Kentucky Fried Chicken Holdings Malaysia Berhad Marketing Essay

Kentucky Fried Chicken Holdings Malaysia Berhad Marketing Essay KFC is an abbreviation of Kentucky Fried Chicken is a chain of fast food restaurant based in Louisville Kentucky, in the United Stated and was founded by Colonel Harland Sanders in 1952. Since he was only 9 years old, he discovered his penchant for cooking. Through the years he grew up to become a personage the world knows as Colonel Sanders, founder of KFC. KFC mainly sells chicken pieces, wraps, salads and sandwiches. While its main focus is  fried chicken, KFC also offers a line of grilled and roasted chicken products,  side dishes  and  desserts. Although Harland Sanders died in 1980, he remains as a important person of the company`s branding and advertisement, and formerly known as Colonel Sander, is a metonym for the company itself. In 1991, the company adopted KFC, an abbreviated from of its name but starting in April 2007, the company began used Kentucky Fried Chicken, its own original name for its signage, packaging and advertisement. Kentucky Fried Chicken recipe includes blends of 11 herbs and spices and become franchising to the rest of America. By the early 70`s, that special recipe reached Malaysia. Today, KFC Malaysia continues to serve finger lickin` good, succulent pieces of chicken. Its delicious aroma was attract most Malaysian citizen and became popularly amongst them. KFC prides itself as a fast-food restaurant give customers great tasting chicken with a selection of home-styled side dishes and dessert. The first KFC restaurant was opened in 1973 on Jalan Tunku Abdul Rahman. Until now, KFC Malaysia reached about 500 franchised around Malaysia and still counting. Great tasting chicken has become synonymous with KFC, and has been enjoyed by Malaysians ever since. Now KFC Malaysia has developed its own distinctive Malaysian personality of its own. The Companys Background KFC Holdings (Malaysia) Bhd., (KFC Holdings) is a branded chicken retail chain operator. KFC Holding in Malaysia operates about 500 KFC restaurant nationwide also operates the RasaMas chain of restaurant about 35 outlets. Approximately 52 Kedai Ayamas owning by the Group of KFC Holding, making this company as nation`s first branded chicken and chicken-based retail chain. Not only serve fast-food as main business, KFCH also widely involved in poultry production and processing, as well as a host of ancillary businesses such as vegetable farming, baking and sauce production. KFCH has emerged as strong big company in Malaysia`s businesses and retail world with high reputation for excellent product, efficient friendly service and financial strength. Undeniably, KFCH is the only KFC restaurant operator in world whose serve Western Quick Service Restaurant market greater than that of McDonald`s. KFC Holdings (Malaysia) Bhd (KFCH) operates service not only being the franchisee of KFC chain of restaurant in Malaysia but also in Singapore, Brunei, Cambodia and India. 1.2 Board of Director (Executive Director) Kamaruzzaman bin Abu Kassim   Chairman Non Independent Non Executive Director Ahamad bin Mohamad Deputy Chairman   Non Independent Non Executive Director Jamaludin bin Md Ali Managing Director / Chief Executive Officer Kua Hwee Sim   Independent Non Executive Director Tan Sri Dato Dr Yahya bin Awang   Independent Non Executive Director Hassim bin Baba   Independent Non Executive Director Datuk Ismee bin Ismail   Non Independent Non Executive Director Datin Paduka Siti Sadiah binti Sheikh Bakir Non Independent Non Executive Director   During the KFCH`s period of services, below show the awards and achievement of the KFCH from year 2008 until year 2010: Award Year Awarding Body Trusted Brand 2010 Yum! Brands Readers Digest Most Trusted Brands 2010 Readers Digest Putra Brand Award 2010 (Silver) 2010 Putra Brand Awards Association of Accredited Industrial Excellence Award for Service Sector 2008 Malaysia 100 Brand Excellence in Product Branding for Fast Food Chicken Category 2008 Brand Laureate KFC People Excellence Award 2008 Yum! Brands Best Operations Excellence Award 2008 Yum! Brands Restaurant Excellence Award 2008 Yum! Brands Marketing Excellence Award 2008 Yum! Brands Franchisee Of The Year 2008 Yum! Brands Yum! Reel Advertising Excellence Brand 2009 Yum! Brands Effie Award (Bronze) 2009 Effie Readers Digest Most Trusted Brands 2009 Readers Digest Franchisee Of The Year 2009 Yum! BrandsTable 1.1: KFC`s award and achievement from 2008 to 2010. Award Year Awarding Body Best Brand Category 2008 Brand Laureate Outstanding Product Innovation Award 2009 Malaysian Livestock Industry Awards [emailprotected] Awards 2009 Livestock Asia Expo Forum Table 1.2: Ayamas`s award and achievement from 2008 to 2009. Nature of Business KFCH handles over 620 KFC outlets comprising of Malaysia, Singapore, Brunei, Cambodia and India and over 35 RasaMas restaurants in Malaysia and Brunei. Over the year, KFC Holdings (Malaysia) Bhd. (KFC Holdings) improve in advancement of fast-food with its original recipe of kentucky fried chicken, KFC Holdings also engaged in the business of poultry, processing, restaurants and property holding. Other than that, KFC Holdings is also engaged in operating hatchery, breeder farms, poultry retail and convenience food store