Comparing Joyce’s Ulysses and T.S. Eliot’s Love Song of J. Alfred Prufr

Comparing Joyce’s Ulysses and T.S. Eliot’s Love Song of J. Alfred Prufrock In Episode 8 of Ulysses, Joyce sends Bloom and the reader through a gauntlet of food that enlarges one of the novel ¹s main linguistic strategies, that of gradual digestion. While Episode 10 may seem like a more appropriate choice for a spatial representation of the city, this episode maps digestion out like Bloom wanders the streets of Dublin, with thoughts entering foremost through the body and exiting them. In T.S. Eliot ¹s poem "The Love Song of J. Alfred Prufrock," the stanzas deescalate the city from skyline to sea-bottom in accordance with the mock-hero ¹s own inability digest thoroughly any complete thought all the way through. Bloom describes the process of eating with realism appropriate to the task: "And we stuffing food in one hole and out behind: food, chyle, blood, dung, earth good: have to feed it like stoking an engine" (144-5). Indeed, this is the path words take in the novel; they begin in a pure form, as written on a page (such as Martha ¹s "Are you not happy in your home you poor little naughty boy?" which, despite its impure implications, is at least black ink on white paper) and filters into every stage of Bloom ¹s journey (as in Episode 8, 137). The gradual digestion of words fits with another of Martha ¹s lines, the typographical error "I called you naughty darling because I do not like that other world" (131). These words become "worlds," carving out a space as they travel throughout Dublin with Bloom. Bloom tosses the "throwaway" into the Liffey, and its words sail down not only the river, but alongside Bloom, causing him trouble and marking him as a throwaway himself. Words often hi nt at their own creation or foreshadow another... ...urface giddiness of "mermaids singing, each to each." Our paralysis in reading "Prufrock," from stanzaic symmetries ("And would it have been worth it, after all"/"That is not is, at all," used twice with minor variations) that indicate Prufrock ¹s stalled action to the anatomization of pluralized body parts ("eyes"/"arms") that rest heavily on a local item while emphasizing its multitude and power, "Disturb[s] the universe" as much as Prufrock ¹s own perambulations do, that is, not at all. He only sinks further down, drowning not only in other "human voices" but, more importantly, in his own constipation. Works Cited Eliot, T. S.. "The Love Song of Alfred J. Prufrock." Making Literature Matter: An Anthology for Readers and Writers. 2nd Ed. Schlib & Clifford. Boston: Bedford, 2003. 851-855. Joyce, James. The Portable James Joyce, New York: Penguin Books, 1996 Comparing Joyce’s Ulysses and T.S. Eliot’s Love Song of J. Alfred Prufr Comparing Joyce’s Ulysses and T.S. Eliot’s Love Song of J. Alfred Prufrock In Episode 8 of Ulysses, Joyce sends Bloom and the reader through a gauntlet of food that enlarges one of the novel ¹s main linguistic strategies, that of gradual digestion. While Episode 10 may seem like a more appropriate choice for a spatial representation of the city, this episode maps digestion out like Bloom wanders the streets of Dublin, with thoughts entering foremost through the body and exiting them. In T.S. Eliot ¹s poem "The Love Song of J. Alfred Prufrock," the stanzas deescalate the city from skyline to sea-bottom in accordance with the mock-hero ¹s own inability digest thoroughly any complete thought all the way through. Bloom describes the process of eating with realism appropriate to the task: "And we stuffing food in one hole and out behind: food, chyle, blood, dung, earth good: have to feed it like stoking an engine" (144-5). Indeed, this is the path words take in the novel; they begin in a pure form, as written on a page (such as Martha ¹s "Are you not happy in your home you poor little naughty boy?" which, despite its impure implications, is at least black ink on white paper) and filters into every stage of Bloom ¹s journey (as in Episode 8, 137). The gradual digestion of words fits with another of Martha ¹s lines, the typographical error "I called you naughty darling because I do not like that other world" (131). These words become "worlds," carving out a space as they travel throughout Dublin with Bloom. Bloom tosses the "throwaway" into the Liffey, and its words sail down not only the river, but alongside Bloom, causing him trouble and marking him as a throwaway himself. Words often hi nt at their own creation or foreshadow another... ...urface giddiness of "mermaids singing, each to each." Our paralysis in reading "Prufrock," from stanzaic symmetries ("And would it have been worth it, after all"/"That is not is, at all," used twice with minor variations) that indicate Prufrock ¹s stalled action to the anatomization of pluralized body parts ("eyes"/"arms") that rest heavily on a local item while emphasizing its multitude and power, "Disturb[s] the universe" as much as Prufrock ¹s own perambulations do, that is, not at all. He only sinks further down, drowning not only in other "human voices" but, more importantly, in his own constipation. Works Cited Eliot, T. S.. "The Love Song of Alfred J. Prufrock." Making Literature Matter: An Anthology for Readers and Writers. 2nd Ed. Schlib & Clifford. Boston: Bedford, 2003. 851-855. Joyce, James. The Portable James Joyce, New York: Penguin Books, 1996

Customer Satisfaction on Milk Products Essay

â€Å"Marketing is a total system of business, an ongoing process of: 1. Discovering and translating consumer needs and desires into the products services (planning and producing the planned products). 2. Creating demand for this product and services through promotion and pricing. 3. Serving the consumer demand through planned and physical distribution with the help of marketing channels. 4. Expanding the market even in the place of keen competition. † â€Å"Marketing is the process associated with promotion for sale goods or services. It is considered a social and managerial process by which individuals and groups obtain what they need and want through creating and exchanging products and values with others. It is an integrated process through which companies create value for customers and build strong customer relationships in order to capture value from customers in return. † The modern marketer is called upon to set the marketing objectives, develop the marketing plan, organize the, marketing function, implement the marketing plan or programme (Marketing mix) and control the marketing programme to ensure the accomplishment of the set marketing objectives. The marketing programme covers producer planning or merchandising, price, promotion and distribution. In short, modern marketing begins with the customer, not with production cost, sales, technological landmarks and it ends with the customer satisfaction and social well-being. Under the market- driven economy buyer or customer is the boss. Marketing has been viewed as an ongoing or dynamic process involving a set of interacting activities dealing with a market offering by producers to consumers on the basis of reliable marketing anticipation. 