Online Buyology Essay Example for Free

Online Buyology Essay Descriptions of China’s economy are often paired with the best of accolades: promising, miraculous and meteoric, to name a few. But observers rarely use the words â€Å"fair† and â€Å"transparent† to describe the country’s business environment. One need not look far to see why: rampant corruption, preferential policies for state-owned companies, and copious red tape all prevent private enterprises from thriving. Yet out of this unequal playing field, e-commerce giant Alibaba and web portal Sina have created two of the fairest and most transparent business platforms in China. Alibaba allows individuals and companies to sell goods on its Taobao platform, giving vendors a set of standards and leaving everything else to their discretion. Weibo is similarly a free-for-all of Chinese expression, with the notable exception of controversial political topics. Both Taobao and Weibo have exploded since their founding and have maintained commanding leads in their respective fields. Taobao sales were US$58. 7 billion (RMB370 billion) in 2010 while Tmall, a site aimed at more developed brands spun off of Taobao in 2008, currently has about 55,000 vendors. And in the two years since Sina Weibo’s founding, the Twitter-like service has racked up 250 million users. â€Å"If you ask people, ‘Why you want to shop online? ’ I think many people will say that it gives transparency of pricing†¦ people look for convenience, people like more information,† said Phil Wei, China CEO of Export Now, a startup that allows US-based companies to list products on Tmall. â€Å"One thing [Alibaba founder] Jack Ma did is offer freedom to all these consumers and all these business units. † The free market The freedom to compete is giving rise to third-party service providers that could become some of the most dynamic companies in the Chinese economy. As has been the case with US tech giants Twitter and Ebay, Taobao and Weibo have both spawned an eco-system of third-party companies that provide related services, making the platforms practically an economy unto themselves. The type of third-party service providers surrounding the two platforms reflects the different aims of Taobao and Weibo. â€Å"Taobao is doing usiness transaction[s] while Weibo is media spreading information,† said Deco You, a Beijing-based analyst at iResearch, an online market research company. This discrepancy results in very different growth rates, said You. â€Å"The number of Taobao-related companies will increase much faster than those Weibo-related ones. † In addition to opportunities to sell goods, Taobao and Tmall offer business opportunities for subcontractors that provide services to vendors , such as store design, customer service, logistics and marketing. As a media platform, Weibo naturally lends itself to marketing companies, which began to emerge about a year after Weibo’s founding. Yang Xin, founder of marketing firm Weichuanbo, said he knows of at least 10 start-up companies that also specialize in Weibo, not to mention traditional marketing firms which have entered the arena. Despite these differences, doing business centered on either Taobao or Weibo is remarkably similar. The short lead times and relatively limited barriers to entry have resulted in fierce competition among many similar companies. Many of these third-party companies are quick to copy each other’s successes, a common tactic in China where enforcement of intellectual property rights is not as strong as in the West. But instead of knock-offs, the competition seems to foster flexibility. Weichuanbo has upgraded its software platform three times in attempt to stay ahead of copycats, Yang said. The companies also compete for the best online real estate on Weibo and Taobao. Taobao and Tmall sell ad spaces to the right of search results, although search results themselves are organic and depend on sales and consumer ratings. Weibo marketing companies commonly pay influential users to promote their products. Weichuanbo compensates about 200,000 users for their help, and Yang hopes that number will someday grow to 2-3 million. The instant feedback of web analytics also means that companies know immediately if they are falling behind the competition. If a user doesn’t like an attempt at viral marketing on Weibo, they are likely to say so or ignore it altogether. Shoppers on Taobao are just as quick to pass judgment. â€Å"Online, if a client comes to your store, if they stay longer than five seconds your store is not bad,† said Wei of Export Now. That means the chances they become frequent visitors will be significantly higher. But if [they stay] less than five seconds, they probably will not come back again. † Taobao- and Weibo-related companies also compete for unbridled optimism. Weichuanbo aims to have more than 300% in annual revenue growth within the next two years. Export Now expects to have some 300 US manufacturers selling through its service and US$1. 59-3. 