Making Differences Matter - Review - 1480 Words

Making Differences Matter Abstract and background of the article In order to investigate that what will it take for organizations to reap the real and full benefits of a diverse workforce, a research effort taken by the article author’s team. In order to understand three management challenges for Diversity, it conducted its research over a period of six years. The challenges undertaken were: a) How do organizations successfully achieve and sustain racial and gender diversity in their executive and middle management ranks? b) What is the impact of diversity on an organization’s practices, processes and performance? c) How do leaders influence whether diversity becomes an enhancing or detracting element in the organization?†¦show more content†¦If she were to defend her opinion by citing her personal knowledge of the ethnic group the company wanted to reach, she might risk being perceived as importing inappropriate attitudes into an organization that prides itself on being blind to cultural differences. Presenting the case of Iversen Dunham, an international consulting firm that focuses on foreign and domestic economic development policy, where race relation had become a divisive issue despite this firm had begun its diversity efforts early in 1970’s. By year 1989, this company had among project leaders and professionals comprised of 50% women and 30% people of color apart from a strong contingent of foreign nationals. But, this company had complains of racial discrimination. Also, it’s getting pulled away from its original culture and its mission. The Access and Legitimacy Paradigm This was predicated on the acceptance and celebration of differences. With increasing multicultural country, the new ethnic groups are quickly gaining consumer power. This is forcing companies to have demographically more diverse workforce to help them gain access to these differentiated segments. The paradigm has therefore led to new professional and managerial opportunities forShow MoreRelatedAre The Brains Of Reckless Teens More Mature Than Those Of Their Prudent Peers? Essay811 Words   |  4 Pagesrecent brain-imaging data showed white matter that resembled those of adults. This provided support for the new claim that adolescent risk-takers exhibited mature brains. This paper will review the traditional view, current research findings, and will analyze criticisms and support for the research question. Review of Key Findings The authors explored the traditional view, focusing on structural and functional studies of grey matter and developmental differences in frontal lobe and emotion-relatedRead MoreEffect of Online Games Addiction on Study Habits1696 Words   |  7 Pagesgive it immense influence over a vast range and sizeable number of youth or student gamester. Certainly, it is not just a matter of a single flick. The online game is an industry. An industry is any grouping of businesses that share a common method of generating profit. Online game is a business and profit has to generate. Apparently, businesses, or anyone for that matter, do not see many monetary profits from hardcore developmental animation, graphic development, and as businesses, they mustRead MoreJudicial Review Proceedings Essay1332 Words   |  6 PagesJudicial Review Proceedings Introduction ============ Judicial review proceedings exist to ensure that lower courts and administrative bodies do not act beyond or at variance with their inherent powers. If they do act in such a way, the reviewing court[1] will take action to rectify. Where discretionary powers given to administrative bodies are abused, the court will usually grant an order of certiorari quashing the decision. Generally, this will onlyRead MoreAcc260 Solving Ethical Dilemmas in the Accounting Profession Essay1090 Words   |  5 PagesCertified Public Accountants (AICPA) has materiality regulations. Those regulations say that if there is a difference of opinion between the client and the auditor that affects the net income by more than 3%, then that difference is material and must be disclosed in the Certified Public Accountants (CPA) opinion. This specific client is a subsidiary of a larger company. The material difference to the subsidiary is a 7% impact to the net income, although the impact to the parent company’s consolidatedRead MoreEssay about Inherenet Limitations in Auditing: ZZZZ Best Company, Inc1037 Words   |  5 Pages  These are referred to as  compilation,  review, and  audit. There are significant differences between the objectives of an audit of financial statements in accordance with generally accepted auditing standards and the objectives of a review in accordance with statements on standards for accounting and review services. The objective of an audit is to provide a reasonable basis for expressing an opinion regarding the financial statements taken as a whole. A review does not provide a basis for the expressionRead MoreSimilarities And Differences Of Common Law Legal Systems Of The United States And Great Britain982 Words   |  4 PagesTaunee Grubbs Political Science 4405 Dr. Stricko Paper 1 Compare and contrast the similarities and differences of the common law legal systems of the United States and Great Britain. Common law are decisions based on a legal precedent and not legislation. For instance when a case is determined depending on the result of a case whether than a law. Though the original case was ruled by legislation, judges use this case as precedent. The common law system has some very distinctive characteristicsRead MoreWhat Does It Mean?871 Words   |  4 PagesAmericans are not expected to age well. For example, the daily recommended amount of physical activity is 30 minutes of moderate activity, but with many American s making the choice to watch television or choosing desk jobs with little to no physical activity the outlook for aging successful looks grim for many. In this literature review, the focus will be on answering the questions: what does it mean to age successfully and what happens to our bodies and minds as we age? Finding source material toRead MoreZZZZ Best Company: The Backlash Essay845 Words   |  4 Pagesis the difference between a review and an audit as evidence by civil suit filed by a California bank against the firm. The bank claimed that its decision to grant ZZZZ Best’s loan was based on the opinion of Ernst amp; Whinney review of ZZZZ Best’s financial statements period ending July 31, 1986. The case was ruled in favor of Ernst amp; Whinney as the audit firm had expressly stated in their report that it was not issuing an opinion and the bank should not have rely heavily on the review reportRead MoreThe Importance of Food Guides1013 Words   |  4 Pagesthey are hungry. It is a great way to hang out with friends, family and to enjoy life. Not only is it a pleasure but it is a necessity to all mankind. Making a proper Food Guide that people will read, trust, and at the same time find interesting involves a lot of dedication, commitment and a passion for food. There are many steps to take when making a Food Guide, for example, getting to know all the restaurants that are being reviewed so that one can make a fair and impartial assessment. SecondlyRead MoreThe Shining And Misery : What Makes A Film Adaptation Great?1148 Words   |  5 Pagespsychological breakdown due to hauntings in captivity, while the other is about terror of the obsessed and physical abuse. However in the matter of film adaptations, often the finished product ends up being a little, or very different than the original. In adapting literature into film, the accuracy of the details in the story plays a huge role in film making process, and that affects how well it’s received as well. Although the two adaptations had been recognized as some of the best horror novel

Research Methodology And Design Of The Standard Chartered...

