5 Persistent Myths About Social Anxiety Disorder

5 Persistent Myths About Social Anxiety Disorder Social anxiety is a common psychological problem, but it is not well understood by the general public and even by some professionals. People who experience social anxiety feel as though they are being judged and evaluated when they are in social and performance situations. Although they know that the anxiety and fear that they feel is unwarranted, controlling or preventing the anxiety seems impossible. If you always experience social anxiety when you are around other people, it can become very difficult to ever relax and be yourself around others. When it feels like everyone is judging you, it sometimes seems easier just to avoid social situations altogether. Often people who experience severe social anxiety believe that they are the only people in the world with the problem, and they do not tell anyone. If you believe that you may have social anxiety, this article will help you to understand some of the myths about this type of fear and make a decision about getting help for your problem. Myth #1: Social Anxiety Isnt That Common Fact: Social anxiety is experienced by most people at some point in their lives. Whether it was during a speech that they gave in high school, or when going for their first job interview, everyone gets butterflies once in a while. Between 2% and 13% of the population is thought to have social anxiety to the point that it would be considered social anxiety disorder (SAD). Myth #2: Social Anxiety Only Refers to Public Speaking Fears Fact: Social anxiety refers to anxiety and fear in many different social and performance situations. These may include formal events, such as public speaking and performing; informal speaking and interaction, such as meeting strangers or going to a party; difficult situations, such as expressing disagreement; and everyday events, such as eating in front of others. The common thread among each of these triggers is that there is the potential of being evaluated. Tips for Managing Public Speaking Anxiety Myth #3: Social Anxiety Just Means That You Feel Nervous Fact: Social anxiety brings with it a collection of symptoms, only one of which is a feeling of nervousness. If you suffer from social anxiety you will experience cognitive (thinking) problems, somatic (physical) problems, behavioral problems, and effective (emotional) problems. For example, when meeting a stranger for the first time you might think to yourself: She must be able to tell that Im a poor conversationalist. Your hands might start to shake, you may feel like escaping the situation, and even feel hopeless about ever doing well socially. Myth #4: Social Anxiety and Shyness Are the Same Things Fact: Although social anxiety and shyness are very similar, they are not the same thing. Social anxiety involves feelings of fear about social or performance situations, but it does not always involve the avoidance of, or withdrawal from, these situations. Some people may appear to be very outgoing,  but on the inside, they are terribly anxious and simply very good at hiding their feelings. In contrast, those who are shy tend to withdraw from or avoid social contact because of feelings of social anxiety. People who are shy always experience social anxiety, but those with social anxiety may not always act shy. Myth #5: Social Anxiety Is a Problem That You Just Have to Learn to Live With Fact: Some people experience such terrible social anxiety on a daily basis that they cant work or even leave the house. Others function well in general but have a specific fear that gets in the way of achieving goals, such as a fear of public speaking. Neither situation is hopeless or something that has to be lived with. With effective treatment such as medication or cognitive-behavioral therapy, everyone has the potential to live life without social fears. Activities to Help You Manage Social Anxiety

Racism And Sexism A Government Or Private Program

One of the largest injustices in the world is racism, and sexism, and America is no exception. There has been centuries of slavery, and decades of segregation, oppression, and unfair treatment. However, as time passed, and people worked tirelessly to bring to light the injustices in our society, and government, these practices became less and less acceptable. The government ended up removing laws and creating new ones with the goal of giving both minorities and women equal opportunities, which is exactly what those people were fighting for. The problem was just because the law says you can’t discriminate based on race, that didn’t change people’s long held perceptions and stereotypes, so something needed to change. So the government instituted Affirmative Action with the goal of tilting the scales toward the favor of minorities and women, to correct the tilt that racism and sexism created. According to Crash Course on Youtube, and PBS Studios, the definitio n of Affirmative action is â€Å"A government or private program designed to redress historic injustices against a specific group by making special efforts to provide members of these groups with access to educational and employment opportunities (CrashCourse, 2015).† Affirmative action was absolutely necessary when it was implemented, and for a long time after that. Everyone naturally has stereotypes of different people, and we also want to help out people we know, or we feel are like us. So when segregation wasShow MoreRelatedThe Inequality Between Upper Class And Lower Class967 Words   |  4 Pagesachieved in even in the most basic facets of our lives. There is no such thing as equality in the socioeconomic balance of today whether in terms of economic opportunity, or due to favoritism in the social elite, or at the very basis because of racism and sexism. 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Someone Was Movin Into Mrs. Dirk s Old House - 1732 Words

Someone was movin’ into Mrs. Dirk s old house, she had died many years back. She used to rock in her rocking chair on the porch. I remember she was a kind, old widow. Me and Hattie used to play in her old costumes: her hats, jewelry, and her dance shoes. She’d tell us stories of when she was in the Harlem Renaissance, she would show us pictures. She was beautiful. She was eighty-nine when she died. Now someone was movin’ into her old house. We watched the big, green truck drive up the dirt road and up the hill where Mrs. Dirk’s house sat. Me and Hattie watched behind the old wooden fence. â€Å"I hope they got a girl my age,† said Hattie. I wished the same thing and I know why. Hattie and I have spent every summer together for†¦show more content†¦The man took a box out of the truck and marched into the house. A lady came around the truck to the back and pulled out a box . She was tall and thin. She wore ripped jeans and a long sleeve, yellow shirt. It was cut at the bottom in little strips. She wore a vest that was cut into little strips as well. She had long, blonde hair with a headband around it. She had long earrings and she wore sandals. She looked the same age as the man. She took the box into the house and a girl followed with a box. The girl was tall, definitely taller than me and skinny. She wore very short shorts, they were light blue. She wore a short sleeve tie die shirt that was cut into little strips at the bottom. She wore long earrings and dozens of bracelets. She had long, red, curly hair that was thick and wild. They continued to unload their truck. White folks movin’ into Mrs. Dirk s house. I guess there s nothing wrong with it, they got as much right to live here as we got as much right to live anywhere else. I wondered if that girl would want to play with me and Hattie. Hattie started to run toward her house. Hattie, wait up! I ran after her. We stopped under the big oak tree. I thought we was gonna to say hello to them, I asked Hattie. I ain t gonna to say hello to them! I gotta tell my papa what kind of people moved in there, she answered. You don t know what kind of people they are. You haven t even spoken to them yet. I do

