German last papers Essay Example | Topics and Well Written Essays - 500 words

German last papers - Essay Example The unfairness was exploited by Adolf Hitler and the Nazis to create the conditions for their murderous tyranny and the destruction of much of Europe. Those who suggest that the war had simpler origins, such as the exploitation of Germany by Jews—as both these stories suggest—are living in a fantasy world. Adolf Hitler was the victim of no one. He believed in the will to power and would let no one prevent him from achieving his aims. It is very true that Jews hated Hitler, but they hated him in response to his hatred of them and his rabid persecution of them. These stories are fabricated and are full of lies. They are typical examples of anti-Semitic propaganda. Part of the reason that anti-Semitism is still around in these various forms is because it has a rich historical tradition (Lazare, 7). As the writer David Solway writes: Anti-Semitism and its consequences, as they act themselves out in the social and historical realms, have gradually come to acquire the charact er of a deeply harbored expectation, a necessary effect of an immutable cause, as if it were a part of the phenomenal world, the prolonged absence of which dimly registers as a gap in the normal sequence of events. This gap or hiatus must be filled to restore the equilibrium of things, which is why anti-Semitism is felt as somehow legitimate. It is its recession that is intuited as unnatural (Solway).

Pricing Essay Example | Topics and Well Written Essays - 1250 words

Pricing - Essay Example Center of discussion in this paper is pricing that can be approached at three distinct levels such as industry level, market level, and transaction level. Industry level pricing process considers overall economics of the industry including changes in customer needs and supplier prices. Zuponcic states that Market level pricing takes into account market trends and competitors’ strategies; whereas, transaction level pricing specifically focuses on the discounts management. Modern marketers practice a range of pricing strategies mainly including cost plus pricing, skimming pricing, market oriented pricing, penetration pricing, premium pricing, price leadership, target pricing, absorption pricing, and value based pricing. A set of economic factors is to be considered before recommending a pricing strategy for a particular product since pricing is the most effective profit lever. As Sloman points out, it is necessary to evaluate market demand and price elasticity of the product. Fo r instance, if there is high market demand for a product, the marketer can fix a relatively higher price whereas he will be forced to lower product prices when market demand declines. Some products including jewelleries and automobiles are very sensitive to price; and hence, even a small increase in price will lead to a noticeable decline in their market demand. As Clausen indicates, economic theories do not encourage the setting of higher prices for such price sensitive products. In addition, production costs and expected profit margin have to be analyzed while choosing a pricing strategy.... In addition, production costs and expected profit margin have to be analyzed while choosing a pricing strategy (ibid). When a product’s cost of production is high, firms generally charge higher prices in order to ensure adequate return on the huge investments. In the view of Senior (1852, p. 102), organizations need to consider huge profit margins if the cost production is high and fix a low profit margin if production costs incurred are near to the ground. Shaw (2001, pp.58-59) points out that market structure also plays a crucial role in ensuring successful pricing since market demand is the key driver behind product movement. To illustrate, a skimming pricing policy would probably fail to attract customers in a market where competition is intense, because a set of other product choices are available to customers. Therefore, it is better to adopt a cost plus pricing policy or penetration pricing policy while operating in a highly competitive market environment. Similarly, pr ice discrimination strategy would be advisable in a market which contains diverse population. This strategy seems to be potential for mobile phone industry, particularly to Aslan. According to George, Joll, and Lynk (1992, pp.181-185), in an oligopolistic market environment, a small number of sellers dominate the market; and hence economic theories advise firms to compete in such market segments with relatively low prices and high production. If a marketer increases his product prices in an oligopolistic market environment, customers will certainly switch their demand to other sellers who market their products more affordably. Marketers must give specific focus on the pricing of simple configurable products. Economic approaches direct that price

Hebrew and Islamic Mythology Essay Example for Free

Hebrew and Islamic Mythology Essay While science and religion are notorious for their contentious and often violently contrasting relationship, they bear much in common in their agenda. Both set out to provide explanations for the world’s mysteries. And as such, they also share a large hand of unanswered questions. Perhaps chief among them, the question of the earth’s creation, and by extension, man’s ascension to awareness, is one with very few empirical explanations. And in an absence of any conclusive evidence, theories abound from all camps. A common thread in history’s chapters, myths regarding the Earth’s conception provide insight into the lives and cultures of their respective societies. In western society, the Judeo-Christian anecdote is easily the most well-known. This story is the primary creationist mythology for many monotheistic sects. Herein, God creates the earth in six days, with man arriving on the last. On the seventh day, the omnipotent rests and thus, delivers man the Sabbath. However, in the centuries that preceded the inflection point where monotheism began to take popular hold, polytheistic idolaters provided the most commonly held ideas about the earth’s origin. One of the earliest examples of the literate and elaborated nature that these myths could take on comes from the rich tapestry of Greek mythology. The Greeks were idol-worshippers who had developed a complex and extremely colorful cast of gods. Though not omnipotent like the Judeo-Christian almighty, these gods were believed to possess real and considerable power over the lives of their human subjects. The Greek myth of creation is an exposition of that relationship. It was believed that, prior to earth, there was nothing but darkness. And amid this darkness, the only object was a black-winged bird called Nyx. This bird, alone in the void, was impregnated by the wind. (Note the parallel to the immaculate conception of Christ. ). As a result of this cosmic union, she yielded a golden egg, which she proceeded to roost upon for many thousands of years. Eventually, this egg hatched and the god of love, Eros, sprang forth. Just as Eros was born, so too were his siblings, whom he was given the honor of naming. They were the upper and lower halves of his shell, which rose to the air and sank to the ground respectively. They became the sky and the earth. Eros called them Uranus and Gaia and blessed them with love. This love resulted in children and grandchildren who would blossom into twisted, war-bent gods whose better judgment would be often blinded by a hopeless quest for power. A first-generation child of Gaia and Uranus, Kronus took a wife in Rhea and produced many children, whom he grew to fear immensely. Kronus, a problem-solver by nature, swallowed his children while they were still infants, thus preventing what he considered to be the inevitable threat of usurpation. The youngest of his sons, however, was also the most beloved to Rhea so she deceived her husband into consuming a rock in the child’s place. This youngest child, Zeus, would grow strong in manhood and ultimately bring to realization Kronus’ greatest fear. Zeus liberated his brothers and sisters from his father’s malicious and all-consuming grasp. Then he led them to revolution, waging a war against the tyrannical god. In their victory, they turned their benevolent attention to the great creations of Nyx. The gods began to populate Uranus with the stars thus creating space. They began to furnish Gaia with life, thus birthing nature. After creating the appropriate backdrop, the gods recognized that the earth was correct excepting its want for animals and humans. Zeus set to the task his sons Prometheus and Epimetheus, whose names translate literally to mean forethought and