Cartels are explicit agreements between firms in an oligopolistic industry to set output and prices. Firms form cartels to raise profits by coordinating their activities rather than competing independently. For a cartel to be successful, it needs low organization costs, control of the market, ability to detect and prevent cheating, and low expectations of government punishment. However, cartels often fail because firms don't fully cooperate due to lack of trust and cheat by producing extra output or lowering prices. While cartels raise prices and restrict supply, making goods unavailable, they are generally considered bad for society. Examples of cartels discussed include OPEC, Christie's and Sotheby's auction houses, and the Seven Sisters major oil companies
The document discusses cartelization, which refers to when independent firms work together to control competition and set prices. It provides examples of cartels that have formed in industries like cement production, trucking, and telecommunications in India. Cartels allow firms to fix prices higher than competitive levels and divide markets between participants. However, cartel behavior can harm consumers and the economy. The document argues that India needs stronger penalties and enforcement against cartels for the Competition Act to be an effective deterrent.
Cartels are groups of companies that agree to limit competition by controlling production or sale of a product to influence market prices. While cartels aim to raise profits, they negatively impact consumers by increasing prices, restricting output, and dividing up markets. Successful cartels require all members to agree on price and production levels, prevent cheating, and maintain contact. Historically, De Beers' control of the global diamond supply through the Central Selling Organization was a highly successful cartel. However, most cartels ultimately fail due to members cheating and lack of coordination.
Cartels are formal organizations between manufacturers that agree to fix prices and production levels. They can be public or private. Cartels aim to control markets through price fixing and allocating territories, but often fail because the incentive for individual firms to cheat grows over time by lowering prices or overproducing. Notable examples include the aviation cartel between Indian airlines and the lysine cartel in the 1990s involving Archer Daniels Midland that was fined heavily for price fixing. In conclusion, while cartels seek to regulate competition, they are inherently unstable arrangements.
The document discusses several types of cartels, including private cartels, public cartels, and drug cartels. It provides details on the history and operations of drug cartels, noting they were first established in Mexico in the 1980s and now affect countries worldwide. The economic impacts of drug cartels are also summarized, such as providing employment, generating cash flows, and spurring investments in real estate, cattle, and luxury goods. Several other cartels are briefly outlined, including the cement cartel in India, the De Beers diamond cartel, and the lysine cartel of the 1990s that increased prices by 70%.
Predatory pricing as an abuse of dominant positionPranav Tian
This document discusses predatory pricing, including defining it as when a dominant firm reduces prices below cost to eliminate competition. It outlines factors like dominance, barriers to entry, and excess capacity that enable predatory pricing. Various tests for identifying predatory pricing are described, including comparing prices to average variable cost. Indian competition law considers below-cost pricing with intent to reduce competition as an abuse of dominance. While the full theory of predatory pricing is complex, elements of it can still harm markets.
The Doha Round was launched in 2001 in Doha, Qatar to further lower trade barriers beyond the Uruguay Round. Its key objectives were reducing barriers to agricultural and manufacturing trade as well as expanding trade in services and intellectual property regulations. However, negotiations faced many challenges around agriculture subsidies and access for developing countries, intellectual property and public health issues, and special treatment for developing nations. The round ultimately did not reach a consensus and collapsed in 2015 without a final agreement.
OPEC (Organization of Petroleum Exporting Countries ) Asit Dholakia
OPEC is an intergovernmental organization of 12 oil-producing countries that coordinates and unifies the petroleum policies of its member countries. It seeks to ensure stable oil prices and a steady supply of oil to consumers. Some of its key objectives are stabilizing oil prices to eliminate harmful fluctuations, overseeing an efficient supply of oil, and ensuring a fair return for investors in the petroleum industry. The organization influences global oil prices and works to balance supply and demand in international markets.
The document discusses dumping and anti-dumping duties. It defines dumping as international price discrimination where goods are exported at prices lower than in the home market. Reasons for dumping include predatory pricing strategies and subsidies. Anti-dumping duties are levied by the importing country on dumped goods to counter unfair trade practices and injury to domestic industries. The document also provides examples of India imposing anti-dumping duties on Chinese telecom equipment and the Indian shrimp industry organizing in response to anti-dumping action by the US.
The document discusses cartelization, which refers to when independent firms work together to control competition and set prices. It provides examples of cartels that have formed in industries like cement production, trucking, and telecommunications in India. Cartels allow firms to fix prices higher than competitive levels and divide markets between participants. However, cartel behavior can harm consumers and the economy. The document argues that India needs stronger penalties and enforcement against cartels for the Competition Act to be an effective deterrent.
Cartels are groups of companies that agree to limit competition by controlling production or sale of a product to influence market prices. While cartels aim to raise profits, they negatively impact consumers by increasing prices, restricting output, and dividing up markets. Successful cartels require all members to agree on price and production levels, prevent cheating, and maintain contact. Historically, De Beers' control of the global diamond supply through the Central Selling Organization was a highly successful cartel. However, most cartels ultimately fail due to members cheating and lack of coordination.
Cartels are formal organizations between manufacturers that agree to fix prices and production levels. They can be public or private. Cartels aim to control markets through price fixing and allocating territories, but often fail because the incentive for individual firms to cheat grows over time by lowering prices or overproducing. Notable examples include the aviation cartel between Indian airlines and the lysine cartel in the 1990s involving Archer Daniels Midland that was fined heavily for price fixing. In conclusion, while cartels seek to regulate competition, they are inherently unstable arrangements.
The document discusses several types of cartels, including private cartels, public cartels, and drug cartels. It provides details on the history and operations of drug cartels, noting they were first established in Mexico in the 1980s and now affect countries worldwide. The economic impacts of drug cartels are also summarized, such as providing employment, generating cash flows, and spurring investments in real estate, cattle, and luxury goods. Several other cartels are briefly outlined, including the cement cartel in India, the De Beers diamond cartel, and the lysine cartel of the 1990s that increased prices by 70%.
Predatory pricing as an abuse of dominant positionPranav Tian
This document discusses predatory pricing, including defining it as when a dominant firm reduces prices below cost to eliminate competition. It outlines factors like dominance, barriers to entry, and excess capacity that enable predatory pricing. Various tests for identifying predatory pricing are described, including comparing prices to average variable cost. Indian competition law considers below-cost pricing with intent to reduce competition as an abuse of dominance. While the full theory of predatory pricing is complex, elements of it can still harm markets.
The Doha Round was launched in 2001 in Doha, Qatar to further lower trade barriers beyond the Uruguay Round. Its key objectives were reducing barriers to agricultural and manufacturing trade as well as expanding trade in services and intellectual property regulations. However, negotiations faced many challenges around agriculture subsidies and access for developing countries, intellectual property and public health issues, and special treatment for developing nations. The round ultimately did not reach a consensus and collapsed in 2015 without a final agreement.
OPEC (Organization of Petroleum Exporting Countries ) Asit Dholakia
OPEC is an intergovernmental organization of 12 oil-producing countries that coordinates and unifies the petroleum policies of its member countries. It seeks to ensure stable oil prices and a steady supply of oil to consumers. Some of its key objectives are stabilizing oil prices to eliminate harmful fluctuations, overseeing an efficient supply of oil, and ensuring a fair return for investors in the petroleum industry. The organization influences global oil prices and works to balance supply and demand in international markets.
The document discusses dumping and anti-dumping duties. It defines dumping as international price discrimination where goods are exported at prices lower than in the home market. Reasons for dumping include predatory pricing strategies and subsidies. Anti-dumping duties are levied by the importing country on dumped goods to counter unfair trade practices and injury to domestic industries. The document also provides examples of India imposing anti-dumping duties on Chinese telecom equipment and the Indian shrimp industry organizing in response to anti-dumping action by the US.
The document discusses a study conducted on the United Nations Conference on Trade and Development (UNCTAD). It provides objectives of the study which include understanding UNCTAD's objectives, areas of work, meetings, relationship with other agencies, and advantages. It then provides an introduction on increasing globalization and challenges faced by developing countries. It outlines UNCTAD's history, organization structure, main areas of work, objectives, meetings, and the New International Economic Order concept.
This document discusses oligopoly and monopolistic competition. It defines oligopoly as a market with a few sellers selling homogeneous or differentiated products. Key characteristics of oligopoly include few sellers, interdependence between sellers, and uncertainty. The document also describes types of oligopoly markets like price wars and collusion. It discusses the kinked demand curve model of price rigidity in oligopoly. The document then defines monopolistic competition as a market with many producers of differentiated products having some monopoly power and free entry/exit. It notes characteristics like product differentiation and selling costs. [/SUMMARY]
This presentation discusses cartels in India under the Competition Act 2002. It defines cartels and outlines their treatment in Sections 2 and 3 of the Act. Notable cases where cartels were found include those in the soda ash and cement industries. Joint ventures are exempt if they improve efficiency. Suggestions include better detecting small cartels through more regulatory units. In conclusion, the Competition Commission of India has stronger powers than its predecessor to address anticompetitive cartels.
An anti-dumping duty is a protectionist tariff that a domestic government imposes on foreign imports that it believes are priced below fair market value. To protect local businesses and markets, many countries impose stiff duties on products they believe are being dumped in their national market.
This document provides an overview of anti-dumping measures under the WTO regime. It discusses the historical background of anti-dumping laws, including key agreements. It outlines the conditions for imposing anti-dumping duties, including determining dumping, injury, and the causal link. It explains the process for investigations and provides examples of disputes related to anti-dumping measures.
The informant alleged that Yash Raj Films violated competition law by requiring theaters to agree to screen two of their upcoming films together in order to screen their blockbuster film Ek Tha Tiger. The Commission found that (1) while the agreement was a tie-in arrangement, tie-ins are not automatically illegal and this one did not appreciably reduce competition; (2) the agreement did not create barriers to entry or drive out competitors; and (3) Yash Raj Films was not shown to be dominant in the film industry market. Therefore, the Commission concluded the agreement did not violate Sections 3 or 4 of India's competition law.
Trade related investment measures {trims}suyash gunjal
The document discusses the Agreement on Trade-Related Investment Measures (TRIMs) of the WTO. It provides background on TRIMs, including that they prohibit certain trade-related investment measures imposed by countries that discriminate against foreign investment or violate WTO principles. It summarizes a dispute between the US, EU and India involving India's local content requirements and trade balancing requirements in its automotive sector, which were found to be inconsistent with TRIMs. It also notes developing countries' concerns that TRIMs limit their policy space for industrialization.
The Agreement on Trade-Related Investment Measures (TRIMs) aims to promote trade liberalization while ensuring competition. It recognizes that certain investment measures can distort trade. The TRIMs Agreement clarifies that GATT Articles III (national treatment) and XI (prohibition of quantitative restrictions) apply to investment measures related to trade in goods. It includes an illustrative list of measures inconsistent with these articles, such as local content requirements and import/export balancing requirements. The agreement establishes notification requirements for members and transition periods for eliminating inconsistent measures. It focuses on limiting investment measures' impact on trade in goods and does not regulate foreign investment or services.
The General Agreement on Tariffs and Trade (GATT) was negotiated in 1947 and was designed to reduce trade barriers and encourage free trade. It provided an international forum for negotiating tariff reductions and resolving trade disputes. While GATT was successful in significantly reducing tariffs over time, growing non-tariff barriers and subsidies in response to economic difficulties undermined its effectiveness. This led to negotiations in the 1980s and 1990s that transformed GATT into the World Trade Organization in 1995 to strengthen and expand the global trading system to address new challenges.