18 million (RMB10-20 million) in revenue by the end of the year, up from virtually nothing at the present. The market will keep growing and the trend will continue in the next five to 10 years, and the expansion brings about more opportunities for third-party companies,† said Dong Xu, an analyst at research firm Analysys International. Yet growth in the Weibo community may not be sustainable. The government-led research center China Internet Network Information Center issued a report last month stating that new signups for Weibo began to slow in the second half of 2011. Weibo users nearly quadrupled from the end of 2010 to 250 million. With only 500 million internet users in China, however, continuing at that pace will be impossible. Although user growth will slow, there is still much money to be made. Spending on internet marketing is projected to grow to US$12. 5 billion (RMB79. 1 billion) in 2012, up from an estimated US$8. 1 billion in 2011 and US$5. 2 billion in 2010, according to iResearch. Marketing revenue in China is likely to continue growing quickly, said You of iResearch. Advertisers have only recently begun to shift online, attracted by ad space that is often more targeted and cost-effective than traditional print and TV advertising. Marketing and analytics companies can strive to grab more of that revenue by improving on underdeveloped technology and becoming more efficient, said You. Foreign companies with better technology and efficient operations could also enter the market, though they will still be limited by cultural barriers. Taobao and Weibo could also begin providing additional marketing services themselves. Taobao launched an internet marketing division in April 2010 called the Taobao Alliance, which quickly grew to have US$238 million (RMB1. 5 billion) in revenue, according to iResearch. This potential for new entrants means the market for third-party services is likely to remain highly competitive. Many companies that fail to keep up with the pace of innovation will undoubtedly be pushed out of business or be acquired by more successful competitors. But those that do innovate and survive will probably be among the most dynamic companies in China’s internet sector, regardless of the platform. As Wang Weili of Taobao marketing firm Shenzhen Fangwei E-Commerce puts it: â€Å"There might be other websites driving our business in the future. But where there are clients is where we will be. †

Nontraditional Traditions :: essays research papers

Nontraditional Tradtions We live in an age in which it is hard to spend time together as a family. Many families today wonder if having quality time together is a thing of the past. We are inordinately busy, for one thing, whether household bread-winners or college students. Also, the definition of family has changed. We are dealing with new definitions and characterizations of the idea of family. Some of us have traditional families. Some families have divorced, single, and/or remarried parents, creating a rather confusing family tree. Some people choose to live their lives alone, but may still be close enough to some friends to consider them family. Whatever the circumstances, many of us honestly don't know how to celebrate together. We may even see the word "tradition" as something stultifying and old, having no meaning for or application to us personally; something usually being forced upon us by someone who smells funny and is only seen on holidays. What all of this means is that we can no longer simply follow the examples of old. It is up to us to create new family traditions. Celebrating is not hard. We all know about celebrating and have some ways of doing it. The only challenge is to find new ways. Why do we need to celebrate tradition? It gives us something to look forward to and makes a formal statement that there are some things in life to be grateful for. The notion of honoring tradition is unsettling for some people; let alone creating new ones. We understand that we need something to add a sense of order and stability to our lives. But we are not sure about how to create our own traditions. We seem to think that traditions must be heavy and complex ideas that had been around for hundreds of years and will be around for a hundred more. In my opinion, this is not true. It need not be big or religious at all. I believe a tradition is something that you do once that feels good, so you do it again and again. The tale in Frost's "Mending Wall" can be viewed as an impromptu tradition. The two neighbors needing to repair the wall after the winter chill, find time to converse with each other about what's on their minds. For example, every Sunday my dad makes tea and puts out two cups, his and mine. I am used to this. If I had to reach in the cupboard to get my own cup, something would be wrong. As it is, I get up out of my bed, I go into

Organisation and management in the network era Essay