afterthought. This provides some interesting insight, perhaps, into the Greek perspective about man’s intellectual capacity and eventual self-awareness. In addition, it offers literal details about the unique abilities and idiosyncrasies that mark the species which populate the earth. When assigned to the job of designing creatures, the brothers were given a variety of gifts to offer their creations. While Epimetheus set upon the task of creating the animals and awarding them all with gifts, Prometheus carefully sculpted man to be in the image of the gods. (Again, man’s definition as being in the image of god holds much in common with Judeo-Christian creationism). When he completed his task, he found that Epimetheus had given away all the gifts, leaving humankind with the shaft. Prometheus sought to rectify the matter by stealing a trace of fire from the setting sun and giving it to man. When Zeus awoke to find man in possession of that which was to belong only to the gods, he was furious. He punished Prometheus to an eternity stapled to a tree, having his liver chewed on by vultures. But the damage was done. Man had been created and given the power of fire. There is a great deal more to Greek mythology, as with the bible. The role of the gods takes on a wide array of purposes, gradually divining all of man’s vices and virtues. But in the story of the earth’s creation alone, there is much illumination. The Greek legend begins to tell part of the story of Greek culture insofar as it offers some true self-examination. In this story of violence, deception and a natural tendency toward roguishness, the Greeks provide a piercing look into a psyche long since perished from the world. Surviving with far greater ideological intensity are those creation myths driving modern faith. The traditional structure of the dominant monotheistic faiths incorporates a narrative regarding the creation of earth and man into its formative doctrines. Herein is typically contained an originating explanation for the relationship between god, man, heaven and earth that provides grounding for the entirety of the faith’s sacred text. This is a fundamental commonality between the texts of the Hebrew Bible and the Holy Qur’an, both of which dedicate significant portions of their second chapters to delineating the story of the first man. It is striking to compare the passages concerning the creation of the first man as they appear in the two texts. Though today Judaism and Islam function almost as antecedents to one another, with their practitioners often viewing their respective texts as placing them into diametric and practical opposition of one another, these passages provide evidence of their common derivation. The creation myths of the two religions suggest that their political, social and cultural differences today may stem from the nuances therein, which had the effect of placing their interests in close confines with one another while arming them with divergent perspectives on how best to achieve said interests. The details surrounding God’s deliverance of Adam to the Garden are essentially the same according to the two texts, but the wording of each calls for closer speculation. In Genesis, the first book of the Hebrew Bible, God follows his work of creating the heaven and the earth by creating man: â€Å"Then the LORD God formed man of the dust of the ground, and breathed into his nostrils the breath of life; and man became a living soul.. † (Gen. 2:7) From here is taken a substantial assumption in the Judeo-Christian faith which proceeds from it, that man is created in the image and likeness of God. The breath of God, this passage indicates, circulates in the body of every man, suggesting a responsibility to godliness for all of us. The Qur’an, in its recognition of the same deliverance to the Garden, paints a different image in acknowledgment of God’s endowment of life. In keeping with a prominent thematic impulse of the Qur’an, convicting its readers to note the distinction in fates for believers and nonbelievers, the phrase depicting Adam’s creation is posed with a similar connotation: â€Å"How do you deny Allah and you were dead and He gave you life? Again He will cause you to die and again bring you to life, then you shall be brought back to Him. † (Koran, 2:28) This is a passage which demands not just belief in the creationist role of Allah but also a devotion to eradicating or combating non-belief. More explicitly and ideologically pertinent though, it carries with it a description of the process of reincarnation. Man, in this passage, is described as an entity being fully at the mercy of God within the bonds of the creator-to-created relationship. And where the berth into God’s image, held in the Hebrew Bible, ultimately predisposed man to divine immortality, this infinitude is represented differently in Islam. The overtones of reincarnation here suggest that man is not considered to be made in the image of God, nor even an element of the earth as also implied by Genesis 2:7, but is a soul perpetually disposed to take forms according to the will of Allah. This does not necessarily indicate a fundamental difference in the dispositions of the gods in question, Yahweh and Allah in the bible and Qur’an respectively. In Genesis, there is an articulated statement regarding God’s willingness and right, as creator, to snuff out his subject for transgression of his law. At the time, this law was constituted summarily of one directive in which â€Å"the LORD God commanded the man, saying: Of every tree of the garden thou mayest freely eat; but of the tree of the knowledge of good and evil, thou shalt not eat of it; for in the day that thou eatest thereof thou shalt surely die. †(Gen. 2:16-17) These foreboding words are those which assured our mortality on an earth characterized as the forum for exile from the Garden. The air which god breathed into us through Adam’s nostrils would, as God promised, be the price paid for partaking of the fruit. This fall from the grace of godly immortality would define the nature of man’s life-cycle, and by extension, theoretical concepts such as time and space and spiritual assumptions about death and the afterlife. God’s proposition to Allah as depicted in the Qur’an is not endowed with the same consequence, perhaps a product of the initial divergence between the two texts with regard to the fundamental construct of man in relation to his god: â€Å"And We said: O Adam! Dwell you and your wife in the garden and eat from it a plenteous (food) wherever you wish and do not approach this tree, for then you will be of the unjust. † (Koran, 2:35) The fall from grace is described quite differently here, with man incurring no such threat as explicit as a certain death. This is a condition already possessed of man in the passage concerning his formation. It is not a punishment but a state of being given grounded in man’s relationship to Allah. Original sin is still a common element to the doctrines of the two faiths, but its consequences appear as quite different actually. In the Hebrew Bible, the serpent is a creature which plays the role of deceiver and, by metaphorical extension, the antithetical and fundamentally evil counterpart to God’s unchanging benevolence. This is contrasted by the Qur’an’s direct address of a Satan figure, a development affirming its composition as having occurred at a far later date than that of Genesis: â€Å"But the Shaitan made them both fall from it, and caused them to depart from that (state) in which they were; and We said: Get forth, some of you being the enemies of others, and there is for you in the earth an abode and a provision for a time. † (Koran, 2:36) A punishment dealt herein concerns man’s occupation of earth as a home, with God endowing it only a finite capacity to host mortal life. Again, the contrast between the implications to man’s punishment for Original Sin in the two texts can be traced to the contrast in man’s assumed composition. In the Hebrew Bible, God punished Eve and her offspring to a perpetuity of painful childbearing â€Å"and unto Adam He said: Because thou hast hearkened unto the voice of thy wife, and hast eaten of the tree, of which I commanded thee, saying: Thou shalt not eat of it; cursed is the ground for thy sake; in toil shalt thou eat of it all the days of thy life. † (Gen. 3:17) In this passage, a fundamental difference in perspective is illuminated, that man’s lot, to toil on the land, is a punishment profoundly connected to his violation of God’s will and his organic relationship to the soil. Where the Garden of Eden was a sanctuary at Adam’s disposal, the Earth would be his responsibility and his shackles. His mortality would be profoundly chained to