OPEC was established in 1960 in Baghdad by 5 founding members: Iran, Iraq, Kuwait, Saudi Arabia and Venezuela. It is headquartered in Vienna and coordinates policies among its 13 member countries, who collectively possess over 70% of global crude oil reserves. OPEC aims to ensure stable oil supplies and prices to both producing and consuming countries. In recent years, price wars between Russia and Saudi Arabia have led to sharp drops in crude prices, greatly impacting oil-exporting countries and global energy markets. The COVID-19 pandemic has further disrupted supply and demand, threatening the oil industry. OPEC and its members must now realign strategies to navigate these challenges and changing energy landscapes over the long
The document summarizes the WTO's dispute settlement system. It was established in 1994 to settle trade disputes between WTO members. The Dispute Settlement Body oversees the process and aims to settle disputes through consultations if possible. If consultations fail, a panel is appointed to review the case and issue a ruling. The panel process involves written submissions, hearings, interim reports, reviews, and a final report which becomes a ruling within 60 days unless consensus rejects it. The entire dispute settlement process from initial consultations through appeal can take up to 15 months to complete.
Insider trading involves trading in the securities of a company by individuals with access to non-public, material information about that company. Insiders include people connected to the company like directors, employees and family members. They are prohibited from trading based on unpublished price sensitive information. Insider trading regulations define insiders, unpublished price sensitive information, disclosure requirements and penalties for non-compliance. Violations are punishable by monetary penalties, imprisonment or both.
Convention on Contracts for Int'l Sale of Goods, CISG 1980.FarooqSanawan
The document discusses the United Nations Convention on Contracts for the International Sale of Goods (CISG), which was adopted in 1980 to harmonize international sales law. It notes that prior to the CISG, international sales disputes had to be resolved through domestic courts applying different laws. The CISG aims to provide uniform rules and reduce uncertainty. It applies to contracts between parties in different signatory countries and can be incorporated by choice. The document provides an overview of the history and provisions of the CISG, including formation of contracts, obligations of buyers and sellers, remedies, and exemptions. It considers whether Pakistan should ratify the CISG given it currently applies its 1930 Sale of Goods Act to international sales.
Presentation on The competition act(2002)satya pal
The document summarizes the key aspects of the Competition Act of 2002 in India. It discusses the objectives of eliminating anti-competitive practices and promoting fair competition. The main features covered are the prohibition of anti-competitive agreements such as cartels, abuse of dominant market positions, and regulations governing mergers and acquisitions. Enforcement is carried out by the Competition Commission of India through investigations and imposition of penalties. The act aims to protect consumer welfare and ensure fair competition in the market.
The document discusses antidumping law and investigations. It provides background on key concepts like dumping, injury determination, calculation of dumping margins, the antidumping investigation process, history and criticisms of antidumping measures. It also includes case studies on Indian telecom equipment and the US shrimp industry organizing against antidumping actions.
Cartels and Anti-Competitive Agreement: A Critical StudyKritika Goel
A study of the formation of cartels in India and statutory measures taken to control cartels in the light of the most celebrated case with respect to cartel formation in India known as the cement industry case.
The primary objective оf this study is tо break down if there is cartelizatiоn in the bond business in India and tо what degree. I alsо wish tо cоmpare the Mоnоpоlistic and Restrictive Trade Practices Act, 1969 ("MRTP") with the Cоmpetitiоn Act and pоint оut shоrtcоmings fоr detectiоn and cоntrоl оf cartels.
GATT was created in 1947 to regulate international trade and lasted until 1995 when it was replaced by the WTO. The WTO was established in 1995 and currently has 164 member countries. It aims to liberalize trade through principles like non-discrimination, transparency, and reciprocal trade commitments between members. The WTO administers trade agreements and acts as a forum for negotiations and resolving disputes between countries.
Table of Contents
General Agreement on Tariffs and Trade 3
First Phase : 5
Second Phase : 5
Third Phase : 5
OBJECTIVES OF GATT : 5
OBJECTIVES OF GATT : 5
FUNDAMENTAL PRINCIPLES OF GATT : 5
OTHER FUNCTIONS OF GATT : 5
OTHER FUNCTIONS OF GATT : 5
Did GATT succeed? : 6
Slide 20: 6
Slide 21: 6
Slide 22: 6
Slide 23: 6
Slide 24: 6
Difference between GATT & WTO 7
This document discusses the principle of national treatment under international trade law. Some key points:
- National treatment means imported goods should receive no less favorable treatment than domestic goods once they enter the market. It is a central WTO principle to eliminate non-tariff barriers.
- The document examines national treatment provisions in GATT, GATS, and TRIPS. It also discusses exceptions for government procurement and domestic subsidies.
- Two case summaries are provided. In Japan - Alcoholic Beverages, a Japanese tax scheme was found to violate national treatment by taxing imported vodka higher than domestic shochu. In Korea - Alcoholic Beverages, Korea's tax regime also violated national treatment by imposing lower taxes on
This document discusses cartels, which are formal agreements among competing firms or countries to fix prices, marketing, and production to raise profits. It defines cartels and describes different types. Conditions for cartel success include the ability to detect and prevent cheating between members. However, cartels often fail due to a lack of trust between firms and cheating by overproducing or lowering prices. Examples of cartels discussed include OPEC and historical oil companies. American antitrust law prohibits cartel practices that reduce competition or create monopolies. The document concludes that cartel agreements are unstable and incentives remain to re-form broken cartels.
The document discusses cartelization in the Indian cement industry. It notes that India saw a sudden and sharp increase in cement prices in 2007, with some prices rising 17% in a single month. The anti-monopoly watchdog issued notices to 14 major cement firms for suspected collusive behavior. While cartels are illegal, the probability of ongoing collusive behavior among major cement players in India continues. It took a long time to rule on past cases of cartelization in the 1990s. High cement prices seriously impact the growth of industries like construction that have high investment needs.
The document discusses a study conducted on the United Nations Conference on Trade and Development (UNCTAD). It provides objectives of the study which include understanding UNCTAD's objectives, areas of work, meetings, relationship with other agencies, and advantages. It then provides an introduction on increasing globalization and challenges faced by developing countries. It outlines UNCTAD's history, organization structure, main areas of work, objectives, meetings, and the New International Economic Order concept.
This document discusses oligopoly and monopolistic competition. It defines oligopoly as a market with a few sellers selling homogeneous or differentiated products. Key characteristics of oligopoly include few sellers, interdependence between sellers, and uncertainty. The document also describes types of oligopoly markets like price wars and collusion. It discusses the kinked demand curve model of price rigidity in oligopoly. The document then defines monopolistic competition as a market with many producers of differentiated products having some monopoly power and free entry/exit. It notes characteristics like product differentiation and selling costs. [/SUMMARY]
This presentation discusses cartels in India under the Competition Act 2002. It defines cartels and outlines their treatment in Sections 2 and 3 of the Act. Notable cases where cartels were found include those in the soda ash and cement industries. Joint ventures are exempt if they improve efficiency. Suggestions include better detecting small cartels through more regulatory units. In conclusion, the Competition Commission of India has stronger powers than its predecessor to address anticompetitive cartels.
An anti-dumping duty is a protectionist tariff that a domestic government imposes on foreign imports that it believes are priced below fair market value. To protect local businesses and markets, many countries impose stiff duties on products they believe are being dumped in their national market.
This document provides an overview of anti-dumping measures under the WTO regime. It discusses the historical background of anti-dumping laws, including key agreements. It outlines the conditions for imposing anti-dumping duties, including determining dumping, injury, and the causal link. It explains the process for investigations and provides examples of disputes related to anti-dumping measures.
The informant alleged that Yash Raj Films violated competition law by requiring theaters to agree to screen two of their upcoming films together in order to screen their blockbuster film Ek Tha Tiger. The Commission found that (1) while the agreement was a tie-in arrangement, tie-ins are not automatically illegal and this one did not appreciably reduce competition; (2) the agreement did not create barriers to entry or drive out competitors; and (3) Yash Raj Films was not shown to be dominant in the film industry market. Therefore, the Commission concluded the agreement did not violate Sections 3 or 4 of India's competition law.
Trade related investment measures {trims}suyash gunjal
The document discusses the Agreement on Trade-Related Investment Measures (TRIMs) of the WTO. It provides background on TRIMs, including that they prohibit certain trade-related investment measures imposed by countries that discriminate against foreign investment or violate WTO principles. It summarizes a dispute between the US, EU and India involving India's local content requirements and trade balancing requirements in its automotive sector, which were found to be inconsistent with TRIMs. It also notes developing countries' concerns that TRIMs limit their policy space for industrialization.
The Agreement on Trade-Related Investment Measures (TRIMs) aims to promote trade liberalization while ensuring competition. It recognizes that certain investment measures can distort trade. The TRIMs Agreement clarifies that GATT Articles III (national treatment) and XI (prohibition of quantitative restrictions) apply to investment measures related to trade in goods. It includes an illustrative list of measures inconsistent with these articles, such as local content requirements and import/export balancing requirements. The agreement establishes notification requirements for members and transition periods for eliminating inconsistent measures. It focuses on limiting investment measures' impact on trade in goods and does not regulate foreign investment or services.
The General Agreement on Tariffs and Trade (GATT) was negotiated in 1947 and was designed to reduce trade barriers and encourage free trade. It provided an international forum for negotiating tariff reductions and resolving trade disputes. While GATT was successful in significantly reducing tariffs over time, growing non-tariff barriers and subsidies in response to economic difficulties undermined its effectiveness. This led to negotiations in the 1980s and 1990s that transformed GATT into the World Trade Organization in 1995 to strengthen and expand the global trading system to address new challenges.
OPEC was established in 1960 in Baghdad by 5 founding members: Iran, Iraq, Kuwait, Saudi Arabia and Venezuela. It is headquartered in Vienna and coordinates policies among its 13 member countries, who collectively possess over 70% of global crude oil reserves. OPEC aims to ensure stable oil supplies and prices to both producing and consuming countries. In recent years, price wars between Russia and Saudi Arabia have led to sharp drops in crude prices, greatly impacting oil-exporting countries and global energy markets. The COVID-19 pandemic has further disrupted supply and demand, threatening the oil industry. OPEC and its members must now realign strategies to navigate these challenges and changing energy landscapes over the long
The document summarizes the WTO's dispute settlement system. It was established in 1994 to settle trade disputes between WTO members. The Dispute Settlement Body oversees the process and aims to settle disputes through consultations if possible. If consultations fail, a panel is appointed to review the case and issue a ruling. The panel process involves written submissions, hearings, interim reports, reviews, and a final report which becomes a ruling within 60 days unless consensus rejects it. The entire dispute settlement process from initial consultations through appeal can take up to 15 months to complete.
Insider trading involves trading in the securities of a company by individuals with access to non-public, material information about that company. Insiders include people connected to the company like directors, employees and family members. They are prohibited from trading based on unpublished price sensitive information. Insider trading regulations define insiders, unpublished price sensitive information, disclosure requirements and penalties for non-compliance. Violations are punishable by monetary penalties, imprisonment or both.
Convention on Contracts for Int'l Sale of Goods, CISG 1980.FarooqSanawan
The document discusses the United Nations Convention on Contracts for the International Sale of Goods (CISG), which was adopted in 1980 to harmonize international sales law. It notes that prior to the CISG, international sales disputes had to be resolved through domestic courts applying different laws. The CISG aims to provide uniform rules and reduce uncertainty. It applies to contracts between parties in different signatory countries and can be incorporated by choice. The document provides an overview of the history and provisions of the CISG, including formation of contracts, obligations of buyers and sellers, remedies, and exemptions. It considers whether Pakistan should ratify the CISG given it currently applies its 1930 Sale of Goods Act to international sales.
