 7.57 per cent in November 2008 under the impact of these measures. 2. INDUSTRY PROFILE 2.1 Definition Bank may be defined as a financial institution which is engaged in the business of keeping money for savings and checking accounts or for exchange or for issuing loans and credit etc. A set of services intended for private customers and characterized by a higher quality than the services offered to retail customers. Based on the notion of tailor-made services, it aims to offer advice on investment, inheritance plans and provide active support for general transactions and the resolution of asset-related problems. The essential function of a bank is to provide services related to the storing of deposits and the extending of credit. Basic function may include Credit collection, Issuer of banking notes, Depositor of money and lending loans. 2.2 Segments Banks in India can be categorized into non-scheduled banks and scheduled banks. Scheduled banks constitute of commercial banks and co-operative banks. There are about 67,000 branches of Scheduled banks spread across India. During the first phase of financial reforms, there was a nationalization of 14 major banks in 1969. This crucial step led to a shift from Class banking to Mass banking. Since then the growth of the banking industry in India has been a continuous process As far as the present scenario is concerned the banking industry is in a transition phase. The Public Sector Banks (PSBs), which are the foundation of the Indian Banking system account for more than 78 per cent of total banking industry assets. Unfortunately they are burdened with excessive Non Performing assets (NPAs), massive manpower and lack of modern technology. On the other hand the Private Sector Banks in India are witnessing immense progress. They are leaders in Internet banking, mobile banking, phone banking, ATMs. On the other hand the Public Sector Banks are still facing the problem of unhappy employees. There has been a decrease of 20 percent in the employee strength of the private sector in the wake o f the Voluntary Retirement Schemes (VRS). As far as foreign banks are concerned they are likely to succeed in India. Indusland Bank was the first private bank to be set up in India. IDBI, ING Vyasa Bank, SBI Commercial and International Bank Ltd, Dhanalakshmi Bank Ltd, Karur Vysya Bank Ltd, Bank of Rajasthan Ltd etc are some Private Sector Banks. Banks from the Public Sector include Punjab National bank, Vijaya Bank, UCO Bank, Oriental Bank, Allahabad Bank, Andhra Bank etc. ANZ Grindlays Bank, ABN-AMRO Bank, American Express Bank Ltd, Citibank etc are some foreign banks operating in India. 3. MARKET DYNAMICS 3.1 Market Overview The banking sector is a very important sector of the Indian economy. The sector has made a marked improvement in the liberalization period. There has been extraordinary progress in the financial health of the commercial banks with respect to capital adequacy, profitability, asset quality and risk management. Deregulation has opened new doors for banks to increase revenues by entering into investment banking, insurance, credit cards, depository services, mortgage, securitization, etc. The major participants of  the Indian financial system are the commercial banks, the financial institutions (FIs), encompassing term-lending institutions, investment institutions, specialized financial institutions and the state-level development banks, Non-Bank Financial Companies (NBFCs) and other market intermediaries such as the stock brokers and money-lenders. The commercial banks and certain variants of NBFCs are among the oldest of the market participants. The FI s, on the other hand, are relatively new entities in the financial market place. The challenges faced by the sector would be gaining profitability, reinforcing technology, maintaining global standards, corporate governance, sharpening skills, risk management and, the most important of all, to establish Customer Intimacy. The insurance business is one of the most rapidly growing areas in the financial sector. Growth in Banking sectors HDFC Bank and Axis Bank continue to remain as leaders of the private sector banks. Both the banks have maintained the advances growth and NIM. SBI, Punjab National Bank, Bank of India and Union Bank are expected to lead among PSU Banks. Public sector banks (PSBs) on January 12, 2009 also decided to lower interest rates on bulk deposits and to offer a maximum rate of 7.5 per cent for one-year maturity. According to the latest RBI data, growth in broad money (M3), year-on-year (y-o-y), was 19.6 per cent (US$ 151.04 billion) on January 2, 20 09 lower than 22.6 per cent (US$ 141.82 billion) a year ago. Aggregate deposits of banks, year-on-year, expanded 20.2 per cent (US$ 133.08 billion) on January 2, 2009 as compared with 24.0 per cent (US$ 127.49 billion) a year ago. The growth in bank credit continued to remain high. Non-food credit by scheduled commercial banks (SCBs) was 23.9 per cent (US$ 102.78 billion), year-on-year, as on January 2, 2009 from 22.0 per cent (US$ 77.79 billion) a year ago. Scheduled commercial banks credit to the commercial sector expanded by 27.0 per cent (year-on-year) as on November 21, 2008, as compared with 23.1 per cent a year ago. Non-food credit of scheduled commercial banks expanded by 26.9 per cent, year-on-year, as on November 21, 2008, higher than 23.7 per cent a year ago. Net banking capital amounted to US$ 4.8 billion in April-September 2008 as compared with US$ 5.7 billion in April-September 2007. Lending by banks also rose more than 76 per cent to Rs 2,80,000 crore ( US$ 57.26 billion) during April-November 2008-09 from the same period a year ago. ( Source- RBI Website ) 3.3 Trend Analysis ( Source- CMI Data Base- Prowess ) 3.3.1 Declining NPA Ratio: The net NPA ratio of Indian banks stood at 1 % in March 2008 as compared to 7 % in March 2000. Indeed, the recent global financial crisis is expected to have only a limited impact on Indian banks. Indian banking system is robust given the high Capital Adequacy Ratio, low NPAs, about 30% of the balance sheet in the form of government securities and cash, and low level of leveraging. 