The following report contains a brief look into MAS holdings, the company’s history, how they have grown and developed and how they have succeeded in numerous ventures. The report then goes on to address the following questions: 1. Outline the key leadership issues confronting MAS Holdings. 2. In terms of this case, how can the CIO assist in gaining senior management support for IT initiatives? 3. In reviewing an organisation of your choice, discuss the role played by the CIO and CEO when leading an IT initiative within their respective company An introduction to MAS Holdings Markets: MAS holdings, which was established and led by progressive and visionary leader Deshamanya Mahesh Amalean, MAS Holdings pioneered and perfected the manufacture of garments including fine lingerie in Sri Lanka. The company started with a single factory and staff of 60, today MAS Holdings now is one of Sri Lanka’s largest apparel manufacturers. They produce apparel, performance wear and swimwear in the world with a net $1 billion annual turnover. MAS Holdings now has 38 world-class apparel facilities that spread over 14 different countries and employing more than 55,000 people, they have grown from a small company to an international powerhouse in manufacturing due to their sound business model and visionary, diverse development. MAS Holdings are not only the leading strategic partner for Victoria’s Secret (VS) but also effectively serve numerous global brands including Triumph International, Marks & Spencer (M&S), DIM Branded Apparel, Nike, Speedo, Adidas, Reebok, GAP and Banana Republic. The for mentioned companies are known for quality and excellence throughout the world and this is in many ways attributed to MAS Holdings dedication to their brands and commitment to provide an excellent service to their customers. Design and product development has evolved to become a key part of the business – an area in which MASHoldings has excelled. In addition to working with traditional vendornetworks, concepts and design briefs in order to create new product ranges, MAS Holdings also works to create new technology and products that will be a source of competitive advantage, this is done in a bid to redefine the industry Innovation is second nature to MAS Holdings. From working with Victoria’s Secret on fast replenishment models to lean manufacturing with rapid product changeovers, the company’s fully-integrated model allows it to innovate across the value chain. Products MAS Holdings comprise of four business units: MAS Intimates, MAS Active, MAS Fabrics and MAS Investments, a separate non-apparel business. The MAS Holdings Intimates department designs and manufactures niche-market lingerie for high-street fashion retailer and brands, while MAS Active supplies leading brands in competition sportswear. MAS Fabrics, made up of manufacturing facilities for elastics, warp-knit fabric, lace, intimate apparel accessories and moulded bra cups, it is here that we see many of the innovative products MAS Holdings produce coming together. MAS fabrics also complements the Intimates and Active divisions. Through the integrated business model, MAS Holdings innovates new and exciting solutions from state-of-the-art silicon-embedding technology toorganic and fair-trade products. Some innovative products include the Speedo Fast SkinFS-Pro swimsuit which was controversially worn at the2004 Olympics, and subsequently banned. Another innovative product produced by MAS Holdings was the Nike Revolutionary Support Bra – the highest-selling sports bra in the USA – worn by international tennis playersand athletes. In 2007, MAS Holdings launched its own intimate apparel brand, Amantà ©, which targets the Indian market. MASInvestments oversaw a diversified portfolio of investments including the development of integrated apparel and fabric parks in the region, retail and outsourced information-technology services. The divisions are brought together under a common vision and corporate governance by MAS Corporate Solutions.A successful spin off from the apparel market was MAS Investments which include two IT consulting companies, the Corporate Branding and Retail unit and a diversified investment portfolio. A brief history review shows that in 1990, Mast Industries entered into a joint venture, setting up shadow line. The next big leap for MAS Holdings came in 1992 when it entered into a joint-venture partnership with Triumph International and Mast Industries to set up Bodyline, which continues to be its single largest plant for manufacturing intimate in the area. Slimline, a company which emerged in 1993 as a joint venture with Mast Industries and Courtaulds Clothing (UK), has been a key sourcing arm of M&S and went on to establish benchmarks for excellence in employee relations and put MAS Holdings firmly on the global map. The first overseas venture for MAS Holdings was Linea Clothing in the Maldives in 1996. Since then, the group has continued to make strategic investments overseas with operations spanning five countries. MAS Holdings initiated vertical integration within the Sri Lankan apparel industry with its joint venture with Mast Industries and Charnwood Elastics (UK) to establish Stretchline, the country’s premier supplier of elastics, in 1996. Stretchline is now a globally recognised