chains. Chicken, fresh bun, cakes, snacks, sauces, chicken rice meals and Freezer to Fryer products are the examples of products offered by the company. The businesses units serve by KFC Holdings are: Restaurants KFC and RasaMas Ayamas retail Poultry Integration Ancillary Operations Restaurants KFC is the best-established brands in Western Quick Service Restaurants market not only in Malaysia but also worldwide. Report has been recorded that over 620 KFC restaurants in Malaysia, Brunei, Singapore, Cambodia and India. Recent product was emerged by KFC Holdings such as Egg Tart offer to customers as a variety alternative to attract peoples. Successful first steps were taken by the company to re-brand Rasa Ayamas outlets by established RasaMas as dine-in restaurants. The first Rasa Ayamas Restaurant opened in 1996 and the aims is to brings all its ready-to-eat cooked food under the Rasa Ayamas name also to promote the Ayamas processed products to all Malaysians citizen. Ayamas Retail Ayamas Retail is Malaysia`s first branded poultry retail chain established by KFC Holdings. The services given by the Ayamas is to sell chicken and chicken-based products in an air-conditioned environment to fulfill customers need. It is also offer a selection of chicken roasters and light, chicken-based snacks. In 1988, the first convenience store was opened at Seapark and afterwards there are about 52 stores under the name Kedai Ayamas. The products are at tip-top of quality halal branded chicken that been processes and packaging by the company`s own processing plants. Poultry Integration The KFC Holdings processing plants process poultry for restaurants around the nationwide while focusing to achieve cost-efficiency while maintaining halal and high quality standards. The poultry integrator and operations consist of breeder farms and hatchery, feed mills, poultry farms, contract broiler farming and processing and further processing plants was undertaken by the Ayamas Food Corporation Bhd. Other than that, the Ayamas operations also to supply whole chicken and cut chicken parts further processes chicken product to the domestic market as well as to export the products to nearby country such as Singapore, Brunei, Hong Kong and Middle East. Figure 1.2: Marketing division of Ayamas Poultry Integrations. Ancillary Operations KFC Holdings on its own complement core business then take benefits from an integrated ancillary support system that comprises the sauce manufacturing, bakery and commissary operations. The Region Food Industries Sdn Bhd (RFI) is the company that leading the sauce manufacturers with producing about 12 million bottles per annum. Financial Performance Figure 1.3: Graph shows the performance of KFC Holdings (Malaysia) Bhd on 11 February 2011. The financial performance was reported that the company resulting a moderate improvement on the services that provided by the company since it was established. Through its subsidiaries, the company operates in three segments known as restaurants, integrated poultry and ancillary. Since that, the company became strengthen and establishes franchises around Malaysia as the financial performance show a good condition. Chairman of KFC Holdings said that sales at restaurants since its open more than a year jumped 16 percent in 2008,double the rate of 2007 and then three times faster than the global average for KFC outlets. KFC Holdings (Malaysia) Bhd., the best performer on the nation`s benchmark stock index, said it will sustain the fastest growth in at least 10 years as demand for deep-fried chicken defies an economic slowdown (Chan Tien Hi, December 3, 2008). KFC SALES GROWTH RATES Table 1.3: Summary of Earnings Table of KFC Holdings (M) from 2005 until 2009. Table 1.4: P L Breakdown of KFC Holdings (M) from 2005 until 2009. The table 1.3 and 1.4 on previous page shows the sales growth rates of KFC Holdings (M) from year 2005 until 2009. It was shown that KFC Berhad remains by far one of the cheapest mid-large cap consumer companies in Malaysia. It can be seen on the table of the overleaf for regional comparison. The sales growth rate was increased from 2005 to 2009 for example the Dividend Yield on year 2005 is 2.5 percent then each year been increased which year 2009, the yield is increased to 7.8 percent. It was reported that KFC Holdings generated revenue of RM1, 206, 9 million which accounted for a 10.9 percent increase over 2009. Since the sales increased over the country and show good performances, the number of Malaysian KFC outlets has increased to 399 in 2007 and now was increased to 500 outlets all around Malaysia. It is also was expected that the number of outlets will increase by the year of 2012. At end of March 2007, the research house imputing that 2 percent of selling price was implemented by Malaysian KFC outlets, and 3 to 4 percent selling price increase implemented at Singapore KFC outlets in November 2006. Since the selling price increased, KFC branches were growing fastest around nationwide. Apart from that, KFC Holdings (M) also increased the number of Ayamas Restaurant outlets to 19 from 14 outlets for 2007 and then from 14 to 21 outlets for 2008. The growth accelerated earnings by this company in 2QFY09 (+4.2%yoy to RM31.7m) as compared with +1.4%yoy in 1QFY09. The higher growth was due to higher contribution