1. Marketing is a matching process by which a process by which a producer provides a marketing mix that meets consumer demands of a target markets within the limits of society. The process is based on corporate goals and corporate capabilities. Marketing process brings together producers and consumers the two main participants in exchange. Each producer or seller has certain goals and capabilities in making and marketing his products. He uses marketing research as a tool to anticipate market demand. Then he provides a marketing mix in order to capitalize marketing opportunity. An exchange or a transaction takes when market offering is acceptable to the customer who is prepared to give something value I return against the product so bought. Objectives of Marketing: 1. Increase in sales volume 2. Increase in net profit 3. Growth of the enterprise Marketing environment The term marketing environment relates to all of the factors (whether internal, external, direct or indirect) that affects a firm’s marketing decision-making or planning and is subject of the marketing research. A firm’s marketing environment consists of two main areas, which are: a. Macro environment On the macro environment a firm holds only little control. It consists of a variety of external factors that manifest on a large (or macro) scale. These are typically economic, social, political or technological phenomena. A common method of assessing a firm’s macro-environment is via a PESTLE (Political, Economic, Social, Technological, Legal, and Ecological) analysis. Within a PESTLE analysis, a firm would analyze national political issues, culture and climate, key macroeconomic conditions, health and indicators (such as economic growth, inflation, unemployment, etc.), social trends/attitudes, and the nature of technology’s impact on its society and the business processes within the society. b. Micro environment A firm holds a greater amount (though not necessarily total) control of the micro environment. It comprises factors pertinent to the firm itself, or stakeholders closely connected with the firm or company. A firm’s micro environment typically spans: * Customers/consumers * Employees * Suppliers * The Media By contrast to the macro environment, an organization holds a greater degree of control over these factors. Market segmentation Market segmentation pertains to the division of a market of consumers into persons with similar needs and wants. As an example, if using Kellogg’s cereals in this instance, Frosties are marketed to children. Crunchy Nut Cornflakes are marketed to adults. Both goods aforementioned denote two products which are marketed to two distinct groups of persons, both with like needs, traits, and wants. The purpose for market segmentation is conducted for two main issues. First, segmentation allows a better allocation of a firm’s finite resources. A firm only possesses a certain amount of resources. Accordingly, it must make choices (and appreciate the related costs) in servicing specific groups of consumers. Furthermore the diversified tastes of the contemporary Western consumers can be served better. With more diversity in the tastes of modern consumers, firms are taking noting the benefit of servicing a multiplicity of new markets. Market segmentation can be defined in terms of the STP acronym, meaning Segment, Target and Position. Segment. Segmentation involves the initial splitting up of consumers into persons of like needs/wants/tastes. Four commonly used criteria are used for segmentation, which include: * Geographical (e. g. country, region, city, town, etc. ) * Psychographic (i. e. personality traits or character traits which influence consumer behavior) * Demographic (e. g. age, gender, socio-economic class, etc. ) * Behavioral (e. g. brand loyalty, usage rate, etc. ) Target Once a segment has been identified, a firm must ascertain whether the segment is beneficial for them to service. The DAMP acronym, meaning Discernible, Accessible, Measurable and Profitable, are used as criteria to gauge the viability of a target market. DAMP is explained in further detail below: * Discernable – How a segment can be differentiated from other segments. * Accessible – How a segment can be accessed via Marketing Communications produced by a firm. * Measurable – Can the segment be quantified and its size determined? * Profitable – Can a sufficient return on investment be attained from a segment’s servicing? The next step in the targeting process is the level of differentiation involved in a segment serving. Three modes of differentiation exist, which are commonly applied by firms. These are: * Undifferentiated – Where a company produces a like product for all of a market segment. * Differentiated – In which a firm produced slight modifications of a product within a segment. * Niche – In which an organisation forges a product to satisfy a specialised target market. Marketing information system A marketing information system (MKIS) is an information system that is commonly used by marketing management to analyses and view information pertaining to marketing activities. As the label suggests, an MKIS is a computer-based information system therefore used to input, store, process and output marketing information. [12] An MKIS spans four subset components, which are detailed below: 1. Marketing intelligence system This sub-system stores information gathered from a firm’s marketing intelligence activities. Marketing intelligence consists of actions a firm would undertake within its own market or industry, geared towards information existing within its markets. This can be obtained via communication with suppliers, consumers or other bodies within a market. 2. Internal processes system The internal processes system catalogues all internal marketing processes within a firm. 3. Marketing research system This section of the overall system contains data from a firm’s marketing research activities. 4. Analytical system The analytical system is the only sub-system which does not store data or information. Its function is to analyze and process data from the other three systems, into reliable, timely and relevant information for the perusal and use of marketing management. Industry profile: In early 1940’s a farmer in Kaira district, as elsewhere in India, derived his income almost entirely from seasonal crops. The income from milk was paltry and could not be depended upon. The main buyers were milk traders of Polson Ltd. -a privately owned company that enjoyed monopoly for supply of milk from Kaira to the Government Milk Scheme Bombay. The system leads to exploitation of poor and illiterate farmers by the private traders. However, when the exploitation became intolerable, the farmers were frustrated. They collectively appealed to Sardar Vallabhbhai Patel, who was a leading activist in the freedom movement. Sardar Patel advised the farmers to sell the milk on their own by establishing a cooperative union, instated of supplying milk to private traders. Sardar Patel sent the farmer to Shri Morarji Dasai in order to gain his Co-operation and help. Shri Dasai held a meeting at ‘Samrkha’ village near Anand, on January 4, 1946. He advised the farmers to from a society for collection of the milk. These village societies would collect the milk themselves and also decided prices for that which would be profitable for them. The district union was also from to collect the milk from such village cooperative societies and to sell them. It was also resolved that the government should asked