Colonial Colonies The Atlantic Coast - 1666 Words

The English Colonies alongside the Atlantic Coast in the 1600’s- 1700’s began with the failed attempt to establish the Roanoke Colony in Virginia, which was later, suppressed by the Virgina Company, who established the colony of Jamestown in Chesapeake Bay. The Virginia Company was a joint stock company that primarily used the stock they obtained from King James to raise money to create Jamestown. Following this success of establishment was a series of devastation as food sources were scare, conflicts with natives raised, and starvation characterized the lives of the early settlers, but once the government was strengthend and once other colonies erupted in the New England Colonies, the Middle Colonies and the Southern Colonies, the†¦show more content†¦Ã¢â‚¬Å"The New England colonies were the coldest of all the settlements, and they have a basic geography of hills, mountains, rivers and poor soil, which made farming unsuitable . Even though farming was unsuitab le in this environment, the colonists found ways to grow pumpkins, corn, beans, squash, and rye and even found ways to import/export goods with other colonies (). As they built a trading network through importing/ exporting goods, the New England Colony became focused on manufacturing, industries such as ship building and lumbering and resources, such as, timber, furs, fish, and whales (). Since most people lived in towns, the colony had innumerable amount of businesses. Furthermore, the New England Colonies characterized prominent events of the American Revolution: the Battle of Concord, the Battle of Bunker Hill, and The Capture of Fort Ticonderoga. Puritan Semitist, who were the first English emmigrants of the area, founded the Massachusetts Bay Colony. Massachusetts prospered with the help of the Puritan Semitist because through the help of local natives they learned to fish and farm, which provided ample amounts of food. Massachusetts’s major cities were Boston, Quincy, Plymouth, Salem, Lexington, and Concord. It became a state on February 6th 1788. As these major cities rose in popularity and as the settlers found more opportunities, so did the number of colonies. Colonists went on to find Connecticut, Rhode Island,

Performance Driven Marketing-Free-Samples for Students-Myassignment

Question: Critically evaluate the proposition that Digital Marketing has replaced traditional Marketing in Strategy Management. Answer: Introduction With the advancement of technology, contemporary business organizations are more inclined towards adopting digital marketing tools towards promoting their products and services. Traditional marketing tools are mostly related to make customers aware regarding the products and service (Tiago and Verssimo 2014). Digital marketing tools have gone far beyond just customer awareness and focus more on customer interaction for gaining increasing customer insights (Lamberton and Stephen 2016). Therefore, digital marketing tools are more effective in providing customized value to the customers than those of traditional marketing tools. This study will critically evaluate the proposition that digital marketing has replaced traditional marketing in strategy management. The study will evaluate this proposition from various aspects of strategy development in organizations. Moreover, the study will also provide some examples for demonstrating the effectiveness of digital marketing tools over the tr aditional marketing tools. Discussion With the advancement in the technology, digital marketing and social media have significant influence on the life of people. Digitalization and social media are at every sphere of peoples life. With the popularity of digitalization, digital marketing has gradually replaced traditional marketing in terms of strategy development in an organization (Taiminen and Karjaluoto 2015). Marketing and strategy development in todays contemporary organizations are not easy job. It needs huge market research, information about changing customer needs, promotion of products and services with shortest period, fostering unique product information through unique channels and lots more. Any strategy formulation needs enough interaction with the customers for identifying their core needs. According to Stone and Woodcock (2014), in traditional marketing, there was very little interaction between the medium used and the customers. Moreover, the intension of traditional marketing was just to provide information to the customers regarding the existence of the brand. However, it was quite difficult for the organization towards understanding the perspectives of the customers regarding the brands. On the other hand, Karjaluoto, Mustonen and Ulkuniemi (2015) digital marketing is extremely beneficial for increased interaction with the customers and understanding the insights of the customers. Apart from just making the customers aware about the products and service, digital marketing can also help the organization towards getting the feedback of the customers regarding the product experience. In this way, digital marketing has actually increased the customer value, as it provide scope to the customers in sharing their experience with the customers. Franco et al. (2014) pointed out that unlike the traditional marketing, in digital marketing, the customers can also share their suggestion over the product improvement. In this way, contemporary organizations can better modify their products and service offerings as per customized needs. It facilitates the organizations towards gaining competitive edge over the rival organizations through formulating customized product strategy. While considering the example of Four Star Pizza, it can be seen that the organization uses digital media marketing for gaining deep insights about the customers regarding their foods. Based on the feedback of the customers, the organization constantly modifies their foods as per customized and preferred tastes of the customers. Such unique