and better margin from KFC restaurant division. Chart 1.1: KFC Turnover breakdown (9M06) on 2006 Chart 1.2: KFC Pretax profit breakdown (9M06) on 2006 Below show the pie charts of turnover breakdown and pretax profit breakdown for KFC Holdings (M) on year 2006. Chart 1.2 show that the earnings that been driven by KFC restaurants chains, which account for almost 90 percent of group pretax profit. The turnover breakdown by year 2006 was almost 60 percent. Overall, it was expected that KFC is deliver mid-single digit revenue growth, which driven by high single digit growth in Malaysia KFC restaurant operations. SALES TREND Figure 1.4: KFC Holdings (M) sales growth from 2005 until 2009. Figure above shows the sales growth of KFC Holdings (M) from year 2005 to 2009. It is show that the sales were decreased from 6.5 percent on 2005 to 4.4 percent on 2006. Then the sales were decreased once again on year 2007 and record the growth about 4.0 percent. The sales were decreased because of the economic growth for the year came with a mà ©lange of highs and lows whereby the country at that time was unstable due to fuel crisis. This crisis bring on the the impact of higher food and oil prices left a reduction in consumption and business profits. However, on 2008, the economic began stable therefore the domestic sales prospects of KFC Holdings of Malaysia were increased due to stability of economic. As a result, sales growth for the whole of 2008 inclined increased to 5.0 percent compared to 4.0 percent in 2007. During the year of 2008, KFC Malaysia aggressively drove restaurant image enhancements. Many steps were taken to improve the overall KFC dining experience for the valued customer. For year 2009, KFC Malaysia became strong market activities and launch a disciplined operations therefore the sales transaction and profitability was increased again in 2009 with 7.2 percentages compared the year before. Expansion of restaurant at that times record greater growth in Peninsular Malaysia region also in Sabah and Sarawak regions. The expected increases in sales growth of KFC`s products was due to ongoing enhancement measures and the strong supportive of valued customers. YEAR SNACK DINNER 1985 3.95 4.95 1996 5.30 6.60 2004 6.70 8.80 Present 6.80 8.90 Table 1.5: Snapshots of KFC`s meal prices during selective periods from year 1985 until now. Since year of 1985, the price of KFC`s meals were become increased due to economic growth ever since. However, since the economic grew more standardize, the price of KFC`S meals were increased according  to  currency appreciation  and  the economy.  The people of  Malaysia  are also able  to  buy  the  KFC`s meals at reasonable price. However, this factor was not affecting the buyers but every year the sales growth even more increased. Years ago, the prices of meals at KFC were costly in range of RM3.00 to RM5.00. These days, getting a decent meal at KFC which include snack plate and a drink, inclusive of service charges were costly less than RM9.00 to RM10.00, which is not much more expensive than dining at hawker shops. CONCLUSION The economic growth of our country came with a mà ©lange of highs and lows. Sometimes the economic condition is at a stable place whereby the economic growth was steady. However, since fuel crisis came up in year 2007, the global economic downturn created cautionary, volatile and fragile market by year end. Since the crisis came up, the sales rates of KFC Holdings (M) was record downturn due to the impact of higher food and oil prices. The group of KFC Holdings (M) were trying to survive by came up with a lots of plan strategies to further the operations of the group. KFC group were committed to enhance performance during that year by introduced new meals to the restaurants and new product to the Ayamas Retails. Since the strategies were launched, in 2008, the group recorded an impressive revenue growth of 26 percent to RM2, 179.8 million from RM1, 703.4 million in 2007. In the previous year, the profit before tax also increased to RM167.5 million against RM150.6 million. The increasing of stellar performance also resulted on earnings per share whereby in 31st December 2007, it was recorded that the increased by 13.7 percent from 52.59 sen to 59.78 sen in 31st December 2008. On that year, the revenue from KFC restaurants contributed about 75 percent to the Group`s total turnover, 20 percent and 5 percent was contributed by the poultry and ancillary businesses. Since that, the improvement of KFCH`s sales growth become surprisingly increased in year 2009. Therefore, on 2nd January 2009, KFCH became a subsidiary of QSR Brands Bhd (QSR) and record that there is another 865,300 ordinary KFCH shares, increasing the QSR`s total holding in KFCH to 50.25 percent. This is became the significant milestone for the group to enhance the management capability on the sales growth of the business. The benefit of long term is to exercise result in management stability and positive income contribution of the group. Now the business of KFCH were at its stable condition and expand more further resulting on the increasing of sales growth each year. Since now and then, KFC becomes the biggest Malaysian fast-food operator with about 500 franchises of KFC restaurants and 26 of Ayamas outlets all around the country.