3.3.2 Increasing Number of Mergers There has been an increase in numbers of mergers as mergers and acquisition route is providing a quick step to acquire competitive size and offering banks an opportunity to share markets and reduce cost of product development and delivery. Consolidation in the banking sector is inevitable Mergers of smaller, newer banks would be much easier than the PSU banks, due to legal and social constraints. India is now moving in the direction of fewer but larger mega banks. While merging banks should keep in mind the inherent strengths and weaknesses of a taken over bank. Fundamental features like Portfolio, NPA levels, capital adequacy, technology levels, staff issues should be closely considered when planning for a merger. 3.3.3 Declines in Non Performing Assets (NPA) The gross NPAs of the scheduled commercial banks, which were as high as 15.7 per cent at end-March 1997, declined significantly to 2.4 per cent as at end-March 2008. The net NPAs of these banks during the same period declined from 8.1 per cent to 1.08 per cent. These figures too compare favorably with the international trends and have been driven by the improvements in loan loss provisioning by the banks as also by the improved recovery climate enabled by the legislative environment. 3.4 Key Drivers 3.4.1 Innovations The banking sector in India saw greater emphasis being pl aced on technology and innovation. Banks began to use technology to provide better quality of services at greater speed. Internet banking and mobile banking made it convenient for customers to do their banking from geographically diverse places. Banks also sharpened their focus on rural markets and introduced a variety of services geared to the special needs of their rural customers. Banking activities also transcended their traditional scope and new concepts like personal banking, retailing and banc assurance were introduced. The sector was also moving rapidly towards universal banking and electronic transactions, which were expected to change the way banking would be perceived in the future. 3.4.2 Improvements in the Regulatory Environment The regulatory environment in India is liberal in regard to the functioning of the foreign banks and whether the regulatory approach towards foreign participation in the Indian banking system is consistent with liberalized environment. Und oubtedly, the facts indicate that regulatory regime followed by the Reserve Bank in respect of foreign banks is non-discriminatory, and is, in fact, very liberal by global standards. Here are a few facts which bear out the contention. No restrictions have been placed on establishment of non-banking financial subsidiaries in India by the foreign banks or of their group companies. 4. PEST ANALYSIS 4.1 Political Factors 4.1.1 Regulations: Banking institution is flattering from compiling with the sets of regulations such as AMI( Anti- money laundering ), SOX (Sarbannes Oxley act ),etc. These regulations can pose challenges because of technological constraints and can impact on the profit banks are making. But from different prospective, one must comply with these regulations not only because they are mandatory but also because it will help in reputation building and customer and culture orientation. It is essential for global institution to comply with both the national as w ell as international regulations as it helps them establish ties with foreign countries as they view as reliable organizations. Technology makes it easier to comply with regulations. In case of the national banks, they are bound to have branches across India. Especially in case of bank with global presence, technology plays an important role as multiple regressions specific to the countries or region have to be complied with. A judiciously integrated solution system enables even a mammoth size financial institution to comply with regulation at ease. Banks need to adopt a holistic approach in order to comply with national, international, and regional regulations. Especially the bank has international presence then this become more necessary as they would have to fall in line for all three regulatory bodies. 4.1.2 High Capital Adequacy Ratio (CAR) for Implementation of Basel II: The Basel Capital Accord (Basel II) guidelines promulgated by the BIS to establish capital adequac y requirements and supervisory standards for banks to be implemented by 2007 and are structured by three pillars. The Basel II is designed to facilitate a more comprehensive, sophisticated and risk sensitive approach for banks to calculate regulatory capital. The proposals will enable banks to align regulatory requirements more closely with their internal risk measurement and to improve operational process. The Committee today consists of central bankers and supervisory regulators from 13 countries. Basel II attempts to accomplish protect the international financial system by setting up rigorous risk and capital management requirements designed to ensure that a bank holds capital reserves appropriate to the risk the bank exposes itself to through its lending and investment practices. In simple terms, the greater risk to which the bank is exposed, the greater the amount of capital the bank needs to