Presentation on The competition act(2002)satya pal
The document summarizes the key aspects of the Competition Act of 2002 in India. It discusses the objectives of eliminating anti-competitive practices and promoting fair competition. The main features covered are the prohibition of anti-competitive agreements such as cartels, abuse of dominant market positions, and regulations governing mergers and acquisitions. Enforcement is carried out by the Competition Commission of India through investigations and imposition of penalties. The act aims to protect consumer welfare and ensure fair competition in the market.
The document discusses antidumping law and investigations. It provides background on key concepts like dumping, injury determination, calculation of dumping margins, the antidumping investigation process, history and criticisms of antidumping measures. It also includes case studies on Indian telecom equipment and the US shrimp industry organizing against antidumping actions.
Cartels and Anti-Competitive Agreement: A Critical StudyKritika Goel
A study of the formation of cartels in India and statutory measures taken to control cartels in the light of the most celebrated case with respect to cartel formation in India known as the cement industry case.
The primary objective оf this study is tо break down if there is cartelizatiоn in the bond business in India and tо what degree. I alsо wish tо cоmpare the Mоnоpоlistic and Restrictive Trade Practices Act, 1969 ("MRTP") with the Cоmpetitiоn Act and pоint оut shоrtcоmings fоr detectiоn and cоntrоl оf cartels.
GATT was created in 1947 to regulate international trade and lasted until 1995 when it was replaced by the WTO. The WTO was established in 1995 and currently has 164 member countries. It aims to liberalize trade through principles like non-discrimination, transparency, and reciprocal trade commitments between members. The WTO administers trade agreements and acts as a forum for negotiations and resolving disputes between countries.
Table of Contents
General Agreement on Tariffs and Trade 3
First Phase : 5
Second Phase : 5
Third Phase : 5
OBJECTIVES OF GATT : 5
OBJECTIVES OF GATT : 5
FUNDAMENTAL PRINCIPLES OF GATT : 5
OTHER FUNCTIONS OF GATT : 5
OTHER FUNCTIONS OF GATT : 5
Did GATT succeed? : 6
Slide 20: 6
Slide 21: 6
Slide 22: 6
Slide 23: 6
Slide 24: 6
Difference between GATT & WTO 7
This document discusses the principle of national treatment under international trade law. Some key points:
- National treatment means imported goods should receive no less favorable treatment than domestic goods once they enter the market. It is a central WTO principle to eliminate non-tariff barriers.
- The document examines national treatment provisions in GATT, GATS, and TRIPS. It also discusses exceptions for government procurement and domestic subsidies.
- Two case summaries are provided. In Japan - Alcoholic Beverages, a Japanese tax scheme was found to violate national treatment by taxing imported vodka higher than domestic shochu. In Korea - Alcoholic Beverages, Korea's tax regime also violated national treatment by imposing lower taxes on
This document discusses cartels, which are formal agreements among competing firms or countries to fix prices, marketing, and production to raise profits. It defines cartels and describes different types. Conditions for cartel success include the ability to detect and prevent cheating between members. However, cartels often fail due to a lack of trust between firms and cheating by overproducing or lowering prices. Examples of cartels discussed include OPEC and historical oil companies. American antitrust law prohibits cartel practices that reduce competition or create monopolies. The document concludes that cartel agreements are unstable and incentives remain to re-form broken cartels.
The document discusses cartelization in the Indian cement industry. It notes that India saw a sudden and sharp increase in cement prices in 2007, with some prices rising 17% in a single month. The anti-monopoly watchdog issued notices to 14 major cement firms for suspected collusive behavior. While cartels are illegal, the probability of ongoing collusive behavior among major cement players in India continues. It took a long time to rule on past cases of cartelization in the 1990s. High cement prices seriously impact the growth of industries like construction that have high investment needs.
The document discusses cartelization and collusion trends in the aviation sector. It provides context on what cartelization is and how firms may organize to set prices, reduce competition, and share resources. It also examines some examples of cartelization efforts in the aviation industry, such as partnerships between Jet Airways and Kingfisher Airlines in India. The document outlines factors that can contribute to the sustainability of cartels and discusses the history of collusion in general terms. It analyzes several proposed alliances between major airlines that were rejected by regulators due to potential competitive effects.
The document summarizes several cartel enforcement cases focusing on procedural issues in proving participation in cartels and reducing fines due to procedural breaches:
1) Cases involving grocery store chains in Latvia where the competition council found clear object cases of market allocation but the Senate decision found they were generally effects cases.
2) The Pfeiderer case where the ECJ ruled national courts can assess whether disclosure of leniency applications is necessary for claimants to obtain damages for cartel harms.
3) Several cases where the General Court reduced fines or found the European Commission failed to prove cartel participation due to insufficient, unreliable, or conflicting evidence.
OPEC is an example of a cartel. A cartel is a formal agreement among competing firms in an oligopolistic industry to fix prices, marketing, and production to increase profits by reducing competition. OPEC is the most well-known international cartel, with its members regularly meeting to decide each country's allowed oil production levels. As the largest oil producing and exporting cartel, OPEC functions to enforce production quotas among its members and influence global oil prices through coordinating supply.
This document discusses various measures of dispersion in statistics including range, mean deviation, variance, and standard deviation. It provides definitions and formulas for calculating each measure along with examples using both ungrouped and grouped frequency distribution data. Box-and-whisker plots are also introduced as a graphical method to display the five number summary of a data set including minimum, quartiles, and maximum values.
If everything were the same, we would have no need of statistics. But, people's heights, ages, etc., do vary. We often need to measure the extent to which scores in a dataset differ from each other. Such a measure is called the dispersion of a distribution.
OPEC acts as a cartel by controlling the global supply of oil in order to influence prices. As a cartel, OPEC sets production quotas for its members with the goal of maintaining high oil prices. However, the incentive for individual members to cheat on quotas and increase production for higher profits challenges the stability of the cartel. While OPEC was able to significantly impact oil prices in the short-run when demand and supply are inelastic, the cartel has struggled to maintain high prices in the long-run as demand and supply of oil become more elastic. The rise of non-OPEC oil producers has also eroded OPEC's ability to single-handedly control global oil supply and
This document discusses oligopolistic market structures and provides examples of cartels. It summarizes that an oligopoly is characterized by a small number of firms producing either homogeneous or heterogeneous products. A cartel is an explicit agreement among firms in an oligopoly to fix prices, output levels, or market shares. Examples of successful cartels mentioned are OPEC and De Beers. The document also discusses collusion, game theory, and provides an example of cellular operators in India engaging in collusive practices.
This document discusses various measures of dispersion used in statistics. It begins by stating the learning objectives are to calculate common measures of dispersion from grouped and ungrouped data, including range, interquartile range, mean deviation, and standard deviation. It then defines dispersion as the scatteredness of data around the average and explains why measures of dispersion are needed, such as to determine the reliability of an average. The document proceeds to explain different measures of dispersion like range, interquartile range, mean deviation, and standard deviation. It concludes by stating that while no single measure is ideal, the standard deviation is the most important as it is most frequently used and considers the value of every observation.
The document provides information and examples about calculating the mean, median, and mode of data sets, which are measures of central tendency. It explains that the mean is the average, the median is the middle number, and the mode is the number that occurs most frequently. Several examples are given of calculating the mean, median, and mode of different data sets and determining which measure best describes a particular data. The document concludes by giving homework problems involving calculating measures of central tendency and determining perimeters of rectangles.
This document defines and provides instructions for calculating mean, median, mode, and range for a set of numbers. It defines each term, explains the steps to calculate each, and provides examples of calculating mean, median, mode, and range for practice number sets.
This document defines and provides examples for calculating the mean, median, mode, and range of a data set. It explains that the mean is calculated by adding all values and dividing by the number of values, the median involves ordering values and selecting the middle one, the mode is the most frequent value, and the range is the difference between the highest and lowest values. Examples are given for each statistical measure.
This document provides an overview of intellectual property rights (IPR) and various types of IPR. It discusses industrial designs, patents, trademarks, trade secrets, geographical indications, and copyright. For each type of IPR, it provides a definition and brief description. It also discusses IPR in India, including the constitutional aspects, different acts governing IPR, and the objectives and provisions of patents in India. The document is presented as part of a lecture on IPR and contains questions to prompt discussion.
Mean, Median, Mode: Measures of Central Tendency Jan Nah
There are three common measures of central tendency: mean, median, and mode. The mean is the average value found by dividing the sum of all values by the total number of values. The median is the middle value when values are arranged from lowest to highest. The mode is the value that occurs most frequently. Each measure provides a single number to represent the central or typical value in a data set.
Here are the modes for the three examples:
1. The mode is 3. This value occurs most frequently among the number of errors committed by the typists.
2. The mode is 82. This value occurs most frequently among the number of fruits yielded by the mango trees.
3. The mode is 12 and 15. These values occur most frequently among the students' quiz scores.
The document discusses various measures used to describe the dispersion or variability in a data set. It defines dispersion as the extent to which values in a distribution differ from the average. Several measures of dispersion are described, including range, interquartile range, mean deviation, and standard deviation. The document also discusses measures of relative standing like percentiles and quartiles, and how they can locate the position of observations within a data set. The learning objectives are to understand how to describe variability, compare distributions, describe relative standing, and understand the shape of distributions using these measures.
This document provides an overview of intellectual property (IP) including the types of IP (patents, trademarks, copyright), governing bodies and laws, and key concepts around IP rights.
1. It discusses the World Intellectual Property Organization (WIPO) which promotes IP protection worldwide and is headquartered in Geneva, Switzerland.
2. The major types of IP are outlined as functional/technical inventions protected by patents, artistic works protected by copyright, and symbols/logos protected by trademarks.
3. The rights provided by patents, copyright, and trademarks are territorial in nature and regulated by country-specific laws, though international treaties allow cross-border cooperation on IP issues.
eWorld Cluster Development & the Globalized Supply Base (Part 2)Jon Hansen
eWorld Masterclass Presentation
September 28th, 2010
London, UK
One of the greatest challenges faced by both the private and public sectors in terms of driving best value decision-making, is supply base erosion. Almost irreparably damaged through ill-advised initiatives such as supply base rationalisation and low cost country sourcing (to name but two), many supplier development, engagement and utilisation programs are little more than exercises in futility. This session aims to dramatically increase your chances of success, by explaining the new dynamics of the global economy and how you can drive sustainable value through your supplier relationships.
Speaker: Jon Hansen, Procurement Insights
This document summarizes cartel cases and enforcement efforts around the world, with a focus on lessons for India. It discusses how cartels negatively impact markets and consumers. It provides examples of major international cartel cases investigated and fined by competition authorities in the European Union, United States, and other countries. It also briefly discusses three cartel cases investigated in India under previous competition law. The document aims to increase awareness of cartels as an economic offense and highlight factors for India's new Competition Commission to consider in cartel investigations.
This document discusses cartels, including what they are, different types, how they can succeed or fail, and their impact. A cartel is a formal agreement between producers to regulate supply and prices in order to maximize profits. They aim to increase profits by fixing prices, limiting supply, or other means. While cartels can benefit members by avoiding price competition, they often fail due to cheating or lack of cooperation between firms and create inefficiencies in the market. The only legal cartel is OPEC, which restricts oil production through quotas.
After 10 years analysing the patent market, we have some very direct advice this year. If you are in-house counsel, to borrow a line from Samuel L Jackson: “Hold onto your butts.” These next few years are going to be tough. If you have not already signed up with a defensive aggregator such as Unified Patents, RPX, the Open Invention Network, the License on Transfer (LOT) Network or Allied Security Trust (AST), we recommend dusting off your defensive strategy and re-evaluating it.