Small Scale Textile Industry

SMALL SCALE TEXTILE INDUSTRY ABSTRACT India is the world’s second largest producer of textiles and garments after China. It is the world’s third largest producer of cotton—after China and the USA—and the second largest cotton consumer after China. The Indian textile industry is as diverse and complex as country itself and it combines with equal equanimity this immense diversity into a cohesive whole. The fundamental strength of this industry flows from its strong production base of wide range of fibres / yarns from natural fibres like cotton, jute, silk and wool to synthetic /man-made fibres like polyester, viscose, nylon and acrylic.The growth pattern of the Indian textile industry in the last decade has been considerably more than the previous decades, primarily on account of liberalization of trade and economic policies initiated by the Government in the 1990s. In producer-driven value chains, large, usually transnational, manufacturers play the central roles in coordinating production networks. This is typical of capital- and technologyintensive industries such as automobiles, aircraft, computers, semiconductors and heavy machinery.Buyer-driven value chains are those in which large retailers, marketers and branded manufacturers play the pivotal roles in setting up decentralized production networks in a variety of exporting countries, typically located in developing countries. This pattern of trade-led industrialization has become common in labour-intensive, consumer-goods industries such as garments, footwear, toys, handicrafts and consumer electronics. Large manufacturers control the producer-driven value chains at the point of production, while marketers and merchandisers exercise the main leverage in buyer-driven value chains at the design and retail stages.Apparel is an ideal industry for examining the dynamics of buyer-driven value chains. The relative ease of setting up clothing companies, coupled with the prevalence of dev eloped-country protectionism in this sector, has led to an unparalleled diversity of garment exporters in the third world. Apparel is an ideal industry for examining the dynamics of buyer-driven value chains. India’s textile industry comprises mostly smallscale, non-integrated spinning, weaving, finishing, and apparel-making enterprises. In this term paper, we study about the small scale Indian Textile Industry, its importance, role, roducts, finance, subsidies, attractiveness and the growth. We also present opportunities in this sector, the challenges, jobs and salaries in these industries. HISTORY OF INDIAN TEXTILE INDUSTRY India has been well known for her textile goods since very ancient times. The traditional textile industry of India was virtually decayed during the colonial regime. However, the modern textile industry took birth in India in the early nineteenth century when the first textile mill in the country was established at Fort gloster near Calcutta in 1818.The cotton textile industry, however, made its real beginning in Bombay, in 1850s. The first cotton textile mill of Bombay was established in 1854 by a Parsi cotton merchant then engaged in overseas and internal trade. Indeed, the vast majority of the early mills were the handiwork of Parsi merchants engaged in yarn and cloth trade at home and Chinese and African markets. The first cotton mill in Ahmedabad, which was eventually to emerge as a rival centre to Bombay, was established in 1861. The spread of the textile industry to Ahmedabad was largely due to the Gujarati trading class.The cotton textile industry made rapid progress in the second half of the nineteenth century and by the end of the century there were 178 cotton textile mills; but during the year 1900 the cotton textile industry was in bad state due to the great famine and a number of mills of Bombay and Ahmedabad were to be closed down for long periods. The two world wars and the Swadeshi movement provided great stimulus t o the Indian cotton textile industry. However, during the period 1922 to 1937 the industry was in doldrums and during this period a number of the Bombay mills changed hands. The number of mills increased from 178 with 4. 5 lakh looms in 1901 to 249 mills with 13. 35 lakh looms in 1921 and further to 396 mills with over 20 lakh looms in 1941. By 1945 there were 417 mills employing 5. 10 lakh workers. The partition of the country at the time of independence affected the cotton textile industry also. The Indian union got 409 out of the 423 textiles mills of the undivided India. 14 mills and 22 per cent of the land under cotton cultivation went to Pakistan. Some mills were closed down for some time. For a number of years since independence, Indian mills had to import cotton from Pakistan and other countries.After independence, the cotton textile industry made rapid strides under the Plans. Between 1951 and 1982 the total number of spindles doubled from 11 million to 22 million. It incre ased further to well over 26 million by 1989-90. A SMALL SCALE INDUSTRY In most of the developing countries like India, Small Scale Industries (SSI) constitutes an important and crucial segment of the industrial sector. They play an important role in employment creation, resource utilization and income generation and helping to promote changes in a gradual and phased manner.They have been given an important place in the framework of Indian planning since beginning both for economic and ideological reasons. The reasons are obvious. The scarcity of capital in India severely limits the number of non-farm jobs that can be created because investment costs per job are high in large and medium industries. An effective development policy has to attempt to increase the use of labor, relative to capital to the extent that it is economically efficient. Small scale enterprises are generally more labor intensive than larger organizations.As a matter of fact, small scale sector has now emerged as a dynamic and vibrant sector for the Indian economy in recent years. It has attracted so much attention not only from industrial planners and economists but also from sociologists, administrators and politicians. Definition of Small Scale Industry: The Small Scale Industries Board in 1955 defined, â€Å"Small-scale industry as a unit employing less than 50 employees if using power and less than 100 employees if not using power and with a capital asset not exceeding Rs. 5 lakhs†. ‘The initial capital investment of Rs. lakhs has been changed to Rs. 10 lakhs for small industries and Rs. 15 lakhs for ancillaries in 1975. Again this fixed capital investment limit was raised to Rs. 15 lakhs for small units and Rs. 20 lakhs for ancillary units in 1980. The Government of India in 1985 has further increased the investment limit to Rs. 35 lakhs for small-scale units and 45 lakhs for ancillary units. Again the new Industrial Policy in 1991 raised the investment ceilings in plant and machinery to Rs. 60 lakhs for small-scale units and Rs. 75 lakhs for ancillary units.As per the Abid Hussain Committee's recommendations on small-scale industry, the Government of India has, in March 1997 further raised investment ceilings to Rs. 3 crores for small-scale and ancillary industries and to Rs. 50 lakhs for tiny industry. THE TEXTILE AND APPAREL SUPPLY CHAIN TRENDS IN PRODUCTION- YARN AND FABRIC (SMALL SCALE INDUSTRIES) Yarn and fabric production has been annually growing at 1. 