Research Methodologies By, Rizwana G Islam Table of Contents Pages Executive Summary Title and Introduction Explain the Significance Research Questions Research Objectives and Framework Literature Review Research Methodology and Design Ethical Considerations Outcomes Timescale and Gantt chart References Appendix Executive summary This report is conducted on a bank called ‘The Standard Chartered Group’ in Dhaka, Bangladesh. I will be submitting a research proposal. The research will contain the introduction of the organisation, explaining the significance of and rationale for the proposed research, questionnaire for the research, the objectives and framework of the research, literature review, research methodology and design, ethical considerations, outcomes. Finally, timeline and Gantt chart to help understand the research more clearly. Title and Introduction In the banking industry it is very important to do frequent market research when necessary. Most of the banks face range of problems around the year and they need to solve those problems as soon as possible. However, if the banks are not aware their problems then they lose profit. Market research helps these banks to solve those problems and make it easier to take decisions. Similarly Standard Chartered Bank also does market research to identify their problems and solve them. The StandardShow MoreRelatedThe Importance Of A Better Information Exchange1289 Words   |  6 Pagesproject team to make the correct decision. The fundamental principle of various frameworks, methodologies, applications being developed from the information communication technology is in the function of a better information exchange in all project stages, which can lead to a better project outcome. As the development projects in medium and large scale chartered with complexity of architectural and engineering design, quantity estimating, process scheduling, and information management; concurrently theRead MoreSdlc23489 Words   |  94 Pages2 System Development Life Cycle Methodology Learning Objectives : †¢ To introduce the general concepts of various approaches of systems development, their framework, advantages and disadvantages; †¢ To explain in detail the phases involved in Systems Development Life Cycle(SDLC); †¢ To understand the key issues while acquiring or developing system for achieving goals set; †¢ To discuss in detail various System Development Tools like – DFD, Decision Tree, Flowcharts etc.; and Read MoreFactors Affecting The Adoption Of E Banking2569 Words   |  11 Pagespresents the detail methodology, showing the logical frame work that discusses research purpose, research approaches, Research strategy, data collection and data analysis method (research method adopted). 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For exampleRead MoreStrategic Management and Leadership25577 Words   |  103 PagesManagement Unit 9: Managing Corporate Responsibility in the Wider Business Environment Unit 10: Strategic Human Resource Management Unit 13: Managing Financial Principles and Techniques Unit 14: Strategic Supply Chain Management and Logistics Unit 16: Research Methods for Strategic Managers Unit 17: Project Development and Implementation for Strategic Manager 2 2 3 4-7 6 8-13 14-19 20-27 28-36 37-44 45-52 53-61 62-69 70-77 78-86 The London Academy for Higher Education: Extended Diploma in StrategicRead MoreInformation Based Decision Making Essay3221 Words   |  13 Pagesmust be corrected by leaning to the right but only the rider knows this balance, although someone else would know this formally it would not help the rider. The example below from the Pathways booklet shows how tacit knowledge can be viewed. [ (Chartered Management Institute, 2008) ] To evaluate sources of data and information you should consider the following. The information should be; * Relevant * Current * Adequate * Timely * Reliable * Cost-effective QualityRead MoreA NEW CHALLENGE FOR PROJECT MANAGER: BIM IMPLEMENTATION IN CONSTRUCTION3100 Words   |  13 Pages ID: 000807685 Deadline: 31/03/2014 Table of content INTRODUCTION 3 PROJECT MANAGER ROLE AND SKILLS 3 BIM: NEW STANDARDS FOR GOVERNAMENT CLIENTS 4 BIM INTRODUCTION 5 ADVANTAGES AND BARRIERS OF BIM 6 HOW TO MANAGE A BIM IMPLEMENTATION 7 CONCLUSION 9 REFERENCES 11 â€Æ' INTRODUCTION In the past the project manager (PM) mostly focused on standard procedures, but the growth of project dimension and complexity have requested new skills and approaches for delivering successfulRead MoreGreen Accounting: Concepts and Practices3181 Words   |  13 PagesGreen Accounting: Concepts and Practices Research Paper Responsibility towards environment has become one of the most crucial areas of social responsibility. With the concept of sustainable development catching on rapidly, corporate and industrial houses across the world are increasingly incorporating the environmental element in their day-to-day business operations. They are clear in their perception that along with quality, safety of the environment too, is an important factor in making a businessRead MoreThe Role of External Auditing in Public Sector Governance. a Case of Zimbabwe15117 Words   |  61 Pagesproblem†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..4 1.2 Objectives of the Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.5 1.3 Research Problem†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦5 1.4 Research Questions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 1.5 Sub-Questions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.6 1.6 Statement of Hypothesis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.6 1.7 Justification Of the Research†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 1.8 Assumptions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.7 1.9 LiteratureRead MoreAbc Is It Still Relevant?3384 Words   |  14 Pagesto them. One motive for conducting this research was to seek an answer to the question: â€Å"What distinguishes successful implementations of ABC methods from those that have not succeeded?† B R AG S U R V E Y Table 1: Demographics of Survey Respondents North America Europe Middle East Asia Africa South America 52.1% 13.9% 12.8% 12.1% 6.8% 2.4% By geographic region: In order to study the use of ABC methods (and other issues related to the design and use of costing and profitability methods)

Powering Indian Telecom Towers Environmental Sciences Essay Free Essays

Solar energy has proven to be a dependable and economical method of powering telecommunication systems in topographic points where conventional electricity is unavailable or impractical. It provides an first-class beginning of clean, dependable power to maintain un-interrupted power supply to telecom towers. This paper contains a brief description of Indian telecom towers and photovoltaic ( PV ) cells used in telecommunication systems. We will write a custom essay sample on Powering Indian Telecom Towers Environmental Sciences Essay or any similar topic only for you Order Now Because solar energy systems are robust and cost effectual, the demand for solar power in telecommunications will go on to turn. Key Words-insolation, irradiance, photovoltaic, solar cell, solar energy Introduction India is now in the 2nd largest of the Global telecom markets and is projected to get the better of China. Our state presently has about 400,000 telecom towers around the land and poised to increase to 450,000 towers over the following 2 old ages ( 2 ) . A big part of these towers is non connected to the electricity grid or does non hold entree to dependable electricity connoting they have to put in backup power systems in order to run without breaks. Diesel Generators have been the pick of telecom operators despite their high C imprint. Telecom Towers are estimation to fire 2 Billion Liters of Diesel ( around 500 million barrels ) yearly at a cost of 10000 crores. On an norm, about 260,000 is being spent yearly to carry through the Diesel demands of a individual telecom tower. These high input costs besides result in high pollution. While the authorities has been seeking to change over these towers to renewable energy signifiers, most of the tower operators have been really slow to implement this alteration. The renewable energy ministry had asked telecom companies to cut down their