customer value facilitates the organization towards gaining competitive advantage over its rivals (Tome and Snoj 2014). Therefore, recently, this organization is much more concentrated on their digital marketing effusiven ess rather than focusing on traditional marketing. Therefore, digital marketing has gradually replaced traditional marketing in regards to strategy development. From the global study, it can be seen more than half of the world use digital media tools for accessing information. In such situation, digital media is the best tool for marketing the products and services with increased exposure of brands to the customers. People all around the world are quite busy in their work life. Wedel and Kannan (2016) stated that people in todays world do not have much time to watch or listen to product or service advertisement over radio, television or any print media. Therefore, traditional marketing is less effective in effective brand exposure to todays customers. However, Vsquez and Escamilla (2014) opined that people are always engaged with digital media either for the purpose of their work or anything else. Moreover, with high level of digitalization, todays customers are more inclined to search for product and service information through digital media tools like social media, emails, websites, video hosting, mobile SMS and others. Moreover, digital m arketing also direct the customers directly to the company websites, where they can access detailed information regarding the products and services. In this way, contemporary organizations can also access the customer visit rate of the websites and understand the popularity of the brand for strategy formulation. Unlike the traditional marketing, in digital marketing, organizations can see their business or product status in real time. According to Jrvinen and Karjaluoto (2015), digital marketing allows the contemporary organizations to oversee the factors, which is not working properly and need quick improvement for better business result. Moreover, modern business organizations can measure the popularity of their brand through measuring the traffic of their websites. As per Levy and Gvili (2015), contemporary organizations can easily measure the traffic of their websites using Google Analytics for measuring specific goals of the websites, blogs and other packaged e-mail marketing solution. The organization can also measure the amount the people opening, reading and converting from the e-mails. Strm, Vendel and Bredican (2014) stated that digital marketing is the best tool for simply measuring the success of the business and making any improvement over the strategy for gaining sustained competitive advantage. In this way, after measuring the brand popularity over the digital media, the organizations can quickly adopt improvement strategy for modifying their brand features for providing unique customer value. In this way, digital marketing has gradually replaced traditional marketing for making more customized business strategies. While considering example of Butlers Chocolates Company in Ireland, the organization uses digital media for getting more interaction with the customers. Moreover, with the help of digital media marketing tools, the organization simply measures the popularity of the chocolate products and makes immediate modification after getting any significant suggestions from the customers (Taneja and Toombs 2014). Such customer concerns through digital media to ols have built the foundation of the business success of this organization. Traditional marketing tools were limited within their era. According to Rani and Rani (2017), in traditional marketing tools, customers were nowhere provided with the scope to refer their preferred brand to mass of their friends and close circles. Therefore, promotional strategies were limited mostly to the individual level of the individual customers. However, Killian and McManus (2015) opined that digital marketing tools always facilitate the contemporary organizations in making their brand promotional messages viral. Moreover, the social media tools like Facebook, Twitter, Youtube and others provide options to the customers towards sharing the information of their preferred products and services to their closed friends. In this way, unlike the traditional marketing tools, digital marketing tools go beyond the individual levels of the customers and make the brand promotional message viral (Stone et al. 2016). In this way, contemporary business organization can perfect manage their promotional strategies through digital marketing tools by replacing the traditional marketing tools. With the globalized nature of businesses, it is almost impossible for the organizations and its marketers to walk around world personally and collect insights about the customers. Furthermore, Abashidze (2017) pointed out that traditional print media marketing and radio, television and billboard advertising was quite ineffective to communicate important information about the products and services to the global customers in real time. In such situation, digital marketing tools are quite effective to reach information product and service information to the customers in real time. Bianchi and Andrews (2015) opined that organization can communicate their important information to the global customers with a fraction of time. Such real time communication of the information to the customers actually enhances the value of the information. On the other hand, Ahuja (2015) opined that traditional marketing tools could not guarantee communication of important information to the customers in real time due to breakthrough in communication channels. However, digital media tools are less influenced any through in communication channels. Therefore, such marketing tools are quite effective in providing real time product and service information to the customers, which manages the right value of the promotional messages. Cost is an important factor to be considered, which has replaced traditional marketing tools with the usage of digital marketing tools. According to Ribn, Monroy and Ortega (2017), traditional marketing tools were quite expensive and the design of traditional marketing media used to increase the overall organizational cost for managing the promotional strategies. Moreover, the advertising channels like television, radio, Yellow Pages, magazines require enough investment from the part of organizations for regularly updating and designing the promotional contents. On the other hand, Kleppinger and Cain (2015) opined that digital marketing tools sometimes needs little investment for updating the digital media pages. However, such investment cost is quite less than those of traditional marketing tools. Moreover, the organization can easily create an e-mail account, social media account, You-Tube pages within fraction of time and without spending much amount of money. In this extent, trad itional marketing methods like television advertisement, radio advertisement, billboards and other is quite