My Dad Has An Infectious Smile - 1377 Words

My dad has an infectious smile on his face when reminiscing about his childhood memories and his life as a Pediatrician. At the present time my dad is a successful physician, but life wasn t always easy for him. He faced many setbacks in his early life that have led him into adulthood. Applying to college was his first difficulty because his family had no money. He was able to go to college and eventually go to Medical school which was very hard for him because it was in a foreign country. In his early years of practicing medicine, he learned that not everyone can be saved. Family, friends and patients motivate him to be the best he can be. He has a clear understanding of how precious and valuable human life can be. My dad’s goal in†¦show more content†¦He comes of a little bit brash. But after conducting this interview I learned a little bit about why he is the way his. â€Å"I have a lot of hidden compassion, which not many people know about. Both my parents raised my sister and me in a loving household. We are very lucky that we grew up the way we did. â€Å"My husband is a very driven and intelligent man, he is always motivated to be successful. Education is the paramount importance to him, His family is the foundation for being successful. â€Å"My family motivates me to be a better person†. I know my children look up to me and it’s my job to be the best father I can be.† Queens is unlike any place, my dad describes his early childhood with a bright smile. Queens made me feel like I had a sense of belonging. Your friends with all the kids on your block, you feel connected to each and every one. He s says a great thing to have is friends who you have known since you were little so you can share the memories together. One friend in particular, Paul had an impact on his life. They attended the same school together from Kindergarten to College. They were always trying to outdo one another. We were always motivating one another. In terms of scholastics abilities, it was pivotal in preparing me for college and later on Medical school. â€Å"It gave me a good work ethic.† His parents always wanted him to surround himself with positive influences. During the early years of high school my dad wasn t exactly the model

Biography of Babur, Founder of the Mughal Empire

Babur (born Zahir-ud-din Muhammad; February 14, 1483–December 26, 1530) was the founder of the Mughal Empire in India. His descendants, the Mughal emperors, built a long-lasting empire that covered much of the subcontinent until 1868, and that continues to shape the culture of India to this day. Babur himself was of noble blood; on his fathers side, he was a Timurid, a Persianized Turk descended from Timur the Lame, and on his mothers side he was a descendant of Genghis Khan. Fast Facts: Babur Known For: Babur conquered the Indian subcontinent and founded the Mughal Empire.Also Known As: Zahir-ud-din MuhammadBorn: February 14, 1483 in Andijan, Timurid EmpireParents: Umar Sheikh Mirza and Qutlaq Nigar KhanumDied: December 26, 1530 in Agra, Mughal EmpireSpouse(s): Aisha Sultan Begum, Zaynab Sultan Begum, Masuma Sultan Begum, Maham Begum, Dildar Begum, Gulnar Aghacha, Gulrukh Begum, Mubarika YousefzaiChildren: 17 Early Life Zahir-ud-din Muhammad, nicknamed Babur or Lion, was born into the Timurid royal family in Andijan, now in Uzbekistan, on February 14, 1483. His father Umar Sheikh Mirza was the Emir of Ferghana; his mother Qutlaq Nigar Khanum was the daughter of Moghuli King Yunus Khan. By the time of Baburs birth, the remaining Mongol descendants in western Central Asia had intermarried with Turkic and Persian peoples and assimilated into the local culture. They were strongly influenced by Persia (using Farsi as their official court language), and they had converted to Islam. Most favored the mystic Sufism-infused style of Sunni Islam. Taking the Throne In 1494, the Emir of Ferghana died suddenly and 11-year-old Babur ascended his fathers throne. His seat was anything but secure, however, with numerous uncles and cousins plotting to replace him. Evidently aware that a good offense is the best defense, the young emir set out to expand his holdings. By 1497, he had conquered the famous Silk Road oasis city of Samarkand. While he was thus engaged, however, his uncles and other nobles rose in rebellion back in Andijan. When Babur turned to defend his base, he once again lost control of Samarkand. The determined young emir had regained both cities by 1501, but the Uzbek ruler Shaibani Khan challenged him over Samarkand and dealt Baburs