to buy milk from the union. However, the government did not seem to help farmer by any means. It gave the negative response by turning down the demand for the milk. To respond to this action of government, farmer of Kaira district went on a milk strike. For 15 days not a single drop of milk was sold to the traders. As a result the Bombay milk scheme was severely affected. The milk commissioner of Bombay then visited Anand to assess the situation. Finely he decided to fulfill the farmers demand. Thus their cooperative unions were forced at village and district level to collect and sell milk on a cooperative basis, without the intervention of government. Mr. Verghese Kurien had main interest in establishing union who was supported by Shri Tribhuvandas Patel who convinced farmers in forming the cooperative unions at the village level. ‘The Kaira District Co-operative Milk Producers’ Union’ was thus established in Anand and was registered formally under section 10 of Bombay Act VII of 1925 on December 14, 1946. Since then farmers are selling all the milk in Anand through cooperative union. In 1955 it was commonly decided the sell milk under the brand name ‘Amul’ At the initial stage only 250 liters of milk was collected every day. But with the growing awareness of the benefits of the co-operative-ness the collection of milk increased. Today Amul collect 50, 00,000 liters of milk every day. As the milk is perishable commodity it became difficult to preserve milk for a longer period. Besides when the milk was to be collected from the far places there was a fear of spoiling of milk. To overcome this problem the union thought to develop the chilling unit at various junctions, which would collect the milk and could chill so as preserve it a for a longer period. Thus, today Amul has more than 168 chilling centers in various villages. Milk is collected from almost 1097 societies. With the financial help from UNICEF, assistance from the government of NewZealand under the Colombo plan, of Rs. 50 million for factory to manufactory milk powder and butter. Dr. Rajendara Prasad, the president of India laid the foundation on November 50, 1954. Shri Pandit Jawaharlal Nehru, the prim minister of India declared it open at Amul dairy on November 20, 1955. KARANATAKA MILK FEDERATION Karnataka cooperative milk producers’ federation limited (KMF) is the apex body in Karnataka representing dairy farmers’ co-operatives. It is the second largest dairy co-operative amongst the dairy cooperatives in country. In south india it stands first in terms of procurement as well as sales. One of the core functions of the federation is marketing of milk and milk products. The brand â€Å" nandini† is the household name for pure and fresh milk and milk products. KMF has 13 mil unions throughout the state which procure milk from primary dairy cooperative societies (DCS) and distribute milk to the consumers in various towns/cities/rural markets in Karnataka. The first ever world bank funded dairy development program in the country started in Karnataka with the organization of village level dairy co-operative in 1974. The AMUL pattern of dairy co-operatives started functioning in Karnataka from 1974-75 with the financial assistance from world bank, operation flood II & III. The dairy co-operative were established under the ANAND pattern in a three tier structure with the village level dairy co-operative forming the base level, the district level milk unions at the middle level to take care of the procurement, processing and marketing of milk and the Karnataka milk federation as the apex body to co-operative the growth of the sector at state level. Cooperative of activities among the union and developing market for milk products is the responsibility of KMF, marketing milk in the respective jurisdiction is organized by the respective milk unions. Surplus/ deficit of liquid milk among the member milk unions is monitored by the federation. While the marketing of all the milk products is organized by KMF, both wit in and outside the state, all the milk and milk products are sold under a common brand name NANDINI. Company profile INTRODUCTION The Bangalore Milk Union Ltd. , (Bamul) was established during 1975 under Operation Flood II by keeping â€Å"Amul† as its Roll Model. At present Bamul has Bangalore Urban, Bangalore Rural & Ramanagaram Districts of Karnataka State as its area of operation for Milk Procurement and selling Milk in part of Bruhath Bangalore Mahanagara Palika (BBMP) area. Since its inception the Union is constantly striving further for dairy development and marketing activities in its milk shed area. OBJECTIVES * To organize Dairy Co-operative Societies at Village level and dissemination of information like good dairy animal husbandry and breeding practices & Clean Milk Production through Extension Services. * To provide assured market & remunerative price for the milk produced by the farmer members of the co-operative societies. * To provide technical input services like veterinary services, artificial insemination, supply of balanced cattle feed & Fodder seed materials etc., to milk producers. * To facilitate rural development by providing opportunities for self-employment at village level, thereby preventing migration to urban areas, introducing cash economy & opportunity for steady income. * To provide quality Milk and milk products to urban consumers at competitive prices. BACKGROUND On January 1st 1958 a pilot scheme to cater the Bangalore Milk Market, Department of Animal Husbandry, Government of Karnataka was started Milk processing facilities & Veterinary Hospitals at National Dairy Research Institute (NDRI). Later in 1962, The Bangalore Milk Supply Scheme came into existence as an independent body. With the great efforts by the then Hon’ble Minister for Revenue & Dairying, Government of Mysore Sri M V Krishnappa, A joint venture of UNICEF, Government of India & Government of Mysore was dedicated Bangalore Dairy to the people of Karnataka State on 23rd January 1965 by the then Hon’ble Prime Minister Late Sri Lal Bahadhur Shastriji. The Bangalore Dairy scattering over an area of 52 Acres of land, the Dairy had an initial capacity to process 50,000 liters of milk per day. Bangalore Dairy underwent a structural change in December 1975, handed over to Karnataka Dairy Development Corporation (KDDC). Rural Milk Scheme of Mysore, Hassan & Kudige Districts was started under Operation Flood-II and then transferred to Karnataka Milk Federation (KMF) in May 1984 as a successor of KDDC. To cater to the growing demand for milk by the consumers of Bangalore City, the capacity was increased to 1. 5 lakh liters per day under the Operation Flood-II during 1981 and later increased to 3. 5 lakh liters per day under Operation Flood-III during 1994. As per the policies of the National Dairy Development Board (NDDB), Bangalore Dairy was handed over to Bangalore Milk Union Ltd. , (Bamul) on 1st September 1988. The Union is capable of processing the entire milk procured, by timely implementation of several infrastructure projects like commissioning of New Mega Dairy state-of-the-art technology with a processing Capacity of 6. 