expensive and needs huge investment for its perfect design and development. Gottlieb and Bianchi (2017) stated that Contemporary business organizations can develop online marketing strategies with very little cost than traditional marketing strategies. Therefore, digital marketing tools can effectively develop promotional tools for communicating product and service information with much lesser cost than those of traditional marketing tools. Hence, digital marketing tools have gradually replaced the traditional marketing tools in developing and managing promotional strategies. While considering the example of Aer Lingus, the organization has recently given major focus on the digital marketing tools for reducing their overall promotional cost. Moreover, the organization is quite successful in reducing the cost of overall promotional strategies. Furthermore, the organization is now more capable of reaching worldwide customers with lesser time, which enhances the value of the information in real time frame (Earley and Maislin 2016). Furthermore, the cost effecti veness of digital media is also insisting the organization towards replacing the traditional marketing tools with digital marketing tools for its strategy management. Most of the contemporary organizations are ramping up their brand and business on digital marketing campaign, using different channels. Hence, digital marketing tools are quite effective in knowing and understanding the core unique value of the competitor organization. According to Opreana and Vinerean (2015), digital marketing tools are quite effective in identifying and recognizing the core and unique value of the competitor organizations. In such situation, traditional marketing tools are less effective in recognizing the unique attributes of the competitors with limited brand exposure. Killian and McManus (2015) pointed out that with increased brand exposure, digital marketing tools facilitate the organizations to have a look on their competitors strategies and plan accordingly for gaining competitive advantage over their competitors. In this way, digital marketing tools are quite helpful over the traditional marketing tools in gaining competitors information and formulating comp etitive strategies towards beating the competitors. Furthermore, Karjaluoto, Mustonen and Ulkuniemi (2015) opined that real time results from the digital marketing tools facilitate the contemporary organizations in better understanding the competitive scenario in the market. Therefore, the organizations can easily track any limitations in their strategies and improve those strategies towards beating the competitive pressure generated from the competitors. Having a dominant and optimized online presence on digital media through smartphoneand tablets, contemporary organizations can easily influence the buying behavior of the customers. According to Franco et al. (2014), almost 82% of the mobile searchers around the world check on the in-store purchase using their phones. Furthermore, almost 65% of people look for most valuable and accurate information to their queries through the usage of digital media. 33% of mobile users ultimately purchase products and services from different brands than they have in mind because of the information listed. Therefore, it can be said that digital media is quite effective in managing the strategies of customer attraction. On the other hand, Tome and Snoj (2014) stated that traditional marketing tools are ineffective to provide detailed information to the customers. Therefore, such marketing tools are not much effective towards influencing the purchasing behavior of the customers. The limited information provided through the traditional marketing are less influential on customer attraction strategies. Digital marketing tools directly direct the customers towards the main websites of the customers, where they can access detailed information regarding the products and services. Such detailed information provides clear and accurate ideas of products and services to the customers, which lead them towards taking purchasing decisions. In this way, digital marketing tools are quite effective than traditional marketing tools for managing the promotional strategies and attracting customers. Strong digital marketing strategies allow diverse business organizations towards competing with each other on similar line of the sizes. A well structured and reputed website design, which entitles smooth journey for the customers, can be unparallel in promoting the products and services. According to Lamberton and Stephen (2016), traditional marketing tools can be high expensive for the small scale businesses towards promoting their products and services. On the other hand, Vsquez and Escamilla (2014) opined that designing an attractive website can be less expensive for the small scale customers than those of traditional marketing strategies. Moreover, small scale organizations can use same digital media tools and techniques towards competing with the big companies in the same market. Moreover, well designed and developed websites facilitate organizations towards attracting the customers in visiting the products and services. Furthermore, Wedel and Kannan (2016) stated that websites having easy interface assist the organizations in selecting their products and services effectively and order for those products and services. Therefore, unlike the traditional marketing tools, digital marketing tools like attractive websites help even the small scale organization towards beating the large scale organizations. In this way, digital marketing assists in better maintain the competitive strategies. With such advantage of digital marketing, it has gradually replaced the traditional marketing tools. While considering the evidence from GoCar Company in Ireland, it can be found that the organization has attractively designed its websites for easy interaction with the customers. Such attractively designed websites of the organization provides detailed car service information to the customers to the customers. Such precisely constructed websites and detailed information encourage the customers toward taking purchasing d ecisions (Taiminen and Karjaluoto 2015). Therefore, the organization can effectively maintain its competitive strategies over the competitors for gaining competitive advantage. Tradition marketing tools are limited in direct interaction with the customers. Moreover, traditional marketing is only concerned with making the customers aware of the existence of the brands. As per Wedel and Kannan (2016), traditional marketing tools are restricted in gaining inner perspectives of customers with lack of direct interaction with customers. Therefore, organizations are incapable of knowing the information about the brand preferences. Moreover, in traditional marketing, customers are mostly avoided and their concerns are not given much priority. In this way, ignorance of customer concerns actually leads to customer dissatisfaction. On the other hand, Taiminen and