forces a crushing defeat. This marked the end of Baburs rule in what is now Uzbekistan. Exile in Afghanistan For three years, the homeless prince wandered Central Asia, trying to attract followers to help him retake his fathers throne. Finally, in 1504, he and his small army turned to the southeast, marching over the snow-bound Hindu Kush mountains into Afghanistan. Babur, now 21 years old, besieged and conquered Kabul, establishing a base for his new kingdom. Ever optimistic, Babur would ally himself with the rulers of Herat and Persia and try to take back Fergana in 1510 to 1511. Once more, however, the Uzbeks utterly defeated the Mughul army, driving them back to Afghanistan. Thwarted, Babur began to look south once more. Invitation to Replace Lodi In 1521, a perfect opportunity for southern expansion presented itself to Babur. The sultan of the Delhi Sultanate, Ibrahim Lodi, was hated and reviled by his citizens. He had shaken up the military and court ranks by installing his own followers in place of the old guard and ruled the lower classes with an arbitrary and tyrannical style. After just four years of Lodis rule, the Afghan nobility was so fed up with him that they invited the Timurid Babur to come to the Delhi Sultanate and depose him. Naturally, Babur was quite happy to comply. He gathered an army  and launched a siege on Kandahar. The Kandahar Citadel held out for much longer than Babur had anticipated. As the siege dragged on, however, important nobles and military men from the Delhi Sultanate such as Ibrahim Lodis uncle, Alam Khan, and the governor of Punjab allied themselves with Babur. First Battle of Panipat Five years after his initial invitation to the subcontinent, Babur finally launched an all-out assault on the Delhi Sultanate and Ibrahim Lodi in April 1526. On the plains of Punjab, Baburs army of 24,000—mostly cavalry—rode out against Sultan Ibrahim, who had 100,000 men and 1,000 war elephants. Although Babur appeared to be terribly outmatched, he had something that Lodi did not—guns. The battle that followed, now known as the First Battle of Panipat, marked the fall of the Delhi Sultanate. With superior tactics and firepower, Babur crushed Lodis army, killing the sultan and 20,000 of his men. Lodis fall signaled the beginning of the Mughal Empire (also known as the Timurid Empire) in India. Rajput Wars Babur had overcome his fellow Muslims in the Delhi Sultanate (and of course, most were happy to acknowledge his rule), but the mainly-Hindu Rajput princes were not so easily conquered. Unlike his ancestor Timur, Babur was dedicated to the idea of building a permanent empire in India—he was no mere raider. He decided to build his capital at Agra. The Rajputs, however, put up a spirited defense against this new Muslim and would-be overlord from the north. Knowing that the Mughal army had been weakened at the Battle of Panipat, the princes of Rajputana gathered an army even larger than Lodis and went to war behind Rana Sangam of Mewar. In March 1527 at the Battle of Khanwa, Baburs army managed to deal the Rajputs a huge defeat. The Rajputs were undaunted, however, and battles and skirmishes continued all over the northern and eastern sections of Baburs empire for the next several years. Death In the autumn of 1530, Babur fell ill. His brother-in-law conspired with some of the Mughal court nobles to seize the throne after Baburs death, bypassing Humayun, Baburs eldest son and appointed heir. Humayun hurried to Agra to defend his claim to the throne  but soon fell gravely ill himself. According to legend, Babur cried out to God to spare Humayuns life, offering his own in return. On December 26, 1530, Babur died at the age of 47. Humayun, 22 years old, inherited a rickety empire, beset by internal and external enemies. Like his father, Humayun would lose power and be forced into exile, only to return and stake his claim to India. By the end of his life, he had consolidated and expanded the empire, which would reach its height under his son Akbar the Great. Legacy Babur lived a difficult life, always battling to make a place for himself. In the end, however, he planted the seed for one of the worlds great empires. Babur was a devotee of poetry and gardens, and his descendants would raise all kinds of arts to their apogee during their long reign. The Mughal Empire lasted until 1868, at which point it finally fell to the colonial British Raj. Sources Moon, Farzana.  Babur: the First Moghul in India. Atlantic Publishers and Distributors, 1997.Richards, John F.  The Mughal Empire. Cambridge University Press, 2012.