0 Lakh liters per day, new chilling centers, renovation of product block etc. ,The milk shed area of Bamul comprises of 2611 revenue villages. As of now the Union has organized 1853 Dairy Co-operative Societies (DCS) in 2,245 villages, thereby covering 86 % of the total villages in these three districts. In these DCSs, there are 3,40,307 milk producer members. Among them 109834 members are women and 60,452 members belong to Schedule Caste and Schedule Tribes. The philosophy of this co-operative milk producers’ organisation is to eliminate middlemen and organise institutions owned and managed by milk producers, by employing professionals. Achieve economies of scale of rural milk producers by ensuring maximum returns and at the same time providing wholesome milk at reasonable price to urban consumers. Ultimately, the complex network of co-operative organisation should build a strong bridge between masses of rural producers and millions of urban consumers & achieve a socio-economic revolution in the village community. Bamul has been registered under MMPO by Central Registration Authority. Today, the Union has become the biggest Milk Co-operative Union in Southern India. Bamul has been certified for ISO 22000:2005 & ISO 9001-2000 for quality management and Food Safety Systems. In recognistion to these efforts and achievements, the National Productivity Council (NPC) of Government of India has conferred â€Å"Best Productivity Award† FIVE TIMES and â€Å"Energy Conservation Award† by Bureau of Energy Efficiency (BEE) to the Union. VISION, MISSION, OF THE UNION VISION â€Å" WISH TO GROW INTO A MODEL CO-OPERATIVE† bamul is biggest milk union in south india, fully owned and managed by milk producers of Bangalore rural and urban districts of Karnataka state. Since its incepection in 1975, union is constantly striving to further the dairy development and marketing activities in shed area. MISSION â€Å" USHERING RURAL PROSPERITY IN THE LIVES OF MEMBERS OF MILK PRODUCER† This co-operative milk producer’s orgation is to eliminate middlemen and organize institution owned by the milk producers themselves, by employing professionals, achieve economies of scale and to ensure maximum returns to the producers, at the milk producers, at the same time providing wholesome milk at reasonable price to urban consumers ultimately, the complex network of co-operative should build a strong bridge between masses of rural producers and millions of urban consumers and achieve a socio-economic revolution in the vicinity of the territory. MILESTONE: 2008 Commissioning of Channarayapatna Product Plant at a total cost of Rs. 72 Crores. * a) Launch of New products & new stunning packs (Sundae, Crazy Cone ice cream/Lite Skimmed Milk/ Cool Milcafe/Choco Milk Shake/Dairy Whitener) * b) Launch of Goodlife Slim in 1Ltr Brik. 2009 Gulbarga Dairy & Milk Marketing taking over by KMF 2009 Launch of Good Life variants in Cuttack,Orissa,Tiruchi(Tamilnadu) 2010 Peak Procurement of 41. 83 LKPD 2010 Starting of Procurement routes at N. R. Pura,Koppa Taluk(Chickmagalur District) 2010 Hosting of new KMF website wwww. kmfnandini. coop with online order facility. ORGANISATION STATUS The member producers and their Dairy Co-operative Societies (DCS) are the vital constituents of the Union and their progress is the judging yardstick on the efficiency of the Union’s operation. Hence the maximum importance has been given to their development. The Union is making intensive efforts over the years to organize DCSs in more and more villages of the three districts in the milk-shed area. Number of Functional DCS 1266 1301 1386 1433 1483 1547 1607 1657 1708 1761 1805 0 200 400 600 800 1000 1200 1400 1600 1800 2000 2000-01 2001- 02 2002- 03 2003- 04 2004- 05 2005-06 2006- 07 2007- 08 2008- 09 2009-10 2010- 11 Importance has been given to enroll more and more milk producers in the villages as members of these DCS’s. While enrolling these members, more emphasis is being accorded to enroll more number of women members and to organize more women managed DCSs under STEP (Support to Training and Employment Program for Women). It is heartening to note that there is an active participation of women/ weaker sections of the society in all the dairy development activities of the Union. They have become mainstay of all the developmental programs of the Union. This has resulted in the buildup of economical benefits to the most vulnerable sections of the rural mass. As on March 2011 in these DCS , there are 3,40,307 milk producer members are enrolled and out of which 1,09,834 are women and 44,202 members belong to Schedule caste and 16,250 members belongs to schedule Tribes. Total Milk Producers & Women Membership at DCS 185166 203831 275440 289095 297162 309597 321238 327176 325854 331544 340307 32827 38878 72220 81344 85849 91746 96653 99603 102842 105804 109834 0 50000 100000 150000 200000 250000 300000 350000 2000 -01 2001- 2002 2002- 03 2003- 04 2004- 05 2005- 06 2006- 07. 2007- 08 2008- 09 2009- 10 2010- 11 MILK PROCUREMENT The Milk produced by 92913 farmers at village level will be collected every day morning and Evening at DCS. Under Clean Milk Production programme, to maintain the freshness & quality of the milk 121 Bulk Milk Coolers covering 373 DCS of Total Capacity 1,59,000 Lts were installed at DCS level. During the year the Unions daily average milk procurement is 8. 47 Lakh Kgs, which works out to be 410 kgs per day per DCS. The milk procurement has increased by 2. 15 % when compared to the last year. Bamul is offering the most remunerative milk procurement price to member producers. The operational efficiency is reflected on procurement prices paid to the member producers. The average milk procurement price paid during the year was Rs. 19. 81 for every Kg of Milk supplied to the Union. Which is 80% of total cost of production. Milk collected at DCS will be transported to Chilling Centers, through 92 Milk Procurement Can Routes, by traveling 15,497 KM’s every day. 21 Bulk Milk Cooler (BMC) Routes are also in operation, which collects milk from 121 BMC centers of 373 DCS directly transported to Bangalore Dairy through insulated tankers. LIQUID MILK MARKETING. The Bangalore Milk Union is marketing milk and milk products in the brand name of â€Å"Nandini† through 1190 retailers, 38 Franchisee Outlets, 25 Milk Parlors, 224 distribution routes. The key success factor of Bamul in becoming a market leader is the narrow price spread maintained between purchase & sales, marketing higher volumes of milk. The volume of sales plays a critical role in determining costs. Hence, the market strategy of Bangalore Milk Union is to regard selling of market milk as its core marketing activity and to concentrate its efforts in this direction to increase the volume of milk sales. The impressive growth in the sale of milk by Bamul over the years is due to the persistent efforts to maintain timely supply, maintaining quality and attending to the complaints of consumers and agents with prompt follow-up action. Bamul is also organising Consumer Awareness Programme as a part of Market Development to create awareness of â€Å"Nandini† Milk through personal contacts, Door to Door campaigns, Organisational Meetings, School Children Mega Dairy Plant visit etc. , are conducting regularly. INFRASTRUCTURE DEVELOPMENT: The strategy of Bangalore Milk Union is â€Å"Procure More, Sell More & Serve More† and reaping the benefits of economies of scale. In order to realize this strategy, the Union has implemented the following projects so that more and more milk can be procured and processed. This will help us to serve our producer members by passing on the maximum benefits, we are consciously adopting the growth-oriented strategy of helping our producers to grow by ourselves growing constantly. Mega Dairy with a capacity to process 6 lakh litres of milk per day expandable to 10 llpd has been built by investing Rs.38. 