9% and 2. 7% respecitvely since 2000. Yarn production has increased from 3,940 mn kg in 1999? 00 to 4,326 mn kg in 2004? 05. Man? made yarn has driven much of this, showing a robust growth of 4. % in the last five years. Spun yarn production and the cotton yarn sector have also grown, albeit less impressively, recording growths of 2. 4% and 0. 6% respectively. Fabric production has been growing at 2. 7% annually between 2000 and 2005, driven primarily by the smallscale, independent powerloom s ector. Growth in the 100% non? cotton segment touched 5%, followed by cotton fabric at 1. 5% and blended fabric at 0. 3%. Fabric production touched a peak 45,378 million sq mtrs in 2004? 05, and in Nov 06, production recorded a robust 9% growth compared to the corresponding period in the previous year.STRUCTURE OF INDIA’s SMALL SCALE TEXTILE INDUSTRY The textile sector in India is one of the worlds largest. The textile industry today is divided into three segments: 1. Cotton Textiles 2. Synthetic Textiles 3. Other like Wool, Jute, Silk etc. All segments have their own place but even today cotton textiles continue to dominate with 73% share. The structure of cotton textile industry is very complex with co-existence of oldest technologies of hand spinning and hand weaving with the most sophisticated automatic spindles and loom.The structure of the textile industry is extremely complex with the modern, sophisticated and highly mechanized mill sector on the one hand and hand spin ning and hand weaving (handloom sector) on the other in between falls the decentralised small scale powerloom sector. Unlike other major textile-producing countries, India’s textile industry is comprised mostly of small-scale, nonintegrated spinning, weaving, finishing, and apparel-making enterprises. This unique industry structure is primarily a legacy of government policies that have promoted laborintensive, small-scale operations and discriminated against larger scale firms: ?Composite Mills Relatively large-scale mills that integrate spinning, weaving and, sometimes, fabric finishing are common in other major textile-producing countries. In India, however, these types of mills now account for about only 3 percent of output in the textile sector. About 276 composite mills are now operating in India, most owned by the public sector and many deemed financially ? sick.? In 2003-2004 composite mills that produced 1434 m. sq mts of cloth. Most of these mills are located in Guja rat and Maharashtra. ? SpinningSpinning is the process of converting cotton or manmade fiber into yarn to be used for weaving and knitting. This mills chiefly located in North India. Spinning sector is technology intensive and productivity is affected by the quality of cotton and the cleaning process used during ginning. Largely due to deregulation beginning in the mid-1980s, spinning is the most consolidated and technically efficient sector in India’s textile industry. Average plant size remains small, however, and technology outdated, relative to other major producers.In 2002/03, India’s spinning sector consisted of about 1,146 small-scale independent firms and 1,599 larger scale independent units. ? Weaving and knitting The weaving and knits sector lies at the heart of the industry. In 2004-05, of the total production from the weaving sector, about 46 percent was cotton cloth, 41 percent was 100% non-cotton including khadi, wool and silk and 13 percent was blended c loth. Three distinctive technologies are used in the sector – handlooms, powerlooms and knitting machines.Weaving and knitting converts cotton, manmade, or blended yarns into woven or knitted fabrics. India’s weaving and knitting sector remains highly fragmented, small-scale, and labour-intensive. This sector consists of about 3. 9 million handlooms, 380,000 ? powerloom? enter-prises that operate about 1. 7 million looms, and just 137,000 looms in the various composite mills. ?Powerlooms? are small firms, with an average loom capacity of four to five owned by independent entrepreneurs or weavers. Modern shuttleless looms account for less than 1 percent of loom capacity. Fabric Finishing Fabric finishing (also referred to as processing), which includes dyeing, printing, and other cloth preparation prior to the manufacture of clothing, is also dominated by a large number of independent, small-scale enterprises. Overall, about 2,300 processors are operating in India, incl uding about 2,100 independent units and 200 units that are integrated with spinning, weaving, or knitting units. ? Clothing Apparel is produced by about 77,000 small-scale units classified as domestic manufacturers, manufacturer exporters, and fabricators (subcontractors).ANALYSIS OF THE MATERIALS India’s textile industry comprises mostly small-scale, non-integrated spinning, weaving, finishing, and apparel-making enterprises. Wool: India’s wool industry is primarily located in the northern states of Punjab, Haryana, and Rajasthan. These three states alone account for more than 75 per cent of the production capacity, with both licensed and decentralized players. The woolen industry provides employment to approximately 1. 2 million people. Silk: India is the second largest producer of silk in the world, contributing about 18 per cent to global production.Growing demand for traditional silk fabrics and exports of handloom products has spurred growth in silk demand. Jute: Jute industry occupies an important place in India’s economy, being one of the major industries in the eastern region, particularly in West Bengal. It supports nearly 4 million farming families, besides providing direct employment to 260,000 industrial workers and livelihood to another 140,000 people in the tertiary sector and allied activities. Handloom: The handloom sector is based on Indian traditional crafts. It employs nearly 7. million people and contributes 13 per cent to cloth production. ATTRACTIVENESS OF THE ENTERPRISE – THE THRUST AREAS Textile Industry is unique in a sense that despite it being mainly small-scale, it follows the principles of large scale industries. The major thrust areas are:? ? ? ? ? ? ? ? ? ? Innovative marketing strategies Diversification of product Enhancement of textile oriented technology Quality awareness Intensifying raw materials Growth of productivity Increase in exports Financing arrangements Creating employment opportunities H uman Resource DevelopmentGROWTH AND OPPORTUNITIES The future outlook for the industry looks promising, rising income levels in both urban and rural markets will ensure a rising market for the cotton fabrics considered a basic need in the realm of new economic reforms (NER) proper attention has been given to the development of the textiles industry in the Tenth plan. Total outlay on the development of textile industry as envisaged in the tenth plan is fixed at Rs. 1980 crore. The production envisaged in the terminal year of the Tenth plan are 45,500 million sq metres of cloth 4,150 million kg of spun yarn and 1,450 million kg of man made filament yarn.The per capita availability of cloth was 28. 