There are always ups and downs associated with any line of business Free Essays

string(78) " feel that this downturn is caused by normal fluctuations in business cycles\." There are always ups and downs associated with any line of business. IT is not an exception. During downturn profit margins take a toll and consumer confidence plummets. We will write a custom essay sample on There are always ups and downs associated with any line of business or any similar topic only for you Order Now Business executives around the world eagerly scan the latest report on economic indicators and search for good news. Downturn affects many segments. It is not only the industry that experiences the negatives of the economy, but also the common man is affected. Economic uncertainty elicits different reactions from different firms. Some organizations simply tread water and attempt to ride out the storm; others swim upstream with the intent to move ahead of their competitors. As executives rethink their business strategies, they should consider a variety of approaches – including some that are not immediately obvious given today’s uncertain economic climate. 2 Problem Definition Understanding the problem is a key to solving it. Howsoever generic this statement may be, it is apt to say that the strategies and actions formulated to emerge strong in downturn may not succeed without understanding how the downturn was caused. It is imperative to understand the factors that influence the downturn and how a particular downturn may be triggered. The cause could be many; a particular industry segment might not meet expectations and could trigger decrease in growth in other sectors. E.g. the dot com burst. In this section we endeavor to list down indicators that could possible play a role in causing the downturn. Along with it we also list down the reactions that companies worldwide give to tackle downturns. By way of research we would like to present how these reactions can indeed be made operational strategies to emerge victorious in the downturn. 2.1 Economic Downturn – Defined Economic Downturn is defined by a significant decline in total output, income, employment, and trade, usually lasting from six months to a year, and marked by widespread contractions in many sectors of the economy. Downturns can be * Industry specific * Economy based * Long term/ short term or * Geography specific The severity of an Economic Downturn is measured through parameters like: Economy * Employment * GDP Growth * Interest rates * Inflation * Investments * Public Expenditure Corporate * Lack of growth in profitability * Falling earning outlooks * Squeeze in margins * Drop in share price Index * Low dividends * High investor expectation * Dried-up cash flow * Low capacity utilization * Urgent need for cost optimization * Increased market competition * Stagnant Markets – Non expanding – Frozen pie vs. Expanding Pie People * Fall in Personal income * Fall in Personal expenditure * Fall in Private Investments 2.2 Company Reactions during downturn Companies adopt various tactics that can help them emerge stronger and subsequently more competitive when the economic upturn arrives. Forward-thinking initiatives that concentrate on lowering an organization’s ongoing cost structure are more effective than blanket budget cuts. The tactics focus equally on efficiency and expansion, since businesses keen on moving ahead have to consider both perspectives. In fact, when corporate coffers are clamped shut, companies must rely on efficiency gains to fund expansion initiatives 2.2.1 Cut Costs Cutting the cost is probably the most obvious option for a company when margins are thin. Cost cutting is done in different forms and many of the following options directly or indirectly deal with them. 2.2.2 Improve Focus In boom times, the proverbial strategy is to let a thousand flowers bloom. However, when the financial picture darkens, the businesses tend to do some pruning. An economic downturn becomes an ideal time to focus the corporation’s scarce resources -both marketing and manufacturing dollars – on the most popular, promising or profitable products and brands. In other words, invest in the best and ignore the rest. Savings from consolidation efforts can then be applied to further support selected focus areas. Similarly, businesses try to concentrate on acquiring and retaining the most profitable customer sets: How? 1. Forego expensive mass-marketing efforts; instead, market directly to carefully targeted prospects 2. Focus efforts on serving top accounts better than ever. Understand customer cost and revenue drivers to determine the real â€Å"top accounts†, then consider e-commerce and self-service solutions that can increase satisfaction while lowering costs. 3. Learn to effectively use information that is already available in-house to build revenues from the existing customer base. By combining in-house information with proprietary market data, the company can start to understand the â€Å"why† of customer preferences and build a stronger competitive advantage. 