hold to safeguard its solvency and overall economic stability. The basic purpose of this recommendation is to ensure that capital allocation is more risk sensitive, separating operational risk from credit risk and quantifying both, and attempting to align economic and regulatory capital more closely to reduce the scope for regulatory arbitrage. The 3-Pillar Approach of Basel II ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Minimum Capital Requirement (Addressing Credit Risk, Operatinal Risk Market Risk) ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Supervisory Review (Provides Framework for Systematic Risk, Liquidity Risk Legal Risk) ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ Market Discipline Disclosure (To promote greater stability in the financial system) 4.2 Economic Factors The Indian banking system is relatively insulated from the factors leading to the turmoil in the global banking industry. According to rating agency CRISIL, the recent tight liquidity in the Indian market is qualitatively different from the global liquidity crunch, which has been caused by a crisis of confidence in banks lending to each other. RBIs recent initiatives, including the reduction in CRR by 150 basis points from 11 October 2008, cancellation of two auctions of government securities, and confidence-building communication, have already begun easing liquidity pressures. The strong capitalization of Indian banks, with an average Tier I capital adequacy ratio of above 8 per cent, is a positive feature in their credit risk profile. Indian banks do face challenges in the current Indian economic environment, marked by a slower gross domestic product growth, depressed capital market conditions, and relatively high interest rate regime. The profitability of Indian banks is expected to remain under pressure due to increased cost of borrowing, declining interest spreads, and lower fee income due to slowdown in retail lending. 4.3 Social Factors Banking industry has played a major role socially. It has led to increased savings from the society in various ways like Savings Bank account, Fixed Deposit Account etc. It has led to habit of saving among the mass plus offering the society an interest for its savings. Over the years the banks in this industry have been the key players in building the economy by the way of lending people and taking their savings for the countrys well being. 4.3.1 Increased Usage of Online Banking Advantages previously held by large financial institutions have shrunk considerably. The Internet has leveled the playing field and afforded open access to customers in the global marketplace. Internet banking is a cost-effective delivery channel for financial institutions. Consumers are embracing the many benefits of Internet banking. Access to ones accounts at anytime and from any location via the World Wide Web is a convenience unknown a short time ago. Thus, a banks Internet presence transforms from brouchreware status to Internet banking status once the bank goes through a technology integration effort to enable the customer to access information about his or her specific account relationship. The six primary drivers of Internet banking includes, in order of primacy are: Improve customer access Facilitate the offering of more services Increase customer loyalty Attract new customers Provide services offered by competitors Reduce customer attrition 4.4 Technological Factors 4.4.1 IT Services Indian banking industry, today is in the midst of an IT revolution. A combination of regulatory and competitive reasons has led to increasing importance of total banking automation in the Indian Banking Industry. Information Technology has basically been used under two different avenues in Banking. One is Communication and Connectivity and other is Business Process Reengineering. Information technology enables sophisticated product development, better market infrastructure, implementation of reliable techniques for control of risks and helps the financial intermediaries to reach geographically distant and diversified markets. In view of this, technology has changed the contours of three major functions performed by banks, i.e., access to liquidity, transformation of assets and monitoring of risks. Further, Information technology and the communication networking systems have a crucial bearing on the efficiency of money, capital and foreign exchange markets. Banks as well as other financial entities entered the world of information technology and with Indian Financial Net (INFINET). INFINET, a wide area satellite based network (WAN) using VSAT (Very Small Aperture Terminals) technology, was jointly set up by the Reserve Bank and Institute for Development and Research in Banking Technology (IDRBT) in June 1999. The Indian Financial Network (INFINET) which initially comprised only the public sector banks was opened up for participation by other categories of members. The first set of applications that could benefit greatly from the use of technologi cal advances in the computer and communications area relate to the Payment systems which form the lifeline of any banking activity. The process of reforms in payment and settlement systems has gained momentum with the implementation of projects such as NDS ((Negotiated Dealing System), CFMS (Centralized Funds Management System) for better funds management by banks and SFMS (Structured Financial Messaging Solution) for secure message transfer. This would result in funds transfers and funds-related message transfer to be routed electronically across banks using the medium of the INFINET. Negotiated dealing system (NDS), which has become operational since February 2002 and RTGS (Real Time Gross Settlement system) scheduled towards the end of 2003 are other major developments in the area. Internet has significantly influenced delivery channels of the banks. Internet has emerged as an important medium for delivery of banking products services. Detailed guidelines of RBI for Internet Banking has prepared the necessary ground for growth of Internet Banking in India. 