Anti-money laundering and financial crime risks are very topical issues for banks, both large and small. Recent events show the impact these issues can have on banks ranging from HSBC to Banca Privada d’Andorra. In its 2015/16 business plan, the Financial Conduct Authority has said that financial crime is one of its top seven risks, replacing rapid house price growth. We can expect to see sustained regulatory attention in this area.
This document discusses key concepts related to international trade, including balance of payments, protectionism, trade barriers, efforts to ease trade restrictions, and international organizations that influence the global trade environment. It defines balance of payments and explains that protectionism involves various legal and non-tariff barriers countries use to restrict imports. Common trade barriers like tariffs, quotas, standards and subsidies are outlined. Agreements like GATT and the WTO as well as the IMF and World Bank aim to reduce barriers and promote stable international trade.
The document discusses competition and monopolies in the economy. It provides details on antitrust legislation in the US that was enacted to encourage competition and limit monopolies. The Sherman Antitrust Act of 1890 was the first such law, followed by others like the Clayton Act of 1914 and Robinson-Patman Act of 1936. These acts established regulatory agencies and defined prohibited practices like price discrimination and interlocking directorates. The types of mergers - horizontal, vertical, and conglomerate - are also explained along with examples. Finally, the role of government in regulating industries and balancing competition through oversight of mergers and business practices is summarized.
This document discusses issues around transparency and corruption in the allocation of oil contracts and licenses in Africa. It finds that governments in Angola and Nigeria often lack transparency in how they choose companies for oil contracts and licenses. In some cases it appears companies have been given special access, raising doubts about the integrity of the process. It also notes that governments sometimes award licenses to companies whose true owners, or beneficial owners, are hidden, raising suspicions that government officials or their proxies may own some companies. The document recommends measures like public disclosure of license allocation rationales and beneficial ownership to increase transparency and reduce corruption.
This document discusses mergers and acquisitions (M&As) from a global and regional perspective. It defines M&As and explains their use as a way for companies to grow through consolidation rather than organic growth. The document contrasts M&As with greenfield investments as two methods for foreign direct investment. It also discusses how regional trade agreements and reductions in barriers have led to increased cross-border M&As and foreign investment flows within regions.
A detailed presentation on the provisions of the Competition Act, 2002 ,in so far as it relates to the anti-competitive agreements and cartels during a seminar on competition policy and law in Kerala. This was a part of advocacy function of the Competition Commission of India (CCI).
The document discusses concerns about valuations and liquidity in GCC stock markets. It argues that current valuations cannot be justified by economic fundamentals and rely too heavily on liquidity from local investors. When domestic investors decide to sell, it is unclear who will replace them as buyers. The document also discusses how increased competition from globalization and WTO membership could reduce profitability in Saudi industries like banking and petrochemicals that currently benefit from protection. Finally, it notes that Dubai's economy is heavily exposed to lower asset prices through its real estate and stock markets.
6. price squeezes with positive margins in eu competition law. economic and ...Matias González Muñoz
This document summarizes and critiques the positive margin squeeze theory established in the TeliaSonera case law. It argues the theory is flawed on both economic and legal grounds. Through a numerical bakery example, it shows that any wholesale input price above marginal cost but allowing the competitor a positive margin cannot yield exclusionary effects, as the competitor can remain profitable, save profits, and eventually invest to become vertically integrated. It concludes the sole rationale for intervening in such cases is that the input price makes the competitor's life comparatively more difficult, but any price will have this effect, so the input price is causally irrelevant. The positive margin squeeze theory is an economic and legal "zombie" that can be disregarded.
Foreign direct investment (FDI) and multinational enterprises (MNEs) are linked - when a firm invests directly in a foreign country to produce or market a product, it engages in FDI and becomes a MNE. The presentation discusses factors that have contributed to growth in FDI over 30 years and industries receiving most FDI in Australia. It also addresses the shift in FDI from extractive/manufacturing industries to services and implications for MNEs, as well as why firms engage in FDI when alternatives exist and how location advantages influence these decisions.
Carrefour broke from its ROI model and set up a videogame area for teenage boys before Christmas that was constantly busy. Overall, brands are investing more in retail experiences and tailored communication for shoppers in-store. Dubai Shopping Festival brought over 3 million visitors despite a 2% drop in spending due to economic issues. Retailers are showing flexibility through strategies like restructuring and focusing on male grooming.
Public Private Dialogue on Institutional and Policy Reform for Export Success...Ahmed Qadir
- The document discusses a public-private dialogue on institutional and policy reform for export success in Pakistan. It focuses on competition and the intersection with trade.
- It argues that open borders and competition lead to better quality, more options, and better prices for consumers. Competition policy aims to preserve fair competition and promote a competitive environment.
- There are synergies between trade, investment, and competition policies that together have a greater impact than individual effects. Institutional and policy reforms are needed from both international and domestic perspectives to effectively promote competition.
1. The document discusses various theories of oligopoly market structure, including game theory, the kinked demand curve theory, the Bertrand model, cartel theory, and Cournot's model.
2. Game theory and the kinked demand curve theory explain why firms in an oligopoly may choose to advertise or keep prices rigid. The Bertrand model analyzes price competition between firms producing homogeneous goods.
3. Cartel theory discusses how firms may coordinate production and prices to behave like a monopolist. However, cartels are unstable due to incentives for members to cheat.
4. Cournot's model analyzes duopoly competition through strategic output decisions. It remains a standard tool but
Addicted to Tax Havens the secret life of the FTSE100Dr Lendy Spires
The document analyzes research conducted by ActionAid on the use of tax havens by FTSE 100 companies. Some key findings include:
- 98 of the 100 largest UK companies listed on the London Stock Exchange use tax havens.
- The banking sector makes heaviest use of tax havens, with the "big four" UK banks having over 1,600 subsidiaries in tax havens.
- Other major users include oil/mining companies like Shell and BP, as well as British American Tobacco with over 200 tax haven subsidiaries.
- Common tax havens used include Jersey, the Cayman Islands, Luxembourg, and the US state of Delaware, often for "mailbox" companies with no real business
SWISS TRADING COMPANIES, AFRICAN OIL AND THE RISKS OF OPACITY GE 94
Swiss commodity trading companies buy a
considerable share of the oil sold by African
governments. The payments made by Swiss
companies generate a significant portion of public
revenues in some of the world’s poorest countries,
and are subject to governance risks as they take place
in environments of weak institutions and widespread
corruption. To date, however, these important
transactions have escaped oversight due to opaque
corporate practices and weak regulation.
A quick guide to competition and consumer protection laws that affect your ...Irfaan Bahadoor
The document provides a quick guide to competition and consumer protection laws that affect businesses in the UK. It summarizes that the Competition Act prohibits anti-competitive agreements between businesses and abuse of a dominant market position. It also discusses rules around mergers, cartels, advertising credit, unfair commercial practices, and issuing contracts. The guide aims to help businesses understand and comply with relevant laws to avoid penalties and protect consumers.
The cultural environment includes factors such as customs, traditions, religion, language, and attitudes that influence consumer behavior in foreign markets. Understanding differences in cultural values is important for international marketers to effectively adapt marketing strategies for different cultures. Failure to account for cultural differences can negatively impact acceptance of products and services in foreign markets.
There are over 1.2 million NGOs in India, with around half being rural-based organizations. The document discusses several NGOs operating in India, including BRAC which is the world's largest, and provides examples of their work in areas like education, healthcare, women's empowerment, and the environment. It also outlines the development philosophies and community-focused approaches these organizations take, such as employing Gandhian principles and generating participation at the local level.
The document discusses ITC's e-Choupal initiative, which was started in 2000 to address challenges small farmers in India faced related to middlemen dominating the supply chain. The e-Choupal model establishes internet kiosks in villages operated by a local farmer trained as a "Sanchalak" to provide farmers access to real-time local and global market prices and help them make informed decisions. The initiative now covers over 40,000 villages across 15 states, empowering over 8 million farmers to get a better deal. It has significantly reduced transaction costs for farmers in the mandi system by cutting out middlemen.
Branding refers to featuring brands in films and TV shows to promote products. Casino Royale featured several brands in its scenes. In-film branding can boost product awareness and sales if done effectively. Recommendations are made to maximize the benefits of in-film branding.
The deal between Bharti Airtel and MTN to create a telecom giant was called off in October 2009 due to involvement of the South African government and issues around dual listing and foreign direct investment policies. In May 2008, MTN announced talks with Bharti Airtel, and by May 2009 many shareholders supported the $23 billion deal, though they sought price improvements. After extending exclusive talks, the deal ultimately fell through in October 2009 due to regulatory hurdles.
The Mid-Day Meal Scheme in India aims to improve nutrition, encourage school attendance, and promote local agricultural production. It provides free lunches on school days to over 120 million children across India. The program is implemented at the school level and monitored by state governments. Coverage has expanded from primary schools to include upper primary levels. Nutritional and quality standards ensure meals provide at least 450 calories and 12 grams of protein. Private organizations now partner to serve millions of children daily and hope to reach over 20 million children by 2020. The scheme has increased enrollment and reduced dropout rates while benefiting farmers, cooks, and local economies.
The document discusses the concept of a "Purple Cow" which refers to creating something remarkable that stands out. It emphasizes the need for innovation rather than imitation in marketing. Questions are asked about whether the Purple Cow concept applies to different markets and how brand building differs from creating something remarkable. The author means that companies should reinvent themselves and what they do. Later statements discuss how marketing should be built into products and how products can do the marketing through their attributes. It concludes by stressing the importance of being unique and incorporating something remarkable into all aspects of a business.
The document discusses the revaluation of the Chinese yuan currency. It led the U.S. government to pressure China to allow its currency to rise in value due to large Chinese trade surpluses. A revaluation would make Chinese goods more expensive abroad but also raise standards of living in China by making imports cheaper. It would hurt Chinese commodity producers and U.S. consumers and retailers but benefit commodity exporters, U.S. exporters, Chinese consumers, and Chinese tourists traveling overseas. Oil prices may also rise from reduced Chinese demand.
Marketing plan for launch of a unique product PEN-PCAbhishek Agarwal
The document describes a new computer called the PEN-PC that is billed as "the computer of the future". It provides basic information about the product including its price of Rs. 45,000 and directs the reader to log onto www.penpc.com for more details. The document also mentions marketing mix and STP but does not provide any further information on those topics.
This document discusses brand communities, which are groups of people who interact based on their shared interest in a brand. It outlines how brand communities connect companies to customers and members to each other. Some key characteristics of brand communities include shared consciousness, rituals and traditions, and a sense of moral responsibility. The document then explores why companies build brand communities and some direct benefits, such as increased customer loyalty and brand advocacy. It also presents different types of brand communities that vary in exclusivity and members' involvement, like fan clubs, forums, and ambassador groups. Examples are provided and the conclusion stresses adding value to consumers outside of purchases.
This document discusses various sources of venture capital financing in India including government-controlled development finance institutions, state government-controlled institutions, public banks, private sector companies, and overseas venture capital funds. It also provides a case study of Skype, describing its initial VC investment of $250,000 which grew to a $2.1 billion acquisition, delivering a 1300x return. The document examines where VCs are focusing their investments in 2010 and concludes with an expression of gratitude.
An entrepreneur creates ice cream that never melts and pitches the idea to a venture capitalist. The venture capitalist provides $5 million for 50% of the company. With the funding, the entrepreneur grows the company, called Schechter Ice Cream, which after one year is selling 10 million ice creams per day. Schechter Ice Cream then presents to Ben and Jerry's, who offers to buy the company for a large sum, making 20 times the original investment for the venture capitalist.