Karjaluoto (2015) opined that digital marketing tools like websites and e-marketing even have live chat options for the customers. Such live chat options in the digital marketing tools facilitate the customers in resolving their queries in details. Furthermore, the customers can also provide their feedback on these live chat options regarding the brands. Stone and Woodcock (2014) stated that the customers can also communicate their complaints over these chat options for getting immediate solutions. In this way, organizations can better provide importance to the customer concerns for getting resolving their issues before those issues become the reasons for customer dissatisfaction. Therefore, digital marketing tools are more effective than the traditional marketing tools in maintaining customer retention strategy towards retaining customers for longer time. In this way, digital marketing strategies have replaced the traditional marketing strategies in terms of developing customer retention strategies. According to Tome and Snoj (2014), digital marketing tools are quite effective than those of traditional marketing tools in promoting attractive discounts and offerings in real time. With the limitation of time, customers can often skip the promotional advertisement on their television, radios and newspapers. However, Taiminen and Karjal uoto (2015) opined that most of people are becoming highly tech savvy in the todays world. Therefore, it is easier to persuade the customers with the attractive discounts and offerings with greater exposure in the digital media sites. In this way, digital media facilitates the organization in managing their customer loyalty strategies. Such facilities of digital media marketing have ultimately replaced traditional medial marketing. Conclusion While concluding the study, it can be said that advancement of technology has led the organizations to be concentrated more on digital media marketing than those of traditional media marketing. In traditional media marketing, the organizations get lesser scope towards interacting directly with the customers. On the other hand, in digital media marketing, the organizations can directly interact with the customers. Therefore, in digital marketing, organizations gain deeper insights regarding the customer preferences. Furthermore, the customers can also provide their preferred suggestions over the brands. In this way, contemporary organizations incorporate customized values in their products and services through the recommendations provided by the customers in the digital marketing tools. Such customized value has led the organizations in replacing the traditional marketing tools with digital marketing tools. Furthermore, increased customer interaction with the customers over the digita l marketing tools facilitates in better customer relationship, which is not possible in traditional marketing tools. Unlike the traditional marketing, digital marketing facilitates the contemporary organizations in enhancing its brand exposure through increased customer referrals. Moreover, digital marketing tools have the advantage to make the promotional strategies viral. Therefore, digital marketing tools have ultimately replaced the traditional marketing tools for its increased brand exposure. Apart from that, designing traditional marketing tools is quite expensive for the organizations. On the other hand, digital marketing tools are quite less expensive to develop than those of traditional marketing tools. Therefore, digital marketing tools have replaced the traditional marketing tools in terms of its cost effectiveness and increased brand exposure. Reference List Abashidze, I., 2017. Integrated Marketing Communications in web 2.0 environment: Challenges and Opportunities of online presence.Journal of Research in Marketing,8(1), pp.617-623. Ahuja, V., 2015. Development of an optimal solution for digital marketing variables in an online tool.International Journal of Internet Marketing and Advertising,9(1), pp.49-65. Bianchi, C. and Andrews, L., 2015. Investigating marketing managers' perspectives on social media in Chile.Journal of Business Research,68(12), pp.2552-2559. Earley, S. and Maislin, S., 2016. Data governance and digital transformation: Using the customer journey to define a framework.Applied Marketing Analytics,2(1), pp.25-40. 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Tata Indica Case Study Essay Example

Tata Indica Case Study Paper Tata Indica The Making Of The Small Car The case provides an understanding of the issues concerning the supply chain management system at Telco in regard to its small car, Indica. It outlines how Telco, built the supply chain for the car by leveraging its existing competencies and how it transformed itself from an integrated truck manufacturer to an automobile integrator and from a product-centric company to competence- centric company. The case discusses various components of the supply chain and emphasises how Telco orchestrated them with the objective of minimizing costs. Background Note The history of Telco, Indias leading automobile manufacturer dates back to the early 1920s. The location of the Telco plant originally belonged to Peninsular Locomotive Company (Peninsular), which was established in Tatanagar, Jamshedpur in 1923. In 1927, Peninsular was taken over by East India Railway to manufacture passenger carriage underframes for the Indian Railways. In 1945, Tata Sons purchased the plant from the Government of India for manufacturing steam locomotive boilers and other engineering products, under the name Tata Locomotive ; Engineering Company. Initially the company manufactured broad gauge open wagons for the Indian Railways. By 1947, it started producing boilers for imported locomotives. The company also entered into collaborations with Marshal Sons (UK) to manufacture steam road roller, and with Krauss Maffei (West Germany) to manufacture steam locomotives. In 1954, the company entered into a technical collaboration with Daimler-Benz to manufacture automotive vehicles | | The association with Daimler-Benz helped the company build up a strong in-house R;D center (Engineering Research Center ERC) at Pune, Maharashtra. We will write a custom essay sample on Tata Indica Case Study specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Tata Indica Case Study specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Tata Indica Case Study specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In 1960, company’s name was changed to Tata Engineering ; Locomotive Company Ltd. By 1961, it was manufacturing construction equipments. Over the years, the company acquired technology from several collaborations and co-operation agreements with international companies (Refer Table I). TABLE I TELCO COLLABORATIONS AND JOINT VENTURES Tata Cummins Ltd. | Joint Venture with: | Cummins Engine Co. Inc. USA. | Business: | Manufacture of Cummins ‘B’ Series engines for M/HCVs. | Tata Holset Ltd. | Joint Venture with: | Holset Engineering Co. Ltd. UK. | Business: | Manufacture