00 sq meters by 2006-2007 as compared to 23. 19 sq meters in 2000-01 showing a growth of 3. 19 percent. Some of the factors that led to growth of this sector are: The textile industry has been doing extremely well during the last few years in terms of production & export and has been investin g heavily in expansion and modernization of capacity. India has been experiencing strong performance in the textile industry, across different segments of the value chain, from raw materials to garments. Domestic production has been growing, as well as exports. ? ? ? ? ? ? ? ? ? ? High operational efficiency in spinning and weaving Low-cost skilled labor Large and growing domestic market Easy availability of raw materials State-of-the-art design capabilities Well-established network of related and supporting industries Sophisticated machines of higher speed and production capability Lower raw material costs, wastage costs and labor costs when compared to other countries Fully developed textile value chain extending from fiber to fabric to garment exports Favorable demand conditions Managements with business background ? ? ?Presence of qualified technical personnel Large domestic market Availability of testing facilities JOBS AND SALARIES Small scale industries are labor intensive an d they provide a large number of jobs but the salaries are not so high. Small scale textile firms don’t produce sufficient profit so as to give high salaries to the laborers. But, most of the jobs have job security because of the perennial nature of the work. The workers are skilled and hence not easily replaceable. A very important point when it comes to small scale textile industries is the large involvement of women and hence a great women employability ratio.CHALLENGES FOR SMALL SCALE TEXTILE INDUSTRIES The small scale Indian textile industry is reeling under manifold problems. The major challenges that the industry faces:- ? Sickness Sickness is widespread in the Indian textile industry. After the engineering industry, the cotton textile industry has the highest incidence of sickness. As many as 125 sick units have been taken over by the Central Government. ? Obsolescence The plant and machinery and technology employed by a number of units are obsolete.The need today is to make the industry technologically up-to-date rather than expand capacity as such. This need was foreseen quite some time back and schemes for modernization of textile industry had been introduced. ? Government Regulations Government regulations like the obligation to produced controlled cloth are against the interest of the industry. During the last two decades the excessive regulations exercised by the government on the mill sector has promoted inefficiency in both production and management. This has also resulted in a colossal waste of raw materials and productive facilities.For example, the mills are not allowed to use filament yarn in warp in order to protect the interest of art silk and power loom sector which use this yarn to cater to the affluent section of society.? ? Competition from other Countries In the international market, India has been facing severe competition from other countries like Taiwan, South Korea, China and Japan. The high cost of production of the India n industry is a serious adverse factor. ? Labor Problems Small scale industries are labor intensive. The Indian Textile Industry is frequently plagued by labor problems.The very long strike of the textile workers of Bombay caused losses amounting to millions of rupees not only to the workers and industry but also to the nation in terms of excise and other taxes and exports. ? Accumulation of Stock At times the industry faces the problems of very low off –take of stocks resulting in accumulation of huge stocks. The situation leads to price cuts and the like leading to loss or low profits. CONCLUSION The Indian textile industry is currently one of the largest and most important sector in the economy in terms of output foreign exchange earnings and employment in India.The Textile industry has the potential to scale new height in the globalized economy. The textile industry in India has gone through significant charges in anticipation of increased international competition. The i ndustry is facing numerous problems and among them the most important once are those of liquidity for many organized sector units, demand recession and insufficient price realization. The long-range problems include the need for sufficient modernisation and restructuring of the entire industry to cater more effectively to the demands of the domestic and foreign markets for textiles as per the needs of today and tomorrow.REFERENCES 1. http://www. Indianbusiness. nic. in/India-profile/textile. htm 2. http://www. economywatch. com/business-and-economy/textile-Industry. html 3. http://hotdocs. usitc. gov 4. http://www. texprocil. com/annreport/profile-texprocil. doc 5. http://www. aepcindia. com 6. http://www. in. kpmg. com 7. http://pd. cpim. org/2004/10312004-ganguly. html 8. http://www. pdexcil. org/export. htm 9. http://www. giftsnaccessories. com/magazine/Handicrafts/11. htm

Hamlet as a Critical Study Essay