The document discusses various topics related to health, food, work, families, finance, business, fitness, diet, appearance and self-image. It provides techniques for personal transformation, including cultivating mind, body and soul through discipline, respecting one's time, focusing on quality contributions that serve others, and finding lifelong happiness by pursuing one's passions. The document shares the wisdom of sages and rituals for overcoming fears and living according to the ultimate purpose of elevating others' lives through kindness.
This document provides cultural tips for conducting business in Finland and Malaysia. In Finland, attendees are expected to accept invitations to use the sauna for socializing, send meeting details like agendas and biographies in advance, and avoid humor as Finns rarely ask questions. In Malaysia, avoid wrapping gifts in white or yellow paper which have special meanings, only offer halal food if providing a gift of food, and present gifts with the right hand as gifts are typically not opened upon receipt. The document also lists influential Finnish and Malaysian businesspeople.
Guerrilla marketing focuses on creating memorable brand experiences for consumers with limited marketing budgets. It emphasizes engaging customers through grassroots efforts and empowering employees to act as brand ambassadors. If companies provide a great customer experience, positive word-of-mouth will spread the brand's message for them in a powerful way.
This presentation is about the book The monk who sold his Ferrari by Robinn S. Sharma. This presentation will teach you some rituals to simplify your life.
The document provides information about McDonald's and KFC, two of the largest fast food chains in the world. It notes that McDonald's has over 31,000 restaurants in 120 countries serving over 50 million customers daily. KFC is the world's largest chicken restaurant chain with over 11,000 restaurants in 90+ countries, owning 65% of the US chicken market. The document also briefly outlines some of McDonald's and KFC's products, marketing strategies, and expansion in India.
The document discusses brain drain, which is the emigration of skilled individuals from developing countries to developed countries. It provides historical context and discusses push factors like lack of opportunities in home countries and pull factors like better pay and facilities abroad. While brain drain has negatively impacted developing nations, some argue it can become "brain gain" if skilled emigrants return with new knowledge or if their success inspires others to remain. Larger countries experience less severe brain drain relative to their populations. Addressing factors that drive emigration like improving education and opportunities could help stem continuous losses of human capital.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
4. Firms form a cartel so that they can raise Profits 20-Jan-10 4
5. They earn greater profit by coordinating their activities rather than acting independently 20-Jan-10 5
6. Conditions for cartel success 20-Jan-10 6 Low organizational costs Cartel controls market Cheating can be detected and prevented Low expectation of severe government punishment
9. Cartel members may agree on…! Division Of Profits Price Fixing Allocation Of Customers Total Industry Output Allocation Of Territories Market Shares Bid Rigging 20-Jan-10 9
10. Why Cartels often fail ? firms don't cooperate due to a lack of trust Firms “cheat” Produce extra output (or lower the price) 20-Jan-10 10
11. Cartels: Bad for society ? Raises prices Restricts supply Makes goods and services completely unavailable 20-Jan-10 11
12. What Are the Optimal Price, Quantity, and Quota Allocation? 20-Jan-10 12
19. 2. Christie’s and Sotheby’s Christie's is a leading art business and a fine arts auction house. Sotheby's is the world's third oldest auction house in continuous operation. 20-Jan-10 Involved in price-fixing arrangement to form Cartel 17
21. 4. Seven Sisters (oil companies) Refers to seven oil companies that dominated mid 20th century oil production, refining, and distribution According to a report, 56 per cent of cartel complaints relate to the petrol sector. 20-Jan-10 19
Custom animation effects: Shrink and position circular pictures(Intermediate)Tip: This slide design includes three large, circle-shaped pictures. Each picture has a 12” diameter and is larger than the slide. You will want to use drawing guides to reproduce the effects on this slide.To display and set the drawing guides, do the following:On the Home tab, in the Slides group, click Layout, and then clickBlank. On the View tab, in the Show/Hide group, select Ruler. Right-click the slide background and select Grid and Guides.In the Grid and Guides dialog box, under Guidesettings, selectDisplaydrawingguideson screen. (Note: One horizontal and one vertical guide will display on the slide at 0.00, the default position. As you drag the guides, the cursor will display the new position.) Do the following on the slide:Press and hold CTRL, select the vertical guide, and then drag it left to the 2.83 position. Press and hold CTRL, select the vertical guide, and then drag it right to the 2.83 position.Press and hold CTRL, select the horizontal guide, and then drag it upto the 0.83 position.To reproduce the first animated picture effect on this slide, do the following:On the Insert tab, in the Illustrations group, click Picture. In the Insert Picture dialog box, select a picture and then click Insert.On the slide, select the picture. Under PictureTools, on the Format tab, in the PictureStyles group, click Picture Shape, and then under BasicShapes click Oval (first row, first option from the left).Select the oval picture. Under Picture Tools, on the Format tab, in the bottom right corner of the Size group, click the Size and Position dialog box launcher. In the Size and Position dialog box, on the Size tab, resize or crop the picture as needed so that under Size and rotate, the Height box is set to 12” and the Width box is set to 12”. Resize the picture under Size and rotate by entering values into the Height and Width boxes. Crop the picture under Crop from by entering values into the Left, Right, Top, and Bottom boxes. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:Click Align to Slide.Click AlignCenter.Click AlignMiddle. On the Animations tab, in the Animations group, click CustomAnimation.On the slide, select the picture. In the CustomAnimation task pane, do the following:Click Add Effect, point to Entrance, and then click MoreEffects. In the Add Entrance Effect dialog box, under Subtle, click Fade, and then click OK. Under Modify: Fade, do the following:In theStart list, select With Previous.In the Speed list, select Medium.Click Add Effect, point to Emphasis, and then click MoreEffects. In the Add Emphasis Effect dialog box, under Basic, click Grow/Shrink, and then click OK. Under Modify: Grow/Shrink, do the following: In the Start list, select After Previous.In the Size list, in the Custom box, enter 20%, and then press ENTER. In the Speed list, select Medium.Click Add Effect, point to Motion Paths, and then click Left. Under Modify: Left, do the following:In the Start list, select With Previous.In the Speed list, select Medium.In the Custom Animation task pane, select the third animation effect (left motion path for the first picture). On the slide, select the left motion path. Point to the endpoint (red arrow) of the selected motion path until the cursor becomes a two-headed arrow. Drag the endpoint to the intersection of the drawing guides in the upper left area of the slide (2.83 vertical left and 0.83 horizontal top).To reproduce the second animated picture effect on this slide, do the following:On the Insert tab, in the Illustrations group, click Picture. In the Insert Picture dialog box, select a picture and then click Insert.On the slide, select the picture. Under PictureTools, on the Format tab, in the PictureStyles group, click Picture Shape, and then under BasicShapes click Oval (first row, first option from the left).Select the oval picture. Under Picture Tools, on the Format tab, in the bottom right corner of the Size group, click the Size and Position dialog box launcher. In the Size and Position dialog box, on the Size tab, resize or crop the picture as needed so that under Size and rotate, the Height box is set to 12” and the Width box is set to 12”. Resize the picture under Size and rotate by entering values into the Height and Width boxes. Crop the picture under Crop from by entering values into the Left, Right, Top, and Bottom boxes. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:Click Align to Slide.Click AlignCenter.Click AlignMiddle. On the Animations tab, in the Animations group, click CustomAnimation.On the slide, select the picture. In the CustomAnimation task pane, do the following:Click Add Effect, point to Entrance, and then click MoreEffects. In the Add Entrance Effect dialog box, under Subtle, click Fade, and then click OK. Under Modify: Fade, do the following:In theStart list, select With Previous.In the Speed list, select Medium.Click Add Effect, point to Emphasis, and then click MoreEffects. In the Add Emphasis Effect dialog box, under Basic, click Grow/Shrink, and then click OK. Under Modify: Grow/Shrink, do the following: In the Start list, select After Previous.In the Size list, in the Custom box, enter 20%, and then press ENTER. In the Speed list, select Medium.Click Add Effect, point to Motion Paths, and then click Up. Under Modify: Up, do the following:In the Start list, select With Previous.In the Speed list, select Medium.In the Custom Animation task pane, select the sixth animation effect (up motion path for the second picture). On the slide, point to the endpoint (red arrow) of the selected motion path until the cursor becomes a two-headed arrow. Drag the endpoint to the intersection of the drawing guides in the upper middle area of the slide (0.00 vertical and 0.83 horizontal top). To reproduce the third animated picture effect on this slide, do the following:On the Insert tab, in the Illustrations group, click Picture. In the Insert Picture dialog box, select a picture and then click Insert.On the slide, select the picture. Under PictureTools, on the Format tab, in the PictureStyles group, click Picture Shape, and then under BasicShapes click Oval (first row, first option from the left).Select the oval picture. Under Picture Tools, on the Format tab, in the bottom right corner of the Size group, click the Size and Position dialog box launcher. In the Size and Position dialog box, on the Size tab, resize or crop the picture as needed so that under Size and rotate, the Height box is set to 12” and the Width box is set to 12”. Resize the picture under Size and rotate by entering values into the Height and Width boxes. Crop the picture under Crop from by entering values into the Left, Right, Top, and Bottom boxes. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:Click Align to Slide.Click AlignCenter.Click AlignMiddle. On the Animations tab, in the Animations group, click CustomAnimation.On the slide, select the picture. In the CustomAnimation task pane, do the following:Click Add Effect, point to Entrance, and then click MoreEffects. In the Add Entrance Effect dialog box, under Subtle, click Fade, and then click OK. Under Modify: Fade, do the following:In theStart list, select With Previous.In the Speed list, select Medium.Click Add Effect, point to Emphasis, and then click MoreEffects. In the Add Emphasis Effect dialog box, under Basic, click Grow/Shrink, and then click OK. Under Modify: Grow/Shrink, do the following: In the Start list, select After Previous.In the Size list, in the Custom box, enter 20%, and then press ENTER. In the Speed list, select Medium.Click Add Effect, point to Motion Paths, and then click Right. Under Modify: Right, do the following:In the Start list, select With Previous.In the Speed list, select Medium.In the Custom Animation task pane, select the ninth animation effect (right motion path for the third picture). On the slide, point to the endpoint (red arrow) of the selected motion path until the cursor becomes a two-headed arrow. Drag the endpoint to the intersection of the drawing guides in the upper right area of the slide (0.83 horizontal top and 2.83 vertical right).To reproduce the animated text effects on this slide, do the following:On the Insert tab, in the Text group, click TextBox. On the slide, drag to draw a text box.Enter text in the text box, and then select the text. On the Home tab, in the Font group, select Candarafrom the Font list, select24from the Font Size list, click the arrow next to Font Color, and then under Theme Colors click White, Background 1 (first row, first option from the left).On the Home tab, in the Paragraph group, click Center.On the slide, select the text box.On the Home tab, in the Clipboard group, click the arrow under Paste, and then click Duplicate. Repeat this process once more for a total of three text boxes.Click in the duplicate text boxes, and then edit the text. Select the first text box, and then drag it on the slide so that it is centered on the left vertical drawing guide at 2.83 and below the horizontal drawing guide at 0.00.Select the second text box, and then drag it on the slide so that it is centered on the vertical drawing guide at 0.00 and below the horizontal drawing guide at 0.00.Select the third text box, and then drag it on the slide so that it is centered on the right vertical drawing guide at 2.83 and below the horizontal drawing guide at 0.00.On the slide, select the first (left)text box.In the CustomAnimation task pane, do the following:Click Add Effect, point to Entrance, and then click MoreEffects. In the Add Entrance Effect dialog box, under Moderate, click Descend, and then click OK. Under Modify: Descend, in theStart list, select With Previous.Under Modify: Descend, in the Speed list, select Fast.Also in the CustomAnimation task pane, click the arrow to the right of the 10th animation effect (descend effect for the first text box), and then click Timing. In the Descend dialog box, on the Timing tab, in the Delay box, enter 2, and then click OK.On the slide, select the second (center) text box. In the CustomAnimation task pane, do the following:Click Add Effect, point to Entrance, and then click MoreEffects. In the Add Entrance Effect dialog box, under Moderate, click Descend, and then click OK. Under Modify: Descend, in theStart list, select With Previous.Under Modify: Descend, in the Speed list, select Fast.Also in the CustomAnimation task pane, click the arrow to the right of the 10th animation effect (descend effect for the first text box), and then click Timing. In the Descend dialog box, on the Timing tab, in the Delay box, enter 3, and then click OK.On the slide, select the third (right) text box. In the CustomAnimation task pane, do the following:Click Add Effect, point to Entrance, and then click MoreEffects. In the Add Entrance Effect dialog box, under Moderate, click Descend, and then click OK. Under Modify: Descend, in theStart list, select With Previous.Under Modify: Descend, in the Speed list, select Fast.Also in the CustomAnimation task pane, click the arrow to the right of the 10th animation effect (descend effect for the first text box), and then click Timing. In the Descend dialog box, on the Timing tab, in the Delay box, enter 4, and then click OK.To reproduce the background effects on this slide, do the following:On the Design tab, in the bottom right corner of the Background group, click the FormatBackground dialog box launcher. In the FormatBackground dialog box, in the left pane, click Fill. In the Fill pane, click Picture or text fill, and then under InsertFrom, click File. In the Insert Picture dialog box, select a picture and then click Insert.Also the FormatBackground dialog box, in the left pane, click Picture. In the Picture pane, click the button next to Recolor, and then under ColorModes click Grayscale (first option from the left).
