Organized Marketing of Agricultural Commodities in India Essay

In India, the organised marketing of agricultural commodities has been promoted through a network of regulated markets. Most state governments and UT administrations have enacted legislations to provide for the regulation of agricultural produce markets. While by the end of 1950, there were 286 regulated markets in the country, their number as on 31 March 2006 stood at 7566. In addition, India has 21780 rural periodical markets, about 15 per cent of which function under the ambit of regulation. The advent of regulated markets has helped in mitigating the market handicaps of producers/sellers at the wholesale assembling level. But the rural periodic markets in general, and the tribal markets in particular, remained out of its developmental ambit. 11.2 Present Constraints in the System: The purpose of state regulation of agricultural markets was to protect farmers from the exploitation of intermediaries and traders and also to ensure better prices and timely payment for their produce. Over a period of time, these markets have, however, acquired the status of restrictive and monopolistic markets, providing no help in direct and free marketing, organised retailing and smooth raw material supplies to agro-industries. Exporters, processors and retail chain operators cannot procure directly from the farmers as the produce is required to be channelised through regulated markets and licensed traders. There is, in the process, an enormous increase in the cost of marketing and farmers end up getting a low price for their produce. Monopolistic practices and modalities of the state-controlled markets have prevented private investment in the sector. Post-harvest losses are estimated to be of the order of 5-7 per cent in food grains and 25-30 per cent in the case of fruits and vegetables. 11.3 Need for Reforms: The agriculture sector needs well-functioning markets to drive growth, employment and economic prosperity in rural areas of India. In order to provide dynamism and efficiency into the marketing system, large investments are required for the development of post-harvest and cold-chain infrastructure nearer to the farmers’ field. A major portion of this investment is expected from the private sector, for which an appropriate regulatory and policy environment is necessary. Also, enabling policies need to be put in place to encourage the procurement of agricultural commodities directly from farmers’ fields and to establish effective linkage between the farm production and the retail chain and food processing industries. Accordingly, the state governments were requested to suitably amend their respective APMC Acts for deregulation of the marketing system in India, to promote investment in marketing infrastructure, thereby motivating the corporate sector to undertake direct marketing and to facilitate a national integrated market. 11.4 The Department of Agriculture and Cooperation also formulated a model law on agricultural marketing for guidance and adoption by the state governments. The model legislation provides for the establishment of private markets/yards, direct purchase centres, consumer/farmers’ markets for direct sale and promotion of Public-Private Partnership (PPP) in the management and development of agricultural markets in India. Provision has also been made in the Act for constitution of State Agricultural Produce Marketing Standards Bureau for the promotion of grading, standardisation and quality certification of agricultural produce. This would facilitate pledge financing, direct purchasing, forward/future trading and exports. Several state governments have initiated steps for amending their respective APMC Acts. A table indicating the state-wise status of reforms in APMC Acts as on 31 December 2006 is given below: Sl No. Stage of Reforms 1. States/ UTs where APMC Acts have Madhya Pradesh, Himachal Pradesh, Punjab, been suitably amended. Sikkim, Nagaland, Andhra Pradesh, Chattisgarh, Rajasthan, Orissa, Arunachal Pradesh, Maharashtra and Chandigarh. States/ UTs where reforms to APMC Haryana, Karnataka, Gujarat and National Acts have been partially modified: Capital Territory of Delhi a) by amending APMC Act/ Resolution b) by Executive Order Uttar Pradesh. States/ UTs where there is no APMC Bihar, Kerala, Manipur, Andaman & Nicobar Act in operation Islands, Dadra & Nagar Haveli, Daman & Diu and Lakshadweep States/ UTs where APMC Act already Tamil Nadu provides for the reforms States/ UTs where administrative Assam, Mizoram, Tripura, Meghalaya, J&K, action has been initiated for Uttrakhand, Goa, West Bengal Pondicherry and introducing the reforms Jharkhand. 11.5 Terminal Markets: The Department has recently taken the initiative to promote modern terminal markets for fruits, vegetables and other perishables in important urban centres in India. These markets would provide state-of-the art infrastructure facilities for electronic auction, cold chain and logistics and operate through primary collection centres conveniently located in producing areas to allow easy access to farmers. The terminal markets are envisaged to operate on a ‘hub-and-spoke’ format, wherein the terminal market (the hub) would be linked to a number of collection centres (the spokes). 11.6 The terminal markets would be built, owned and operated by a corporate/private/co-operative entity, either by itself, or through the adoption of an outsourcing model. The enterprise could be a consortium of entrepreneurs from agribusiness, cold chain, logistics, warehousing, agri-infrastructure and/or related background. The enterprise would charge a user charge for the services provided. The total financial outlay for implementation of the above component during the Tenth Plan Period is Rs 150 crore. The proposed expenditure will be met from the budget outlay of the National Horticulture Mission. The operational guidelines of the scheme have been circulated to the state governments, which have amended their respective APMC Acts to allow the setting up of markets in the private sector. 