dependence on conventional fuels and see options for partially powering telecom towers. While some tower Godheads are looking at tight natural gas and piped natural gas to power towers, Indus Towers, the largest with over 1 lakh towers in India, planned to put up 2,500 solar towers by terminal of this twelvemonth. Viom Networks, which operates more than 38,000 towers across India, plans to run more than one-quarter of this figure on alternate energy within the following two old ages. It plans to run 2,000 towers on solar power entirely by 2013. For the GSM Technology, it requires an norm of 6 BTS to run one tower. Each shelter has two ( 1.5 ton ) air conditioners for the cardinal care of the temperature for the shelter ‘s electronic systems. The DG set is typically 15 kVA capacity, which consumes an norm of 3 liters of Diesel per hr [ 4 ] . Each tower requires energy from 1000 W to 3000 W ( older installing consumes more power as comparison to new one because of technological promotion ) . Each 1000 W consequences in the 22 tonnes/hr of emanation of CO2 if running on the province electricity and in instance of the gensets this figure is many times more. Assuming mean power ingestion of each tower is 1200 W so entire CO2 emanation is 105.6 lakh metric ton per hr by all these towers if we assume that all are running on province electricity. In India about 70 % telecom towers are in rural countries. Soon 40 % power demands are met by grid electricity and 60 % by Diesel generators [ 2 ] . The Diesel generators are of 10-15 KVA capacity and devour about 3 litres of Diesel per hr and bring forth 2.63 kilogram of CO2 per litre. For every kWh of grid electricity consumed, 0.84 Kg of CO2 is emitted. Entire CO2 emanation is around 5 million tones of CO2 due to diesel ingestion and around 8 million dozenss due to power grid per an num. The move from Diesel to solar and other alternate beginnings of energy will ensue in a decrease of 5 million dozenss of CO2 emanations every bit good as a nest eggs of immense sum in operating disbursals for telecom tower companies. Move to renewable energy beginnings can bring forth 1000000s of C credits that could countervail the opex on their towers. Therefore by replacing diesel generators with solar panels in cell phone towers, more than 5 million dozenss of C emanations could be prevented from come ining the ambiance and cut down the opex of telecom towers. India has approximately 500 million nomadic phone endorsers, more than even the population of any state except China India is expected to hold one billion mobile phone endorsers by 2015 which would intend about 250,000 more Mobile towers which, in bend, would duplicate the C emanations. Even if the solar panels supply a portion of the entire power required, it would still salvage significant sums of money, fuel and C e manations. Electricity Generation Through Solar Cells In India the one-year solar radiation is about 5 kWh/ sq thousand per twenty-four hours with about 1500-2000 sun-shine hours per twelvemonth. Solar radiations represent the Earth ‘s most abundant energy beginning. The perennial beginning of solar energy provides limitless supply, has no negative impact on the environment. The solar photovoltaic ( PV ) modules convert solar radiation from the Sun into electrical energy in the signifier of direct current ( DC ) . Converting solar energy into electricity is the reply to the mounting power jobs in telecom towers peculiarly in the rural countries. PV or solar cells are semiconductor devices that convert sunlight into direct current electricity ( Fig.1 ) . When light photons of sufficient energy work stoppage a solar cell, they knock negatrons free in the silicon crystal construction, coercing them through an external circuit and so returning them to the other side of the solar cell to get down the procedure all over once more. Fig. 1. ( a ) photovoltaic consequence ( B ) how a PV cell plants ( degree Celsius ) a crystalline Si panel The electromotive force end product from a individual crystalline solar cell is about 0.5 V with an amperage end product that is straight relative to the cell ‘s surface country ( about 7 amperes for a 6-inch-square multi crystalline solar cell ) . Typically, 30 to 36 cells are wired in series ( + to – ) in each solar faculty. This produces a solar faculty with a 12-volt nominal end product ( ~17 Vs at peak power ) that can so be wired in series and/or parallel with other solar faculties to organize a complete solar array. Solar cells used in telecom towers are shown in Fig 2. Solar cell is cosmopolitan and will work virtually anyplace ; nevertheless, some locations are evidently more suited than others. Irradiance is a step of the Sun ‘s power available at the Earth ‘s surface, with power peaking at about 1,000 Wattss per square metre ( W/m2 ) . With typical crystalline solar cell efficiencies about 14 to 16 per centum, approximately 140 to 160 Wattss can be generated per square metre of solar cells placed in full Sun. Insolation, which is a step of the available energy from the Sun, is expressed in footings of â€Å" full Sun hours † ( i.e. , 4 full Sun hours = 4 hours of sunshine at an irradiance degree of 1,000 W/m2 ) [ 1 ] . Fig.2 Solar cells used in telecom tower for United Nations interrupted power supply. Tele Density Telephone introduced in India in 1882. The entire figure of telephones in the state stands at 885.99 million, while the overall tele-density has increased to 73.97 % and the entire Numberss of nomadic phone endorsers have reached 851.70 million as of June 2011. Himachal Pradesh has become the first province in India to accomplish 100 per cent tele-density. The province has about seven million nomadic clients [ 5 ] . The province population is 6.8 million as per the Census 2011 much lower than the nomadic subscriber population of seven million. While the urban tele denseness reached 150.67 per cent, the rural tele denseness reached 32.11per cent. Experts have pointed out that the grounds for this rapid growing are lowest call rates, big market base due to bigger population, well ample untapped market and robust economic growing of the state. In add-on factors like rapid technological acceptance, better service criterions, advanced merchandise offerings and competitory pricing amongst the service suppliers has besides contributed in a major manner to increase the tele-density of the state. Energy Management in Telecom Towers A Telecom tower enables telecom operators to supply web connexion to mobile users. Fig. 3 Standard Telecom System Telecom being an indispensable service requires the web to be ever available. In order to accomplish this, the tower substructure that has 2 operators uses 6-8 kilowatt ( avg. ) of electricity per hr ( Fig.3 ) . Energy demands of a telecom tower in India are presently met through: Electricity Mains Diesel Generator and UPS / Battery Racks Diesel Consumption in Telecom Towers and Environmental Pollution The telecom operator spends 3 billion ( USD 67.42 million ) every month towards running Diesel generators in distant locations where grid base power is limited. This translates to an operational energy disbursal of around 65 billion yearly to run web towers, particularly in off-grid locations ( 4 ) . Since, Electricity supply is fickle and is non available through out the twenty-four hours in many parts, Diesel Generators ( DG ) are used to power the telecom web, as a dorsum up for power supply. DG ‘s are operational for 15-20 hours ( avg. ) in rural countries and 3- 7 hours in urban countries ( Table 1 ) seting a emphasis on the environment by manner of C emanations and noise pollution One liter of Diesel emits 2.63 kilogram of CO2 emanations. Hence telecom webs contribute to carbon emanations and planetary heating. Table 1 Power Availability at Tower Sites Grid Power Availability Cell Sites 10 % : gt ; 20 hour Chiefly metro metropoliss of Mumbai, Kolkota, Chennai, some metropoliss of Gujarat, State of Chattisgarh, some metropoliss of Punjab 20 % : 16-20 hour Covers most other major metropoliss and towns in the remainder of the state 30 % : 12-16 hour All semi-urban and little urban towns in all provinces 25 % : 8-12 hour Mostly rural countries 15 % : lt ; 8 hour Mostly parts of Bihar and some towns of Assam, NE