of turbochargers. | Concorde Motors Ltd. | Joint Venture with: | Jardine International Motors (Mauritius) Ltd. | Business: | Retailing of Passenger Cars. | Source: www. telcoindia. com In 1961, Telco produced its first crane in collaboration with M/s Pawling ; Harnischfeger (P;H), U. S. A. In 1966, it acquired Investa Machine Tools Co and set up a machine tools division at Pune. In the same year, it started its Press Tool Division and vehicle manufacture facilities at Pimpri and Chinchwad (Pune). The first commercial vehicle was produced in 1977. In 1983, Telco started producing heavy commercial vehicles. In 1986, the company rolled out its first light commercial vehicle TATA 407 that had a completely indigenous design. In 1991, Telco produced indigenously designed passenger cars Tata Sierra and Tata Estate and in the same year it started its assembly and training plant at Lucknow (Uttar Pradesh). The product range of the company included passenger cars, heavy commercial vehicles, trucks and buses (Refer Table II). TABLE II TELCO PRODUCT PROFILE CATEGORY| PRODUCTS| Passenger| Tata Sierra, Tata Estate, Tata Sumo, Tata Safari, Indica, Indica V2. Light Commercial Vehicles| Tatamobile, Turbo Truck, LPT 407 Turbo Truck. | Heavy Commercial Vehicles| LPT 1109 Turbo Truck, SE 1613 TC Turbo Truck, SE 1613 Turbo Truck, LPT 1613 TC Turbo Truck. | Buses| SFC 407 Turbo Mini- bus, LP 407 Turbo Mini- bus, LP 709 E Turbo Bus, LPO 1510 CGS bus (CNG bus). | Source: www. telcoindia. com By the late 1990s, Telco had emerged as a leading name in commercial vehicles, passenger vehicles, construction eq uipment, metal cutting and grinding machines, industrial shutters, high quality steel, alloy castings and other related products. In 2000, commercial vehicles accounted for 94% of its gross revenues; vehicle spare parts accounted for 5%; and hire purchase income, 1% The Story of Indica In the early 1990s, Telcos Chairman Ratan Tata (Tata), was flirting with the idea of developing a small car. By mid-1994 a rudimentary design was in place. In 1995, Telco announced that it planned to build a car which would be priced close to the Maruti 800, shaped like the Zen, and spacious as an Ambassador. Producing the new small car Indica represented a different kind of challenge for Telco. Should Tata succeed, he would change the face of Telco. As a truck-maker, Telco was so integrated that it even made it own castings and forgings. As an automaker, it would have to focus on the value chain that stretched between raw materials and after-sales service as well as assembling the parts into the complete automobile. For its new venture, Telco outsourced 80% of the components (1,200 of its 1,500-plus parts), from 200-odd vendors. To develop the Indica, Telco had to combine the learnings from its predecessors with its own unique supply chain management strategies to ensure a sustainable low-cost platform. By learning to build and manage a supply chain, it would set the ground for leveraging the capabilities of the automotive component-manufacturers who already operated in its target markets. In other words, Telco planned to use its skills as an integratorbringing together products and services from both upstream and downstream operations, and packaging them for the customer under a brand name in its new venture. Globally, a car could be built in 48 months with an investment of US $ 3 billion (Rs 127. 5 billion). Indica, was built in 31 months on a budget of Rs 17 billion. This seemed to have been possible by focussing on the supply chain. The Outsourcing Strategy For Telco, outsourcing seemed to be one of the most difficult aspects of producing the Indica. Unlike global automobile majors, Ford Motors or General Motors, which had a global vendor-base that could be replicated on a smaller scale in India, Telco had to create a vendor-base from scratch. Moreover, it did not have the expertise either to design a car or to build an engine for it. Against this background, Telco had to take its primary make-or-buy decisions for the key inputs-design, engine, and transmission. Telco decided to shop globally for the best deals and use its own expertise to make whatever modifications were needed (Refer Table III for the components outsourced by Telco). TABLE III OUTSOURCING THE COMPONENTS Components | Supplier| 5 door hatchback | I. DE. A, Italy| Engine | Institut Francais du Petrol, France| Assembly Line | Nissan’s Plant, Australia| Presses | Mercedes Benz| Pistons and Piston rings | India Pistons| Electrical components and fuel injection systems | Lucas-TVS| Steering systems | Rane TRW Steering Systems| Clutch facings and rear (drum) brake linings | Sundaram Brake Linings (SBL)| Seating Systems | Tata-Johnson Controls| Radiators | Tata-Toyo| Rear view mirrors | Tata-Ficosa| Front and rear bumper, dash-board, inside trims | Tata-Auto Plastics| Air conditioning kits | Subros Ltd| Wind screens and windows | Asahi Glass| Fuel lines | Imperial Auto| Differential assemblies | Sona Steering| Sheet metal items | JBM Tools| Source: Business Today, March 22, 1999 and December 7, 1999. Telco turned to the Italian company, I. DE. A, for the product-design. It bought the engine from the Institut Francais du Petrol of France, and applied its engineering skills to adapt the engine requirements. The transmission was developed in-house at its Engineering Research Centre (ERC), at Pune. Of the Rs 2. 5 billion it spent on designing the Indica, the major share went in buying design tools and training its engineers in new skills. Telcos engineers traveled regularly to the sites of its technology suppliers, to receive training before the actual delivery of the machines. Telco also outsourced its assembly line from Nissans plant in Australia for just Rs 900 million. Telco transplanted it at its factory at Chikli near Pune, which was newly set up for Indica. A new assembly line of the same proportions would have cost at least Rs 4 billion. Again, of the 3 presses for the Indica, only 1 was new, acquired for Rs 900 million, while the other 2 were bought second-hand from Mercedes-Benz and modified to suit the Indica. Telcos engineers and the ERC did the application engineering, programming, installation, and commissioning to save around 45% of the technology costs. The tooling for the car too was supplied internally by Telcos machine tool division. To manage the supply chain better, Telco kept the number of suppliers for Indica to just 200 as compared to about 1,000 for trucks. Most of the parts were supplied by Telcos traditional suppliers- TVS, Rane Group and Tata Auto Component Systems (Taco) who were single source suppliers. Pressed parts, assemblies, and drive shafts were sourced from single vendors. Vendor Development Once Telco made its make-or-buy choices, the next step was to identify the vendors. Most of the parts that went into making Telco were sourced locally. Except for some sheet metal parts, cylindrical gaskets, and beltswhich accounted for 2% of the component value, the Indica was totally indigenous. 