brand for narrow performance elastics with a global manufacturing base. A partnership with NoyonDentelles of France in 2004 created South Asia’s first lace manufacturing facility, Noyon Lanka. Joint-venture partnerships with Prym Intimates (Germany), Dogi International FabricandTextprint SA (Spain) consolidated the regional supply base for intimate apparel accessories, warp-knitted fabrics and fabricprinting capabilities. This diversity in the supply chain has helped position Sri Lanka and the regional centre of excellence for apparel and sportswear. MAS Linea Aqua, a partnership concern with Speedo International, is one of the first dedicated swimwear plants in the world excelling in performance swimwear. As previously mentioned, it has been MAS Holdings dedication to innovation that has propelled it to the forefront of its industry. Q1. Outline the key leadership issues confronting MAS Holdings. As mentioned above, the history of MAS Holdingshas played a role in key leadership issues that confront MASHoldings today.There are several key leadership issues confronting MAS Holdings. Due to the diverse nature of MAS Holdingsoperations and its decentralised structure, it would be difficult to have a specific company- wide leadership in place. Malesh Amalean, chairman of MAS Holdings has to deal with the vertical integration of MASHoldings. At the beginning, he succeeded in creating his own company and orienting its company strategy to an export-oriented strategy. First, he managed to secure contracts with European and American retailers such as C&A or Calvin Klein. Secondly, he organized a first joint venture with a big American retailer, MAST, which allowed him to gain his first contract with Victoria’s Secret and a strong reputation in women’s lingerie manufacturing. Unfortunately, the sudden increase of work for thecompany led to some leadership problems,the need of seasoned professional managers. MaleshAmalean has to lose a part of his control over the company by sharing his control over the business to young and unknown managers. He has to trust them in order to take advantage of this situation. The next joint ventures, with Triumph, Noyon or Sara Lee, amongst others, have further increased the issue of control and trust. Although MASHoldings can continue to develop while being part of a large company, they must learn to adapt and compromise to suit partner firms. This may involve accepting new systems, processes and procedures such as the ones instituted by Triumph. However this deal was not one sided as MAS Holdings had to learn to share their own technologies and knowledge with their partner. This can lead to some loss of control within the company if not managed correctly. In order not to lose too much power, MAS Holdings was only signing joint-ventures with companies in which they established a trusting relationship, with strong dialogue and a personal relationship, they also protected themselves by never committing 100% of their production capabilities to one particular company. Furthermore, the company clearly outlined in each contract that MASHoldings were responsible for managing the businesses from taking the order stage and MASHoldings also clearly defined the responsibility of each participant in the joint-venture. This specific repartition of tasks allowed MAS Holdings to build a specific structure for all their different tasks which they maintained a desired level of control over. Due to a desire to succeed with this new decentralized structure; MaleshAmalean made a decision to allocate leaders to each structure, segmenting the leaders from each other. MAS Holdings run the risk of deviating from its core business model as a result of this. This is one of the reasons why MAS Holdings managed to deploy its IT systems to improve knowledge sharing and information management capabilities across the organization. As the company develops and grows, they are faced with the issue of loss of control. They attempt to counteract this by implementing strategies to prevent it. Q 2. In terms of this case, how can the CIO assist in gaining senior Management support for IT initiatives? The Chief Information officer (CIO) of an organisation is the person responsible for the information technology and computer systems that support the organisation’s goals and objective (TechTarget). This position is intended to bridge the gap between information technology and the business. It is an evolving role related to performance, evaluation, and turnover. For IT initiatives to be successful, a team approach is essential at the senior level in the organization. Therefore the CIO must try to provide a link between the IT department and the company’s senior managers (Hunter, 2010). The following paragraphs would discuss ways the CIO can assist in gaining senior management support for IT initiatives in MAS Holdings. Communication At MAS Holdings, the senior management is aware of the flexibility and competitive advantage IT initiatives can bring to the organisation in a rapidly changing market. However, to assist in gaining