his capacity to manage the earth. Where Islam casts its subjects as inhabitants of a land inevitably bound to eventually leave them to resource-deprived oblivion, Judaism confines its followers to a eternity of suffering knowledge of the earth’s hard reality. God tells Adam of this fate as being a mixed blessing, with the knowledge equally capable of delivering him to pain and pleasure, â€Å" for God doth know that in the day ye eat thereof, then your eyes shall be opened, and ye shall be as God, knowing good and evil. † (Gen. 3:5) In a way, this is a complete fulfillment of man’s emulation of the creator-image just as it is the downfall from godliness. Indeed, the serpent cavorts Eve by telling her that she and Adam will be endowed with knowledge and fortitude, and be gods themselves. In exchange for this transgression, god casts man without guidance into the desert abyss. This is contrasted by the denouement of original sin in the Qur’an, where Allah casts his children out but does so under the auspices of mercy: â€Å"We said: Go forth from this (state) all; so surely there will come to you a guidance from Me, then whoever follows My guidance, no fear shall come upon them, nor shall they grieve. † (Koran, 2:38) Here, God reaffirms his commitment to man even in his failing, offering him an unconditional love as sanctuary for the pain and suffering of the land. The intricacies that differentiate the two texts offer a useful set of variations on a creation story that is highly associated with the evolution of monotheism. Particularly, the mutual centrality of the texts on man’s role and purpose in the earth’s creation and the heaven’s sanctity illustrates the capacity of each to elucidate its pursuant culture’s views on God’s divine plan for humanity. Bibliography: Fahs, Sophia Lyon, Spoerl, Dorothy T. Beginnings: Earth, Sky, Life, Death. Beacon Press. Boston. 1965. Freund, Philip. Myths of Creation. Washington Square Press, Inc. New York City. 1965. Koran Text. (1997 edition). The Holy Qur’an. University of Virginia: Online Book Initiative. Online at http://etext. virginia. edu/etcbin/toccer-new2? id=HolKora. sgmimages=images/modengdata=/texts/english/modeng/parsedtag=publicpart=teiHeader Masoretic Text. (JPS 1917 Edition). A Hebrew-English Bible. Mechon Mamre. Online at http://www. mechon-mamre. org/p/pt/pt0. htm

The Evolution Of The Operations Management Commerce Essay

The Evolution Of The Operations Management Commerce Essay Life would be much easier if the world would stand still, but of course it doesnt. As the world evolves, so must the disciplines whose mission includes helping managers deal with it? Operations Management is no exception. Operations Management is the function of managing the operating core of an organisation: the activities associated with creation, production, distribution and delivery of the organizations goods and services. (HAYES, R.) The operations function comprises a significant percentage of the employees and physical assets in most organizations. Operations managers are concerned with each step in providing a service or product. They determine what should go into an operating system such as equipment, labor, tools, facilities, materials, energy, and information and how these inputs can best be obtained and used to satisfy the requirements of the market place. Managers are also responsible for critical activities such as quality management and control, capacity planning, mate rials management, purchasing, and scheduling. (Russell, Roberta S. and Bernard W. Taylor III, 2000) This essay is going to discuss about the relationship between strategy and operation management and further explaining about how the capacity, location, TQM, flexibility and process can add value to the delivery of goods and services. There are many definitions put forward for the business processes. Business processes can be defined as structured measured set of activities designed to produce a specified output for a particular customer or market (Davenport 1993, P 5). Rosemann (2001, P 18) defines business processes as self-contained, temporal and logical order (parallel and/or serial) of those activities, that are executed for the transformation of a business object with a goal of accomplishing a given task. Business processes is a collection of interrelated work tasks, initiated in response to an event that achieve a specific result for the customer of the process (Portugal and Sundaram, 2005). Processes in the business under taken to achieve particular task that for example producing a particular goods or service for the customer. The result must be countable and identifiable. The business processes is a set of clearly identifiable tasks, executed by one or more actors (person, or organisation, or machine, or department (Portugal and Sundaram, 2005). The business processes helps us to identify various tasks involved in delivering results by the organisation. Business process may be generic or particular to given industry or organisation. Processes are the methods used to convert raw materials and components into products (Hall, 2004). Processes may include, designing, cutting, bending, soldering and polishing. These types of processes are mainly performed using machines and tools Business today is set in a global environment. This global environment is forcing companies, regardless to their location or primary market base, to consider the rest of the world in their competitive strategy analysis. Firms cannot ignore external factors such as economic trends, competitive situations or technology innovation in other countries if some of their competitors are competing or are located in these countries. Nowadays, it is uncommon for a company to develop a new product in the United States, manufacture it in Asia and sell it in Europe. (Gourdin, 2006 P 140) Argos offers its customers with wide range of products at reasonable prices so thatmore and more people can afford them. Argos is the number one retailer for toys and small electric appliances, and a leading player in many other markets including D.I.Y, gardening, consumer electronics and furniture. Argos also have a significant market share in jewellery, sports equipment, D.I.Y products and furniture and it is popular organisation with approximately 60 employees in each branch Argos is successfully doing so, as its branches have gone up from 500 stores into 800 stores in the past year. Argos aims to offer best service to its costumers. They hope their costumers gain maximum choice in their shopping, and have maximum access to Argos. Offering Internet shopping as an option does this. Another of their objective is to expand enough and become market leader with a good reputation. They have a service where you can phone up and reserve your chosen item and find out if they have it in stock, you can even find what day they will be getting it in the store. Argos is to grow capacity and improve customer service in Argos direct, the delivery to home operation. Sales via Argos grew by 50% compared to last year. It accounted for 16% of Argos sales up from 12% last year. Preparation for the construction of new Argos direct warehouse has started, with completion planned before the end of the current financial year. They serve over 130 million customers a year though their stores and take 26% of sales through the internet channel alone and 4 million customer orders either online or over the phone. On average18 million UK households or around two thirds of the population, have Argos catalogue at home at any time. They intend to open approximately 20 stores this financial year. OPERATIONS STRATEGY Operations strategy is related with matching the characteristics of the operations function with the requirements of the market in order to carry out the needs of the business. A proper understanding of this process requires not just an understanding of the beliefs and methods used to develop an operations strategy but also knowledge of the techniques and principles involved in its implementation. Implementation requires knowledge of operations systems and polices including those that relate to resource planning and activity control, quality, plant management, motivation and organization of people, performance metrics and continuous improvement. The decision taken as part of a companys operation strategy are considered strategic because they are widespread in their effect and so are significant in the part of the organization to which the strategy refers and define the position of the organization relative to its environment. Components of the Operations Strategy Structural decision categories: Capacity  ·Ã‚  Ã‚  Ã‚   Growth as needed through additional stores but capacity added carefully  ·Ã‚  Ã‚  Ã‚   Well-utilized franchisees well-being depends on it being used heavily Facilities  ·Ã‚  Ã‚  Ã‚   Distributed facilities, each facility being very similar to the next, all focused around the same menu although the uniformity is beginning to change Vertical integration  ·Ã‚  Ã‚  Ã‚   Partnership arrangement  ·Ã‚  Ã‚  Ã‚   Long-term relationship with suppliers to promote innovation and quality improvement Technology  ·Ã‚  Ã‚  Ã‚   High degree of process understanding, emphasis on fool-proof processes  ·Ã‚  Ã‚  Ã‚   A leader in the technology of product keeping fresh Infrastructural decision categories: Workforce Organization  ·Ã‚  Ã‚  Ã‚   Franchisees: well-trained, carefully selected, entrepreneurs  ·Ã‚  Ã‚  Ã‚   Operators: high-turnover, cheap  ·Ã‚  Ã‚  Ã‚   Guidelines provided by corporation  ·Ã‚  Ã‚  Ã‚   Shareholders  ·Ã‚  Ã‚  Ã‚   shareholders Information/control systems  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Centralized buying Competitive priorities: Cost  ·Ã‚   pricing is extremely competitive  ·Ã‚   Turnover is now over  £4 billion and pre-tax margins are still amongst the best in the industry Quality High-performance design  ·Ã‚  Ã‚  Ã‚   origins of store sites and the town and locality in which the store was built and how they integrated this into the overall structural design of the site.   Development speed  ·Ã‚   a leader in retail management information systems. Flexibility  ·Ã‚  Argos did not regard their stores as one stop shops, although with over 27,000 lines in every store they were approaching it Customization  ·Ã‚  Ã‚   It has been estimated that over 50,000 stores strolleys go astray every year in the UK.   Argos has developed a unique operations strategy which many have tried to follow. The companys motto is: We offer the best customer service through the most convenient shopping experience The key elements of the Argos operations strategy include design, store layout, distribution network, market segmentation. Argoss strategy achieves differentiation and cost leadership. The differentiation is in the quality of the design stylish, modern and well-presented in the store and on the website. Argos strives in offering the best quality products for it customers, at a price up to 30% cheaper than any other UK retailer. Home delivery service and Argos additions (clothes) has improved getting customers into the store and spending their money. The home delivery service has grown for Argos from TVs being delivered to a whole delivery network and Argos Direct warehouses set up thought out the UK. You can get delivery to any were in the UK free on items over 100 pound. OPERATION COMPETIVE DIMENSION There are seven major competitive dimensions that form the competitive position of a firm, they are as follow: cost or price, quality, delivery speed, delivery reliability, coping with changes in demand, flexibility new product introduction speed, and other product-specific criteria. A strategic position is not sustainable unless there are compromises with other positions. Trade-offs occurs when activities are incompatible so that more of one thing necessitates less of another. Order winners and order qualifiers describe marketing-oriented dimensions that are keys to competitive success. Order winners are the criteria that differentiate the products and services of one firm from another, where as order qualifiers are the criteria that permit the firms products to be considered as candidates for purchase by customers. CAPASITY PLANNING Capacity planning is the process of determining the production capacity needed by an organization to meet changing demands for its products. In the context of capacity planning, capacity is the maximum amount of work that an organization is capable of completing in a given period of time. A discrepancy between the capacity of an organization and the demands of its customers results in an inefficiency, either in under-utilized resources or unfulfilled customers. The goal of capacity planning is to minimize this discrepancy. Demand for an organizations capacity varies based on changes in production output, such as increasing or decreasing the production quantity of an existing product, or producing new products. Capacity can be increased through introducing new techniques, equipment and materials, increasing the number of workers or machines, increasing the number of shifts, or acquiring additional production facilities. By definition, design capacity is the maximum output that can pos sibly be attained (Stevenson 1999). Many organizations operate at below their maximum processing capacity, either because there is insufficient demand completely to fill their capacity or as a deliberate policy so that the operation can respond quickly to every new order. It is quite often that organizations find themselves with some parts of their operation operating below their capacity while other parts are at their capacity ceiling. It is the parts of the operation that are operating at their capacity ceiling which are the capacity constraint for whole operation. For example a retail super store offers gift wrap service which at normal times can cope with all requests for its services. (Slack,ChambersJohnston1995 P 322) Argos has selected the Retek supply chain planning solution to improve to capacity and sales while reducing total inventory levels in 2003. With sales of over GBP 3 billion, multi-channel giant Argos was named UKs Retailer of the Year in 2003. With Retek AIP, Argos will optimize its supply chain through improved planning of stock moving into the warehouse and then out to the stores. With supply chain they can take more stock out and achieve better stock turns and improve their buying processes. Argos also uses Merchandise Planner for its annual sales and stock planning process, as well as for planning its catalogue and promotional activities. The solution, which has been developed for retailers, helps companies plan their product assortments, pricing and store an allocation which sets targets across the retailers different seasons. Argos also plans by range for each week over the course of a years sales and stock. That data flows through to fulfilments planning, ensuring that Argos does not exceed the available capacity. Argos is also following the 21st century brand concepts and products suitable. The important characteristic of capacity planning and control, as we are discussing it here, is that it is concerned with setting capacity levels over the medium and short terms in aggregated terms. That is making overall, broad capacity decisions, but not concerned with all of the details of the individual products and the services offered. This is what aggregated means different products and services are bundled together in order to get a broad view of demand and capacity. LOCATION Location is a key factor for every business including Argos and many aspects of a location must be analysed before it can be chosen. This includes the competition in the area, the reputation and the population of the area. The major factors affecting location decisions are;  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Labour  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Premise costs  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Financial assist and local government charges  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Transport links  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Near Customers  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   History and tradition  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Sales techniques  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Business activity  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Number and location of competitors  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Reliance on personal visits by customers  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Reliance on local supplies  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Reliance on specialised labour skills  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Methods used to contact customers Finding an ideal location is a decision that requires a lot of reconsideration and investigation particularly as Argos is such a huge company with such big stores. Firstly all Argos stores require a large area for the stores, as they will be accommodating such a huge variety of products. Secondly they will need a huge car park space for their customers, as the store can have hundreds of customers at any given time as well as providing disabled parking and family car parks. They also require a substantial area for a warehouse to stock their goods as well as loading bays where they receive their