Why is Hamlet still relevant to our studies regardless of the centuries that have passed since its production? Is it worthy in continuing to be a critical study? The reinterpretation that Shakespeare created of Hamlet was based on a number of previous plays including the 12th century Danish Amleth, both these plays are situated around the main theme of being revenge tragedies. The prime aspect of why Hamlet will continue to be relevant as a critical study is due to the themes that the play is centralised around such as existentialism, corruption and illusion vs. eality. These universal themes engage audiences of any society, even four centuries later, creating a timeless classic. The literary devices utilised within the play, such as the iambic pentameter, antithetical language and word play create an engaging atmosphere which captures the imagination of any audience making it worthy of a critical study. The ambiguity, open ended, and unanswered questions that Shakespeare utilises leaves the audience open to interpretation, thus allowing the play to relate to the specific context to which it is being viewed and studied. This makes it worthy of a critical study as a personal response is erected and the audience is emotionally involved with the play as they find common grounds with the universality of themes and notions presented. This can be seen through differing productions of Hamlet such as Damien Ryans play and Tony Richardsons film, which are directed to sustain an audiences engagement regardless of the context. Shakespeare uses techniques such as metatheatre and a mouse-trap to further engage the audience and reflect on himself respectively as the audience can see that both Shakespeare and Hamlet use the theatricality of the play to withdraw emotion from their selected audience. Through these techniques and thematic concerns, along with the central plot, it is shown why Hamlet is worthy of critical study. Act I Scene V of Hamlet serves as a key scene in the play as it is when Hamlet is commanded by the ghost to revenge his â€Å"foul and most unnatural murder. † In this scene Hamlet is told that Claudius is to blame for the death of his father and the ghost exhorts Hamlet to seek revenge, telling him that Claudius has corrupted Denmark and corrupted Gertrude, having taken her from the pure love of her first marriage and seduced her in the foul lust of their incestuous union. Corruption is exposed within this scene due to the focus that the ghost sets on Gertrude and her domestic affairs rather than the political state that Denmark is undergoing. The ghost has exposed himself to Hamlet for the first and last time as the audience is told, and rather than focusing on the political state of the country as the honourable king would do, the ghost insists on complaining about his beloved Gertrude marrying his brother, the ghost even says â€Å"Let not the royal bed of Denmark be a couch for luxury and damned incest†. This represents corruption as the audience would have expectations of the original king to have a higher concentration for the future of his country rather than the scandalous affairs of his widow. An act of corruption is also exposed to the audience when Hamlet learns that Claudius, the machiavellian character, has performed the shocking act of killing a king also known as regicide, the ghost explains Claudius to be â€Å"the serpent which did sting thy fathers life now wears his crown† which presents the contextual view of regicide, as he portrays him in a negative manner. Contextually, the Elizabethans watching the play would have found these acts of treason completely taboo and unacceptable emphasising the density of corruption in the scene and even to this day, such acts of treason have a severe penalty as they are completely deplorable. Through this we can see the significance of the situation and how it relates to any context making it worthy of a critical study. In two contrasting productions of Hamlet, the ghost is presented in two opposing views entirely. In Damian Ryan’s production, the ghost is introduced to the audience in a ripped up, run down trench coat, he is barefoot and wrapped in a rope. The ghost is presented to us as exhausted and weak, contrary to the king that he was before. Damian Ryan choses to portray the ghost in a modest way in comparison to the way he dressed when he was king. The use of these costume and props may serve as a representation of the after life to the audience in explaining that after death, it does not matter whether a man dies a king or a peasant, in the after life all will be the same. The lighting that is used during this scene is spotlight focusing directly on the ghost himself making him the main point of interest yet sometimes it was clearly seen that the light would travel both in front and behind him representing the purgatory state that the ghost was in as he was in a phase of in-between where the ghost had not entirely crossed over yet. Through the lighting this was portrayed to the audience, showing the lighting and film techniques create representations of what idea may be desired to be presented. In contrast to this, in the Tony Richardson adaptation of Hamlet, the ghost is not even seen by the audience. What can be assumed though, is that the ghost appeared in armour as Horatio states â€Å"yes, my lord, he wore his beaver up. † the ghost being presented in armour opposes the ghost in Damian Ryan’s production as in the film, this representation may present the king as a symbol of authority even after his death. We are also told that the ghost is wearing the same armour the king wore during the last battle he fought against Fortinbras, this presents symbolism as the king is shown as a influential character, not presented as weak because of purgatory. Taking into consideration that the king set the play into motion therefore the audience is aware of the influence he carries. A film technique that was used in Tony Richardsons production was the absence of the kings figure. Although the audience was aware of his presence, we are never exposed to him. This raises further ambiguity over the reality of the ghost presenting the idea of illusion and reality. An intricate web of illusions vs reality is also depicted in this scene as the notion of a ghost or apparition appearing to someone was not a complete surprise during the Elizabethan era, but during this context, a spiritual form appearing could mean several distinct ideas. When a ghost appeared, people believed it could either be an angry spirit seeking revenge, a devil in disguise as a trustworthy figure or simply a projection of one’s imagination. However Hamlet seems to be surprised at the sight of his passed father standing before him but why is this? Ambiguity is raised in this scene as the audience questions whether the ghost is Hamlets imagination or the real spirit of King Hamlet reaching out to his son. Due to the Elizabethan audience that the play was originally written for, a religious view must be taken into consideration, the main religions circling at the time were the Protestants, who believed ghosts were a figment of imagination and the Catholics who believed they were real spirits. The ambiguity of this scene is left in question as we know from Horatio, Bernardo and Francisco that the ghost was real and not simply Hamlets imagination because the ghost had appeared to them, in contrast to the ghost being invisible to Hamlets mother later in the play. This all depicts illusion vs reality as the audience is left questioning what is real and what isn’t leaving the unanswered questions open to be interpreted. Therefore, building a personal response to the reality of the ghost, making it