11.7 Organisations Dealing with Marketing: The Department of Agriculture and Cooperation has three organisations dealing with marketing under its administrative control, namely, the Directorate of Marketing and Inspection (DMI), Faridabad; the Ch. Charan Singh National Institute of Agricultural Marketing (NIAM), Jaipur; and the Small Farmers Agri-Business Consortium (SFAC), New Delhi. 11.8 The DMI is an attached office of the Department and is headed by the agricultural marketing adviser. Its head office is at Faridabad (Haryana), and branch head office as well as 11 regional offices and the Central Agmark Laboratory are located at Nagpur (Maharashtra). Besides these, there are 26 sub-offices and 16 Regional Agmark Laboratories (RALs) spread all over India as per the details given in the table below: Regional Offices 1. Delhi 2. Kolkata 3. Mumbai 4. Bhopal 5. Chennai 6. Kochi 7. Hyderabad 8. Guwahati 9. Lucknow 10. Jaipur 11. Chandigarh 11.9 †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Agmark Laboratories under Regional Office 1. Dehradun 1.Okhla 2.Ghaziabad 1. Patna 2.Bhubaneshwar 3.Ranchi 1.Kolkata 2.Patna 3.Bhubaneshwar 1.Nasik 2.Ahmedabad 3.Rajkot 4.Surat 1.Mumbai 2.Rajkot 5.Panaji 6.Pune 7.Sangli 1.Raipur 1.Bhopal 1.Bangalore 2.Madurai 3.Hubli 1.Chennai 2.Bangalore 1.Calicut 2.Thiruvananthapuram 1.Kochi 1.Guntur 2.Vishakhapattanam 1.Guntur 1. Shillong 1.Guwahati 1.Kanpur 2.Varanasi 1.Kanpur 1.Jaipur 1.Jammu 2.Amritsar 3.Abohar 4.Shimla 1.Amritsar Sub-Office under Regional office The main functions of the Directorate are as follows: Rendering advice on statutory regulation, development and management of agricultural produce markets to the state governments/UT administrations; Promotion of standardisation and grading of agricultural and allied produce under the Agricultural Produce (Grading & Marking) Act, 1937; Market research, surveys and planning; Training of personnel in agricultural marketing; Marketing extension; Agricultural marketing information network; Construction of rural godowns; and Development of agricultural marketing infrastructure. 11.10 Grading and Standardisation: The Agricultural Produce (Grading and Marking) Act, 1937 empowers the central government to fix quality standards, known as ‘AGMARK’ standards, and, to prescribe terms and conditions for using the seal of AGMARK. So far, grade standards have been notified for 181 agricultural and allied commodities. The purity standards under the provision of the PFA Act and the Bureau of Indian Standards (BIS) Act, 1986, are invariably taken into consideration while framing the grade standards. International standards framed by Codex/International Standards Organization (ISO) are also considered so that Indian produce can compete in international markets. 11.11 During the year 2006-07, the following rules have been prepared and are in the process of being notified: (i) the Fruits and Vegetables Grading and Marking (Amendment) Rules, 2006, containing grade standards for capsicum, okra, strawberry, cherries, chillies, melons, watermelons, sapota, custard apple, cauliflower, beans, gherkins, carrots and pears; (ii) the Tapioca, Sago Grading and Marking Rules, 2006; and (iii) the Sattu Grading and Marking Rules, 2006. The grading standards of honey, cut flowers, cereals, oilseeds, tamarinds, mahua flowe rs etc., are also under preparation. Four commodities identified by the Tribal Cooperative Marketing Development Federation (TRIFED), namely, jatropha seeds, myrobalans, karanja seeds and puwad seeds have been taken up for analysis as a part of a collaboration effort between TRIFED and DMI. 11.12 As a result of special efforts initiated to promote grading under AGMARK, commodities valued at Rs 153.31 crore were graded for export purposes during the year 2005-06. During 2006-07 (up to 30 November 2006), commodities valued at Rs 65.00 crore were graded. By the end of March 2006, 192 certificate of authorization holders were operating for grading of agricultural and allied produce for exports purposes under AGMARK. During 2005-06, commodities worth Rs 4998.85 crore were graded for internal trade. During 2006-07 (up to 31 November 2006), commodities valued at Rs 2800.00 crore (estimated) were graded for internal trade. There were also 5958 authorized packers that were operating for grading agricultural commodities for internal trade. During 2005-06, a total revenue of Rs 10.01 crore was realised on account of grading charges etc. During 2006-07 (up to 31 October 2006), an amount of Rs 6.00 crore (provisional) has been realised. 11.13 Marketing Extension: AGMARK quality control programmes as well as improvements in marketing practices and procedures are given wide publicity through mass media. The information is disseminated through documentaries, cinema slides, printed literature, exhibitions, conferences, seminars and workshops. Agricultural Marketing, a quarterly bi-lingual journal, is also published regularly. 11.14 The Directorate participated in the India International Trade Fair, 2006, and will also participate in AHARA-2007. As a part of its normal activity, the Directorate through its regional/sub-offices participated in 11 exhibitions arranged by other organisations at different places during 2005-06. On the eve of World Consumers’ Day, the Directorate organised symposia and mini exhibitions on AGMARK at 14 places. One exclusive AGMARK exhibition is being organised at Ernakulam in Kerala during January 2007. Another is being organised in Haryana. 11.15 Marketing Research and Information Network (AGMARKNET): This is a central sector scheme that was launched by the Department of Agriculture and Cooperation in March 2000. The scheme aims at progressively linking important agricultural produce markets spread all over India and the State Agriculture Marketing Boards/ Directorates and the DMI for effective exchange of market information. The market information network, AGMARKNET (agmarknet.nic.in), is being implemented jointly by DMI and NIC, using NICNET facilities available throughout the country. The objective of the scheme is to facilitate collection and dissemination of information for better price realisation. The scheme provides funds to state- and national-level institutions managing the markets and executing market-led extension activities and thus, has no separate gender-specific provisions under the scheme. The portal covers market, price, infrastructure and promotion-related information for efficient marketing. 