SmartArt custom animation effects: horizontal organization chart(Intermediate)Tip: The instructions below describe how to reproduce the exact organization chart and animation effects in the example above. In the animation procedures, the number of animation effects that require modification in the Custom Animation task pane will vary if the chart contains a different number of managers and employees.To reproduce the background effects on this slide, do the following:On the Home tab, in the Slides group, click Layout, and then clickBlank. On the Design tab, in the Background group, click BackgroundStyles, and then click Style 8 (second row, fourth option from the left). (Note: If this action is taken in a PowerPoint presentation containing more than one slide, the background style will be applied to all of the slides.)To insert and arrange the SmartArt effects on this slide, do the following:On the Insert tab, in the Illustrations group, click SmartArt. In the Choose a SmartArt Graphic dialog box, in the left pane, click Hierarchy. In the Hierarchy pane, click Horizontal Labeled Hierarchy (second row, second option from the left), and then click OK to insert the graphic into the slide.Select the graphic, and then click one of the arrows on the left border. In the Type your text here dialog box, next to the first first-level bullet, enter DIRECTOR (or the name of the director). Next to the bullets for the second-level rectangles, enter MANAGER 1 and MANAGER 2 (or the names of the managers). Also in the Typeyourtext here dialog box, do the following:In the second first-level bullet, enter LEVEL 1.In the third first-level bullet, enter LEVEL 2.In the fourth first-level bullet, enter LEVEL 3.On the slide, do the following to add employee rectangles:Right-click the MANAGER 1 rectangle, point to Add Shape, and then click Add Shape Below. Right-click the MANAGER 2 rectangle, point to Add Shape, and then click Add Shape Below.Select the graphic, and then click one of the arrows on the left border. In the Type your text here dialog box, next to each of the five third-level bullets, enter EMPLOYEE (or the names of the employees).Select the graphic. Under SmartArt Tools, on the Format tab, click Size, and then do the following:In the Height box, enter6.82”.In the Width box, enter 9.3”. Under SmartArt Tools, on the Format tab, click Arrange, click Align, and then do the following:Click Align to Slide.Click Align Bottom. Click Align Center. Press and hold SHIFT, and then select all of the rectangles in the graphic. Under SmartArtTools, on the Format tab, in the Shapes group, click ChangeShape, and then under Rectangles click SnipDiagonalCornerRectangle (fifth option from the left).Press and hold SHIFT, and then select all three large level rectangles in the graphic. On the LEVEL 1 rectangle, on the middle of the left edge, drag the blue square adjustment handle slightly to the left to increase the width of all three rectangles. Press and hold SHIFT, and then select all of the director, manager, and employee rectangles. On the director rectangle, on the middle of the left edge, drag the blue square adjustment handle slightly to the left to increase the width of all the selected rectangles. If you would like to modify the number of directors, managers, and employees in the chart to match the structure of your organization, do one or more of the following: To add a rectangle within a particular level, right-click one of the rectangles in that level, point to Add Shape, and then click Add Shape After or Add Shape Before. To add a rectangle above another rectangle, right-click the lower-level rectangle, point to Add Shape, and then click Add Shape Above. To add a rectangle below another rectangle, right-click the higher-level rectangle, point to Add Shape, and then click Add Shape Below. To delete a rectangle, select the rectangle and then press DELETE.To add text to new rectangles, select the graphic, and then click one of the arrows on the left border. In the Type your text here dialog box, enter text. To reproduce the LEVEL 1 rectangle effects on this slide, do the following:On the slide, select the LEVEL 1 rectangle. On the Home tab, in the Font group, enter 24 in the Font Size box, click Character Spacing and then click Loose, and then click the arrow next to Font Color and click Blue, Accent 1, Lighter 40% (fourth row, fifth option from the left).On the Home tab, in the bottom right corner of the Drawing group, click the FormatShape dialog box launcher. In the FormatShape dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:In the Type list, select Linear.Click the button next to Direction, and then click LinearDown (first row, second option from the left).Under Gradient stops, click Add or Remove until two stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, and then under Theme Colors click Black, Background 1 (first row, first option from the left). Select Stop 2 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, and then under Theme Colors clickBlack, Background 1(first row, first option from the left).In the Transparency box, enter 100%.Also in the FormatShape dialog box, click LineColor in the left pane, select Gradient line in the LineColor pane, and then do the following:In the Type list, select Linear.Click the button next to Direction, and then click LinearDown (first row, second option from the left).Under Gradient stops, click Add or Remove until two stops appear in the drop-down list. Also under Gradient stops, customize the gradient stops as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, and then under Theme Colors click Blue, Accent 1, Lighter 40% (fourth row, fifth option from the left). Select Stop 2 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, and then under Theme Colors clickBlack, Background 1 (first row, first option from the left). In the Transparency box, enter 100%.Also in the FormatShape dialog box, click LineStyle in the left pane. In the LineStyle pane, in the Width box, enter 1.5pt.Also in the FormatShape dialog box, click TextBox in the left pane, and then do the following in the TextBox pane:Under Textlayout, in the Verticalalignment list, select Top. Under Internalmargin, in the Left box, enter 0.19”.Under Internalmargin, in the Top box, enter 0.4”.Under Internalmargin, in the Right box, enter 0.19”.Under Internalmargin, in the Bottom box, enter 0.19”.To reproduce the LEVEL 2 rectangle effects on this slide, do the following:On the slide, select the LEVEL 2 rectangle. On the Home tab, in the Font group, enter 24 in the Font Size box, click Character Spacing and then click Loose, and then click the arrow next to Font Color and click Purple, Accent 4, Lighter 40% (fourth row, eighth option from the left).On the Home tab, in the bottom right corner of the Drawing group, click the FormatShape dialog box launcher. In the FormatShape dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:In the Type list, select Linear.Click the button next to Direction, and then click LinearDown (first row, second option from the left).Under Gradient stops, click Add or Remove until two stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, and then under Theme Colors click Black, Background 1 (first row, first option from the left). Select Stop 2 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, and then under Theme Colors clickBlack, Background 1(first row, first option from the left).In the Transparency box, enter 100%.Also in the FormatShape dialog box, click LineColor in the left pane, select Gradient line in the LineColor pane, and then do the following:In the Type list, select Linear.Click the button next to Direction, and then click LinearDown (first row, second option from the left).Under Gradient stops, click Add or Remove until two stops appear in the drop-down list. Also under Gradient stops, customize the gradient stops as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, and then under Theme Colors click Purple, Accent 4, Lighter 40% (fourth row, eighth option from the left). Select Stop 2 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, and then under Theme Colors clickBlack, Background 1 (first row, first option from the left). In the Transparency box, enter 100%.Also in the FormatShape dialog box, click LineStyle in the left pane. In the LineStyle pane, in the Width box, enter 1.5pt.Also in the FormatShape dialog box, click TextBox in the left pane, and then do the following in the TextBox pane:Under Textlayout, in the Verticalalignment list, select Top. Under Internalmargin, in the Left box, enter 0.19”.Under Internalmargin, in the Top box, enter 0.4”.Under Internalmargin, in the Right box, enter 0.19”.Under Internalmargin, in the Bottom box, enter 0.19”.To reproduce the LEVEL 3 rectangle effects on this slide, do the following:On the slide, select the LEVEL 3 rectangle. On the Home tab, in the Font group, enter 24 in the Font Size box, click Character Spacing and then click Loose, and then click the arrow next to Font Color and click Olive Green, Accent 3, Lighter 40% (fourth row, seventh option from the left).On the Home tab, in the Drawing group, click the FormatShape Dialog Box Launcher. In the FormatShape dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:In the Type list select Linear.Click the button next to Direction, and then clickLinearDown (first row, second option from the left).Under Gradient stops, click Add or Remove until two stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, and then under Theme Colors click Black, Background 1 (first row, first option from the left). Select Stop 2 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, and then under Theme Colors clickBlack, Background 1(first row, first option from the left).In the Transparency box, enter 100%.Also in the FormatShape dialog box, click LineColor in the left pane, select Gradient line in the LineColor pane, and then do the following:In the Type list, select Linear.Click the button next to Direction, and then click LinearDown (first row, second option from the left).Under Gradient stops, click Add or Remove until two stops appear in the drop-down list. Also under Gradient stops, customize the gradient stops as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, and then under Theme Colors click Olive Green, Accent 3, Lighter 40% (fourth row, seventh option from the left). Select Stop 2 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, and then under Theme Colors clickBlack, Background 1 (first row, first option from the left). In the Transparency box, enter 100%.Also in the FormatShape dialog box, click LineStyle in the left pane. In the LineStyle pane, in the Width box, enter 1.5pt.Also in the FormatShape dialog box, click TextBox in the left pane, and then do the following in the TextBox pane:Under Textlayout, in the Verticalalignment list, select Top. Under Internalmargin, in the Left box, enter 0.19”.Under Internalmargin, in the Top box, enter 0.4”.Under Internalmargin, in the Right box, enter 0.19”.Under Internalmargin, in