70 crores obtained as term loan from National Dairy Development Board. The Mega Dairy, has latest state-of-the-art technological facilities in dairy processing and the Union will have the ability to manufacture milk and milk products to world class standards. Although Bamul sets standards for its products for better serve to customers, it was not possible to keep the standards stability due to manual operations. In designing mega dairy, Bamul looked towards an automated system that would allow it to achieve consistent quality parameters for each product. Energy and manpower would also be more effectively optimised and controlled and all plant equipment would be integrated. NEW Projects: Bamul has planned to convert Hosakote Chilling Center into a 2. 0. LLPD Capacity Dairy with an investment of Rs. 2427. 00 Lakh and a New Product Block at Bangalore Dairy Premises with an investment of Rs. 2033. 00 Lakhs . Bamul has SEVEN Chilling Centers geographically located around Bangalore and 85 Bulk Milk Coolers at DCS Level. Milk Product Block within the campus to manufacture Butter, Ghee, Peda, Flavoured Milk, Spiced Butter Milk, Paneer, Set Curds etc., FINANCE: The Union had an approximate turnover of Rs. 698. 47 crores in the year 2010-11 as against Rs. 527. 76 Crores for the year 2009-10. TECHNICAL INPUT SERVICES: Bangalore Milk Union is providing various Technical Input & Extension Services to the milk producer members & their Dairy animals through ELEVEN Camp Offices situated in each Taluk i. e. , Anekal, Bangalore Head Office (Bangalore South), Yelahanka (Bangalore North), Channapattana, Devanahalli, Doddaballapura, Hosakote, Kanakapura, Solur (Magadi), Nelamangala & Ramanagara. From these camps the Technical Input services like Weekly Mobile Veterinary Service, Emergency Veterinary Service, Artificial Insemination Service, Periodical Vaccinations, Balanced Cattle Feed Sales, Mineral Mixture Sales, Fodder development and Fodder Seed Production, Clean Milk Production practices, Extension Services for Cattle Feeding, breeding, insurance and milk production etc. , will be carried over. ANIMAL HEALTH AND OTHER ACTIVITIES ANIMAL HEALTH The Union is taking special care to promote the health of the cattle of member milk producers. Veterinary facilities have been extended to all the DCS. Mobile veterinary routes, emergency veterinary routes, Health camps, vaccination against foot & mouth disease and thaileriosis diseases, etc. , are being regularly done. Regularly Deworming is also done for the cattle. There is also a backup of First Aid Services to needy DCS’s. Particulars| 2006-07| 2007-08| 2008-09| 2009-10| 2010-11| MVR Cases Treated| | | | 43761| 171613| Health Camp cases Treated| 128174| 149565| 166198| 118307| | Emergency Cases Treated| 63818| 70735| 70420| 74773| 88440| F& M Vaccination| 377654| 430431| 373107| 528259| 506479| Rakshavac| 13675| 13395| 18094| 26227| 22176|. ARTIFICIAL INSEMINATION Artificial Insemination (AI) has been the main functional tool in dictating this upsurge of development of Dairying in Bamul. Farmers have taken up cross-breeding from way back in 1962. The Union has surveyed and appropriately located AI centers based on cattle population. It is also popularized the idea of cluster AI centers and replace the Single AI centers in a phased manner. The use of progeny tested semen from â€Å"Nandini Sperm Station† is also giving a further boost to the breeding activities. Particulars| 2005-06| 2006-07| 2007-08| 2008-09| 2009-10| 2010-11| No. of Single AI Centers| 320| 248| 251| 259| 259| 242| No. of AI Done| 1,66,614| 1,27,320| 1,11,536| 1,12,740| 1,16,002| 113300| No. of Cluster AI Centers| 64| 89| 94| 96| 101| 111| No. of AI Done| 1,38,895| 1,69,950| 1,69,185| 1,92,207| 1,97,645| 227761| Total AI Done| 3,05,509| 2,97,270| 2,80,721| 3,04,947| 313647| 341061| To reduce infertility in cattle, a frontal attack has been continuously attempted by conducting Special Infertility Camps under the expert guidance and by the use of infertility connected drugs. During 1999-2000, a Vertical Silo of 10,000 liter capacity for storing Liquid Nitrogen has been installed under TMDD program in collaboration with National Dairy Development Board and Karnataka Milk Federation. In addition this facility is being used for supplying liquid nitrogen to neighboring Unions and also to Department of Animal Husbandry. This has helped in protecting the quality of semen straws, thereby considerably increasing the probability of conception during artificial insemination of cattle. CATTLE FEED & FODDER DEVELOPMNET. The Union is implementing several programs to increase milk production and also to reduce the cost of milk production in the milk shed area. Balanced cattle feed is being procured from the Cattle Feed Plants of KMF for distribution among member producers. Fodder seeds are distributed to member producers at subsidized rates. In addition to this, technical advice, Silage Demonstrations, Azzolla Demonstrations and Straw Treatment Demonstrations are also being conducted at DCS level. Chaff Cutters are supplied at subsidized rates. Cattle Feed Sales: Particulars| 2005-06| 2006-07| 2007-08| 2008-09| 2009-10| 2010-11| CF Sales (in MT’s)| 28515| 29813| 33359| 37691| 40529| 45233| A Seed Processing plant was commissioned at Rajankunte by investing Rs. 41 lakhs. The Union is catering to the Seed production needs of many Unions in Karnataka and also of Southern India. YASHASVINI HEALTH INSURANCE: Yashasvini Health Insurance Scheme was muted by Government of Karnataka during the year 2001-02. This scheme was implemented by Coperative department, Members of Co-operative Societies and their family members are the beneficiaries of this scheme. The annual premium is Rs. 120/- per beneficiary. All major hospitals are adopted for this scheme, all types of surgery will be covered under this health scheme. Bangalore Milk union has covered 1. 50 Lakh beneficiaries under this scheme by contributing Rs 30/- towards premium per beneficiary. CATTLE INSURANCE: Bangalore Milk Union is providing Insurance Coverage to the Dairy animals in collaboration with United India Insurance Ltd. , 40,238 animals are covered under this Insurance. The annual premium is 2. 22% of the value of the animal. 50% of the annual premium of Rs. 122. 99 Lakh was borne by bamul. IN THIS MILLENNIUM. We want to become not only the largest Union, but also become one amongst the best-run milk unions in the country. The Union is aware of the challenges of the new private entrants, who are mainly thriving on unfair trade practices. They procure milk at least cost, without bothering about the welfare of the producers and without extending any technical inputs for improving milk production. They market milk by resorting to unhealthy and unethical practices deceiving the unsuspecting consumers. The Union wants to counter this in a positive manner by trying to improve its efficiency of operation and market promotion. It wants to become well trenched in the market as market leader. It wants to follow the strategy of cost-competitiveness, which is hard to match by the competitors. PROGRESS AND ACHIEVEMENT OF THE UNION SINCE ITS INCEPTION 1. Establishment of the Union: * Bangalore Co-operative Milk Producers’ Societies Union Ltd. was established on 16th November 1976. * After the bifurcation of the above Union, into two separate union for Bangalore Districts (Urban and Rural) and Kolar District, Bangalore Urban and Rural District Co-operative Milk Producers’ Societies Union Ltd. (BAMUL) on 23rd March 1987. * Bangalore Dairy was took over by BAMUL on 1st September 1988. * Bangalore Mega Dairy started functioning on 17th December 2000 * MMPO-1992 Registration No 42/R. MMPO/93 * Bangalore Dairy ISO 22000-2005 & ISO 9001-2000 Certified by Standard Australia International (SAI) Global Ltd. , a reputed Australian based company during 2006. 2. Infrastructure at the time of inception & subsequent expansion – year-w.