11.16 During the Tenth Plan, an outlay of Rs 35 crore has been approved for the implementation of the scheme. This includes networking of markets, development of regional portals, market-led extension activities and development of market atlas on Global Information Systems (GIS) platform, etc. During 2006-07 (31 December 2006), as against a budgetary provision of Rs 3.55 crore, an amount of Rs 1.44 crore has been released to NIC for computer connectivity for 121 nodes, and 18 crore to Madhya Pradesh and Karnataka for market-led extension activities. 11.17 The markets are reporting daily prices and arrivals data using a comprehensive national-level database at Agmarknet Portal (www.agmarknet.nic.in). Information on wholesale prices and arrivals in respect of 300-plus commodities and 2000 varieties are being disseminated through the portal on a daily basis. More than 1900 markets have been linked to the Central Agmarknet Portal and more than 1500 markets reported data during the month of November 2006. Weekly prices and arrivals trends are also being disseminated using the portal. Monthly prices and arrivals bulletins are being generated using the national database. In addition to price, other market-related information is provided through the portal. These relate to accepted standards of grades, labeling, sanitary and phyto-sanitary requirement, physical infrastructure of storage and warehousing, marketing laws, fees payable, etc. Similarly, commodity profiles are being loaded on the portal. Commodities already covered include paddy/rice, wheat, Bengal gram, black gram, red gram, mustard/ rapeseed, groundnut, soya bean and sunflower. 11.18 Further, the portal provides information about schemes of DMI, weather information, e-directory of markets, CODEX standards, etc. The portal is also constantly being enriched. Information on prices and arrivals is being disseminated in nine languages. The database developed under Agmarknet is also serving various commodity directorates of the Department of Agriculture and Cooperation by providing customised hyperlinks to data pertaining to specific commodities. An arrangement has been worked out with Indian Farmers Fertiliser Cooperative Limited (IFFCO) for regular transmission of prices and arrivals data from Agmarknet to the touch screen multimedia kiosks being installed by them at the rural cooperative societies. 11.19 Construction of Rural Godowns: The Department of Agriculture and Cooperation introduced a central sector scheme, the ‘Grameen Bhandaran Yojana’, in March 2002 to promote the construction of rural godowns. The main objectives of the scheme include the creation of a scientific storage capacity with allied facilities in rural areas to meet the requirements of farmers for storing farm produce and to prevent distress sale of produce. Initially, the scheme was approved for two years i.e., up to 2003. The scheme was later approved for implementation up to 31 March 2007 with some modifications. Under the revised scheme, a subsidy at the rate of 25 per cent was given to all categories of farmers, agriculture graduates, cooperatives and the Central Warehousing Corporation/State Warehousing Corporations (CWC/ SWCs). All other categories of individuals companies and corporations are entitled to a subsidy at the rate of 15 per cent of the project cost. In North-Eastern states/ hilly areas and SC/ST entrepreneurs and their cooperatives, subsidy is provided at the rate of 33.33 per cent. 11.20 A total of 90-lakh tonnes capacity of rural godowns was targeted during the Tenth Plan period. However, the target has now been revised upwards to 140 lakh tonnes as the target of 90 lakh tonnes was achieved during 2004-05 itself. Till 31 December 2006, 13030 storage projects having a capacity of 180.88 lakh tonnes have been sanctioned under the scheme. . 11.21 Development/Strengthening of Agricultural Marketing Infrastructure, Grading and Standardisation: The scheme for the development/strengthening of agricultural marketing infrastructure, grading and standardisation was launched on 20 October 2004. Under this scheme, a credit-linked investment subsidy is being provided on the capital cost of general or commodity-specific marketing infrastructure for agricultural commodities and for strengthening and modernisation of existing agricultural wholesale markets, and rural or periodic markets in tribal areas. The scheme covers all agricultural and allied sectors including dairy, po ultry, fishery, livestock and minor forest produce. The scheme is reform linked and is being implemented in those states/UTs that permit the setting up of agricultural markets in the private and cooperative sector and allow direct marketing and contract farming. 11.22 A sum of Rs 67.00 crore has been allocated for implementation of the scheme during 2006-07, of which an amount of Rs 25.00 crore has been provided to NABARD during the current year up to 30 November 2006. During this year, Bihar, Chhatisgarh, Arunachal Pradesh, Orissa, Maharashtra and the UTs of Chandigarh and Lakshadweep were notified for implementation of the scheme. These are in addition to the states of Madhya Pradesh, Kerala, Manipur, Tamil Nadu, Sikkim, Nagaland, Himachal Pradesh, Punjab, Andhra Pradesh, Rajasthan, and the UTs of Andaman and Nicobar Islands, Daman and Diu and Dadra and Nagar Haveli which were notified in the previous year. There were 22 training and awareness programmes that were conducted. The operational guidelines of the scheme have been modified to permit the state agencies to take up projects from their own funds without availing credit from the financial institutions. The condition of altitude of location of the project has been relaxed and all projects in the states of Uttarakhand, Himachal Pradesh and Jammu and Kashmir are now eligible for a higher subsidy of 33.33 per cent. An amount of Rs 9.74 crore has been released by the NABARD as subsidy for 703 projects in the states of Punjab, Tamil Nadu, Madhya Pradesh, Andhra Pradesh, Kerala, Rajasthan and Himachal Pradesh during 2006-07 (up to 30 November 2006). Since inception and till 30 November 2006, 881 projects have been sanctioned and a subsidy of Rs 13.82 crore released to the beneficiaries. 