the Bottom box, enter 0.19”.To reproduce the director rectangle effects on this slide, do the following:On the slide, select the director rectangle. Press the RIGHT ARROW key as needed to move the rectangle slightly off the right edge of the LEVEL 1 rectangle.On the Home tab, in the Font group, enter 23 in the FontSize box, and then click TextShadow. On the Home tab, in the bottom right corner of the Drawing group, click the FormatShape dialog box launcher. In the FormatShape dialog box, in the left pane, click Fill, select Gradient fill in the Fill pane, and then do the following:In the Type list, select Linear.Click the button next to Direction, and then click LinearDown (first row, second option from the left).Under Gradient stops, click Add or Remove until two stops appear in the drop-down list. Also under Gradient stops, customize the gradient stops as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, and then under Theme Colors click Blue, Accent 1, Lighter 40% (fourth row, fifth option from the left). Select Stop 2 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, and then under Theme Colors clickBlue , Accent 1, Darker 25% (fifth row, fifth option from the left). Also in the FormatShape dialog box, click LineColor in the left pane. In the LineColor pane, select Solidline, click the button next to Color, and then click Blue, Accent 1, Darker 25% (fifth row, fifth option from the left). Also in the FormatShape dialog box, click LineStyle in the left pane. In the LineStyle pane, in the Width box, enter 1 pt.Also in the FormatShape dialog box, click Shadow in the left pane. In the Shadow pane, click the button next to Presets, and then under Outer click OffsetCenter (second row, second option from the left).To reproduce the manager rectangle effects on this slide, do the following:Press and hold SHIFT, and then select the manager rectangles. Press the RIGHT ARROW key as needed to move the manager rectangles slightly off the right edge of the LEVEL 2 rectangle.On the Home tab, in the Font group, enter 23 pt in the FontSize box, and then click TextShadow. On the Home tab, in the bottom right corner of the Drawing group, click the FormatShape dialog box launcher. In the FormatShape dialog box, in the left pane, click Fill, select Gradient fill in the Fill pane, and then do the following:In the Type list, select Linear.Click the button next to Direction, and then click LinearDown (first row, second option from the left).Under Gradient stops, click Add or Remove until two stops appear in the drop-down list. Also under Gradient stops, customize the gradient stops as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, and then under Theme Colors click Purple, Accent 4, Lighter 40% (fourth row, eighth option from the left). Select Stop 2 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, and then under Theme Colors clickPurple , Accent 4, Darker 25% (fifth row, eighth option from the left). Also in the FormatShape dialog box, click LineColor in the left pane. In the LineColor pane, select Solidline, click the button next to Color, and then clickPurple, Accent 4, Darker 25% (fifth row, eighth option from the left).Also in the FormatShape dialog box, click LineStyle in the left pane. In the LineStyle pane, in the Width box, enter 1 pt. Also in the FormatShape dialog box, click Shadow in the left pane. In the Shadow pane, click the button next to Presets , and then under Outer click OffsetCenter (second row, second option from the left). To reproduce the employee rectangle effects on this slide, do the following:Press and hold SHIFT, and then select the employee rectangles. Press the RIGHT ARROW key as needed to move the employee rectangles slightly off the right edge of the LEVEL 3 rectangle.On the Home tab, in the Font group, enter 23 pt in the FontSize box, and then click TextShadow. On the Home tab, in the bottom right corner of the Drawing group, click the FormatShape dialog box launcher. In the FormatShape dialog box, in the left pane, click Fill, select Gradient fill in the Fill pane, and then do the following:In the Type list, select Linear.Click the button next to Direction, and then click LinearDown (first row, second option from the left).Under Gradient stops, click Add or Remove until two stops appear in the drop-down list. Also under Gradient stops, customize the gradient stops as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, and then under Theme Colors click Olive Green, Accent 3, Lighter 40% (fourth row, seventh option from the left). Select Stop 2 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, and then under Theme Colors clickOlive Green, Accent 3, Darker 25% (fifth row, seventh option from the left). Also in the FormatShape dialog box, click LineColor in the left pane. In the LineColor pane, select Solidline, click the button next to Color, and then clickPurple, Accent 4, Darker 25% (fifth row, eighth option from the left).Also in the FormatShape dialog box, click LineStyle in the left pane. In the LineStyle pane, in the Width box, enter 1 pt. Also in the FormatShape dialog box, click Shadow in the left pane. In the Shadow pane, click the button next to Presets , and then under Outer click OffsetCenter (second row, second option from the left). To vertically position the director, manager, and employee rectangles on the slide, do the following:Press and hold SHIFT, and then select the top three employee rectangles. Press the UP ARROW key as needed to move the rectangles up, just below the Level 3 text box.Select the MANAGER 1 rectangle. Press the UP ARROW key as needed to move this rectangle up slightly, to realign the connecting lines to the top three employee rectangles. Select the director rectangle. Press the UP ARROW key as needed to move this rectangle up slightly, to realign the connecting lines to the manager rectangles. To reproduce the line effects on this slide, do the following:Press and hold SHIFT, and then select all of the connecting lines. On the Home tab, in the bottom right corner of theDrawing group, click the FormatShape dialog box launcher. In the FormatShape dialog box, in the left pane, click LineColor, select Solid line in the LineColor pane, and then do the following:Click the button next to Color, and then under Theme Colors clickWhite, Text 1 (first row, second option from the left).In the Transparency box, enter 80%. Also in the FormatShape dialog box, click LineStyle in the left pane. In the LineStyle pane, do the following:In the Width box, enter 2.5 pt.In the Dashtype list select RoundDot (second option from the top).To reproduce the animation effects for the rectangles on this slide, do the following:On the Animations tab, in the Animations group, click CustomAnimation.On the slide, select the graphic. In the CustomAnimationtask pane, do the following:Click the arrow next to AddEffect, point to Entrance, and then click MoreEffects. In the AddEntranceEffect dialog box, under Moderate, click Descend.Under Modify: Descend, in the Speed list, select Fast. Also in the Custom Animation task pane, select the animation effect (descend effect). Click the arrow to the right of the effect, and then click EffectOptions. In the Descend dialog box, on the SmartArtAnimation tab, in the Group graphic list, select By level one by one. Also in the Custom Animation task pane, click the double arrow under the animation effect to expand the contents of the list of effects, and then do the following:Press and hold CTRL, and then select the first four animationeffects (descend effects). Under Modify: Descend, in the Start list, select WithPrevious.Select the first animation effect. Click the arrow to the right of the effect, and then click Timing. In the Descend dialog box, on the Timing tab, in the Delay box, enter 2.Select the second animation effect. ClickChange, point to Entrance, and then click MoreEffects. In the ChangeEntranceEffect dialog box, under Moderate, click RiseUp.Select the third animation effect, and then do the following: Click Change, point to Entrance, and then click MoreEffects. In the ChangeEntranceEffect dialog box, under Moderate,click RiseUp.Click the arrow to the right of the effect (rise up entrance effect), and then click Timing. In the RiseUp dialog box, on the Timing tab, in the Delay box, enter 0.5.Select the fourth animation effect, and then do the following:Click Change, point to Entrance, and then click MoreEffects. In the ChangeEntranceEffect dialog box, under Moderate, click RiseUp.Click the arrow to the right of the effect, and then click Timing. In the RiseUp dialog box, on the Timing tab, in the Delay box, enter 1. To reproduce the animation effects for the connecting lines on this slide, do the following:Press and hold CTRL, and then select the fifth and ninth animation effects (descend entrance effects) in the Custom Animation task pane. Click Change, point to Entrance, and then click MoreEffects. In the ChangeEntranceEffect dialog box, under Basic, click Wipe. Under Modify: Wipe, do the following:In the Start list, select OnClick. In the Direction list, select FromLeft.In the Speed list, select Fast.Press and hold CTRL, and then select the seventh and 11th animation effects (descend entrance effects). Click Change, point to Entrance, and then click MoreEffects. In the ChangeEntranceEffect dialog box, under Basic, click Wipe. Under Modify: Wipe, do the following:In the Start list, select With Previous.In the Direction list, select FromLeft.In the Speed list, select Fast.With the seventh and 11th animation effects still selected, click the arrow to the right of the eleventh effect (wipe entrance effect), and then click Timing. In the Wipe dialog box, on the Timing tab, in the Delay box, enter 0.5.Select the eighth animation effect (descend entrance effect). Click the arrow to the right of the effect, and then click Timing. In the Descend dialog box, on the Timing tab, in the Delay box, enter 0.5. Press and hold CTRL, and then select the 13th, 15th, and 17th animation effects (descend entrance effects). Click Change, point to Entrance, and then click MoreEffects. In the ChangeEntranceEffects dialog box, under Basic, click Wipe. Under Modify: Wipe, do the following:In the Start list, select WithPrevious.In the Direction list, select FromLeft.In the Speed list, select Fast.Select the 13th animation effect (wipe entrance effect). Click the arrow to the right of the effect, and then click Timing. In the Wipe dialog box, on the Timing tab, in the Delay box, enter 1. Select the 15th animation effect (wipe entrance effect). Click the arrow to the right of the effect, and then click Timing. In the Wipe dialog box, on the Timing tab, in the Delay box, enter 1.5. Select the 17th animation effect (wipe entrance effect). Click the arrow to the right of the effect and select Timing. In the Wipe dialog box, on the Timing tab, in the Delay box enter 2 seconds. Select the 12th, 14th, 16th, and 18th animation effects (descend entrance effects). Under Modify: Descend, in the Start list, select WithPrevious.