2.2.3 Ease points of pain When revenues are climbing continuously, inefficiencies are easy to ignore; declines in per-unit margins can be made up through volume. But when growth stalls, margins come under tremendous scrutiny, forcing companies to inspect every aspect of their business for possible improvements. Rarely can a business simply stop performing a function; instead, it must find a way to accomplish the task differently. This often requires the help of technology. Surplus inventory, high work-in-process and supply-and-demand discrepancies are more costly than ever. By digitally linking the entire supply chain and collaborating electronically with suppliers and customers, companies can potentially lower costs in the short term and improve market responsiveness over time. 2.2.4 Share costs It’s not surprising that when margins are squeezed, firms search out and eliminate redundancy. Internal and external best practices implemented through shared or common business models across the enterprise can dramatically lower costs while increasing competitiveness. However, an â€Å"all or nothing† approach to standardization can sometimes backfire. When implementation teams look beneath the surface of â€Å"common functions†, they often discover legitimate needs for variance. Before too long, the cost of processing exceptions outweighs the anticipated synergy savings. An effective shared services strategy requires a deeper analysis up front – pursuing similar parts, not necessarily the whole function. Rather than forcing each function – regardless of line of business – into a standard mold, look for naturally occurring affinities, pinpoint specific areas of similarity, and combine those particular pieces. 3 Analysis 3.1 Reasons for Downturn Studies have shown that the following are the main reasons for downturn: 60% of the respondents feel that this downturn is caused by normal fluctuations in business cycles. You read "There are always ups and downs associated with any line of business" in category "Papers" The fluctuations in share markets are attributed as the reason for downturn by 20% of the respondents. Only 15% of the respondents felt that the September 11 terrorist attacks on the World Trade Center is the cause for the downturn. This shows that people perceive downturn as a natural phenomenon happening due to ups and downs in the economy. Terrorist attacks and other reasons, are not the main factors causing downturn, but they can trigger an already bad situation worse. 3.2 How do people see the downturn Majority (61%) of the people feel that downturn is an opportunity to find newer markets, restructure their organization and fine-tune the process to increase productivity. The findings here support our arguments provided in the previous section. Downturn is definitely an opportunity for businesses to take a look at their processes, the way they provide services to customers, markets and other factors affecting them and improve their way of working. 3.3 Strategies to focus during downturn Studies found that during a downturn the energies of people are concentrated in keeping their customers happy. 32% of the people have made this as their primary focus area. The other areas where people are concentrating are in strengthening the sales and distribution/marketing. When getting new business is tough, it makes sense to keep the existing customers happy, provide them the extra bit for their dollar and come up with innovative ideas to service them. Keeping the existing business stable can sustain the current revenues and increase. Repeat business can increase the revenues. With these factors in mind, people are following customer centric strategies to face the downturn. 3.4 HR strategies during downturn Human Resources are on of the key focus area during a downturn. Cost can be cut cost by retrenching employees. Productivity can be increased by extending the working hours or by employing cross-functional training. â€Å"Punish the non-performers† is the key mantra. 80% of the respondents have stated that this is the primary task that needs to be accomplished or that their companies have started identifying non-performers and taken steps to ensure that employees perform to expectations. Some of them advocate extending the working hours. There seems to be not much support for unpaid leave or freezing salaries among the people interviewed. 3.5 Outsourcing as an option Downturns might pose a good opportunity to study what the companies are doing the best and discard the rest. Outsourcing to low cost destinations is definitely being looked as a possible opportunity. 76% of the respondents feel that they should resort to outsourcing non-core activities. 4 Suggested Strategy to Manage Downturns â€Å"Recessions, sound a lot worse than they are — in part because they’re a great opportunity to move forward on key strategies and to take on competitors.