provinces, UP and J A ; K The Power Problem A speedy analysis of telecom web runing costs indicates power and fuel are the primary operating costs, consisting over 30 % of entire operating cost. This is because grid power ( Electricity Board or EB power ) is extremely undependable and in a batch of instances, non available in rural countries. BTS sites require changeless and uninterrupted power for the safe operation of the web. As a consequence, BTS sites have utilized onsite Diesel generators to either supply backup or primary power in the absence of EB power. Uninterrupted operation is achieved through a battery bank. The typical constellation of DG sets is 10-15 KVA with a fuel burn rate of 2-3 liters per hr ( depending on full or half load operations ) . Assuming seven hours of DG operations in urban countries and 20 hours in rural countries, estimated use of Diesel fuel is 2-4 billion liters per twelvemonth across the 400,000 towers in India. Fuel demand is increasing with each new tower. India, with its first-class irra diance, has the chance to work Photovoltaic ( PV ) solar power to run into this challenge of onsite power coevals. Coupled with a battery backup, PV systems are a feasible and exciting option to cut down the power cost and entire operating outgo ( OPEX ) , thereby supplying a sustainable and dependable strategic solution to the fuel job. The operating cost of Diesel and solar PV system is shown in Table-2 which shows that solar PV system is economical ( 14.08/kWh ) than Diesel DG sets ( 16.19/kWh ) and besides eco friendly and can market their C recognition to cut down farther the opex of the telecom tower. Table 2. Comparative analysis of solar PV and diesel generators ( DG ) uses in telecom tower. Strictly DG sets Strictly PV system Annual ingestion of 15 kVA DG sets @ 3 litres/h, liters 26280 Assumed capacity, Wp 15000 4 % shut down period i.e.for 96 % operation, liters 25229 Annual sunshine hours 1650 kWh produce @ 3.5 kWh/litre 88301.5 10 twelvemonth output, kWp 247500 Diesel cost @ 42/litre, 1059618 Capital investing @ 200/Wp, 30,00,000 Cost of machine etc, 300000 Operating cost, ( including depreciation, involvement, care ) , /10 old ages 49,80,000 Operating cost ( including depreciation, involvement, housing/rent, care ) , /year 1429918 Operating cost/kWh, 16.19 Operating cost/kWh, 20.12 After 30 % subsidy 14.08 Telecommunication Companies and Their Role ECIndia has the fastest turning telecom web in the universe with its high population and development potency. India ‘s public sector telecom company BSNL ( 11.41 % ) is the seventh largest telecom company in universe. The entry of new participants into the telecom industry has made competition intense, in peculiar over the last four old ages. The dominant participants in the market presently include Bharti-Airtel ( 20.09 per cent of the Indian market ) , Reliance Communications ( 16.70 % ) , Vodafone ( 16.54 % ) , Tata Tele Services ( 11.08 % ) , Idea ( 10.97 % ) and Aircel ( 6.76 % ) ( Table 3 ) . Table 3. Share of telecom companies in Indian market and stairss taken to utilize renewables Companies Market portion, % Stairss taken for usage Renewable energy in teletowers Bharati Airtel 20.09 Targeted for solarizing 2000 towers by 2010-11. No latest information on accomplishment. Reliance Communication 16.70 Stairss taken to utilize renewable to cut down opex by 50-60 % Vodafone 16.54 23 % of its planetary operation by renewables BSNL 11.41 Taken pilot undertakings under Jawharlal Nehru Solar Mission for solarizing towers. Tata Teleservices Ltd 11.08 Deployed 31 cell sites powered by solar power and fuel cells. Idea Cellular 10.97 Solar-DG loanblend in some nomadic towers Aircel 6.76 No information available Stel 0.34 Cringle 0.39 Eti Salat 0.08 HFCL 0.18 Uninor 2.73 Videcon 0.83 MTNL 0.69 Siestema 1.21 Beginning: Telephone Regulatory Authority of India ( as on 28th Feb, 2011 ) As per the directives of Ministry of New and Renewable Energy, some companies have taken inaugural stairss to utilize renewable energy beginnings to power their telecom towers. Some major are: Bharti Infratel has set a mark of deploying 2000 renewable energy sites by the fiscal twelvemonth 2010-11. The undertaking is besides expected to ensue in an estimated decrease of 58,170 metric tons of CO2 emanations per twelvemonth. BSNL has taken up pilot undertakings for 10 kilowatts solar workss at 14 sites and Wind power undertaking at 6 USO funded sites in Rajasthan, Gujarat, Tamil Nadu, Karnataka and Maharashtra. Indus Towers, the largest with over 1 lakh towers in India, will put up 2,500 solar towers by September this twelvemonth. Viom Networks, which operates more than 38,000 towers across India, plans to run more than one-quarter of this figure on alternate energy within the following two old ages. It plans to run 2,000 towers on solar power entirely by 2013. There are around 5,60,276 Base Transceiver Stations ( BTS ) in the state. It may be noted that BTS is different from towers as one tower may hold more than one BTS. In India the tower companies portion the tower sites with all telecom operators. While the tower is erected by the tower substructure companies, the BTS is installed by the telecom operators. A nomadic tower is an aerial where electronic communications equipment are placed on a wireless mast or tower to make a cell in a cellular web. A nomadic tower is composed of a tower or other elevated construction for mounting aerial and one or more sets of transmitter/receivers transceivers, digital signal processors, control electronics, a GPS receiving system, regular and backup electrical power beginnings, and sheltering. Circle wise interruption up of BTS is given below [ 3 ] . Metro DelhiA A A A A A A A A A A A A A A A A A A A A A A A A A 20,715 MumbaiA A A A A A A A A A A A A A A A A A A A A A 21,038 KolkottaA A A A A A A A A A A A A A A A A A A A A 14,018 TotalA A A A A A A A A A A A A A A A A A A A A A A A A A 55,771 A Circles MaharashtraA A A A A A A A A A A A A A A 42,998 GujaratA A A A A A A A A A A A A A A A A A A A A A A 31,852 Andhra PradeshA A A A A A A A A A A 43,661 KarnatakaA A A A A A A A A A A A A A A A A A 39,093 Tamil NaduA A A A A A A A A A A A A A A A 52,075 TotalA A A A A A A A A A A A A A A A A A A A A A A 2,09,679 Fig 4. A roof top Mobile tower in Bhubaneswar utilizing intercrossed grid-DGB Circles KeralaA A A A A A A A A A A A A A A A A A A A A A A A 27.156 Fig.3 A BTS system PunjabA A A A A A A A A A A A A A A A A A A A A A A A 19,575 HaryanaA A A A A A A A A A A A A A A A A A A A A 13,883 UPA A A A A A A A A A A A A A A A A A A A A A A A A A A A A 68,487 RajasthanA A A A A A A A A A A A A A A A A A A 28,694 Madhya PradeshA A A A A A A A A A A 31,665 West BengalA A A A A A A A A A A A A A A 24,532 TotalA A A A A A A A A A A A A A A A A A A A A A A 2,13,992 C Circles Himachal PradeshA A A A A A A A A 5,425 BiharA A A A A A A A A A A A A A A A A A A A A A A A A A 35,086 OrissaA A A A A A A A A A A A A A A A A A A A A A A A 18,095 AssamA A A A A A A A A A A A A A A A A A A A A A A A A 9,610 North EastA A A A A A A A A A A A A A A A A A A 5,490 Jammu A ; KashmirA A A A A A A A 7,128 TotalA A A A A A A A A A A A A A A A A A A A A A A A A A 80,834 Grand TotalA A A A A A A A A A A A A A 560,276 Decision To cut down CO2 emanation and planetary heating due to telecom towers, Govt. should do it compulsory to telecom companies to utilize renewable energy. Govt. should halt subsidy on Diesel for telecom companies. More inducements should be given to those who use renewable energy for their towers. How to cite Powering Indian Telecom Towers Environmental Sciences Essay, Essay examples

Nissan Corp Swot free essay sample