11.23 NIAM: Set up in August 1988, NIAM has been imparting training to senior and middle-level executives of agricultural and horticultural departments, agro industries, corporations, state marketing boards, agricultural produce market committees and apexlevel cooperatives, commodity boards, export houses recognized by the Agricultural and Processed Food Products Export Development Agency (APEDA), CBs and NGOs. Besides these clients, the NIAM also imparts training to farmers on marketing management. 11.24 NIAM is managed by a governing body under the chairmanship of the union minister of agriculture and an executive committee under the chairmanship of the secretary, Department of Agriculture and Cooperation. 11.25 Training Activities: The Institute organised 18 training programmes, workshops, awareness programmes and management development programmes during 2006-07, up to 31 October 2006. 11.26 Management Development Programmes (MDPs): This initiative was started in the year 2003-04. Four MDPs have been successfully organised during 2006-07 for leading companies like Bayer Crop Science, MICO BOSCH etc., for the benefit of executives of these companies working in various capacities. The participants rated all these MDPs as excellent programmes and many other companies have shown keen interest in organising such events by NIAM. 11.27 Project Formulation: In order to generate resources and ensure optimum utilisation of the expertise of the NIAM faculty, the Institute has taken up several consultancy projects in the year 2006-07. NIAM has completed infrastructural development project of fruits and vegetables cold store, grading line, ripening chamber etc., for the Haryana State Agricultural Marketing Board (HSAMB) at Shahabad, Sirsa, Rohtak, Karnal and Jhajjar. The Institute has also undertaken project formulation for the following, which are in progress: (i) (ii) (iii) (iv) Setting up a Special Export Zone (SEZ) for mushrooms at Sonipat for the HSAMB; Modernisation of agricultural markets in Rajasthan, Tamil Nadu, Orissa; Modern terminal markets for Rajasthan, Tamil Nadu and Orissa; and Controlled atmospheric storage for apples at Kolkata for the State Government of Jammu and Kashmir. 11.28 Education: The Institute introduced a postgraduate programme in agri-business management as a sub-centre of MANAGE, Hyderabad with effect from July 2001, and 50 students (26 students in the first year and 24 in the second year) are presently enrolled. The programme is designed to assist agricultural graduates to acquire the critical knowhow to compete in the domestic and global business arena to make them efficient agri– business managers. 11.29 The SFAC was registered by the Department of Agriculture and Cooperation as a Society under the Societies Registration Act, 1860, on 18 January 1994. It is managed by a board of management consisting of 20 members and chaired by the union minister of agriculture as its ex-officio president, and the secretary to the Government of India in the Department of Agriculture and Cooperation as its ex-officio vice president. The managing director is the chief executive of the SFAC. It has established 18 state-level SFACs by contributing a corpus fund. The mission of the Society is to support innovative ideas for generating income and employment in rural areas by promoting private investments in agri-business projects. 11.30 The central sector scheme for agri-business development is being implemented by SFAC in close association with CBs for (a) providing venture capital assistance to agribusiness projects; and (b) assisting farmer/producer groups in preparation of quality Detailed Project Reports (DPRs). The scheme envisages providing venture capital assistance to 85 agri-business projects, and assist farmers/producer groups in preparation of 100 DPRs during the Tenth Plan period. An amount of Rs 38.00 crore has been allocated for the implementation of this scheme during 2006-07. For its effective implementation, the SFAC has already signed an MOU with 15 CBs including the Oriental Bank of Commerce, United Commercial Bank, Bank of Baroda, Punjab National Bank, Central Bank of India, Allahabad Bank, Canara Bank, Vijaya Bank, The Jammu & Kashmir Bank Ltd, Bank of Maharashtra, United Bank of India, Syndicate Bank, State Bank of India, State Bank of Bikaner & Jaipur and Indian Bank. 11.31 Under the scheme, the SFAC during 2006-07 (up to 31 January 2007) has sanctioned venture capital assistance to 27 agri-business projects with varied agribusiness activities involving Rs 6.88 crore. Since the inception of the scheme, 71 agribusiness projects have been sanctioned involving venture capital assistance of Rs 18.21 crore. These projects are expected to mobilise private investments of Rs 194 crore, which will provide an assured market to 36000 farmers for their produce, and create direct employment for 6200 persons. 11.32 Programmes being implemented in North-Eastern States: The details of the programmes being implemented in the North-Eastern region are indicated in Annexure – 11.1

Record Label and Napster S Strategy