4.4.2 Mobile Banking M-Commerce The Commerce of Convenience The leaders of telecom in India, Reliance and Airtel have taken the lead in offering m-commerce services. From bill payments to airline and railway ticketing to booking movie tickets and other random services, the services providers offer it all-Commerce in India is on a huge growth path and hybrid m-commerce service providers such as Pay mate now offering innovative services never heard of before. Mobile pays the bills PayMate allows mobile subscribers to make payments for merchant services using their cell phones. It is connected to merchants and banks to enable transactions. PayMate allows a transaction to be completed with a single SMS (one click) technology. ATM banking costs 80% while Internet and telebanking costs only 15% compared to normal banking transactions. Private sector Banks have pioneered internet banking, phone banking, anywhere banking, mobile banking, debit cards, Automatic Teller Machines (ATMs) and combined various other services and integrated them into the mainstream banking arena. Apart from the Mobile Banking, including of SMS Banking, Net Banking and ATMs are the major steps taken by the banks in India towards modernisation. With all these devices and systems, there is a complete freedom to experience. 5. MICHAEL PORTERS FIVE FORCE ANALYSIS 5.1 Buyers Power 5.1.1 Specialized Products for Women and Students Single women are increasingly making up the second-largest group of home-buyers, though their size is still small compared with the number of mortgage loans availed by men. ABN Amro Bank and Citibank have designed special womens accounts that cater to the investment requirements of the female investor, offering benefits such as free consultancy and advice, reduced minimum balance, breaks in process fees and even lower interest rates on loans. There are students special accounts called youth power in ICICI, and the also help students with educational loans. 5.2 Supplier Power 5.2.1 Fragmented Mobile Payment Solutions Market The telecom story in India has been a huge success. A 100 million plus mobile users is a dream come true for marketers. If thats not all the number of users is growing by as much as 3 million a month. The numbers are hugely in favor of m-commerce. Mobile phone users in India outnumber credit and debit cards and internet users 2.5 to one. 5.3 Intensity of Competition 5.3.1 New Entrants Intensifying the Competition Foreign Banks in India always brought an explanation about the prompt services to customers. After the set up foreign banks in India, the banking sector in India also become competitive and accurative.Foreign banks are likely to succeed in their niche markets and be the innovators in terms of technology introduction in the domestic scenario which will increase the competition in the domestic b anking industry. The outlook for the private sector banks indeed looks to be more promising vis-à  -vis other banks. While their focused operations lower but more productive employee force etc will stand them good, possible acquisitions of PSU banks will definitely give them the much needed scale of operations and access to lower cost of funds. 5.4 Threat of New Entrants 5.4.1 Focus on Niche Segments Foreign banks are likely to succeed in their niche markets and be the innovators in terms of technology introduction in the domestic scenario. The outlook for the private sector banks indeed looks to be more promising vis-à  -vis other banks. While their focused operations, lower but more productive employee force etc will stand them good, possible acquisitions of PSU banks will definitely give them the much needed scale of operations and access to lower cost of funds. These banks will continue to be the early technology adopters in the industry, thus increasing their efficie ncies. Also, they have been amongst the first movers in the lucrative insurance segment. Already, banks such as ICICI Bank and HDFC Bank have forged alliances with Prudential Life and Standard Life respectively. This is one segment that is likely to witness a greater deal of action in the future. In the near term, the low interest rate scenario is likely to affect the spreads of majors. This is likely to result in a greater focus on better asset-liability management procedures. Consequently, only banks that strive hard to increase their share of fee-based revenues are likely to do better in the future. 5.4.2 Regulatory Reforms Limiting Foreign Presence Expansions through acquisitions offer limited prospects, however, as foreign investors still encounter restrictions when purchasing stakes in Indian banks. Investment by foreign institutional investors (FIIs) in PSBs are subject to an overall statutory limit of 20%. Foreign banks are permitted to acquire controlling stakes on ly in those banks that have been earmarked by the RBI for restructuring. There are also limits on portfolio investment in shares issued by private banks. FIIs are permitted to acquire up to 10% of the capital of a private sector bank, with an aggregate limit of 24% for all FIIs in any individual bank (which can be raised to 49% if a resolution is passed by the banks board of directors followed by a special resolution of its general body). The aggregate foreign investment in existing private banks from all foreign sources (FDI, FIIs and nonresident Indians) cannot exceed 74% of the private banks paid-up capital. 