Global interdependence: possible new marketsGovernment regulations: abroad in other countries as well as US and the US; global warming, CAFE standards, safety issues Growth of existing market: widen market New entrants: threat of potential inclusive of generation X,Y and baby boomersnew competitors Strong economy: economy not faltering;Changing market tastes: need for consumers still buyingcontinuous innovation to appeal to ifferent segments Nissan’s reputation: leads the industryShortage of resources: workforce in reliability, performance, and design dissatisfaction, hiring good talent Emerging technologies: innovative through the development of technologies for improving fuel economy and reducing fuel emissions Introduction This Case Paper will examine accessible information about Nissan Corporation and determine its position in the world market through a business SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). Through this analysis, we hope to see where the Nissan has been and make suggestions as to where the corporation should go to improve their bottom line, increase market share, and plan for future products to ensure their viability in the world automobile marketplace. Market Analysis Nissan’s focus in establishing a multi-cultural company begins with regaining global market share. The company has learned from past mistakes and is determined to succeed, developing a common vision and a global ompany culture that will need to be a main driver for continued strength (Associated Press, pgs. 1-8). For instance, establishing a brand name and personality that is sensitive to nationalistic cultures. Strategic alliances and joint ventures are growing in importance in the automobile industry and Nissan is no stranger to the competition. Nissan’s mission statement delivered by Mr. Ghosn in the Automotive News World Congress in 2001, is evidenced in how the company exploits synergies to create positive alliances with other manufacturers (Ibid). For example, Nissan’s announcement to venture with Ashok Leyland to build small trucks and other light commercial vehicles in India gives them an opportunity to enter a market that in recent years has been dominated by its competitors, Toyota and Honda. This venture will produce at least 100,000 vehicles annually for sale in India and for export, as it will facilitate the construction of a plant near the southern Indian city of Chennai to manufacture and export compact cars to Europe. The deal with Ashok Leyland will broaden Nissan coverage in the Indian market in addition to providing new LCV (lightweight commercial vehicle) products for emerging markets which will sell for around $3,000. 00. Ashok Leyland’s strengths in large and mid-sized trucks combined with Nissan’s strength in smaller vehicles creates a positive synergy (Ibid). According to Mr. Ghosn, partnering globally is an opportunity and the Chinese market is no exception. China is Nissan’s third largest single market, after North America and Japan. Vehicle production has grown over the past ten years. However, the major source of growth has been the production of passenger cars (The Business Review, pg. 7). Passenger car production has doubled in the past ten years. This shift is in response to a change in market conditions and in a desire for Chinese manufacturers to enter the global auto passenger car market. Consumer demand is also increasing and in order to satisfy this demand, auto production has been increasing. The demand for autos is expected to continue (Ibid). According to the Wall Street Journal, the car craze in China has just begun. There are two factors that create possible opportunities for Nissan: 1) the country has the world’s largest population and as incomes rise, so will the hopes of buying an auto some day. 2) the market may grow to 8 million vehicle sales annually by 2010. Nissan’s new line of cars in China will be designed and engineered in Japan, based on a common â€Å"B† platform shared with Renault that centers on smaller engines. Annual sales of the entire family of cars are expected to reach 200,000 units globally and will be launched in other markets over the next couple of years (Financial Times, pg. ). However, the threat of inadequate roads and the government’s changes in regulating how autos are purchased will make the costs unpredictable. On a financial scale, the banks are under pressure to control credit, so auto loans may not be easy to acquire. North America accounts for nearly 40% of Nissan’s global sales, and in each of the past years sales have exce eded those in Japan, with the gap widening each year. Nissan is spending several billion dollars on new models, and the U. S. assembly plant in Canton, MS is aimed at maintaining momentum (Ward’s Auto World, pg. 1). The most significant automotive development in North America is continuing growth in the luxury segment and the increasing popularity of cross/utility vehicles. Nissan is on track to rebuild its image and regain brand value. In the past, customer satisfaction was good, but the model lineup was limited. Now, with the Q45, M45, G35 sedan and coupe and the FX models, the market has begun to recognize that Infiniti provides a range of real luxury models (Ibid). According to Bloomberg, Honda Motor Co. and Nissan Motor Co. led Asian automakers’ U. S. sales gains in September as Toyota Motor Corp. posted a third straight decline. Accord helped boost sales by 9. 4 percent. Toyota’s 4. 4 percent drop marked the first time since 1995 that Japan’s largest automaker logged three consecutive months of lower U. S. sales. Sales of the five year-old Corolla model, Toyota’s second-most popular in the U. S. , dropped 8. 5 percent and demand for the company’s light trucks declined amid rising gasoline prices. Industrywide U. S. sales fell for a fourth consecutive month, by 2. 9 percent to 1. 31 million light vehicles (Bloomberg. com, pgs. 1-3). Toyota’s old models like the Corolla are dragging down while Honda and Nissan have brand-new models. Nissan reported a 6. 7 percent increase in sales (Ibid). Nissan, sixth in the U. S. , sold 94,269 vehicles, helped by higher demand for midsize Altima and Versa compact cars. Nissan’s market share edged up 0. 7 percentage point to 7. 2 percent. The Japanese are becoming more aggressive in terms of incentives and pricing, which makes them more competitive against South Korea’s largest automaker. The company faces tough competition from Japanese and Korean auto makers like Toyota, Honda and Mitsubishi, which are rapidly gaining ground in the European markets. Asian manufacturers are continuing to fortify their position in the crucial North American and European market. It can also expect stiff competition from Toyota and BMW (Ibid). Nissan believes that growing the business means introducing new products and has created the Nissan Revival Plan to realign their cost structure. Significant amounts of money are funneled back into product development, mostly going towards the North American market. This means there are opportunities for new innovations that will bring the company in line with a mix of vehicles that are currently on the road. Its RD costs in FY 2006/2007 stood at JFY 464,839 million, an increase of 3. 9% when compared to JFY 447,582 million in FY 2005/2006. The company increased its investment on RD activities to launch a host of new products throughout the year (Ibid). In 2007, Nissan launched a new version of its minicar, namely, Pino E, which is a 2WD model and equipped with a three-speed automotive transmission. It is claimed to offer a fuel economy of 21. 0 km/1. Furthermore, the model is considered safe and environmentally friendly, as it features anti-lock braking system (ABS), brake assist (BA) and electronic braking force distribution (EBD) systems. It is low emitting, complying with the 2005 emissions regulations in Japan. In March 2007, the company also developed a new engine technology that helps balance between responsiveness and fuel efficiency, high power and low emissions (Ibid). Today, Nissan stands behind its offerings; that fundamentals of the business are strong, products are attractive to customers, and the company is poised for sustained, profitable growth. Environmental Concerns In researching the issues of automakers in regards to the environment, many nations as stated in The Wall Street Journal, are concerned about climate change and energy security. One of the most important issues all automakers are faced with on a global scale is the reduction of emissions, more specifically carbon dioxide or CO2. Concerns for the future in the minds of the majority are setting new goals for automakers of vehicles with internal combustion engines to become more efficient if they are to remain profitable or even in existence, which is further backed by a global treaty known as the Kyoto protocol (Wall Street Journal). In the protocol’s drafting