Napster, developed in 1999 by Shawn Fanning, is a program that allows music to be traded over the internet. People were able to share high quality digital copies of music recordings over the internet using Napster. Napster did not store the recordings, however. It allowed its members who were logged onto the service to choose from an index of songs. Napster was one of the most popular sites on the internet. The site had some 15 million users in a year’s time. Many college students downloaded so many songs that many colleges had to block the site from their system.A year after its launch, Napster was sued by the Recording Industry Association of America (RIAA). The RIAA represents major recording companies. The RIAA claimed that copyright laws were violated by Napster for allowing users to swap music recordings for free. The RIAA sought to stop the downloading of copyrighted songs, as well as damages for lost revenue. Song swapping had cost the music industry more than $300 mil lion in lost sales. A few months later, Napster was sued by a heavy metal band, Metallica, and rap star Dr. Dre. They were suing Napster for copyright infringement.In 2000, a judge granted the request of the RIAA and ordered Napster to stop making copyrighted recordings available for download. This would have shut Napster down. Napster was granted a last-minute reprieve until the lawsuits could be tried in court. Despite its many claims, Napster was found guilty of direct infringement of the RIAA’s musical recordings. The company was ordered to stop allowing its millions of users to download and share copyrighted material without properly compensating the owners of the material (Ferrell & Hartline, 2008). Napster later offered $1 billion to the recording industry to settle the lawsuit.Napster also agreed that $150 million would be paid annually for the first five years to Sony, Warner, BMG, EMI, and Universal, and $50 million annually was allotted for independent labels. The recording industry refused the offer. The industry wanted Napster to shut down for good. Napster tried many times to compromise with the recording industry, but to no avail. Napster filed for Chapter 11 reorganization in 2002. The company also tried to reach a deal with Bertelsmann AG, their strategic partner. A few months later, a Delaware judge blocked the sale of the company to Bertelsmann.Napster then laid off nearly its entire staff and proceeded to convert its Chapter 11 into a Chapter 7 liquidation. Many music labels were dabbling in online music distribution. Napster had clearly beaten them to it and had done so efficiently, which was the main problem for the company. It was obvious to the record labels that online distribution was here to stay. Napster’s name and assets were purchased by a company called Roxio. Roxio was a company known for its CD-burning software. Roxio had intentions to relaunch Napster as a fee-based service. Napster was renamed Napster 2. in 2003 . Apple was one competitor for Napster, holding 70 to 80 percent of the online music market. Rhapsody holds 10 to 15 percent of the market, and Napster holds 5 to 10 percent of the market. The remaining portion is divided among several different companies (Ferrell & Hartline, 2008). Napster’s strategy focuses on being a subscription-based revenue model. Computer users could download as much music as they wanted for a fee of $14. 95 per month. Napster created partnerships with BellSouth, Ericsson, and XM Satellite Radio as a means to connect with untapped markets.Napster partnered with Tower Records Japan and launched Napster Japan in 2006. The company also began a partnership with Japan’s largest mobile phone company. About 90 percent of music downloads in Japan occur through wireless phones (Ferrell & Hartline, 2008). Napster has shown interest in being acquired by another firm. Napster hired UBS Investment Bank to help with the sale. A SWOT analysis structures the as sessment of the fit between what a firm can and cannot do (strengths and weakness), and the environmental conditions working for and against the firm (opportunities and threats).The SWOT analysis for Napster would consist of the following (Ferrell & Hartline, 2008): Strengths †¢Large music library †¢Convenient and easy to use †¢Strong brand name and reputation Weaknesses †¢Lack of compatibility †¢Pricing †¢Limited areas of differentiation Opportunities †¢New technologies †¢Decline in illegal file sharing †¢Rapidly growing market Threats †¢Powerful competition †¢New technologies †¢Potential for disintermediation Looking back at the weaknesses listed in the SWOT analysis, one point that should be worked out is the pricing of Napster services. Napster is set up on a subscription-based model.If the price per subscription was cheaper, more customers would subscribe to the site. Napster offers the same basic services as some of t he other big names in the online music distribution industry. Another area to refine would be the lack of compatibility. Napster is not compatible with all MP3 players, especially the iPod. Those with an incompatible player will not want to purchase the service. New technology is emerging every day. Napster should work on creating avenues that will allow music to be downloaded to wireless devices, such as the smart phone, PDAs and other handheld devices.Napster should put forth efforts to keep existing customers happy while also trying to expand the customer market. Keeping existing customers happy should always be a company’s top priority. Having a solid core of customers to build on is very important to the stability and success of the company (Business KnowledgeSource. com, 2010). By keeping the existing companies happy, Napster could offer a free one month subscription for those members who have been loyal to company for a certain amount of time. Flyers or inserts could a lso be placed in the packaging of MP3 players.This advertisement would entice users to connect with Napster for all of their music downloads. With this deal, new users could download up to five songs for free before having to sign up for a subscription. Napster could offer discounts to new users for a certain period of time. For instance, a new user could get the first three months at a discounted rate before paying the regular price. There are many ways for Napster to expand their customer base. Finding out which plans work and which plans do not work is the key.