† To get through a recession the most important thing for a company to do is to keep a positive attitude and identify its challenges and convert them into opportunities. There are various strategies that a company can adopt to not only survive but also grow in a reversionary economy. Based on the various arguments and data provided in the previous sections, we are in a position to present these action items to manage business in a downturn. We have grouped them under different functional management areas. 4.1 Core Competencies Recession is the time when a company must concentrate on its core competencies. Core Competence implies Resource, strength, skills or a combination that provide tangible advantage to a firm. It is very essential for the company to maintain focus and do what it does best. It is dangerous for a company to venture into unknown territories with an intention to broad-base itself, as one wrong decision could make it fall deep in the red. Every company must take stock of its strengths and leveraging unique strengths that are difficult to emulate. It should strive to enhance its knowledge and skill by keeping in touch with the market requirements. Identify strengths and axe weaknesses. This can translate in restructuring, selling or closing weak or mediocre businesses. Selling is particularly difficult, as the same division might have fetched much more in good days. In a downturn, this aspect should not change the focus. Companies cannot afford to waste money and management attention in areas that destroy value or limit their ability to invest in the future. Young companies may not have enough run way for the next year or two. They must rapidly adopt survival strategies. Tough choices range from giving up equity at low valuations; merging with compatible product or service companies; partnering to, in effect, use other people’s resources; or narrowing the strategic focus to a bare minimum. A careful study and analysis will help in taking the right decision. 4.2 Customer is the King Repeat business from customers is important to maintain profitability. It has been proven that, repeat business accounts for around 70% of the total business in most of the established companies. Customer delight should be the focus. Offer something to the customer, which not only exceeds his expectations but also goes even beyond it. E.g. Special features in a software application/product in line with the customer requirements. Infosys receives 85% of its revenues from its existing customers. This is what we can call as a â€Å"Customer focused capabilities† which Infosys has built over a period of time. Customer delight can also be achieved by actually sending out people on the field and spending time with the customers to find out their requirements, the value they put on the product or service offered by the company, their level of satisfaction with the quality and other suggestions they can offer to better our product. This strategy was recently adopted by Hindustan Lever Ltd. with their â€Å"feel the pulse† drive. 4.3 Human Resource 4.3.1 Talent Retention At the outset, we have shown that recession and growth form a continuous circle. Therefore, it is imperative for companies to resist the temptation of cutting costs through retrenchment, as it sows the problem of rehiring professionals when the economy turns around. Instead, companies should encourage their employees to accept pay-cuts, and cross- train them so as to equip them with the necessary skills that will help the company take advantage of the opportunities that arise once the situation improves. Many companies that want to cut costs during recession adopt the policy of downsizing. A vast number of talented professionals are thus available for recruitment. Managers can take advantage of this favorable situation by recruiting these professionals after thoroughly interviewing them, thus testing their competency levels, attitudes, and the organizational culture fit. 4.3.2 Miscellaneous Actions Companies can resort to cross-train people in view of the opportunities that can come up after the recession is over. This is more like doing an investment in hope of better time to come In case of situations that warrant stopping the production, companies can ask the employees to take unpaid leaves or giving extended weekends. Lucent has adopted this strategy. It can have a downside to it by way of loosing talented employees because of employees getting demoralized. Offering additional perks to those who can get in more business can motivate employees. This can be mainly applicable to the marketing and sales force. Jack Welch, former CEO of General Electric Co. called pay freezes â€Å"the worst crime of management† and underscored his long-held belief in a meritocracy approach that consistently rewards the top 20% of employees and dismisses the bottom 10%. While he was CEO at GE, Welch said, 75% of his time was spent â€Å"evaluating people† and raising the company’s intellectual capital â€Å"through candid evaluations.† 5 Conclusion: Economic Downturn is a phenomenon that occurs at different spheres of the society and attracts a lot of attention from the corporate world, the policy makers and of course the common man. The strategies to set things right are also decided at various levels and encompass a wide range of actions. Above study consists of observing typical industry response to downturn, conducting primary research through surveys and analyzing the data and secondary research through analyzing reports and news available in business journals and internet research groups like Gartner, Meta group etc. How to cite There are always ups and downs associated with any line of business, Papers