worthy of a critical study. A literary device employed by Shakespeare in the scene is the iambic pentameter, throughout the play the audience learns that through the presentation of a characters speech, the interest or the state of mind can be easily depicted by Shakespeare’s device. When a character is speaking in prose, they are completely engaged in the conversation and the rhythmic flow creates a certain interest with both the audience and the character they are conversing with. In this scene, the ghost clearly speaks to Hamlet in prose, this is due to the notion that what the ghost is confiding in Hamlet is clearly important and the use of the iambic pentameter creates a flow of interest so that both the audience, and Hamlet are engaged in what is being spoken. Contrary to this, Hamlet replies in single sentences such as â€Å"Murder! â€Å", although this does not necessarily mean that Hamlet is disinterested, it could present the idea that Hamlet’s mind is too preoccupied with gathering the many thoughts that the ghost has presented. From this literary device, it is clearly illustrated that Hamlet is clearly slightly confused and shocked, trying to process his thoughts. Although the audience is not told this, a personal response would suggest this idea as the ambiguity that is presented. Through this personal response it is clearly shown that Hamlet will continue to be worthy of a critical study. This point in the play can be considered the pivotal event and sets the main plot into notion, also developing the main character of Hamlet as the ambiguity created between the contrasting themes of illusion and reality. It is directly after this scene that Hamlet starts to feign madness in the play and although the audience is well aware of the reality that Hamlet is merely alluding everyone into believing he is mad, the characters in the play start to question his sanity. This shows Hamlet to be an enigmatic character as there is always more to him than the characters in the play can figure out. Hamlet is presented as overly analytical and indecisive during the attempts to avenge the death of his father. Throughout the play, Hamlet is always held back by his consideration of religion, beliefs and the notion of doubt regarding the honesty of the ghost. A view into the mindset of Hamlet is presented though his thoughts and actions as we can see the existentialist character build within him. We see him often think about the afterlife and questioning the quality of someone’s afterlife according to his moment of death, we even see Hamlet contemplate suicide. â€Å"The everlasting had not fix’d his cannon gainst self-slaughter† shows the struggle within Hamlet as he despises his life’s conditions of the moment and wishes he could end it. The character Hamlet is aware of morals and knows that suicide would lead to hell, therefore he would rather live in â€Å"an unweeded garden† rather than suffer the consequences. Another way the audience is exposed to why Hamlet is a person of morals is due to the desire to avenge his father, although this is carried out by a recurring impossibility. Yet, when Hamlet returns from his uncompleted trip to England, we can see the character more determined on Claudius’s death than any other part of the play, he realises he must serve action. Hamlet presents a serious intent to end his inaction and indecisiveness when he proclaims â€Å"O, from this time forth my thoughts be bloody ore be nothing worth† explaining to the audience that his main focus will be revenge on Claudius to avenge his father. Although Hamlet is portrayed as the anti-hero in the play, and the audience create a personal response of frustration at his inaction and over thinking, he is eventually successful in overcoming the in-action and finally seeking what was asked of him by his father. Hamlet becomes aware that the indecisiveness is due to a lack of self determination and starts focusing solely on revenge.

Argumentative Essay On Animal Testing - 1154 Words

Most people are aware that animals are used for testing on many different products such as food, drugs, and cosmetics. Animals are used for testing on these different products before they are released to humans to ensure it’s safe for human use, the reason animals are used such as rats and chimps is because they share about 99% of the same DNA as us humans. Many medical breakthroughs have happened because of the use of animal testing, according to the California Biomedical Research Association, â€Å"nearly every medical breakthrough in the last 100 years has resulted directly from research using animals.† Without testing on animals humans would be much more likely to get certain cancers or diseases from products. Despite the positive sides†¦show more content†¦Many cosmetic companies recently have came out by saying they have banned animal testing on their products and are now cruelty free, some of those brands are Kat Von D, Anastasia Beverly Hills, Nyx, and Dose of Colors just to name a few out of the 101 that are cruelty free. Animal testing on cosmetics in the US is not something that is mandatory, in China however, they do require all cosmetics are tested on animals first. Some companies based within the US send their products to be tested on animals there rather than here in the US. Most cosmetics are tested on smaller animals such as rice, mice, rabbits, and guinea pigs. The tests often performed according to The Humane Society are, â€Å"skin and eye irritations, eating of products to see if there’s the potential for cancer or other defects, and testing the dosage to see how much would cause death.† All of these tests are performed against their will and without any pain relief. The truth is, companies that sell cosmetics and beauty do not need to test on animals at all, there are already safe alternatives that do not harm any animals or humans, such as using ingredients in their products that have a long history of being safe for human use, by using these ingredients no animal testing needs to take place before selling them to humans. Most companies stick to using animal testing as a way to test out new products they haveShow MoreRelatedArgumentative Essay On Animal Testing1189 Words   |  5 PagesAnimal Experimentation Animal experimentation has become a common practice among scientists around the world for various purposes, specifically including the improvement of human lives. With this in mind, to what lengths are we willing to go far enough to realize that animal experimentation is costing us our own humanity and compassion to the world around us? 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This gives them a biological ability to deter pests and reduces the need for chemical pesticides that persist in the environment and cause damage long after they have been applied. I chose to include it to the