5.5 Threat of Substitute Products 5.5.1 Informal Financing in the Rural Sector Proxy Banking is an innovation in banking system that will simplify agricultural lending and also add to the increasing base of kisan credit cards. Proxy banking has become a subject of curiosity among the people living in rural areas include; more than sixty percent of rural households have no bank accounts as yet, whereas just twenty percent of the rural households can obtain credit from a formal source. Also, branch banking is not a feasible option in rural areas 6. COMPETITIVE LANDSCAPE HDFC Bank and Axis Bank continue to remain as leaders of the private sector banks. Both the banks have maintained the advances growth and NIM. SBI, Punjab National Bank, Bank of India and Union Bank are expected to lead among PSU Banks. The competitive analysis of five banks i.e. SBI, ICICI Bank, HDFC Bank, Punjab National Bank (PNB) and ING Vysya Bank has been done. 6.1 Competitive Strategy ICICI Bank- It strategy of using a client-centric business model by instituting relationship groups to actively cross-sell the full range of the ICICI Groups products and services to its clients has yielded the desired results, as demonstrated by the robust growth in business volumes. ICICI also aggressively expanded its client base by leveraging its structuring skills, based on a customized approach HDFC Bank- Its objective is to build sound customer franchises across distinct businesses so as to be a preferred provider of banking services for target retail and wholesale customer s egments, and to achieve a healthy growth in profitability, consistent with the Banks risk appetite. The bank is committed to do this while ensuring the highest levels of ethical standards, professional integrity, corporate governance and regulatory compliance. Punjab National Bank- In order to achieve growth , PNB follows the strategy either to increase the existing fund size or launch new products. ING-VYSYA Bank- ING Vysya has adopted a two-fold strategy for growth expansion of branch network and deepening its relationship with customers by offering new products to increase its market share 6.2 Economic Activity: SBI- Incorporated in 1955, State Bank of India is a public sector bank providing banking, financial and leasing services. It is also involved in mutual fund and capital market activities through its subsidiaries. ICICI Bank- Engaged in banking services. It engages in a range of banking products and financial services to corporate and retail customers, inv estment banking, life and non-life insurance, venture capital, asset management and information technology. HDFC Bank- It offers a range of services such as corporate banking, treasury and capital market services, housing finance, advisory services and custodial services to FIIs, mutual funds and others. ING-VYSYA Bank- Incorporated in 1930. It offers various banking related services. It engages in corporate banking, retail banking, rural banking, commercial banking, treasury management and provides financial products. 6.3 Financial Analysis 6.3.1 Income Statement Analysis  PAT in Rs Cr. OPERATING INCOME in Rs Cr State Bank Of India 2478.42 18030.34 ICICI Bank Ltd. 1272.15 7836.08 HDFC Bank Ltd. 621.74 5407.89 ING Vysya Bank Ltd. 52.05 620.21 SBI had the highest net income of Rs 2478 Cr and has resulted in a drastic increase by 32.8% Operating Margin and Expenses by 29.2% in FY2008 as compared to the FY2007- SBI has registered significant improvements in its operating margins since 2003. Technology up gradation has enabled the bank to reduce inconsistencies. ICICI Bank, HDFC Bank and ING-VYSYA Bank has earned net profit of Rs 1272 Cr, Rs 621.74 Cr and Rs 52.05 Cr with a decrease of.957% and increase of 63.86% and 47.41% in their Operating margins respectively. 6.3.2 Balance Sheet Analysis  HDFC Bank SBI ICICI Bank ING Vysya Bank PAT/Total income 12.15 10.25 7.41 11.52 Networth 8770.7 46820.2 1535.65 49032.66 Quick ratio 3.96 2.27 2.48 1.56 Current ratio 3.97 2.58 2.51 1.6 Debt equity ratio 1.03 1.85 1.22 1.49 Interest cover 1.37 1.21 1.21 1.33 No. of employees 14739 0 5852 179205 No. of branches 651 1262 446 10270 EPS on accounting year end 29.94 37.37 13.33 106.56 PAT/Total Income- There has been a constant increase in PAT/Total income in SBI Bank from 9.64 to 11.52 in last 5 years but HDFC and ICICI Banks show increase in 2005 and there a constant decrease in this ratio. ING-VYSYA Bank has a negative PAT/Total Income ratio of -3.17 in 2005 but it has recovered to 7.41 in 2008. Quick Ratio- There has been a constant increase in quick ratio in HDFC Bank, ICICI Bank, ING-VYSYA Bank in last 5 years but increase in SBI Ban k as more inventories and even liabilities has increased. Current Ratio- There has been a constant increase in quick ratio in HDFC Bank and a fluctuation of increase-decrease in ICICI and ING-VYSYA Banks but has shown an increase in last 2 years. But this ratio has declined in SBI Bank from 1.73 to 1.60 last year. Debt Equity Ratio ICICI Bank plans to finance its expansion plans over the next few years by raising capital through equity, and not debt and there is a constant decrease in this ratio from 4.86 to 1.85 where there has been a constant increase in SBI Bank from .85 to 1.49 since last 5 years. No. of Employees- There has been a cut in no. of employees in SBI banks from 207039 in 2004 to 179205 in 2008 but still it has the highest employees and a constant increase in no. of employees in rest banks but HDFC has a drastic increase in their numbers from 5673 to 37836 employees in last 5 years. No. of Branches- The no. of branches has increased in all the banks and t he SBI has the highest of about 10270 branches Return on Equity Despite the decline in returns on equity in 2004-05, SBI generated healthy returns on equity in 2008. 