senior management support, communication is key. The CIO must communicate in the language of business, as this is important to enable the senior management make IT funding decisions as well as strategic and business decisions. Therefore, the key information on what the IT project will enable MAS Holdings to accomplish should be stated in clear, concise, and real business terms. Stating the alignment with strategies and objectives Information technology and business alignment refers to demonstrating concise business related value from IT and coordinating the capabilities of IT with the objectives of the organisation (Hunter, 2010). In order to do this, the CIO needs to understand the strategies and objectives of MAS Holdings. Strategies of MAS Holdings include a coalition of companies, Backward Vertical Integration, and streamlining the supply chain. The specifics of potential IT initiatives should be clearly stated and explained how it may be strategically applied to accomplish the MAS Holdings’ goals and objectives. In cases where IT projects are not aligned, but may still be important, the CIO needs to tell senior managers why and how. Alignment is usually facilitated through communication. Specifying the anticipated benefits Usually senior management do not specifically care about the technology itself, but how it would enable the organisation accomplish its goals. MAS Holdings work with a coalition of companies, so apart from competitive advantage, IT initiatives would provide a transparent model which allows information and knowledge to flow within the MASHoldings group companies and through the value chain, from customer down to various suppliers. This would make the retail business more efficient; cost competitiveness and speed would be enhanced, while providing flexibility. MAS Holdings biggest customer, Victoria’s Secret needed to shorten the concept-to-market time of its products. An ERP solution would help produce a demand-planning system that would have â€Å"the right product on the shelf at the right time†. Showing the focus on MAS Holdings’ top priorities The CIO must understand the organisation’s priorities, and the identified IT initiatives must address these priorities. MAS Holdings priority is to understand how each of their partners work, what is important to them, and what their expectations are. Therefore in order to gain senior management support for IT projects, the CIO should show an understanding of the culture of the MAS Holdings and its partners, and to provide the IT solution that would support that. Q 3. In reviewing an organisation of your choice, discuss the role played by the CIO and CEO when leading an IT initiative within their respective company. The company we have chosen to review is Marks and Spencer. We feel this is a specifically good fit as they fall under the MAS Holdings umbrella of brands. Marks & Spencer CEO Marc Boland: Marc Bolland, originally from Holland is the current CEO of Marks & Spencer’s. He was noted in 2010 as one of the most influential people in business and in 2011 he was named as â€Å"most admired business leader† in the UK by Management Today magazine. He worked for Heineken and Morrison’s before Marks & Spencer’s. When Marc took over at Marks and Spencer in 2010, he faced the challenge of improving sales and increasing profits. His aim was to do this through using the most up to date and innovative technology. Marks and Spencer set Cheshire Oaks as their flagship technology store. â€Å"Cheshire Oaks is the first Marks and Spencer store to make extensive use of all the latest technology and innovations in multi-channel to create an enhanced, more convenient and inspirational customer shopping experience.† The Cheshire Oaks and subsequent stores have adopted and utilised technologies : HD screens throughout the stores showcase the latest looks offered. Browse and Order screens allow catalogues be viewed and ordered from. Staff equipped with iPads to assist customers with item searches Leading technology such as the ‘Virtual Makeover’ and ‘Duvet and Pillow Selector’ keep Marks and Spencer at the forefront on technology. QR codes and free customer Wi-Fi also feature throughout the store. It is essential that Marc Boland works with the CIO when he is implementing or improving any information technology process or policy. Collaboration between CEO and CIO is essential. Marc’s role is to approve of and support IT initiatives. Backing the technology and using his expertise and resources efficiently will help any implementation succeed. Marc must be an informed leader and ensure that the team and himself keep up to date with the constantly changing world of E-Commerce and technology. Being an informed leader will help Marc in his role of ensuring Marks & Spencer’s keep up to date with their competitors. Customers value and demand the newest and most up to date technology. Providing services that meet the demand is a key role in Marc’s goal of improving the situation Marks & Spencer found themselves in when he acquired the C.E.O. role. Marks and Spencer