deliveries of stock. TOTAL QUALITY MANAGEMENT In todays globalized market, with interdependent economies of scale and cross-cultural product initiatives, businesses strive to maintain their profit margins and market shares by providing the best possible products and services to their customers. Profit is the applause you get for taking care of your customers and creating a motivating environment for your people (Blanchard, 2007, p. 4). According to John Stark Associates, total quality management (TQM) is a management strategy used today in business, manufacturing, education, government, and the service industries to maximize efficiencies in all organizational processes (John Stark Associates, 1998). Although organizations differ in their operational definitions of TQM, common threads exist which span the breadth of business and private enterprise. Ponzi and Koenig describe total quality as the culture, attitude, and organization of a company that aims to provide, and continue to provide, its customers with products and services that satisfy their needs. In their definition, the organizational culture requires quality in all aspects of the companys operations, with things done right first time, and defects and waste eradicated from operations (Ponzi Koenig, 2002). TQM is an integrated management system for creating and implementing a continuous improvement process. Such process will lead to producing results that exceed customer expectations. TQM places the responsibilities related to quality problems with upper management levels rather than on the workers. The objective of TQM is to have a continuous improvement in the processes. TQM achieves its objective through data collection and analysis, flow charts, cause and effect diagrams, and other tools which are used to understand and improve processes of any organization. Customers entering an Argos for the first time know immediately that something is different. You have to choose your item from catalogue, order and pay to cash till. The different thing is you dont have to wait too long and if they dont have that item you can check another Argos stores. Argos has a Matrix structure. People within the organisation mix with employees from other departments which means there is little possibility of departments becoming very defensive about their territories. This creates a comfortable workforce, which will lead to motivated employees who will achieve their best efforts to produce a satisfying service to costumers. When costumers gain the service they aim to, they will shop more often in Argos, which will result in Argos expanding and becoming more popular. The management style used in Argos stores is consultative. The manager of the store tends to seek other employees within the company for advice before making decisions. This means the employees get involved more sharing their new ideas and past experiences. This will help Argos make sure that they are pleasing their costumers by using a variety of ideas they share. Costumer satisfaction implies the likeliness of the costumer to shop at Argos. If they are satisfied, which is linked to having a consultative management style, and then they would shop more often at Argos. More costumers result in a higher profit. Argos management sees its role as assisting in this value-creation process, not only by scripting the customers new role but also by making it easier for the customer to assume the role. Catalogue and in-store assistants carefully detail the assembly process and free car-top racks are available at every Argos location. As a result, customer receives a level of quality that in no t available elsewhere . FLEXIBILITY Flexibility is a characteristic of a firms process that enables them to react to customers needs quickly and efficiently. Some processes require one or more of the following types of flexibility: customization, variety and volume flexibility. A concept of strategic flexibility in product competition is developed in which flexibility depends jointly on ; -The resource flexibility of the product creation resources available to a firm and -The coordination flexibility of the firm in using its available resources in product markets. Strategic flexibility, then, is the capability of the firm to preach or respond quickly to changing competitive conditions and thereby develop and/or maintain competitive advantage. The rest of this work explains the actions that individually or in combination help firms to achieve strategic flexibility and competitive advantage. There are a number of actions that help firms navigate in the new competitive landscape. In specific, these actions directly or indirectly contribute to the achievement of strategic flexibility and competitive advantage. Among those is exercising strategic leadership which has direct effects on a firms strategic flexibility and competitive advantage. Strategic leadership also affects these outcomes indirectly through the other major actions of Developing dynamic core competences Focusing and building human capital Effectively using new technology Engaging in valuable strategies Building new organization structures and culture. CONCLUSION In conclusion, the operation and strategic management is the process of developing plans, policies and allocating resources to achieve organizational objectives. So in reality operation management is combining the various activities of business to achieve organizational objectives. Therefore it can be said that it is the highest level of managerial activity. In this case it is understood that, Argos had several problems in managing their operational and strategic management, but later they overcame it by realizing the importance of operational management in a business. Now Argos is one of the successful companies in the world in managing their operational management. In order to continue this success the company needs the right people and best tools available to ensure a seamless transition and has to be able to resolve any problems as quickly as possible, especially when it is the worlds leading home furnishing retailer

Metaphysical Thoughts During the Enlightenment Period Essays -- Americ

Metaphysical Thoughts During the Enlightenment Period The eighteenth century was fraught with change. Dryden, Pope and Johnson were dominating the literature. Fahrenheit was building his first mercury thermometer. The Boston Tea Party and the French Revolution occurred. However, some of the most drastic changes occurred in thought. Prior to the eighteenth century, thinkers such as Locke, Spinoza, Descartes, and Hobbes dominated Western thought to the extent that they changed the way people viewed the world. Consequently, much of the eighteenth century philosophy, as well as the general thought, was a product of these precursors. Either in replying to them, or as a direct consequence of their ideas, the eighteenth century responded to these great thinkers. The first philosophical movement responding to the thinkers of the 17th century that will be discussed is the rationalist movement. It is generally known to be started by Descartes in the 17th century, while the torch was carried by Spinoza and then Leibniz up until his death in 1716. Two things distinguished the rationalists from their empiricist counterparts. The rationalists believed that foundational concepts of reality were found in reason, not experience. These foundational concepts are called innate ideas, and from these innate ideas the rationalists believed that one could deduce truth, much in the way geometrical proofs are thought out. An easy illustration of how the rationalists use causality as a tool to derive metaphysical truths is by using it as a starting point. By using the principle that every event has a cause, it appears that certain metaphysical truths may be uncovered. For example, Descartes uses causality as a proof for God's existen... ...too, do the characters in the play, believing that reality is the same as they perceive it. They also believe in Cartesian dualism, since they carry the classical theistic conception of God. If they are truly Christian in faith, they have to believe that the soul is separate from the body, or their beliefs become contradictory. Works Cited â€Å"Hume, David.† The Oxford Companion to Philosophy. 10th ed. 1995. Kant, Immanuel. Critique of Pure Reason. Trans. Werner S. Pluhar. Cambridge: Library of Congress, 1996. McGreal, Ian P. Great Thinkers of the Western World. New York, NY: Harper, 1992. Nolan, Lawrence, "Descartes' Ontological Argument", The Stanford Encyclopedia of Philosophy. 15 November 2003. (Summer 2001 Edition), Edward N. Zalta (ed.),URL=<http://plato.stanford.edu/archives/sum2001/entries /descartes-ontological/>.