Personal Narrative Essay on my first car Essay

There was always one major thought, the goal, a simple dream that made twinges of excitement flow through my body. The waiting was incredible, and it always seemed forever and a day before it would come true. This is a typical pre-teen, adolescent dream, yet it was as important to me as the sun rising. Nothing would ever top this, once I had it, no one could take it away. Getting my driver’s license was only half the battle; the dream was to have my very own car. I wanted it and I dreamed about it everyday. In my early years of high school, my older friends would drive me to and from school, just the normal everyday activities. Usually we would go grab a bite to eat, drop off some of the other passengers–mine was the third stop. Since I was too young to participate in all the activities on their agendas, I was unable to tag along. I had rules and an over-protective mom who was strict on what time I was to return home (and made sure I completed my homework before allowing me to go out with my friends). As the time passed, and I was a bit older, all my close friends started to get their driver’s licenses and living the freedoms that I still yearned. They were able to come and go as they pleased without the hassles of ‘bumming a ride’. With their own transportation many were able to have more ‘choice’ jobs. My time for this accomplishment was nearing. That coming summer I was able to take my driver’s training courses. I was thrilled to no end knowing how close I was to achieving the same sovereignty as my peers. I had two courses to complete that I was raring to get done. With the pressures of high school and all the responsibilities that come along, it was not easy to find a job without my own car. After a couple months or searching for work, I put on my brave front and sought employment (at the ever-so dreaded) mall. I soon found a quaint job and began my quest to save money. It seemed no matter how much I worked, nor how much I was  able to sock away, small bills and responsibilities continued to get in the way. I often thought, † All this money I am giving my friends for gas, I could be putting away, or spending on gas of my own!† Spending a mere five dollars per day alone, expenses were adding up quickly. Although I had small expenditures, I was still able to save here and there, and just prayed I would b e rewarded with lots of monetary units when I graduated. After all my courses and many hours of driving with my mother and friends of age, I was ready for my road test. I was overly prepared, and knew I would ace this test. Without a second thought, I hit the ground running; my parallel parking was flawless, speed limit was on target, and my hands on nine and twelve as they should be (many may remember the old version on ten and two). Soon enough I was at the local Secretary of State, dressed up, more nervous about the picture then I was about the test itself. Within a few weeks, my small hard plastic license was in the mail. Only one problem remained, I had no vessel for traveling! I had my license for nearly a year when my senior year was coming close to an end. I had a small amount of money saved and was depending heavily on graduation money to satisfy my thoughts and needs for buying a car. I had my sights set one car. It was within my price range, and met every one of my demands. The car was a 1985 Mercury Grand Marquis, crà ¨me colored (the year is now 2001). Matching Beige interior, working quartz clock, dual exhaust cherry bomb mufflers (loud enough to set off a car alarm) complete with a CD player. I am not the type of girl who wants a brand new car. Mine had to be already loved; and then hated enough to sell. A car that has it’s own distinguished smells of adventure. One that no longer has the owner’s manual, so you find out new appurtenances about the inner-workings and excites you to the point where you show the ‘new’ features to all your comrades. The first time you clean it out, you may find treasures under the seats and in the nooks and crannies. It needs a little more love than the rest so it will run nice and warm in the winter, and will not over heat in the summer. A place where you can listen to any of your CD collection and it  sounds amazing (just because it is all yours). A car that can fit five or more people in , for those surprise trips that you cannot refuse. That was the perfect car for me. One that you can give a divine name to, like Maurice. Within a few months of graduating, the Grand Marquis was put up for sale. A gleaming reddish orange â€Å"FOR SALE† sign hung proudly in the rear window, and it read in large, black letters $900! I could not believe they were going to let such a treasure car go for so little money! It was all I could do to contain myself knowing I had just enough money to buy it, and still have some left over to get it washed and buy a few things to personalize the interior. Seeing as how it was a friend’s vehicle, I was first in line for bids. After a few days of negotiations (and me being a long time friend of the entire family) they let that beauty go for a measly $500! There were tasks to be completed before I was able to show my very first car off. I purchased a new furry steering wheel cover with a matching pillows in the back that stated â€Å"BLING $$ BLING† in gold glitter, a super heavy duty car wash, a misting of Febreeze, a good wipe down of the interior, and I was ready to gloat. I raced up onto my front lawn, careful to not mutilate the grass or murder the daisies, and laid on the harmonic horn until the whole household was outside to witness the cars majesty. I had put on the perfect track of everyone’s listening pleasure, The Joker by The Steve Miller Band. â€Å"Some people call me the space cowboy, yeah, some call me the gangster of love, some people call me Maurice†¦Ã¢â‚¬  It was awesome! A pubescent dream, whether big or small is important to one’s self image or self-confidence. I could not imagine living in a world without dreams or aspirations, whether they are material objects or transcendental hopes. To some, a dream of a car seems inconsequential; to others it’s their whole world. This was all I ever wanted in an automobile, just enough to transport me to my destinations and acquiesce in me the carte blanche that I had always dreamt about.