The Buchanan Report And The Monderman Thesis

The statement is false. This is a tricky question! Although the Buchanan Report and the Monderman thesis do offer visions of how to manage traffic they also offer us two competing visions of social order. The Buchanan Report is underpinned by a social order which privileges the segregation of humans and motors through an array of measures in urban design and the regulation of the conduct of both drivers and pedestrians. This social order emphasises the value of a social environment delivering the conditions for individual mobility and car acquisition as a valued mark of success. The Monderman thesis stresses a social order where involvement and cooperation emerges from an individual capable of negotiating with others a shared use of public space. In this shared space approach, people are not segregated from traffic. You're right. Although Goffman's view of the centrality of interaction is visible in Monderman's approach to negotiating ‘shared space', Chapter 7 argues that, as Foucault shows, social order tends to be specified by experts within particular historical discursive frameworks. Although both Buchanan and Monderman were important in their own right, their ideas were developed and taken up within particular contexts that ‘authorised' their development (made their ideas seems appropriate and fitting to the needs of the time). Foucault claims that expert discourses, established by those with power and authority, are often disputed by competing expert discourses. Buchanan's ideas have dominated for a long period. Monderman's are perhaps gathering force and challenging those of centralised planning and direction. Foucault's view of how the authority to order social life is bound up with scientific knowledge is demonstrated in the discourses and practices of both Buchanan and Monderman.

The Cherokee Removal Book Review

The Cherokee Removal Book Review The Cherokee Removal is a brief history with documents by Theda Perdue and Michael Green. In 1838-1839 the US troops expelled the Cherokee Indians from their ancestral homeland in the Southeast and removed them to the Indian Territory in what is now Oklahoma. The removal of the Cherokees was a product of the demand for land during the growth of cotton agriculture in the Southeast, the discovery of gold on the Cherokees land, and the racial prejudice that many white southerners had toward the Indians.The Cherokees had lived in the interior southeast, for hundreds of years in the nineteenth century. But in the early eighteenth century setters from the European ancestry started moving into the Cherokees territory. From then on the colonial governments in the area began demanding that the Cherokees give up their territory. By the end of the Revolutionary War, the Cherokees had surrendered more than half of their original territory to the state and federal government.In the late 1780’s the US began urging the Cherokees to stop hunting and their traditional ways of life and to instead learn about how to live, farm, and worship like Christian Americans. Despite everything the white people in Georgia and other southern states that abutted the Cherokee Nation refused to accept the Cherokee people as social equals and urged their political representatives to take the Cherokees land. The purchase of the Louisiana Territory from France in 1803 gave Thomas Jefferson the chance to relocate the eastern tribes beyond the Mississippi River.The War of 1812, with help from General Andrew Jackson help the United States to end what he called the â€Å"absurdity† of negotiating with the Indians tribes. From that point forward the Georgia politicians increasingly raised the pressure on the federal government to fulfill the Compact of 1802. In the agreement the federal government had to extinguish the Indian land title and remove the Cher okees from the states. The Cherokee government maintained that they constituted a sovereign nation independent of the American state and federal government. The Treaty ofHopewell in 1785 established borders between the United States and the Cherokee Nation offered the Cherokees the right to send a â€Å"deputy† to Congress, and made American settlers in Cherokee territory subject to Cherokee law. With help from John Ross they helped protect the national territory. In 1825 the Cherokees capital was established, near present day Calhoun Georgia. The Cherokee National Council advised the United States that it would refuse future cession request and enacted a law prohibiting the sale of national land upon penalty of death.In 1827 the Cherokees adopted a written constitution, an act further removed by Georgia. But between the years of 1827 and 1831 the Georgia legislature extended the state’s jurisdiction over the Cherokee territory, passed laws purporting to abolish the Ch erokees’ laws and government, and set in motion a process to seize the Cherokees’ lands, divide it into parcels, and other offer some to the lottery to the white Georgians. Andrew Jackson was declared president in 1828 immediately declaring the removal of eastern tribes. In 1830 Congress passed the Indian Removal Act which authorized the president to negotiate removal treaties.In 1831 combined army, militia, and other volunteer forces began to move the tribes along one of several routes to two forts located in Indian Territory; Fort Gibson and Fort Townson. The last tribe to be moved was the Cherokees in 1838. During this move some tribes accepted bribes of money and or land; whole others didn’t and were forced under the threat of death. During the move there were several weigh states along the route, and from bad planning or lack of concern to malfeasant actions the Indians were not allowed or given access to proper food, medical supplies, warm clothing, nor we re allowed to rest for any significant period of time.This resulted in death of many of the tribal members. The Native Americans began to cal the trail, the â€Å"Trail where they Weeped/ Cried† and it was later changed to â€Å"The Trail of Tears† by modern translation. There were approximately eleven trails that took different tribes to different locations. They ranged from 200 to 900 miles and went through around fourteen states. There was an estimated 4,000 to 15,000 Cherokees deaths during these trails.