6.4 Stock Market Performance The five key players stock price performance is as follows: ( Source- CMI Data Base- Prowess ) Till February 2009, SBI has highest stock price of Rs 1194 which is a public sector bank and HDFCs stock price is Rs 945.5 which is a private sector bank. ICICI Bank and PNB Bank has similar stock price performance as Rs 434 and Rs 409 respectively. ICICI Bank has slight higher stock price as compared to PNB Bank. ING-VYSYA Bank has least stock price as compared to all these banks of Rs 134.55. STOCK RATIOS  P/E P/B Yield EPS H D F C Bank Ltd. 19.29 3.05 0.9 49.02 I C I C I Bank Ltd. 11.61 0.98 2.53 37.41 I N G Vysya Bank Ltd. 7.56 0.88 1.11 17.79 State Bank Of India 9.46 1.37 1.8 126.24 HDFC Bank has highest price per earning (P/E) ratio and price per book value (P/B) ratio of 19.29 and 3.05 as compared to other banks. ICICI Bank has highest yield ratio of 2.53 and SBI has highest earning per share (EPS) of 126.24 which is quite higher as compared to other banks. INDUSTRY OUTLOOK The banking industry in India seems to be unaffected from the global financial crises which started from U.S in the last quarter of 2008. Despite the fallout and nationalization of banks across developed economies, banks in India seems to be on the strong fundamental base and seems to be well insulated from the financial turbulence emerging from the western economies. The Indian banking industry is well placed as compare to their banking industries western counterparts which are depending upon government bailout and stimulus packages. The strong economic growth in the past, low defaulter ratio, absence of complex financial products, regular intervention by central bank, proactive adjustment of monetary policy and so called close banking culture has favoured the banking industry in India in recent global financial turmoil. The report Indian Banking Sector Forecast to 2012 contains comprehensive research and rational analysis on various segments, like assets size, income level and number of cardholders, in the Indian banking industry. It also analyzes the current performance and key market trends, and helps clients to understand various products available in the market and their future scope. 7. APPENDIX 7.1 International Conferences and Annual Meetings Global banking conference Retail bankers academy Conference on payment system in banks Emerging issues and opportunity conference for Indian banks First global conference on legal and accounting process outsourcing

Internal Migration in India and Citizenship implications Free Essays

An essay on eye-scanning, Indian’s floating population and inclusive governance. â€Å"That will give me an identity,† he said, gesturing at the computer station where he had Just completed his enrolment. â€Å"It will show that I am a human being, that I am alive, that I live on this planet. We will write a custom essay sample on Internal Migration in India and Citizenship implications or any similar topic only for you Order Now It will prove I am an Indian. † – Mohammed Jail, (New York Times 2011 Introduction The 2011 report of the MIAMI on internal migration and human development in India estimated the number of internal migrants to be around 400 million people, at that time roughly a third of the total population. The MIMI was launched by EUNICE and UNESCO to respond to the many problems existing around this population, also referred to as the ‘floating population’. These migrants, often never really settled, face great difficulties in accessing social security as this is often linked to residence. This is but one of the many ways in which these people are treated as ‘second-class citizens’, discrimination, a lack of political representation and low wage work being other examples. The aim of the MIMI to ensure: â€Å"†¦ Hat processes of urban development are socially equitable† 2 crystallized In the launching of an â€Å"informal outwork of 200 researchers, NAGS, policy makers. I-JNI agencies and key partners† focused on raising attention given to internal migrants in policy and practices (UNESCO, 2011). The Indian government project called ‘Dharma’ might be an interesting development to these problems. It is a hugely scoped project aim ed at providing all Indian residents with an identity by scanning their eyes and entrusting them with a number, enabling them to claim for example social benefits and a bank account . In this paper I seek to answer the question whether this project might actually benefit this floating population, and how this can be embedded In a broader discussion on citizenship and legibility. Indian’s floating population’ As the MIMI report stressed to be the basis for its creation, the internal migrant population of India has up till now received very little attention from either research or polices, partly because of the difficulties In gathering data. Most attention got diverted to international migrants, as their positive potential to contribute to development was well researched and backed by political and economic interest. First of all, speaking of the floating population does ignore the diverse backgrounds, practices and reasons to migrate of the people concerned. Goodling and West (2002) stress in their paper on the floating population in China that there is no set definition for this concept. It Is mostly used to denote the part of a population someplace else than where they are registered (Ibid. , 2002). Definitions and ambiguities put aside, this category