Ireland and Its Development Essay -- Irish Ireland Economy Essays

Ireland and Its Development 1. Introduction Ireland has faced extremely fast development in many industrial sectors during the last decades. This has not happened by accident and that is what made it for us an interesting case to study in more detail. The Irish government policy towards Foreign Direct Investments (FDI) has affected in large extend to Multinational Organizations’ investment decisions into Ireland. The FDI is one of the main focuses through the paper as we see that they have had a major impact on the development of Ireland during the 80’s and 90’s. In this paper we will focus on three main areas. First area is a view to the historical development of the country from the mainly agricultural driven society in the 50’s to a highly developed industrial country in the 21st century. The second part of this paper will focus more carefully on the reasons why this development has been possible. We will go through some theory about government policy in attracting Foreign Direct Investments. The last part of this paper will focus on the company point of view of FDI. We will go through one company example and discuss this according to an introduced theory of companies doing FDI. With this paper the group wants to give the reader a more specific view to the fast and well-planned development Ireland has been able to reach during the recent decades. We hope that this view encourages the reader to take a closer look to the fascinating Irish culture and we hope that the reader will get some perception what possible tools a government has to attract foreign firms to invest in the host country. 2. Economic History 2.1 Overview Ireland will go down in economic history as the economic miracle in the last decade of the twentieth century. For most of the 20th century although, even well into the late 1980s, Ireland was in economic terms quite unsuccessful. Chronic unemployment led to large emigration flows and dampened entrepreneurial activity. The country’s economic situation eventually reached crisis levels because of the spillover effects of the two oil shocks of the 1970s and the high interest rates resulting from the United States’ anti-inflationary policies of the early 1980s. By 1988, the public debt exceeded 140% of Irelands gross domestic product. But the unemployment situation was also serious, emigration resurged, the economy stag... ...Donnell Kevin D.; â€Å"The economic transformation of Ireland-Underpinnings, Impact and Sustainability of the Rapid Economic Growth†; Norwegian School of Economics and Business Administration, 1998 †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  OECD; â€Å"Knowledge worth the investment†, OECD 2003 (http://www.oecdwash.org/NEWS/LOCAL/oecdwash-jan2003.pdf) †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Somers Michael J; â€Å"The Irish Economy†, National Treasury Management Agency, 2000 (http://www.ntma.ie/Publications/Parismay00.pdf) †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Torkildsen, Erik et al.; â€Å"Ireland in the Global Market for Foreign Direct Investment-A study of Eight Norwegian Companies†; Norwegian School of Economics and Business Administration, 1996 †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  World Bank; "Social Policy and Macroeconomics: The Irish Experience", World Bank, 2001 (http://www.worldbank.org/transitionnewsletter/octnovdec02/pgs20-23.htm) †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  World Bank; â€Å"Ireland: Participation in macroeconomic policymaking and reform†, World Bank 2002 (http://www.worldbank.org/participation/web/webfiles/ireland.htm) Internet sources †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  http://www.ida.ie †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  http://www.oecd.org/htm/M00008000/M00008465.htm †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  http://www.cso.ie †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  www.finance.gov.ie †¢Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  http://www.cia.gov/cia/publications/factbook/geos/ei.html

Plastic Should Be Ban Essay

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Thycaud, Thiruvananthaprum 695 014 Keral India Tel: + 91 471 6612345 Fax:+ 91 471 6612021 E-mail :vivanta. trivandrum@tajhotels. com Website :www. vivantabytaj. com A TATA Enterprise Taj International sales Offices Los Angeles (1 805) 529 8833 sales. 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Mobile: 91 – 9847002182, 91 – 8086565811 E-mail: sanasaj@yahoo. co. in Website: http://www. sajhome. com Kaiya House, Janardanapuram,Varkala, Pin: 695141, KERALA-INDIA Phone: (Debra) +91-9746126909(Suraj) +91-9995187913 E-mail:debra@kaiyahouse. com Web:www. kaiyahouse. com SPRINGDALE HERITAGE VandiperiyarP. O. , Kumily, Idukki (Dt), kerala- 685533 Ph: 04869 252271, 252871 E-mail: springdaleheritage@airtelmail. in Website: www. springdaleheritage. in UDAY SUITES T. C. 34/757/3. Watts Lane Beach P. O. Shangumugham. Thiruvananthapuram. 695007. kerala. India Ph: +91. 471. 