1 K. Mahesh, CEO, Sundaram Brake Linings, said, Localisation of components is the most important challenge a new manufacturer faces. It is a time-consuming and painstaking process. Telco employed a simple yardstick for selecting suppliers: the ability to supply components at the negotiated quality, cost, and quantities. In the first stage of selection, an initial assessment team from Telco evaluated the supplier. This was followed by self-evaluation of the supplier, based on a format provided by Telco. Then there was a quality systems survey, carried out by a Telco quality audit team. This was f ollowed by design validation. And then there was a manufacturing validation to ensure that the supplier was following the proper manufacturing processes. This was followed by the Production Part Approval Process (PPAP), which certified the production quality. R. Chakraborty (Chakraborty), senior deputy general manager, materials ; supplier quality improvement group, said, â€Å"When a vendor reached this stage, our comfort level in dealing with him goes up considerably, with regard to quality and his ability to supply material to us. We feel that he has a proper production process in place to ensure quality and timely supplies. † Only a handful of vendors met Telco’s stringent requirements. Telco set up Supplier Quality Improvement Teams to improve the vendors systems to ensure that they produced defect-free parts. It applied a 13-step Quality Improvement Programme, covering supplier self-evaluation, thorough design-validation, and audit of supplier quality. Another key to Telcos successful vendor-base was a modern system of process management. Telcos target-costing was broken up into vendor-wise cost targets, and the suppliers had to carry out their own value-engineering exercises to lower cost and improve quality. For example, India Pistons, which supplied the pistons and piston rings, walked away with the Indica order because it benchmarked itself against supplies to Maruti Udyog; whereas the other vendors benchmarked themselves against pistons supplied to Telcos commercial vehicles. India Pistons invested Rs 1. 5 million in toolings, and Rs 25 million in a separate line at its Maraimalai Nagar (Tamil Nadu) facility. N. Venkatramani, CEO, India Pistons, commented, TELCO is very particular about logistics, that raw materials have a supply trace, be ready for assembly, need no inspection. It is a demanding customer. Telco even involved its vendors in the design-process to give suppliers more lead time to innovate, and for better supply chain coordination. Commented T. K. Balaji, CEO, Lucas-TVS, which supplied electrical components and fuel-injection systems for the Indica, By making vendors its partner early, TELCO ensured both quality and price-conformity. Late involvement would have yielded different results. M. S. Kumar, Director ; CEO, Rane TRW Steering Systems (Rane), which supplied the steering systems for the Indica, added, TELCO has been extremely supportive, making available its entire RD resources to our engineers. It is one of the best experiences we have had in product-development. Telco wanted Rane to design a system that would meet the peculiarities of Indian road conditions. Besides offering both manual and power systems, Rane also had to come out with a left-hand drive variant for the export market. Rane had to go deep into application engineering because the front axle-weight of the Indica was heavier, and its engine-displacement, higher. Indica was not only compact, which left less space, but also heavy, which strained the system. Telco wanted Rane to benchmark the maneuverability of the Indica against the Zen, a much-lighter car. Rane took about 16 months to develop and get the steering system approved, spending close to 2 man-years on it. It spent Rs 16 million on development costs for the power steering systemincluding tooling and diesand Rs 10 million for the manual steering system. Said P. R. Sarathy, President, Rane (Madras), TELCO gave us price-targets. We worked within them, using value-engineering and concurrent engineering to lower our development costs. For all effective purposes, we were an arm of TELCO during the process. In the case of small vendors, Telco examined their processes- and cost-levels. Telco configured its suppliers in 2 tiers. Tier I suppliers had to assemble sub-systems using components provided by Tier II vendors. Telco asked the latter to supply products at low margins to the former. On its part, Telco helped them lower their costs by solving quality-related problems. For instanc e, SBL, which supplied clutch-facings and rear (drum) brake linings for the Indica, developed them in-house. V. R. Janardhanam, President, SBL, remarked, Despite its size, Telco has a lot of humility. It is willing to work with even the smallest of vendors to meet its targets. A typical brake-lining usually went through the following steps: the raw material was converted into slabs; the slab was cut into the required length; the cut piece went through 2 stages of grinding for the inner and the outer diameters; then, the piece was drilled, and, finally, champered. But SBL brought down the number of operations to 3: the raw material was straightaway converted into pieces of required length, and the grinding was done to only the outer diameter. And the company saved 15% because of this single-piece flow technique. K. Pandarinath, Deputy General Manager (Research), SBL, commented, Telco is a transparent company. It allowed us to use all their facilities as long as it helps develop a better product. Our engineers spent several weeks working with Telcos engineers on perfecting the brake-linings. Supply Chain To keep its transaction costs low, Telco configured its supply chain on a just-in-time basis. All high-value components were delivered daily, and in the case of nearby suppliers, twice a day. Vendors who were located far away from Pune set up local warehouses near the plant. The rationale for the relocation: transportation costs alone accounted for 45% of the total logistics costs for a company, delays in supplies added to costs in terms of machine down-time at the plant. Meanwhile, on the shop floor, where the assembly line was located, Telco had done away with the traditional store function. There was no material store in the Pune plant of Telco. The truck loaded with the material first entered the factory at the material gate where there was a documentation center. A person at this center checked whether the material was scheduled to arrive or not, by keying in the part number and the supplier code. If the material was not scheduled to arrive, the documents were not processed further and the truck was not allowed to enter the factory premises. Once it was cleared at the gate, the truck proceeded to the receiving center. Once the items were unloaded, unpacked and cleared for quantity and quality, they were moved into the transit area. From there they went into what was called the super market. The super market was close to the assembly line. In the super market, the