CIO – Darrell Stein Darrell Stein is CIO of Marks & Spencer’s and he plays a crucially important role in leading I.T. initiatives throughout the organisation. Although Chief Information Officers will always be involved in I.T. initiatives, Steins vision, enterprising spirit and ambition ensure many successful I.T. projects under his tenure. Stein is the key man that led I.T. change within Marks & Spencer resulting in it being a very successful organisation today. Stein was initially brought in as an I.T. director with some responsibilities for logistics, however he moved away from the logistics side so he could give his full attention to I.T. Using his knowledge and experience, he shortly found himself overhauling the I.T. systems company wide, no easy task for an organisation with over a thousand stores and almost  £10billion in annual revenue. Stein learned lessons from recent high profile disasters in the retail sector, and his approach is to look at all aspects of a project while planning the project, he is also involved in getting the right people in place and employs a tactic of not moving too fast, his successful techniques have been proven with the high success rate of projects which he has co-ordinated. Crucially, he also realises how much that I.T. projects which don’t work, hurt the organisation on a day to day basis. Perhaps the most rewarding I.T. initiative that Stein was a leader in implementing was the roll out of SAP software within the company. SAP was initially rolled out in the finance department, and after its initial success, it was expanded to other departments within the core business system. Stein’s role was to justify the implementation of the software, as well as convincing the board at M&S that the heavy initial investment in SAP would lead to a bottom line benefit to the company and overall cost savings in the long run. Stein also faced a challenge in integrating SAP into the existing business process and his full support and backing of the I.T. project was key to its success. When Stein initially rolled out the SAP system in the finance department it led to instant savings. Stein cut M&S’s procurement spending by a quarter as a direct result of the implementation of the SAP system (TechRepublic, Top 50 CIO). Due to its success in the finance department, Stein rolled out SAP systems to other business areas including HR, supply chain and the foods division. This wide scale roll-out became part of a â€Å"2020-Doing the right thing† initiative which in essence, is an I.T. &supply chain overhaul that cost  £400million in 2011 alone (M&S completes first phase of 3 year SAP rollout, 2010).Steins role in this long term project is key and he is the catalyst for I.T. change within M&S. Stein was also integral in pushing through the I.T. change projects with the goal of lowering overall company operating costs. His ethos â€Å"of not seeing himself as a technology person, but as a business person who utilizes technology to benefit the company†, has been fundamental to M&S and its rebranding strategy of â€Å"more for less†. Stein helped reduce running costs through implementing I.T. initiatives, and this led to money being freed up within the business and being invested in other sectors, such as business development projects. It is clear that Darrell Stein has been a fundamental player in leading I.T. initiatives in M&S and his reputation both within the company, and the wider business world, mean the decisions he takes are looked at with optimism and excitement from his colleagues, and with caution from his competitors. Stein has tried to focus on building the trust and strong relationship the M&S brand has with its customers, he sees this as key to keeping â€Å"sticky† customers, whose return business is vital to the company’s continuous success. He has done this through developing feedback channels with customers through more interaction, he has also focused on building the e-commerce aspect of the business, and it is largely due to the measures Stein implemented that M&S has achieved 75% annual increase in its online sales turnover. Stein is now in a position within M&S where he has contributed to them becoming market leaders through, in part, his leadership in pushing through I.T. projects. As mentioned above, it is imperative that Darrell Stein works in harmony with Marc Boland to ensure that two of the most influential men in the company work together to achieve organisational goals. Key to the pushing through effective I.T. initiatives in M&S was the close professional relationship Boland and Stein had. Both men regularly communicated with each other about implementing change and integrating the I.T. into the business model. The rich communication channel reinforced any project the men were involved in and made the implementation of technology very smooth. All scenarios involving the new technology would have been talked about prior to its implementation. Communication was a key factor to success in many projects such as the introduction of the â€Å"virtual makeover† application. Boland