does provide us with new and potentially better tailored ways of looking at urban development issues. A quick glance at Indian swapper articles concerning internal migrants helps gain some insight in the myriad of problems surrounding this issue. A 2012 article in the Times of India reports how the floating population (in Locknut, India), mostly not accounted for in enumerations, appear to be the cause of major water shortages, as the water supply is based on the number of permanently settled. Other articles report discrimination migrants face. An article from 2008 (CNN- BIN)4 for instance shows how migrants become the subject of political discrimination and commotion in Iambi. Political leaders articulate and incite an anger against the migrants, aerating an ‘other’ which is blamed to be an economic burden, obstructing the freedom of ‘normal’ citizens and â€Å"milking Mamba’s resources† (Ibid. 2008). Whereas some government policies seek to tackle the problems surrounding this population through settlement relocation and infrastructural improvements (Times of India 2013)5, initiatives such as the aforementioned MIMI pursue making them visible and included in society. As was shortly noted in the introduction, the MIMI recognizes a trend of expanded use of rights based approaches in Indian law and policy. This generally means a ore equal citizenship and ways of governing, as government institutions are built more around the focus of ensuring and fulfilling human rights of all. The Indian Supreme Court has been a fundamental actor in demanding this change in government approach, and has for instance ordered the government in 2001 to provide a daily warm meal to every Indian schoolchild as part of the right to food. But how to ensure and fulfill the rights of those who can’t be seen? In the particular case of the MIMI it means: â€Å"focus development of policy frameworks and practical strategies awards ensuring that all migrants have access to services and entitlements as enshrined in policies and law; and that urban settlements become inclusive spaces as they expand in size and diversity’. In practice it means slow and arduous changes and redefinitions of social and economic rights. As the migrants are politically underrepresented, lobbying on their behalf is done largely by bodies such as the IM†. One particular government project might provide the nation’s poor, as well as the floating ones, a shortcut to claiming some of the rights hitherto denied to them. Scanning eyes and citizenship As of 2009 the Indian government has initiated a project aimed at identifying and registering all 1. 2 billion Indian residents and giving them an identification number: Dharma. It is done combined with a retina-scan to ensure the uniqueness of the identity. As Sabine Demented, working for one of the companies hired to carry out the identification, puts it: â€Å"It will enable people to open checking accounts, apply for loans, insurance, pensions, property deeds, etc. What’s more, the government wants to make sure that welfare benefits go directly to the right person† (Saffron Magazine, 010). The only demands made of people in order to register are a retina-scan and fingerprint, name, gender (even transgender is possible), address and date of birth. Million people as of March 20146. For one, it circumvents the widely used village- based identity system, making it hard or impossible for migrants to claim rights in a place where they are not registered. Some of the other assumed potentials, as framed in an article by the New York Times (2011)7, are ways in which citizenship will be less mediated through caste- , religious- or kin groups, but rather through an individual national identity. For the floating population, who often experience discrimination based on their respective group-identity, or exclusion because a lack thereof, this might prove to be a real structural change to their good. It is also argued that this form of e-governance bypasses corruption, which is often linked to the inability of the poor to assert their rights through official bodies. Interaction with the state is hence deadline from local gatekeepers, which is important as, according to the Dharma director Ram Seven Sahara: â€Å"One cannot improve human beings†¦ But nee can certainly improve systems†. This, of course, is questionable in its own right. Reanimating (2012) sees this kind of service-consumer relationship, as is excreted through such systems, as a hindrance to political citizenship and a representative democracy (p. 129). Accessibility might be improved, but the means to criticize remain weak. As the project is still being implemented it is not easy nor feasible to entirely predict its potentials or flaws. In theory, though, one could wonder to what extension this project really brings about a first-class citizenship for all. The simplicity of the Dharma identification number gives it great inclusive strength. Whereas before traditional group- or village based identification made it hard for internal migrants to claim certain rights, as the negotiation is often done through the same channels, a more direct way of interacting with government services has been made possible. The simplicity also lays bare the eventual narrow implications to the poor. As Harvey stresses in ‘The Right to the City (2003): â€Å"The freedom to make and remake ourselves and our cities is, I want to argue, one of the most precious yet most neglected of our human rights† (p. 2). If citizenship means recognition by state and law and henceforth attaining the human rights bestowed upon citizens in a democracy, Dharma falls short in scope. It does not enable people to vote, nor does it empower them