The involvement of Northern NGOs with the developing countries

In this research paper we look at the involvement of Northern NGOs with the developing countries. They are prime donors of most developing countries programs which are geared towards alleviating the welfare of the masses such as improve health and living condition.Local NGOs have been involved as intermediaries between government and the people.The northern NGOs serve their specific agenda and mandate contrary to what the poor rural urban expect.NORTHERN NGOSNorthern NGOs represented international organizations who are donors to developing countries that are are donors such as World Bank and private agencies. Their relation with the south makes it the subject of this research paper. The relationship with governments and nongovernmental organization with them plays a critical role in understanding their mandates and objectives in helping the population in the rural and urban regions.The urban and rural populace has diverse needs ranging from health, unemployment, education, poverty an d access to other services. In this respect governments have been unable to provide these services to their community in an effective and wider coverage manner. For instance, in South Africa, 30 % of the population are unemployed and for the 20% of the poorest households, 53% ere unemployed (Adato & Haddad 2001, p.1).It is also reported that there is need for job creation in all regions inhabited by the poorest households i.e. urban, metropolitan and rural. Based on these facts the governments of countries in the developing world have focused their programs to alleviate these problems e.g. the welfare of the masses, improve living condition, health and service provision (Li 2005).The programs have achieved different success margins and limitations. Most of government programs are constrained in reaching the people because of bureaucracy, authoritarian rule and high cost of implementation. Since most of the programs are financed by international community (Northern NGOs) and governme nts.For instance, in Indonesia the World Bank has developed social development programs to help them achieve their mandate and objectives. In order to do these, they have used analysis of the needs of the regions to come up with the plan. Due to constraints in working with the government directly they have supported and strengthened the local NGOs and civil society organizations (CSOs) to advance their objectives (Li 2005).The rationale use includes improving transparency in village planning level, conflict resolution and step sponsorship of NGOs. However NGOs have their own limitations such as the leaders use as a vehicle for reformation of social and political life. The World Bank has used neo-liberal system to ensure ‘good governance’ by instituting a competitive process based on administrative and decentralized structures (Li 2005).More so in order for the region to be eligible for support from World Bank it had to proof that it is pro-poor and is supervised by the World Bank team. According to Arya (1999) he explains the role in which NGOs have worked with their government under the funding of donors (government agencies, private agencies and governments). The common objectives for the collaboration include; access to technical resources, gain legitimacy or recognition from the people, obtain appropriate solution and developmental problems, enhance people’s participation and provide   better accountability, transparency and public reform system (Arya   1999).Donors view NGOs as intermediaries or transitory to government links to people and use them to as instruments of improved service delivery and outreach to the government. The donors see their task as completed when NGOs are involved in the project programs with the government. Most private donors do not support or supervise the selection criterion even when there is resistance from the government. However, they can play a key role in establishing mechanism to bring NGOs so that they have a beneficial effect on service delivery, participation and decentralization (Arya 1999).Northern NGOs for the past decade have increased funding to southern NGOs with due to limitation effectiveness of delivery, reforms, cost efficiency, sustainability and participation from the government. DeGabriele (2002), when studying about improvement of community based management projects. He previewed the World Health Organization commitment to provide access to safe and clean water.But from the experiences gathered two challenges emerged; water accessibility could not be achieved with the rate of population growth and the intended improvements to health were not realized within 1980 – 1990 decade. This becomes the redefinition of the concept of community management within water sector. It was realized that water accessibility could only be achieved with participatory role implemented (DeGabriele 2002).AED (1998) elaborates on the participatory approach used to i.e. the par ticipatory learning and Action approach which involves communities to analyze their needs, identify possible solutions and develop, implement and evaluate the plan of action. In contrast NGOs can have negative implication to the poor because they can use them to legitimize their existence, solicit funds and raise their profile for the disadvantage of the poor. Changes in their positive attitude will go way to bring positive results (AED 1998, Kaiser 2000, p. 6).CONCLUSIONNorthern NGOs play critical role in financing development programs to developing countries. They have been involved directly or indirectly with government depending on the nature and intensity of the resources used and the origin of the donor. Most private agencies finance the local NGOs who are viewed as intermediaries or transitory link between the government and people. The donors have used them to enhance their agenda and mandate to ensure good governance of project- programs they agree with the government.REFER ENCEAdato, M.; Haddad, L, 2001, Poverty targets, community-based public works programs: a cross-disciplinary assessment in South Africa, International Food Policy Research Institute (IFPRI). Available from: http://www.ifpri.org/divs/fcnd/dp/papers/fcndp121.pdf> [8 April 2008]AED, 1998, Empowering communities: participatory techniques for community-based programme development, Academy for Educational Development, Washington DC, Available from: [8April 2008]Arya, V, 1999, Towards a relationship of significance: lessons from a decade ofcollaboration between government and NGOs in Rajasthan, India,   Agricultural Research and Extension Network (AgREN), Available from: [8April 2008]DeGabriele, J, 2002, Improving community based management of boreholes† a case study from Malawi Land Tenure Centre, University of Wisconsin-Madison, Available from [8April 2008]Kaiser, T, 2000, Participatory & beneficiary-based approaches in evaluation ofhumanitarian programmes, Evaluation and Polic y Analysis Unit (EPAU), UNHCR, Available from :< http://www.unhcr.org/research/RESEARCH/3c7527f91.pdf> [8April 2008]Li, T, 2005, The government through community; the World Bank in Indonesia, University of Toronto, Available from: [8April 2008]