and Stein were also both innovators, they looked to set themselves aside from competition through innovative thinking and applying new techniques in the retail sector. Having a CEO and CIO with such a good relationship was essential to some of M&S’s innovative approaches as technology was a key tool used in implementing the change. One such project was the introduction of M&S TV online, which promoted customer interaction with the overall aim of boosting sales. M&S TV pioneered many of the campaigns you see today, for instance, they were first to do a video on â€Å"where does the milk on the shelves come from? Meet the farmer†. These videos made the customer believe they are shopping local and such ads can be seen today by firms such as McDonalds, for their beef, and Supervalu for their produce. The dedication both men had to their jobs was also crucial to many successful projects. Both men had a passion for what they were doing and firmly believed all measures they put in place were for the benefit of the company. In conclusion, we feel both Marc Bolland and Darrell Stein added to Marks and Spencer’s success, and their co-operation and partnership has boosted innovative techniques and introduced new technologies to the firm. References: If necessary – answering a question so not sure? -TechRepublic, CIO 50 most influencial, innovative tech chiefs. www.techrepublic.com/cio50/Darrell+Stein/6385891/ -â€Å"M&S completes first phase of three year SAP roll out†, Leo King, Computerworld UK, published May ’10- www.computerworlduk.com/news/applications/20416/marks–spenser-completes-first-phase-of-three-year-SAP-rollout/ References Brief: How can CIOs improve their presentations to senior management? URL: http://www.rms.net/lc_briefs_cio_present.htm Hunter G. (2010) The Chief Information Officer: A Review of the Role. Journal of Information, Information Technology, and Organizations TechTarget: Definition of Chief Information Officer (CIO). URL: http://searchcio.techtarget.com/definition/CIO .Watson.N,Story.J. (2006).MAS Holdings: Strategic Corporate Social Pesponsibility in the Apparel Industry.3-4.02/2006-5340 2.Various(Author)(2007).Business Superbrands.54-55.UK:Superbrands Ltd View as multi-pages

Training And Testing Of Water For The Local Existing...

selected and mobilised to participate successfully in the survey. This success is the result of the involvement and support from the local existing network and the mobilization of community participation. In addition to the participation of farmers, the enthusiasm and participation of commune health and veterinary workers in undertaking the Coliplate tests was also considered as a success of the field activities; on-farm water sources for drinking were sampled and tested on by the 20 trained the community health/veterinary workers in the two provinces. Key public health messages relating to microbiological quality of water, and recommended options for on-farm water security were also part of the training for community health/veterinary†¦show more content†¦The challenge relating to the custom procedures for the importation of water testing was also due to the unclear of administrative procedures. The field investigator wanted to import the water testing without paying import tax as the water tests were not for profit. However, in order to be exempted from import tax, it requires a formal signed agreement between a local origination and a foreign organisation indicating that these tests are not for profit, the approvals at ministerial level on the formal signed agreement. Because a formal signed agreement and a ministerial approval are not available for the field research, the importation of the Coliplate tests is not exempted from importation tax. The field investigator decided to pay tax to import the water tests in time for the implementation of the field activities, and explore ways to pursue tax claim later on. The local partner has helped the field investigator to contact with Ministry of Finance for claiming the import tax return of the water tests. However, it was replied that there is insufficient documents to prove that the field investigator is eligible to claim import tax for the water tests. Key preliminary results/findings and analysis: Variable Thai Binh (N. VN, 300 hhlds) An Giang (S. VN, 300 hhlds) Age 47 45 Year schooling 8.2 5.6 YearsShow MoreRelatedAssessment of Credit Management System7096 Words   |  29 Pagesfacing very poor infrastructure (particularly the rood network), small and fragile market, with people earning very precarious income inflows, etc. Some of the success stories can be attributed to the shared vision, commitment of staff, starting from the board all the way down to the Sub Branch officer, who work in a learning environment and also because of the all-round support ACSI can manage from those in rural areas: government, NGOs, community, etc. We hope this will continue. The outreach attainedRead MoreProshika Ngo12465 Words   |  50 Pages 2.1 Importance of NGOs in Bangladesh. 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