in gaining settlement rights. Furthermore, although it is not something to blame the project itself for, other structural as well as social and economic constraints keeping the floating population away from full citizenship still remain firmly rooted. Still too little attention is directed towards tackling real societal problems, such as discriminatory practices and uncontrolled arbitration. To conclude, I do believe the first steps toward including this huge neglected part of the Indian population are being taken, and that in itself can be seen as a very good development indeed. Improving legibility, which this project in essence is to the government ( and which James Scott might condemn in other conditions), can in such abominable conditions of inequality truly contribute to strengthening the position of the weakest, albeit in really small steps. How to cite Internal Migration in India and Citizenship implications, Papers

Impact of the Marketing Environment on Industry

Question: Choose a city (India), and assess the impact of the marketing environment on the industry* in that city. Perform the following: PESTLE, SWOT analysis and comment on the impacts on the marketing environment. Answer: Introduction This report represents the impact of marketing environment on the food industry of Kolkata. Kolkata is a city of India. McDonalds is chosen for this report. It is one of the largest retail chains in food industry of India. McDonalds was founded in the US in 1940 by Richard and Maurice McDonald. The company operates its business in 130 countries in the world (Mcdonaldsindia.net. 2016). PESTLE Analysis The PESTLE analysis helps to analyze the effects of political, economic, social, technological, legal and environmental factors on any industry. In this context the PESTLE analysis of McDonalds in Kolkata as discussed below. Political: The local political parties play a big role for smooth operation of any businesses in Kolkata. The political turmoil of elections, frequent strikes affect the restaurant and hotel sectors of Kolkata. In this scenario, the political aspects of Kolkata are not favorable for McDonalds to expand its business and increase profitability (Inglis 2015). Economic: Kolkata is a city which consists of middle-class families (Ali and Nath 2013). Apart from that, it has high unemployment rate and tax rates. It affects the profitability of McDonalds. In this context, abundance labor supply and development of upper middle-class society is favorable for the company (Ali and Nath 2013). Social: The people of Kolkata are known as a food lover and people like to eat at restaurants, malls. It is positive for McDonalds as it has food chains and franchises at malls and various populous locations of Kolkata (Inglis 2015). Technological: Technology plays an important factor to maintain efficient supply chain. Kolkata is a tech hub of India (Inglis 2015). Therefore, McDonalds does not face any hurdle in recruiting tech-savvy workforce. The tech savvy population of Kolkata helps the company to promote its business through various social media like Facebook, Twitter and reach out to broad consumer sector (Ali and Nath 2013). Legal: Kolkata has stringent registration procedures for new businesses (Shukla 2014). Apart from that, in Kolkata legal proceedings get delayed due to various reasons. Therefore, the company may face hindrances if it wants to open new franchises or restaurants in Kolkata Environmental: According to Inglis (2015), Kolkata is the commercial hub of West Bengal and the city is connector of Nepal, Bangladesh and Bhutan. So, it is favorable for the company to promote and operate their business in neighbor countries as well. SWOT Analysis The SWOT analysis helps to analyze strength, weakness, opportunity and threat for the business. It is as discussed below. Strength: McDonalds has positioned itself as an international brand. It is located at busy places across Kolkata like shopping malls, airports and popular business and commercial center like Park Street, which are one of the positive marketing aspects for the company (Inglis 2015). Weakness: Fast food is often related to obesity and unhealthy. As result, the marketing initiatives of the company may not appeal to health-conscious consumers. The increased competition also acts as weakness for the company (Inglis 2015). Opportunity: The booming IT sector of Kolkata has increased the purchasing power of young people and it is hopeful for the company. Moreover, the company should invest more in research and development to include more varieties in menu for different demographic segments (Ali and Nath 2013). Threats: People of Kolkata prefer street food. Moreover, increased popularity of KFC, Pizza Hut possesses threat for the company (Inglis 2015). Conclusion The above discussion portraits many political, legal and social issues that can act as hindrance to the profitability of the company. The company faces competition from local and international brands in the food industry in Kolkata. Moreover, its effective marketing strategy and changing purchasing power of people in Kolkata are hopeful for the company. References: Ali, J. and Nath, T., 2013. Factors Affecting Consumers' Eating-Out Choices in India: Implications for the Restaurant Industry.Journal of Foodservice Business Research,16(2), pp.197-209. Inglis, D., 2015. Globalization and food.The Routledge International Handbook of Globalization Studies, p.469. Mcdonaldsindia.net. (2016).McDonald's. [online] Available at: https://www.mcdonaldsindia.net/mcdonalds-india.aspx [Accessed 23 Mar. 2016]. Shukla, S., Shankar, R. and Singh, S.P., 2014.Food safety regulatory model in India.Food Control,37, pp.401-413.