2504333/2504355/2504366/2504377 E-mail: fo@udaysuites. com Website: www. udaysuites. com VYTHIRI VILLAGE RESORT NH-212,NearVythiri Town, Vythiri P. O. , Wayanad-673 576, kerala,India. Ph: +91 4936 256 716/717/718/719 Fax: +91 4936 256 720 Mob: +91 9388256716 E-mail: director@vythirinillage. com Website: www. Vythirinillage. com UDAY SAMUDRA LEISURE BEACH HOTES ; SPA GV Raja Rad, Samdra Beac, Kovalam Thiruvanathapuram – 695527,kerala,India Ph: +91 471 248576/67/682481654 Fax: +91 471 2485222 E-mail; info@uds. co. n Website: www. udaysamuda. com The Siena Village, Chinnakanal, Munnar-685 618, Kerala, INDIA Tel: 91 4868-249261,249461 Fax:91 4868 -249328 E-mail: sienavillage@satyam. net. in Website: www. thesienavillage. com THEGateway Hotels ; Resorts P. T. Usha Road Calicut 673 002 Kerala India Tel: 91 495 6613000 Fax: 91 495 6613001 Email: geway. calicut@tajhotels. com Website: www. thegatewayhotels. com PARADISA PLANTATION RETREAT Murinjapuzha P. O Idduki District Kerala State India – 685 532 Tel: 0091 – 469 – 2701311 Te Fax: 0091 – 469 – 2602828 Mobile No: 0091 94470 88119 Resort Tel: 0091 – 4869 – 210519 E-mail: radise@rediffmail. com paradisaretreat@yahoo. co. in info@paradisaretreat. com Website: www. paradisaretreat. com KODIANTHARA HERITAGE. HOME Behind St. John Knanaya Church Kumarakom P. O Kumarakom 686563, India Phone:+91 9495 333 849 Email: crispinku@gmail. com Website: www. kodianthara. com HOTEL CASTLE ROCK Near South Bridge, Manorama Jn. Cochin-682 016, kerala, INDIA Ph: 04842313331, 3014445/6/7/8 Fax: 0484 3014449 E-mail : catlerockhotels@gmail. com Website : www. castlerockhotels. in OVER THE HILL Unchakada P. O Poovar Thiruvananthapuram 695506 Kerala, India Tel: +91 471 2212300, Fax: +91 9495 471 2212300 Mob: +91 9495 996 088 E-mail: othpoovar@gmail. com Website: www. overthehill. in DEEP WOODS RESORT MUNNAR Pulimoottil Estate, Letchmi Tea Estate, munnar – 658 612 Idukki Dist. , Kerala S. mob: +91 98099 93286 R. Tel: 04865-231937, 230947, 94460 52341 Reservation Tel: +91 484-4060121/854 71 77811 E-mail: deepwoodsmunnar@gmail. com Website: www. deepwoodsmunnar. com, www. pulimootilestate. com POOVAR ISLAND RESORT K. P. VII/911 Pozhiyoor Trivandrum – 695513, Kerala India Tel No : +91 471 221 2068 / 69 / 73 Fax No : +91 471 221 2092 Reservation Hotline : +99 954 280 00 E-mail: ceo@poovarislandresort. com, reservations@poovarislandresort. com Website: www. poovarislandresorts. com CGH Earth HOTELS Casino Building Willingdon Island, Cochin, Kerala, India – 682 003 Tel: 91-484-3011711, 3011712 Email : contact@cghearth. com Website: www. cghearth. com THE ELEPHANT COURT Thekkady P. O. , Idukki District, Pin – 685 536 Kerala, India, Tel : +91 4869 224696, 224697, 224698, 224699, 224239 Fax : +91 4869 224238 E-mail : info@theelephantcourt. om Website: www. theelephantcourt. com PARK INTERNATIONAL’S Light House Beach Road Kovalam,Trivandrum. Phone : 0471 – 2482803 , Â   Mobile: +91 9895708144 E-mail : kovalamresort@varianthotels. com Website: www. thekovalamresort. com RENDEZ VOUS BEACH RESORT North Cliff End Thiruvambadi Varkala Ph: +91 9846033322 E-mail: info@rendezvous beachresort. com, reservation@rendezvousbeachresort. com Website: www. rendezvousbeachresort. com EMARALD HOTELS Major Road, Vyttila, Cochin – 682019, Kerala, India. Tel :+91 4843084300, +91 4843010977 Reservation :+ 91 9526032600 Sales : +91 9562505566 GM :+ 91 9747269000 E-mail : reservation@emarald. in , sales@emarald. in Website: www. emarald. in GREEN GATES HOTEL T. B. Road, Kalpetta Wayanad – 673 122, Kerala, India Phone: 04936 – 202001/2/3/4 Fax: 04936 – 203975 Cell: 0 94476 40559 E-mail: mail@greengateshotel. com marketing@greengateshotel. com Website: www. greengateshotel. com TURTLE ON THE BEACH Sixth Floor, Karimpanal Statue Avenue G. H Road, Thiruvananthapuram 695 001, Kerala, India Tel. : + 91 471 256 1000, 245 4008, 233 5444 Fax: + 91 471 256 1001, 246 7855 Email: reservations@thrhotels. com Website: www. thrhotels. com LAKES ; LAGOONS DTPC Building, Pallathuruthy, Sanathanapuram P. O, Alleppey: 688 003 Tel: 0477 2266842 / 843 / 844 Fax: 0477 2266845 Email: info@lakeslagoons. com , lakes_lagoon@sify. com Website: www. lakeslagoons. com TANDU LEISURE HOTLE Mattupetty Road Munnar – 685 612 Kerala, India. Tel : +91 4865 233081, 233082, 233083, 233084 Mob: +91 94465 53081 E-mail: mail@tanduleisurehotel. com website: www. tanduleisurehotel. com SAROVAR HOTELS ;RESORTS VP II / 326 B. Vayalar, Cherthala, Alleppey District, Kerala 688 536 Tel: +91 478 661 3000 Fax: + 91 478 661 3030 E-mail: vsp@sarovarhotels. com Website: www. vasunghararesorts. in Department of Tourism, Government of Kerala Park View, Thiruvananthapuram, Kerala, India – 695 033, Phone: +91 471 2321132 Fax: +91 471 2322279 Tourist Information toll free No:1-800-425-4747 Email: info@keralatourism. org , deptour@keralatourism. org Website: www. keralatourism. org TRAVANCORE COURT Warriam Road, Ernakulam, Cochin-16 Kerala, India. Ph: 0484-2351120, 0484-4031120, 0484-4021120 Fax :0484-2351535 E-mail : mail@travancorecourt. com Website: www. travancorecourt. com VARIANT HOUSE BOATS Manayil. Vytilla. P. O Cochin, Kerala – 680019 Tel : 0484 – 4011276,4011927 Mob : 09895478344,9895268644 ,09895378244 Email : kochin@varianthotels. com Web : www. varianthotels. com CHERAI BEACH RESORTS Vypin Island, Kochi, Kerala, S. India Pin – 683514 Ph: +91 – 484 – 2481818, 2416949, 6503150 Fax: +91 – 484 – 2417333 Reservation: 98472 31400 E-mail : reservation@cheraibeachresorts. com enquiry@cheraibeachresorts. com Website : www. cheraibeachresorts. com TRIVENY RIVER PALACE Champakulam P O . Kuttanad Alleppey . Kerala South India . PIN 688 505 Tel: 0477 – 2737114, 2737116 Fax: 0477 – 2737118 E-mail: mail@trivenyriverpalace. com Website: www. trivenyriverpalace. com MOUNTAIN TRAIL Venadu, Chinnakanal, Munnar, Kerala, India Tel: +91 4868 202600, 202601 Email : mail@mountaintrailresort. com Website: www. mountaintrailresort. com FLORA AIRPORT HOTEL Opp. International Terminal – Cochin Airport, Nayathodu P. O. Cochin – 683572, Kerala,India Tel: +91 484 2404444 Fax: +91 484 2611524 E-mail: info@florahotelsindia. com Website: www. florahotelsindia. com SEALORD GROUP OF HOTELS Shanmugham Road, Cochin – 682 031, Kerala, India Tel : 0484 2382472, 2382473 Fax: 0484 3042543 E-mail: reservations@sealordhotels. com Website: www. sealordhotels. com THAPOVAN HERITAGE HOME Nellikunnu, Mulloor P. O Thiruvananthapuram Kerala 695521 INDIA. Tel: +91-471-2480453 Fax: +91-471-2482430 E-mail: thapovan@gmail. com Website: www. thapovan. com SAGARA BEACH RESORT Light House Road, Kovalam Vizhinjam, Trivandrum Kerala State, South India – 695523 Telephone :+91-471-2481995, +91-471-2484077 Mobile :+91-98473 90885, +91-98472 33736 E-mail : info@sagarakovalam. com Website: www. sagarakovalam. com BACKWATER RIPPLES Kumarakom P. O, Kottayam – 686 563 Kerala India Tel No. 91-481-2565404, 2563404 Fax 91-481-2566404 E-Mail: backwaterripples@vsnl. net mail@backwaterripples. com Website: www. backwaterripples. com PAGODA RESORTS CCNB Road, Chungam, Alleppey, Kerala -688 011. INDIA Tel No: 91 477-2251697 Email: enquiry@pagodaresorts. com Website: www. pagodaresorts. com TEA CASTLE Chitrapuram PO, Munnar 685565, Kerala, India Tel : +91 4865 263030 Fax : 04865 263203 Email : info@teacastle. in sales@teacastle. in Website: www. teacastle. in PERIYAR MEADOWS HOTEL Thekkady Road, Kumily 685 509, Kerala, India Talk to us on +91 4869 224120/22/23 E-mail: reservations@periyarmeadows. com Website: www. periyarmeadows. com ROYAL RESIDENCY Infopark road Kakkanad, Cochin Ernakulam (Dist) Kerala (State)-682030 Tel/Fax: 0484 2422024/25/26, 91 9539519037 E-mail: royalenquirykochi@gmail. com Website: www. royalresidency. om FLYSIUM GARDEN HILL RESORT Top Station road, munnar kerala India Pin: 658 621_Ph: +91-4865-231348 E-mail: info@elysiumgarden. com Website: www. elysiumgarden. com CLOUDS VALLEY LEISURE HOTEL Kannan Devan Hills, A. M Road, Munnar P. O. , Kerala -685 612 Ph: +91 4865 230687/8/9, Fax: +91 4865 230484, E-mail: mail@cloudsvalley. com Website: www. cloudsvally. com HOTEL AISWARYA Opp. LotusClub, Warriam Road, Cochin-16 Ph: 2364454, 2364452, 2382495 Mob: 9995 62 11 22, Fax: 91-484-2363933, E-mail: reservation@aiswaryahotels. com Website: www. aiswaryahotels. com ADAM SQUARE, ALWAYE ROAD Angamaly-683572, Kerala Ph: 0484 245 3762 Mob: +91 9809 080 608 +91-8714 833 900 Customer Relation Manager : +91 9495006626 E-mail: info@eghplanet. com reservations@eghplanet. com Website: www. eghplanet. com PAGODA RESORT CNB Road, Chungam, Alleppey, Kerala -688 011. INDIA Tel No: 91 477-2251697 Email : enquiry@pagodaresorts. com Website: www. pagodaresorts. com HOTEL ELITE PALAZZO Bank Junction, NH 47, Bye Pass, Angamali – 683 572, Cochin, Kerala. Call – +91 484 24 522 91 /+91 999 53 77 700 / +91 812 93 55 291 E-mail: sales@elitepalazzo. com Website: www. elitepalazzo. in HINDUSTAN BEACH RETREAT Papanasam Beach, Janardhanapuram P. O. Varkala Thiruvananthapuram 695141 Kerala, India Ph:0091-470-2604254,55,56 Email: hindretreat@gmail. com hindretreat@vsnl. net Website: www. hindustanbeachretreat. com HOLIDAY VISTA KK Road, Kumily, Thekkady – 685509 Idukki (Dist), Kerala, India Phone: 04869 224803 Email: sales@holidayvista. in Website: www. holidayvista. in RAIN COUNTRY RESORTS Lakkidi P. O, Wayanad, Kerala State, India, Pin Code: 673 576 Tel: 0495-2511997 / 98 / 99, : 04936-329798 / 99/ 800 Mobile: 9447004369 / 9447245288 / 09287576617 09946487771 / 2 / 3 / 4 E-mail: resorts@raincountryresort. com ekanil@sancharnet. in ekanil@bsnl. in BLU HAZE RESORT Chithirapuram Pallivasal Munnar Phone : +91 96333 49999, 96333 89999, 96333 97777 E-mail : sales@bluhazeresort. com Wesite: www. bluhazeresort. com RAJADHANI HOTELS East Fort Thiruvananthapuram – 23 Kerala, India Phone : 0471 – 2547733, 2547822 Fax : 0471 – 2547744 E-mail : corporate@rajadhanimail. com Website : www. rajadhanigroup. com CAMELOT RESORT Munnar P. O. , Idukki District Kerala State, South India Pin Code – 685 612 Telephone : (91)4865-231195, 230540 E-mail: Camelot. munnar@yahoo. in Website: www. camelotmunnar. com PEARL GREEN RESORTS P. T. Jacob road,Thoppumpady, Kochin – 682005. Phone No: +91-9447007058,+91-94470 31058 E-mail: info@pearlgreenresorts. com Website: www. pearlgreenresorts. com HOTEL MILLENNIUM CONTINENTAL Narakathara Road, Off M. G. Road, Shenoys Junction Ernakulam,Cochin-682035 Tel: 0484-2366400 / 2365500 / 2366600 / 2366700 E-mail: info@millenniumcontinental. com Website: www. millenniumcontinental. com PERIYAR MEADOWS LEISURE HOTEL Thekkady Road, Kumily 685 509, Kerala, India E-mail: +91 4869 224120/22/23 E-mail: reservations@periyarmeadows. com Website: www. periyarmeadows. com THE WORLD BACKWATERS –A LAKE RESORT Kannankara, Post, Thanneermukkom, Alleppey District-688527, KERALA, India. Tel: +91 (0) 478 2583939 / 4391, Fax: +91 (0) 478 2582783, Mob: 09496006610 E-mail: resalleppey@theworldhotels. in Website: www. theworldhotels. in THE RIVER RETREAT HERITAGE AYURVEDIC RESORT Palace Road, Cheruthuruthy, Thrissur (Dst), Kerala, India Pin Code : 679531 Phone (+91) 4884 262974, 4884 262244 / 45, 4884 264444 / 45 Mob : +91 88915 65513, +91 99470 82410 Fax : (+91) 4884 262922 Email : info@riverretreat. in Website: www. riverretreat. in TRAVANCORE COURT Warriam Road, Ernakulam, Cochin-16 Kerala, India. Ph: 0484-2351120, 0484-4031120, 0484-4021120 Fax :0484-2351535 E-mail : mail@travancorecourt. om Website: www. travancorecourt. com HILL ; SEA VIEW BEACH RESORT Mottavila Avaduthura,Kovalam | Vizhinjam ( P. O), Kovalam 695521, India Ph: +91 – 471 – 2484747 , 2483737 Fax: +91 – 471 – 2482293 E-mail: hillseaview@gmail. com Website: www. hillnseaview. com FORT MUNNAR HOTEL 2nd Floor, Chandrika Building M. G. Road, Cochin – 682011 Kerala, South INDIA Phone : 91-484 – 2367720 / 2381760 / 2370060 Mobile : 94470 79016, 94470 79017, 94470 79018, 94470 79094, 94470 79095 Fax : 91-484- 2381760 / 2367740 Email : royalgroup@eth. net , royalgroupcrs@gmail. com Website: www. fortmunnar. com