E-commerce Business for Physical and Activities -myassignmenthelp

Question: Discuss about theE-commerce Business for Physical and Activities. Answer: E-commerce has become the part and parcel of the modern day lifestyle. One of the most significant platforms where the application of e-commerce is vividly seen is the retail stores. In order to make sure that all the business operations are taking place in the right order, both physical and online activities are needed (Dixon and Marston 2002). The trend over the past few years say that online retail marketing is growing. One major reason behind this is that it eases the lives of the consumers. In other words, the shopping experience of the consumers is made much easier and smoother. It is suggested to all the retail stores that they must start thinking about newer innovative ideas. These ideas make them popular among their consumers. There are companies like the digital windows, made by Kate Spade in New York that offers the consumers a very large touch screen monitor. It is through this touchscreen monitor that they showcased all their products and the product details. The customers could easily see the products and order them via the online purchasing method. Then again, a large mob gathering outside the Apple store for several days, just to buy the first launched Apple iPod or I phone again proves that people are concerned about the physical purchasing than online purchasing. However, on an average, the demand for e-commerce or online activities is much stronger. Hence, the retail stores must now adopt the phy-gital concept in their stores (Liao and Shi 2009). In other words, it must be a mixture of both physical as well as e-commerce related activities. ASDA is a well-known retail market in U.K. The main motif is to make the lives of their customers easier and happier. They have recently started their online pages and mobile apps in order to smoothly carry on their business activities. It is through these online pages that they can advertise their products, offers, and discounts related to the products in a very colorful and catchy manner. The e-commerce applications of ASDA are so designed that the customers can easily track the status of their orders. They can even use their order history page for their future purchases. This enables the retail shop to clearly see the behaviors of their targeted customers and take up strategies accordingly (Fang et al 2014). Figure1: e -retailing of ASDA (Source: retailtechnology.co.uk.2014) However, the e-commerce activities in U.K mainly have three important scenarios or ways in which it might affect the future of the retail industry- Divert the offline sales into online channels Effects will vary as per the goods. In order to survive in the present day scenario, the retail stores must use the e-commerce p-platform; else there is no bright future (Huang et al 2006).The E-retailing has both good and bad impacts on the consumers. It is really easy to avoid the time and energy of travelling to the retail store but at the same time, the consumers often fear the uncertainty associated with the same. Hence, it is being suggested that all the retail stores must provide detailed information of their products on the e-commerce sites. They must opt for good advertising and promotion of their products online so that the customers can easily keep faith and confidence in the e retailing business. Reference list Dixon, T. and Marston, A., 2002. The Impact of E-commerce on Retail Real Estate in the UK.Journal of Real Estate Portfolio Management,8(2), pp.153-174. Fang, Y., Qureshi, I., Sun, H., McCole, P., Ramsey, E. and Lim, K.H., 2014. Trust, Satisfaction, and Online Repurchase Intention: The Moderating Role of Perceived Effectiveness of E-Commerce Institutional Mechanisms.Mis Quarterly,38(2). Huang, X.D., Gates, W.H., Horvitz, E.J., Goodman, J.T., Brunell, B.A., Dumais, S.T., Flake, G.W., Griffin, T.J. and Hurst-Hiller, O., Microsoft Corporation, 2006.Web-based targeted advertising in a brick-and-mortar retail establishment using online customer information. U.S. Patent Application 11/427,764. Liao, Z. and Shi, X., 2009. Consumer perceptions of internet-based e-retailing: an empirical research in Hong Kong.Journal of Services Marketing,23(1), pp.24-30.