Implication of Market Imperfections for Economic Development Finance Essay

As the period section shows, the operation of capital markets does not match the assumptions underlying perfect competition but instead is characterized by market imperfections that can create capital availability gaps. Despite the united states well developed capital markets, a firm’s location, industry, amount and form of capital needed and the number and type of financial institutions serving its area can all affect its access to capital. Nonetheless, some common capital markets imperfection first, equity capital in amount below several million dollars is not available from public markets and institutional sources. Moreover, for small and early stage firms, equity capital is largely limited to firms in â€Å"hot† industries with perceived high growth potential. Second, debt capital for small firms and in amounts below several million dollars in largely available from private financial institutions. Thus, debt availability is dependent on competition and lending polices within the local banking and commercial finance market. Small business and real estates loan below $50,000 are not available from private financial institutions in most markets and in some cases the threshold may be higher furthermore, regulatory policies, cyclical economic conditions and limited competition all affect the cost and availability of debt. Several implications for economic development finance practice emerge from this analysis. First, local economic and financial market conditions shape capital supply gaps. Therefore, to design effective intervention strategies, practitioners need to understand local capital market conditions, the private financial institutions active in their region and how their business strategies and lending policies affect capital supply. The formal aspects of capital market analysis and its application to program design, since capital markets are dynamic, with conditions changing capital availability and economic development from year to year, practitioners also gain critical knowledge through their ongoing engagement in financing transactions and dialogue with private financial institutions, firms and industry associations, second, development finance professionals are in the business of expanding the supply of small amounts of capital and higher risk capital. These are the most ubiquitous capital supply gaps to address. Finally, the private capital market are the potential imperfection competition (supply side) information access transaction costs rational profit maximizing behavior regulatory factors conclusion public equity market extensive publicly available information provided by firms. Firms followed by analyst, high costs to firm for legal, disclosure, printing and underwriter’s fees cyclical factors and fads affect investor demand, may be discrimination for or against certain industries impose high transaction costs not viable for raising small amount of equity below several million dollars public debt market extensive. Extensive publicly available information provided by firm credit ratings available high costs to firm for legal, disclose printing and underwriter’s fees cyclical factors and fads affect investor demand, may be discrimination for or against certain industries impose high transaction costs not viable for raising small amounts of debt below several million dollars private equity market limited, depends on location, investment and sector must be collected and analyzed by investor may not be feasible for small transactions low to moderate cost. Primarily for legal work cyclical factors and fads affects investor demand, may be discrimination for or against certain industries non regulated hard to raise small amounts of equity. Available largely for firms with very high growth potential and capacity for IPO or acquisition private debt market moderate, depends on location, investment and sector must be collected and analyzed by lender, may not be feasible for small transactions low to moderate costs primarily for legal work regulations affect types of loans. Discrimination for or against certain industries, type of firms, location etc, may occur limits types and level of risk, banks are required to meet community credit needs most important capital source for small firms and development projects, limited supply of long term debt, small loans and riskier financing. Most important financing source for small business and small scale or unconventional development projects, both of which will have little access to the public markets. Developing relationships with and designing programs that work in tandem with key private capital market institutions, especially commercial banks and venture capital firms, is central to the work of economic development finance. Expanding capital availability for economic development entails two types of market interventions. 1)Perfecting the operation of existing capital markets and 2)Creating alternative development finance institutions.  The first form of intervention changes the operation of private capital market institution either by eliminating the sources of market imperfections that create capital gaps or changing the behaviors, perceptions and risk preferences of private finance and institutions. Practitioners produce the greatest impact by changing the performance of existing capital markets since they are the primary means for financing economic activity and allocate hundreds of billions of dollars of capital. This critical area of economic development finance practice involves three interventions. Risk sharing tools and policies that encourage private sector institutions to bear greater risks and extend higher risk debt financing. Loan guarantees are the most common example of risk sharing. Other approaches include portfolio based loan insurance and financial incentives. Chapter 8 focus on these interventions. Bank regulatory polices can reduce barriers to economic. Development investments by financial intermediaries and create incentives and standards to expand services, lending and investment for economic development purposes banks also provide an institutional platform that development finance practitioners can use to address disinvestment and capital market failure. The use of banking regulations and banking institutions to expand capital availability is the focus of absorbing information and other transaction costs for private lenders and investors by collecting and generating information, preparing financing applications, analyzing potential investment or servicing loans. This is a cross cutting approach that is discussed under program models. Despite the importance of expanding capital availability through private sector financial markets, there are limits to the first intervention strategy. When the institutional structure of capital markets does not support the channeling of sufficient capital to regional economic development needs or when capital availability and economic development. Private financial intermediaries are too risk averse, it become necessary to establish alternative financial institution to ensure capital availability. New public sector, non profit and community based financial institution can re-direct the region’s own savings and attract external funds to expand the supply of capital to business enterprises and development projects, five alternative development finance institutions are covered in this book, revolving loans funds, a common and easily adaptable finance program. Economic development finance involves using both strategies, often in complementary and synergistic ways. For example, or region might create loan guarantee programs to expand bank financing for higher risk small business debt of $100,000 or more while also creating a new revolving loan fund or micro enterprise fund to supply debt in smaller amounts. Similarly state regulations might be altered to allow increased bank, insurance company and pension fund investment in venture capital while new quasi public intermediaries are created to manage this new source of private equity capital. These are only two examples of many ways in which both intervention strategies can be combined. Each community will create its own examples based on local economic development goals and opportunities and in accordance with its capital market environment. As an entry point into economic development finance. However this presents an incomplete picture of financial markets, ignoring the demand side of the market place, economic development finance practice also requires an understanding of the financing needs of small businesses and development projects and what forms of capital should be supplied to address these needs. Additionally, practitioners needs skills to manage individuals financing transactions such as evaluating whether business or development project can productively use capital and defining the appropriate type and terms of financing to offer.