of new rules they are intended to cap emissions of CO2, the gas widely blamed for global warming can potentially pose a major threat. According to scientists, it is reported that the rise in the earth’s average atmospheric temperature is largely due to this major contributor CO2 which will bring changes to the global environment, and therefore affect our daily lives (Ibid). According to the Wall Street Journal, a debate is raging in the US over how much time automakers actually need to boost fuel economy, and whether setting stringent targets will compromise safety by encouraging car makers to use lighter materials. Additionally, the US has not adopted the Kyota protocol and is under less pressure to reduce CO2 emissions as they are in Europe. Therefore, Nissan’s global prominence puts the auto manufacturer in an â€Å"opportunity† position by making concentrated efforts in advanced technology to reduce carbon dioxide emissions at every stage of the vehicles life cycle and their corporate activities, from manufacturing and transportation to use of Nissan’s vehicles by its consumers. Nissan, currently the third largest automaker out of Japan has opportunity to grow stronger from the threats of one and two automakers Toyota and Honda respectively, who lead the market in alternative fuel development (Wall Street Journal). According to Nissan’s Green Program, it is Nissan’s view that internal combustion engines will continue to be the main power source of vehicles globally in the years ahead. Therefore, Nissan therefore takes a stance of reducing CO2 emissions through the development and widespread adoption of advanced technologies for improving the fuel economy of gasoline engine vehicles. Currently in the works for Nissan is the development of cleaner diesel engine vehicles that run on biofuels made from plants and other reusable sources (Ibid). Nissan estimates that over half of the vehicles they sell by 2050 will need to be electrically powered if they are to reach their long term goal of reducing CO2 emissions. Nissan’s threat has been its major competitors in developing hybrid electric vehicles, fuel cell vehicles and electrical vehicles. Other companies such as Toyota are setting the bar in alternative fuel sources which makes them a profitable industry leader with the obvious threats of gas prices that change virtually on a daily basis (Ibid). Nissan History and Innovation Nissan Motors’ history dates back to the 1930s when Jidosha Seizo Co Ltd was established in 1933 in Yokohoma City, Japan. Its beginnings as a munitions company was short lived when the company was renamed to Nissan Heavy Industry Co Ltd and introduced the first Datsun, manufactured after World War II. After the company began exporting the cars to the US in 1958, it gained popularity due to its small size and high fuel efficiency. Subsequently, in 1980, Nissan Motor established Nissan Motor Manufacturing Corp. USA to strengthen its market potential in North America (ABI/INFORM Global pg. 1). Today, Nissan supplies a widespread customer base classified across regions, namely, Japan, the US, Asia, Europe and General Overseas Market, which includes Mexico and Canada. This market includes 150 dealers and 2,500 outlets worldwide (Ibid). This is the age of globalization and the worldwide interdependence of resource supplies, product markets, and business competition. Nissan has succeeded in meeting its challenges due to its focus in valuing diversity both in its workforce and through understanding customer needs. This is evident in how the company plans ahead and is always looking for new ways to improve current performance. For instance, the company learned from past mistakes; failure to recognize changing customer focus in non-growth sectors, and being competitively focused rather than market focused. Also, finding the right people and the right plan to maximize growth is key (Nissan News, pg. 8). Shiro Nakamura Nissan’s automotive designer is known as â€Å"The man behind the Nisan Look† and has developed some up-to-date, eye-catching designs that have no resemblance to the old models, and the company is optimistic that sales will increase once the current plan to launch 28 new cars during fiscal year 2008. Most of the changes are defined to the upper body and adjusted to make it more like the Altima (Business Week, pg. 1). Nissan’s innovations stem from producing a product that their customers want. Their philosophy is that investing in a product that will bring value and satisfaction to its customers will build loyalty as well as expand that market base. Nissan’s models include Maxima and Sentra cars, Altima and upscale sedans, Frontier pickups, the 350Z sports car, and Xterra and Pathfinder SUVs. In 1999 French automaker Renault took a 37% stake in Nissan, and installed president and CEO Carlos Ghosn (nicknamed â€Å"Le Cost Killer† based on his talent for turning red ink black) who has since returned the company to profitability. Renault now owns almost 45% of Nissan. According to Hoovers, Nissan fiscal year end sales in March were in millions, $80,583. 7. Net income in millions was $4,427. 8, and 1 year net income growth was 7. 0%. Their top competitors were General Motors, Honda, and Toyota (Hoovers. com, pg. -2) Generation â€Å"X† consumers can identify with the sports world, ESPN’s X Games. Games showcase the world’s most dangerous events. The â€Å"X† generation is also playing a big role in the fashion world, thus the automotive industry has been one of the leaders driving the â€Å"X† growing trend. Jaguar’s Web site prominently features a glowing X to promote the new â€Å"Jaguar X-Type: a car for a new generationâ⠂¬ . And Nissan has scored big with the model Nissan Xterra. This trend is enabling Nissan to tap into a pool of younger car buyers. The vehicle has attracted many new buyers, some of which have never purchased a Nissan before. The Xterra is aimed to attract 25 to 35 year old drivers. Marketing tactics fill viewers with scenes of athletes doing extreme outdoor exercise, and pushing their SUVs to the extreme. Polls cited that men were most affected with the advertisement than women. 13% to 9%. According to the Gallop polls, the ads scored highest among those 30 to 39 years old, which is right where the company was trying to segment. The 25 to 35 year old target market (USA Today, pg. 2-3). Baby Boomers on the other hand are most attracted to the Nissan Murano, or Nissan Bevel. Nissan’s long term vision for 2015 is that future vehicles will save lives by installing a series of sensors that can detect sobriety of a driver and can immobilize the car. Other features include detecting operational changes, such as drifting out of a lane, at which time the system navigation system alerts the driver with voice message alerts and the seat belt is tightened. Nissan is currently testing an on-board breathalyzer and road sensors to help reduce accidents. Other plans to develop an Intelligent Transport System Project and road sensors will help reduce accidents (Nissan. com, pg. 1-2) The company understands the importance of agility in a dynamic 21st century market and is continuously reinventing itself to stay ahead of the competition. Sometimes, this means taking risks. Most recently, the company made an announcement that it was moving its headquarters from California to Tennessee. The new facility will accommodate 1300 plus employees and favorable for business, not to mention contributing to the infrastructure and supporting the community with more jobs. It’s inevitable that there could be some unforeseeable threats perhaps with current labor force. Some issues could be that they are not in agreement with the transfer and choose to leave the company, thus the need for new hires. Other potential threats are the risk of new competitors in the area, and developing a new sense for the new market. The California population may not have the same tastes and likes as the Tennessee population, thus Nissan could expend additional resources to substitute products and services (Tennessean. om, pg. 1-4). A strategy for the future that Nissan could consider would be to offer a motorcycle product. Exploring and pursuing this opportunity would allow them to remain competitive and also to offer products to meet different needs. Honda, BMW, and Suzuki, all of whom offer cars, trucks, and sport utility vehicles, Nissan too should visit the idea of offering a motorcycle. Over the years Nissan has developed quality products that are dependable, hi ghly functional and desirable; this being an advantage for Nissan. Along with remaining competitive, the high price of fuel recently would make a Nissan motorcycle more appealing. The motorcycle would alleviate fuel expenses and consumption. The Nissan motorcycle would also be appealing in geographic locations such as Japan, China and major cities in the United States that do not have the space on roads for larger vehicles. Nissan plans to offer a concept vehicle that resembles a car and a motorcycle. This vehicle is called â€Å"Urge† and offers state of the art gaming systems that allow the driver to use the gas and brake pedals to play. When considering the pricing of a Nissan motorcycle and remaining competitive, Nissan should consider that Honda and Suzuki offer motorcycles at reasonably affordable prices. Suzuki offers several types of motorcycles to include cruisers, motocross, and sport bikes all at reasonable prices ranging from $6,000. 