materials were arranged in such a way that the workers could easily access all the material required on the assembly line without wasting much time and effort. The benefits of this just-in-time inventory system were that the inventories were low and so the interest costs were also low. Again the manpower required to handle the inventories was also low. For Telco, a crucial link in the supply chain was its ability to forecast demand accurately, which would help the vendor plan his production-schedule in advance, thus lowering costs. Telco and Concorde2 employed market research agencies to help forecast demand through trend analysis, using the historical data technique. It used a complex web of correlation involving the countrys economic situation, competitors products, and their USPs. To ensure quick flow of information along the value chain, Telco electronically linked its demand forecasts to production, and backwards to its suppliers. All its dealers were linked to the plant through VSATs3 connected by e-mail to relay demand patterns on-line to the Pune plant. This reduced the order-processing time by 80%. Analysts felt that by being online, Telco would save a minimum of 4 days from the order-to-despatch lead-time. For speedy delivery, Telco resorted to inter-location transfers of the product between dealerships. This would ensure movement of the product to a place where there was more demand. This would make a big difference to finished goods inventory management once Telco started producing at optimum capacity. Telco also trimmed costs by making Concorde leaner than other dealerships, with just 3 levels: managing director, general managers, and managers. Each of Concorde’s general managers worked as profit-centre heads of their individual business regions, and reported directly to the managing director. Added, A. K. Seth, General Manager (Delhi), Concorde, The company wanted to create a lean and responsive network, with the primary objective being to meet customer requirements as quickly as possible. Leveraging the Supply Chain Indica marked the beginning of Telcos drive into Indias auto market as an integrator with a multi-product portfolio. Analysts felt that the competencies that Telco had grown in the process of marketing Indica would be the core around which it would build its future car business. Analysts also felt that Tata would use the supply chain that fed the Indica to feed a whole range of Telco cars of the future. D. C. Anand, CEO, Anand Group, said, Telcos capacity will be tested by how many new models it can come up withand how soon. Is Telco in a position to do so? Four years ago, I would have said no. Today, I am not going to underestimate their capacity. They have demonstrated it. Business Today5 wrote, Leveraging the low-cost supply chain that it has built, Telco will launch a series of other carspriced both below and above the Indica, straddling the entire spectrumeach of which will be progressively easier to integrate. The supply infrastructure would become economical as the volume of the business that Telco offered its vendors increased. The volume of business would increase with a larger number of cars. The learning that it was extracting from the Indica supply chain would also be available to the company as it moved into other products. There seemed to be a distinct opportunity for a smaller, cheaper car, positioned as an entry-level for the first-time buyer. Analysts felt that Telcos supply chain management would become the pivot around which it could assemble its passenger-car business. Questions For Discussion 1. Telco did not have the expertise either to design a car or to build an engine for it. In light of this fact, critically analyze the steps taken by the company to keep its product development costs low. 2. Discuss why the company decided to create a vendor-base from scratch for the smaller car and comment on how it developed its vendor base. . As an integrator of automobiles, Telco had to ensure that there was seamless flow across the supply chain. Explain how Telco managed its Supply chain. Notes 1) The only other new small car that came close was Hyundai Motor Indias Santro, which had a 78% local content. Daewoo Motors Matiz was just 35% local. 2) Telcos dealer for Indica. It had 9 dealerships and 25 ou tlets. 3) Very Small Aperture Terminal (VSAT) is a satellite communications system that serves home and business users. A VSAT end user needs a box that interfaces between the user’s computer and an outside antenna with transceiver. The transceiver receives or sends a signal to a satellite transponder in the sky. The satellite sends and receives signals from an earth station computer that acts as a hub for the system. Each end user is interconnected with the hub station via the satellite. For one end user to communicate with another, each transmission has to first go to the hub station which transmits it via the satellite to the other end user’s VSAT. VSAT handles data, voice and video signals. 4) Most other car-marketers in the country operated with a minimum of 5 levels.

Teenage Magazines Lie essays

Teenage Magazines Lie essays In the Magazine (Cosmo Girl (UK) aimed at 14-17 year olds there are many summer images as its June issue and it is summer in the UK. The girls featured seem to look quite young in most of the photos. But there are some older girls advertising swimwear and are said to be models. These models with their flawless skin and tight bodies all from what I can see are about the same shape and size. They are no bigger than a size 10, look carefree and happy, tanned at the beach and swimwear advertisements, pretty and have a look that says Im popular and have lots of friends. Most of the models have either blonde or brown hair with highlights and there flawless faces have shinny bronze glaze upon them. I think that these images appeal to the eye but arent realistic. The models look even prettier because the photographer who posed them has the models looking as though they are having fun with friends, laughing and popular. You may think the lip gloss looks beach touched and summer kissed on the model so you buy it, but the reason its so perfect in the picture is only because it gets touched up but because the models look like they are having a good time and stereotyped as popular (as they are pictured with friends, fun-loving (as they are smiling), fashionable (in the lattest brands), and girls think to get more friends and even a boyfriend they have to be like this. lives so they look gorgeous, dreamy and desirable. The models skin isnt how it seems in the photo either. At school we do photography we touch up our images of trees for instance and why dont we realize that the photographers and multi media specialists are doing exactly by the same to the so called dream girls we see wearing the latest billabong swimmers in magazines. I think hair can make or break an outfit. Many underestimate the dangers teen magazines hold and harmful effects they can have on todays teens. Cosmo girl portrays slim, beautif...