Attention Deficit Hyperactivity Disorder Research Paper - 1

Attention Deficit Hyperactivity Disorder - Research Paper Example The article highlights various studies that are being carried out to recognize the conditions and also the means adopted to deal with ADHD cases. Introduction Attention Deficit Hyperactivity Disorder popularly called as ADHD, is a developmental, neurobiological state characterized by the existence of strict and persistent signs of inattentiveness, hyperactivity and impetuosity (American Psychiatric Association (APA), 1994). A child displaying symptoms of ADHD portray the high level of distraction, impulsive temperament and hyperactivity behavior. This is well documented between the age of 6 months to 7 years (APA, 1994). There is a behavior difference prevalent between the ADHD and normal individual. In case of ADHD individuals, a very short span of attention is observed, they are less attentive and distract very easily. They are therefore not able to focus on their work for a given length of time instead they display hyperactivity or disruptive temperament. The child also shows prop ensity of doing work without thinking which may fetch danger for the child. Moreover such children get frustrated very easily and show short temperament, such children lack concentration in the class and therefore show poor academic performance. In sports they display impatience and cannot wait for their turn and never go with the rules rather they have their own ways. Such children are more prone to the injuries and accidents (ADHD). ADHD individuals display co-morbid issues as around 30-50% individuals have oppositional defiant disorder (ODD) as well as they display conduct disorder (CD) as well as 20-30% ADHD cases show signs of anxiety while 11 to 22% ADHD individuals display bipolar disorder (Biederman, 1991). Neuro-imaging of ADHD cases display diminished prefrontal cortex thereby they lack in executing prefrontal functions and therefore they have reduced operational memory (Hill, 2002). Schachar et al, (2000) defined ADHD as "a disorder of dysregulation of thoughts and action s associated with poor inhibitory control. The incidence of ADHD is more prevalent in boys as compared to girls. It shows the sign of inheritance as it runs in family (ADHD). ADHD individuals display incapability in their reading, writing and mathematical skills. On the other hand if ADHD is associated with CD then the condition may worsen further as the issues are not confined to academics, instead they are associated with offending or disposition of criminal temperament (Daley, 2010) . According to Daley et al, (2010), there exists a correlation between academic performance as well as executive functioning. Children with ADHD along with poor EFs display poor performance in their academics in contrast to the children with ADHD and adequate executive functioning. When the results were compared with controls then poor EF does not found any co-relation with the academic accomplishments, suggesting that prevailing symptoms of ADHD and essential cognitive shortfalls and not co-morbid be havior predicaments are responsible for academic mutilation. Academic intervention suggests that academic performance does not appear to be associated to co-morbid behavior

Accounting field project Essay Example | Topics and Well Written Essays - 1250 words

Accounting field project - Essay Example At times, accountants face maximum external as well as organisational pressures with respect to maintenance of professional and ethical values. Particularly with respect to areas such as tax, accountants require constantly balancing the ethical responsibilities with the professional duties in order to serve clients as per their preferences (Shafer 261-273). As an accounting student, I want to discuss the challenges face by accountants while balancing ethical responsibilities with professional duties. I want to encourage the readers that accountants require to fulfil and honest the expectations of clients in terms of maintaining the ethical standards. In this essay, I will specifically discuss about the issue of conflict in taxation, which in turn puts extreme pressure on the accountants and makes them to face a lot of challenges. In present day’s competitive business environment, organisations are found to remain under huge pressure while attaining their respective intended business objectives. Employees who succeed in satisfying these objectives are rewarded by huge monetary benefits and those failing to respond with the same will be punished with low pay and in worst-case situation, loss of employment. In this similar context, accountants are also hired in order to act uniformly for the beneficiary of the organisations and failure to do so can result in loss of honestly. Fulfilling the organisational objectives at certain times pressure the accountants to act in such a way, which seem unethical for accountants. According to the report published by both American Institute of Certified Public Accountants (AICPA) as well as the Chartered Institute of Management Accountants (CIMA), accounting professionals, particularly in developing economies feel increased pressure to perform unethically. During the t ime of economic slowdown, accountants feel much pressure in compromising ethical standards in order to make sure the

PSY Essay Example | Topics and Well Written Essays - 1000 words

PSY - Essay Example This article classifies consciousness variation into two states, in which sleep plays a major role. These states are Non-Rapid Eye Movement (NREM) sleep and the Rapid Eye Movement (REM) sleep. The author regards the aspect of consciousness as a slippery concept, which cannot be touched or seen. That this nature of consciousness limited past psychologists from studying it, and so most were compelled to study behaviorism. At least behaviorism is observable, hence to study, unlike the unobservable consciousness, which is quite hard to study. On the concept of sleep, the article emphasizes the importance of sleep. The author argues that the physical and psychological impact of sleeplessness is evidence that sleep is vital. The problems associated with sleeplessness are mentioned to include increased irritability, reduced alertness, and reduced attention. An important effect of loss of sleep is mentioned as sleep-deprivation psychosis, which is characterized by disorientation, confusion, hallucinations, and delusions. Nonetheless, the importance of both REM sleep and slow-wave sleep are emphasized. These have different roles they play in human body. Slow-wave sleep is vital in refreshing the body after physical fatigue. The author recommends that developing children must be offered ample time to sleep. He explains that it is during sleep that a growth hormone is produced. Therefore, the longer they sleep, the faster they will grow. In the article, sleep is considered a biological rhythm, which cannot be sidestepped. It is like an internal clock, which is set to a 24-hour cycle. According to the author, this â€Å"clock† experiences grogginess and sometimes peaks at different times of the day, depending on temperature and neutral firings of human bodies. The hypothalamus and the pineal gland are responsible for the control of this rhythm. However, the optic nerve and melatonin hormone play