00 to under $10,000. Honda also offers cruisers, motocross, and sport bikes. Honda motorcycles range from $3,000 to $13,000. In order to lure prospective buyers into purchasing a Nissan motorcycle, Nissan should strive to offer its motorcycles at reasonable prices, similar to Suzuki and Honda. The price range for motorcycles made by BMW is slightly higher starting at $8,000 to $15,000. BMW has offered a motorcycle since 1923. Its tenure along with the fact that consumers have learned to trust the German made motorcycle are what keep BMW competitive. Offering reasonably priced and desirable styles similar to BMW, Honda and Suzuki is a great opportunity that has not been approached by Nissan. The cruiser styles offered by Honda, Suzuki and BMW resemble that of a Harley –Davidson motorcycle without the high cost. The market for Nissan motorcycles is positive with the increasing cost of fuel and the ages of future drivers. Most of the baby boomer generation have become accustomed to the quality of Nissan vehicles and would be approaching retirement age in the next few years. Nissan’s release of motorcycles would segment the soon retired baby boomers as a fun and recreational of transportation. The Nissan motorcycle would also segment the new drivers of today which in a few years will be the young generation to market to. Nissan would have to be conscious of expenses in marketing and production of the motorcycle, a product never offered and could use the business model already established by its competitors offering both motorcycles and automobiles in the industry. According to Analysts, the economy is not faltering and people are still hopeful for the future. It is a race to the finish line, and who ever gets there first wins. It will be interesting to see how automobile manufacturers will implement new strategies (Economy Today, pg. 1) Nissan Technologies –Past and Future New technologies were as important to Nissan’s past as they are to Nissan’s future. Nissan has always addressed environmental issues, including the development of clean power sources for vehicles and recycling of natural resources. Nissan has been able to release one new model after another with fuel-efficient direct-injection gasoline engines and direct-injection diesel engines since 1997. This has led to the expanding application of the Hyper CVT (continuously variable transmission) , the Extroid CVT, the Tino Hybrid and the two-seater Hypermini electric vehicle in the early part of 2000 for efficient fuel economy (Nissan global. om). Nissans history goes back to an automobile factory started by Masujiro Hashimoto in 1911 called the Kwaishinsha Co. In 1914, a box-type small passenger car was completed and in the following year the car made its debut on the market under the name of Dat Car. Another predecessor of Nissan was Jitsuyo Jidosha Co. , Ltd. , which imported m achine tools and components from the U. S. , and was one of the most modern automobile factories of its time. Kwaishinsha Co. and Jitsuyo Jidohsa Co. merged in 1926 to form Dat Jidosha Seizo Co. , and two years later to the establishment of Nissan Motor Co. Ibid). In preparation for post war capital investment in Japan, Nissan developed two state-of-the-art manufacturing facilities leading to the advancement of motorization and increased traffic accidents; and contributed to the problem of air pollution. Nissan developed its first Experimental Safety Vehicle (ESV) in 1971 and over the years created a reputation for excellence in engineering and advanced technology. Nissan has developed weight-reducing materials, engine management systems for controlling combustion, and using CAD/CAM systems and industrial robots (Ibid). Recently, Nissan has also been localizing RD operations, which has now advanced decision-making through the regional headquarters in North America and Europe. Nissans local operations in their respective regions oversee product development, manufacturing, procurement, fund-raising and mutual complementation of parts between companies (Ibid). Nissan’s Vision Nissan is developing corporate activities centered on automobile manufacturing based on their vision of â€Å"enriching people’s lives. In order for cars, which provide mobility, to truly become reliable partners for our customers, a number of issues including global environmental issues, traffic accidents and congestion problems must be tackled as part of a long-term vision (Nissan global. com). The global automotive industry is entering an era that will change almost every facet of the car in the future to come. Nissan’s global vision includes the pursuit of environmentally sustainable technologies creating one of the greatest engineering competitions in history that has the potential to deliver significant benefits to humanity (Ibid). To realize our vision, Nissan is developing technologies based on a framework called the â€Å"Orchard† concept. † This concept allows Nissan to embrace technologies in a comprehensive manner (Nissan global. com). In order to create a distinct value in order for customers to choose their cars, Nissan is likening its approach to the management of a fruit orchard in which â€Å"fruit† is planted and raised. The process has three phases, one the Harvest Plan, two Seeding and Growth and three – Soil Enrichment. The Harvest Plan takes into account social needs and market demands for the commercialization of technologies and the timing of releases. Seeding and Growth will implement strategies for the realization of the Harvest Plan and to formulate development of schemes. Lastly, Soil Enrichment will create value for the long term by researching reliability improvement and analysis technologies (Ibid). Some of the proposed solutions are more efficient fuel-cells for electric cars, bio-fuels, advanced diesel fuels or combinations of these solutions. However, the most effective solutions will not be decided by engineers. It will be decided by consumer demand, which is the most powerful force for global environmental progress. Every new car buyer in every country gets a vote by exercising their right to choose, thereby dictating both the pace of future change and its direction (Ibid). Nissan’s vision is to invest massively in RD in pursuit of new technologies. This has not always been the case. Due to perilous financial decisions, in 1999 Nissan could not afford to invest in the core of its brand identity technological innovation. Today, Nissan’s RD budget is much healthier than the level of 1999 due to significantly increased efficiency of their RD activities. This has led to an environmental blueprint known as Nissan’s â€Å"Green Program 2010†. Also taking advantage of the alliance with it’s parent company, Renault, Nissan is able to focus on specific promising technologies – such as advanced lithium-ion batteries and other areas, such as clean diesels. Nissan’s vision includes the determination to be the leader in environmental progress. It is Nissan’s belief that motoring can be both green and fun allowing consumers to expect new technologies that will enhance dynamic performance (Ibid). Some of the latest technologies being