Literature Review Essay Example | Topics and Well Written Essays - 2500 words

Literature Review - Essay Example After a thorough review of primary and secondary sources, their investigation revealed a difference between the decisions of budget cutback and information technology. Cost effectiveness was found to be an important criterion for making the decisions of budget cutback. These decisions took lesser time to be made and were quite volatile in their nature i.e. may alter with time. Here, number of participants was not affected by the content of decision. Contrary to this, cost effectiveness was found unimportant in the decisions of information technology, time consumed in decision making was longer and once made, decisions were generally permanent. This tells that the content of decision can have a great impact on the significance of various criteria, time consumed in the decision making process and the stability of decision. This finding contradicts the conventional understanding that cultivates in the minds of people regarding the factors that affect the process of decision making. In t he conventional understanding, the process of decision making is only controlled by the contingencies originating in the environment and the organization. 2. In his research, Nutt (2005) compared the decision making in the public sector with that in the private sector with the help of an experiment. To achieve this, decision making in a business company was compared with that in a governmental agency that was supported with tax. Practices and preferences of mid level managers were captured with the simulation in the public and private sectors. Managers involved in the study were required by simulation to estimate the risks and opportunities of acquiring budgets for the two sectors. In order to design the budget that would be sufficient for an organization functioning in a public and private sector, a cognitive culture was used which placed emphasis on the estimation and bargaining. A controversial and otherwise amount of budget was used for both the cases. Results of their research suggested that managers in public sector make use of networking and bargaining while those in the private sector make use of estimation and assumption. These results were consistent with the hypothesis that public sector managers prefer group decision making whereas private sector managers believe in individualistic capabilities. The research concluded that managers go for budgets that suit their individualistic cognitive style. The difference in the support of budget decisions in the public and private sector managers essentially speaks of the work culture that dwells in the two types of settings. Most works in public sector are done through networking and bargaining, whereas in the private sector, one has to rely on one’s ability and assessment to make the rational decisions. 3. In his research, Al Yahya (2008) studied an integrative multiple links model among three traits, namely the sharing of power-influence in making the decisions, work-related outcomes (WRO) and cultur e of Saudi Arabian organizations belonging to the public sector. These conceptual associations have not been explored much in the public sector organizations conventionally. Traits of competence as knowledge, ability and skill are used effectively in the participative practices as shown by the model of structural equation. This influences individuals’ thoughts about WRO that include but are not limited to

Extending Retail Services in China Research Paper

Extending Retail Services in China - Research Paper Example Coca-Cola, an American-based soft drink manufacturer has had to adapt to the Chinese environment so as to emerge as a leading soft-drink manufacturer in the country. Thus, this paper gives the history and nature of China and its people and the etiquette of business in the country. It further evaluates the cultural, economic, political and legal environment in the country. Using information from various secondary sources, the paper analyses the experience of Coca-Cola in China, as a case study of the impact of a country’s economic, cultural, political and legal environment on international business. The Political and Legal Environment in China China has been governed by the Chinese Communist Party, CCP for about 63 years since 1949 when it assumed power through a civil war victor. Nonetheless, Ambler, Witzel and Xi (2009) observe that there has been tremendous transformation in the political culture and institutions over this period of time. Even though this party upholds a mon opoly of power and does not tolerate being questioned, Lawrence and Martin (2013) consider the political system as being neither rigidly hierarchal nor monolithic. This form of centralized government is referred to as Maoism by Peteghem and Zhang (2010). The formal political culture of the Chinese upholds collective leadership, the military as a wing of the CCP and strong legislature on paper but weak in practice. In China, politics go hand in hand with commerce and discipline could be executed by the Communist party. The government of China is largely involved in the primary businesses in the country. Devonshire-Ellis (2011) observed that out of the 46 Chinese companies that were listed in the Fortune 500, 40 were state-owned. This author notes that as soon as a business becomes viable, government interest takes over. Apparently, instead of the returns from these businesses ending up in state coffers, they filter down to state officials (Hamilton & Zhang, 2012). Similarly, to succe ed in business, there is need to establish appropriate networks with these officials, referred to as guanxi (Peteghem & Zhang, 2010). This causes difficulties with regards to transparency in China and among the business executives that are engaged in business in the country. This becomes particularly difficult when dealing with the US and EU companies where corruption amounts to a serious crime. China’s legal reform process began in the past about a decade aimed at motivating the opening of its markets having joined the World Trade Organization, WTO. One of the legislative policies of China is to reduce its control over state-owned enterprises (Sweeney, 2010). The authorities of China have the approval process relatively centralized such that it integrates national, regional and local authorities vertically. The law in China distinguishes companies depending on their capital source. Domestic companies typically have less than 20% foreign shareholding while Foreign Investment Enterprises, FIEs could be Foreign Invested Companies Limited by Shares, FICLS, Wholly Foreign-Owned Enterprises, WFOEs or joint ventures. A legal entity would be determined majorly by the kind of investment being undertaken, such as being a direct acquisition or joint venture. Even though the laws of China could allow foreign investors to make a choice from a variety of investment entities, it could occur that the investment destination could be