embraced by Nissan are the X-Trail Fuel Cell Vehicle, Ultra-low Friction Diamond-like Carbon (DLC), the Super Motor, and the Compact Lithium-ion Battery. Nissan continues to raise the practicality of FCVs, which are being developed as the most eco-friendly vehicles. The X-Trail FCV provides increased cruising range. (Nissan global. com). The FCV also provides improved acceleration. The new model features a Nissan-developed fuel cell stack that is more efficient than the previous stack resulting in maximum power of 90 kw compared with 63 kw in the 2003 model. Ultra-low Friction Diamond-like Carbon (DLC) is Nano-technology based on ultra-low friction technology. Nissan has substantially reduced friction between engine parts by developing the first technology in the world to combine a hydrogen-free diamond-like carbon (DLC) coating with special oil. Energy is lost due to friction that arises between the hundreds of parts that comprise an engine. This ultra-low friction technology uses nanotechnology in order to reduce friction by approximately 40% compared to conventional engines. The DLC works by use of a hydrogen-free DLC coating, improves binding with the engine oil, and results in the formation of a firm ultra-low friction film when special oil additives are added. It is now possible to reduce overall engine friction by 25% (Ibid). The Super Motor and Compact Batteries Nissan has independently developed the Super Motor based on an all-new concept. One motor provides output through two shafts, enabling it to function as both a motor and a generator. This innovative technology has a wide range of potential applications (Nissan global. com). The Super Motor can dramatically reduce the size and improve the efficiency of the drive unit compared with the use of two conventional motors. Independent control of the power obtained from the two shafts. The Super Motor has rotors positioned on both the inside and outside of one stator, enabling power to be delivered through two shafts by use of a new technology to apply compound current to the Stator coils (Nissan global. com). Nissan has succeeded in independently developing a laminated lithium-ion cell that displays an exceptionally high output characteristic. This cell is the result of many years of lithium-ion battery research that began in 1992. The laminated cell is featured from the 2003 model X-TRAIL FCV (Nissan global. com). The laminated cell design and high-power electrode technology improve power output by 1. 5 times and reduce the volume by more than half compared with the conventional cylindrical cell. The thin cell construction also enables a thin module design for a substantial improvement in battery ooling efficiency. Locating the battery under the floor achieves compact and highly efficient vehicle packaging, including a low, flat floor, among other advantages. Compared with the cylindrical cell, the laminated cell has fewer components and is extremely compact and lightweight. Moreover, Nissan has succeeded in achieving higher power output through material improvements made to the lithium manganate positive electrode and the carbon negative electrode (Nissan global. com). Executive Summary Like any other automobile manufacturer, to stay competitive in today’s world markets, one must consistently innovate and stay one step ahead of the competition. In the past, automobile manufacturers have been first in presenting more fuel efficient vehicles, increased gasoline mileage rating through body redesign, and have introduced new safety features for the yearning public marketplace. Nissan current project in India is to try to regain market share from its competitors Toyota and Honda by creating Light Commercial Vehicles (LCV’s) which are small cars that can be sold for around $3,000. 00. This innovative idea can create a brand new market segment of customers who could not, up until this point, afford to purchase and operate a vehicle. Along with being fuel efficient and maintaining competitive, Nissan’s offering a motorcycle would be an added strategy to pursue. Dealing with the myriad of different cultures across the globe is also a major focus of Nissan’s Chief Operating Office Carlos Ghosn who realizes that the creation of multi-cultural company can flourish and grow through exploiting it synergies, believes that feeding off each other’s strengths, and minimizing its weaknesses are key. Automobile manufacturers like Nissan can never be â€Å"one size fits all†, but they can certainly try to understand and adapt to different cultures to maximize desired commonalities and maximize profits. These days, partnering globally cannot be realized without including China. China is Nissan’s third largest single market (only after North America and Japan). Although vehicle production has significantly increased over the last ten years, passenger car production has actually doubled in the last ten years due to market conditions and Chinese automobile manufacturers ntering the car market. China has a great position in the future manufacturing of automobiles because of increased income and an already over-inflated population. However, threats of inadequate roadways, governmental regulations on how automobiles are purchased, and pressure on Chinese banks to â€Å"control credit† may temporarily slow the process. North America has captured 40% of Nissan’s global sales and has caused an ever-widening gap with Japanese sales which has been increasing each year. Nissan has recently spent several billion dollars on new models and a new U. S. ssembly plant in Mississippi to ensure that this momentum continues. Nissan believes that growing this business means introducing new products while realigning cost structures. Large sums of money are being placed back into product development – most geared towards the North America market. Although the United States never signed onto the popular Kyoto protocol which planned to significantly reduce the amount of carbon emissions in the world, many other nations did because of the ever growing concerns of climate change on a global scale which many believe poses a worldwide threat. Nissan, however, has proactively realized this concern and has taken advantage of this opportunity by making concentrated efforts in advancing technology that reduces carbon dioxide emissions â€Å"at every stage† of the vehicle’s life cycle. Nissan is vigorously working on the creation of cleaner diesel engines that run on biofuels made from plants and other renewable sources. The threat to Nissan has been its competitors who are developing hybrid electric vehicles and fuel cell vehicles. Toyota has lead this aspect of the automobile industry, and has been setting the bar in alternative fuel sources making them the very green and very profitable company that envisions change in the industry. Nissan began exporting cars to the U. S in 1958 and gained popularity because of its small size and great fuel efficiency. Today, Nissan has developed new eye-catching designs that do not resemble older models. Nissan is very optimistic that sales will increase significant once these 28 new models are launched during the 2008 year. But the look of new models alone isn’t all Nissan is after. Safety features such as installing a series of sensors that can detect alcohol levels in the driver will alert the car to slow and/or become immobilized. Corporate agility is also a key factor as is shown when Nissan moved its headquarters from California to Tennessee, which accommodates over 1300 employees, supporting the community with more jobs, and reducing significant overhead. New technologies developed at Nissan have addressed environmental issues including clean power sources for its vehicles and recycling of natural resources. Nissan has envisioned that the future of their company will greater enrich peoples lives through global environment issues, and reducing traffic accident and congestion problems. Some of Nissan’s proposals include more efficient fuel-cells for electric vehicles, bio-fuels, and advanced diesel fuels. The most important facet that Nissan realizes is that effective solutions will be decided by consumer demand, not engineers. Nissan has constructed a â€Å"Green Program 2010† which has become their environmental blueprint for success in the industry.