Custom animation effects: fly-in and shrink lines, stretch rectangles(Intermediate)To reproduce the first vertical line on this slide, do the following:On the Home tab, in the Slides group, click Layout, and then click Blank.On the Home tab, in the Drawing group, click Shapes, and then under Lines click Line. On the slide, press and hold SHIFT, and then drag to draw a straight, vertical line.UnderDrawing Tools, on the Format tab, in the Size group, in the Shape Width box, enter 4.5”.On the Home tab, in the bottom right corner of the Drawing group, click the Format Shape dialog box launcher. In the Format Shape dialog box, click Line Color in the left pane, select Gradient fill in the Line Color pane, and then do the following:In the Type list, select Linear.Click the button next to Direction, and then click Linear Right (first row, fourth option from the left).In the Angle box, enter 0°.Under Gradient stops, click Add or Remove until three stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops that you added as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, select More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 148, Green: 172, and Blue: 208.In the Transparency box, enter 100%.Select Stop 2 from the list, and then do the following: In the Stop position box, enter 50%.Click the button next to Color, select More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 148, Green: 172, and Blue: 208.In the Transparency box, enter 0%.Select Stop 3 from the list, and then do the following:In the Stop position box, enter 99%.Click the button next to Color, select More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 148, Green: 172, and Blue: 208.In the Transparency box, enter 100%.Also in the Format Shape dialog box, click Line Style in the left pane. In the Line Style pane, in the Width box, enter 6 pt.To reproduce the first rectangle on this slide, do the following:On the Home tab, in the Drawing group, click Shapes, and then under Rectangles click Rectangle (first option from the left). On the slide, drag to draw a rectangle.Select the rectangle. Under DrawingTools, on the Format tab, in the Size group, do the following:In the ShapeHeight box, enter 2”.In the ShapeWidth box, enter 2”.Under Drawing Tools, on the Format tab, in the bottom right corner of the ShapeStyles group, click the FormatShape dialog box launcher. In the FormatShape dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:In the Type list, select Linear.Click the button next to Direction, and then click Linear Up (second row, second option from the left).In the Angle box, enter 270°.Under Gradient stops, click Add or Remove until three stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops that you added as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 44, Green: 93, and Blue: 152.In the Transparency box, enter 0%.Select Stop 2 from the list, and then do the following: In the Stop position box, enter 80%.Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 60, Green: 123, Blue: 199.In the Transparency box, enter 0%.Select Stop 3 from the list, and then do the following:In the Stop position box, enter 100%.Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 58, Green: 124, Blue: 203.In the Transparency box, enter 0%.Also in the Format Shape dialog box, click Line Color in the left pane. In the Line Color pane, select No line. Also in the Format Shape dialog box, click 3-D Format in the left pane, and in the 3-D Format pane, do the following:Under Bevel, click the button next to Top, and then under Bevel click Circle (first row, first option from the left). Next to Top, in the Width box, enter 5 pt, and in the Height box, enter 2 pt.Under Surface, in the Angle box, enter 20°.On the slide, right-click the rectangle and then click Edit Text.Enter text in the text box and select the text. On the Home tab, in the Font group, do the following:In the Font list, select Calibri.In the Font Size list, select 32.Click the button next to Font Color, and then under Theme Colors click White, Background 1 (first row, first option from the left).On the slide, press and hold CTRL, and then select the line and the rectangle.On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:Click Align Selected Objects.Click Align Left.With the line and rectangle still selected, drag them to the left side of the slide. To reproduce the animation effects for the first vertical line and rectangle on this slide, do the following:On the Animations tab, in the Animations group, click CustomAnimation. On the slide, select the line. In the CustomAnimation task pane, do the following:Click AddEffect, point to Entrance, and then click MoreEffects. In the AddEntranceEffect dialog box, under Basic, click FlyIn.Select the first animation effect (fly-in effect for the line), and then under Modify: Fly In,do the following:In the Start list, select WithPrevious.In the Direction list, select FromTop.In the Speed list, select Fast.On the slide, select the line. In the CustomAnimation task pane, do the following:Click AddEffect, point to Emphasis, and then click MoreEffects. In the AddEmphasisEffect dialog box, under Basic, click Grow/Shrink.Select the second animation effect (grow/shrink effect for the line). Click the arrow to the right of the effect, and then click Effect Options. In the Grow/Shrink dialog box, do the following:On the Effect tab, do the following:In the Size list, select Tiny. Also in the Size list, select Vertical.On the Timing tab, do the following:In the Start list, select WithPrevious.In the Delay box, enter 0.5.In the Speed list, select 1 seconds (Fast).On the slide, select the rectangle. In the CustomAnimation task pane, do the following:Click AddEffect, point to Entrance, and then click MoreEffects. In the AddEntranceEffect dialog box, under Moderate, click Stretch.Select the third animation effect (stretch effect for the rectangle), and then under Modify: Stretch,do the following:In the Start list, select AfterPrevious.In the Direction list, select FromLeft.In the Speed list, select Fast.To reproduce the other shapes with animation effects on this slide, do the following:On the slide, press and hold CTRL, and then select the rectangle and the line. On the Home tab, in the Clipboard group, click the arrow under Paste, and then click Duplicate. On the slide, drag the second line and rectangle to the center of the slide. With the second line and rectangle still selected, on the Home tab, in the Clipboard group, click the arrow under Paste, and then click Duplicate. On the slide, drag the third line and rectangle to the right side of the slide. On the slide, press CTRL+A to select all the objects. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:Click Align to Slide.Click Align Middle. Click the text in each of the duplicate rectangles, and then edit the text.On the slide, select the second (middle) line. On the Home tab, in the bottom right corner of the Drawing group, click the Format Shape dialog box launcher. In the Format Shape dialog box, click Line Color in the left pane, select Gradient fill in the Line Color pane, and then do the following:In the Type list, select Linear.Click the button next to Direction, and then click Linear Right (first row, fourth option from the left).In the Angle box, enter 0°.Under Gradient stops, click Add or Remove until three stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops that you added as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, select More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 154, Green: 181, Blue: 228.In the Transparency box, enter 100%.Select Stop 2 from the list, and then do the following: In the Stop position box, enter 50%.Click the button next to Color, and then under Theme Colors click White, Background 1, Darker 25% (fourth row, first option from the left).In the Transparency box, enter 0%.Select Stop 3 from the list, and then do the following:In the Stop position box, enter 99%.Click the button next to Color, and then under Theme Colors click White, Background 1, Darker 25% (fourth row, first option from the left).In the Transparency box, enter 100%.On the slide, select the second (middle) rectangle. On the Home tab, in the bottom right corner of the Drawing group, click the Format Shape dialog box launcher. In the Format Shape dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:In the Type list, select Linear.Click the button next to Direction, and then click Linear Up (second row, second option from the left).In the Angle box, enter 270°.Under Gradient stops, click Add or Remove until three stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops that you added as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 118, Green: 149, Blue: 53.Select Stop 2 from the list, and then do the following: In the Stop position box, enter 80%.Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 115, Green: 195, Blue: 72.Select Stop 3 from the list, and then do the following:In the Stop position box, enter 100%.Click the button next to Color, click More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 156, Green: 199, Blue: 70.On the slide, select the third (right) line. On the Home tab, in the bottom right corner of the Drawing group, click the Format Shape dialog box launcher. In the Format Shape dialog box, click Line Color in the left pane, select Gradient fill in the Line Color pane, and then do the following:In the Type list, select Linear.Click the button next to Direction, and then click Linear Right (first row, fourth option from the left).In the Angle box, enter 0°.Under Gradient stops, click Add or Remove until three stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops that you added as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, and then underTheme Colorsclick Aqua, Accent 5, Lighter 40% (fourth row, ninth option from the left).In the Transparency box, enter 100%.Select Stop 2 from the list, and then do the following: In the Stop position box, enter 50%.Click the button next to Color, and then underTheme Colorsclick Aqua, Accent 5, Lighter 40% (fourth row, ninth option from the left).In the Transparency box, enter 0%.Select Stop 3 from the list, and then do the following:In the Stop position box, enter 99%.Click the button next to Color, and then underTheme Colorsclick Aqua, Accent 5, Lighter 40% (fourth row, ninth option from the left).In the Transparency box, enter 100%.On the slide, select the third (right) rectangle. On the Home tab, in the bottom right corner of the Drawing group, click the Format Shape dialog box launcher. In the Format Shape dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:In the Type list, select Linear.Click the button next to Direction, and then click Linear Up (second row, second option from the left).In the Angle box, enter 270°.Under Gradient stops, click Add or Remove until three stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops that you added as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, select More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 39, Green: 135, Blue: 160.Select Stop 2 from the list, and then do the following: In the Stop position box, enter 80%.Click the button next to Color, select More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 54, Green: 177, Blue: 210.Select Stop 3 from the list, and then do the following:In the Stop position box, enter 100%.Click the button next to Color, select More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 52, Green: 179, Blue: 214.To reproduce the background effects on this slide, do the following:Right-click the slide background area, and then click Format Background. In the Format Background dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:In the Type list, select Radial.Click the button next to Direction, and then click From Center (third option from the left).Under Gradient stops, click Add or Remove until three stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops that you added as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 33%.Click the button next to Color, and then under Theme Colors click White, Background 1 (first row, first option from the left).Select Stop 2 from the list, and then do the following: In the Stop position box, enter 67%.Click the button next to Color, select More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 228, Green: 233, Blue: 236.Select Stop 3 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, select More Colors, and then in the Colors dialog box, on the Custom tab, enter values for Red: 178, Green: 186, Blue: 210.
Custom animation effects: rotating tubes with text(Intermediate)To reproduce the first shape effect on this slide, do the following:On the Home tab, in theSlides group, click Layout, and then click Blank.On the Home tab, in the Drawing group, click Shapes, and then under Rectangles click Rectangle (first option from the left). On the slide, drag to draw a rectangle.Select the rectangle. Under DrawingTools, on the Format tab, in the Size group, do the following: In the ShapeHeight box, enter 0.75”.In the ShapeWidth box, enter 7.42”.Drag the rectangle above the middle of the slide, and then align the right edge with the right edge of the slide.Under DrawingTools, on the Format tab, in the ShapeStyles group, click ShapeEffects, point to Reflection, and then under ReflectionVariations click TightReflection, touching.On the Home tab, in the bottom right corner of the Drawing group, click the Format Shape dialog box launcher. In the Format Shape dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:In the Type list, select Linear.In the Direction list, select LinearUp (second row, second option from the left).Under Gradient stops, click Add or Remove until four stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, and then under ThemeColorsclick Blue, Accent 1, Lighter 40%(fourth row, fifth option from the left).Select Stop 2 from the list, and then do the following: In the Stop position box, enter 26%.Click the button next to Color, and then under ThemeColorsclick White, Background 1, Darker 5% (second row, first option from the left).Select Stop 3 from the list, and then do the following:In the Stop position box, enter 80%.Click the button next to Color, and then under ThemeColorsclick Black, Text 1, Lighter 50% (second row, second option from the left).Select Stop 4 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, and then under ThemeColorsclick White, Background 1, Darker 35% (fifthrow, first option from the left).Also in the FormatShape dialog box, click LineColor in the left pane. In the LineColor pane, select Noline.Also in the FormatShape dialog box, click Shadow in the left pane. In the Shadow pane, click the button next to Presets, under Outer click OffsetCenter, and then do the following:In the Transparency box, enter 60%.In the Size box, enter 102%.In the Blur box, enter 5 pt.In the Angle box, enter 0°In the Distance box, enter 0 pt.On the slide, select the rectangle. On the Home tab, in the Clipboard group, click the arrow under Paste, and then click Duplicate.Select the second, duplicate rectangle. Under DrawingTools, on the Format tab, in the ShapeStyles group, click ShapeEffects, point to Reflection, and then click NoReflection.On the Home tab, in the bottom right corner of the Drawing group, click the FormatShape dialog box launcher. In the FormatShape dialog box, click Fill in the left pane. In the Fill pane, click the button next to Direction, and then click LinearDown (first row, second option from the left).Also in the FormatShape dialog box, click Shadow in the left pane. In the Shadow pane, click the button next to Presets, and then under NoShadow click NoShadow.On the slide, drag the second rectangle until it is directly on top of the first rectangle.On the Home tab, in the Editing group, click Select, and then click Selection Pane.In the Selection and Visibility pane, press and hold CTRL, and then select both rectangles. On the Home tab, in the Drawing group, click Arrange, point to Align, and then do the following:Click Align Selected Objects.Click Align Center.Click Align Middle. To reproduce the first text effect on this slide, do the following:On the Insert tab, in the Text group, click TextBox. On the slide, drag to draw a text box.Enter the first line of text on the slide, and then select the text. On the Home tab, in the Font group, do the following:In the Font list, select Trebuchet MS.In the FontSize box, enter 26.Click Bold.Click the arrow next to FontColor, and then under Theme Colors click Black, Text 1, Lighter 25% (fourth row, second option from the left).On the Home tab, in the Paragraph group, click AlignTextLeft to align the text left in the text box.On the slide, select the text box. Under DrawingTools, on the Format tab, in the WordArtStyles group, click TextEffects, point to Shadow, and then click ShadowOptions. In the FormatTextEffects dialog box, in the Shadow pane, click the button next to Presets, under Inner click Inside Diagonal Bottom Left (third row, first option from the left), and then do the following:Click the button next to Color, and then under Theme Colors click White, Background 1 (first row, first option from the left).In the Transparency box, enter 21%.In the Blur box, enter 5 pt.In the Angle box, enter 90°.In the Distance box, enter 4 pt.On the slide, drag the text box onto the second (top) rectangle. To animate the first shape and text effects on this slide, do the following:On the Animations tab, in the Animations group, click CustomAnimation. In the Selection and Visibilitypane, select the third object in the list (the first rectangle you created). In the CustomAnimation task pane, do the following:Click AddEffect, point to Entrance, and then click MoreEffects. In the AddEntranceEffect dialog box, under Moderate, click Ascend.Select the animation effect (ascend effect for the first rectangle). Under Modify: Ascend,do the following:In the Start list, select WithPrevious.In the Speed list, select Fast.In the Selection and Visibility pane, select the second object in the list (the second rectangle you created). In the CustomAnimation task pane, do the following:Click AddEffect, point to Entrance, and then click MoreEffects. In the AddEntranceEffect dialog box, under Subtle, click Fade.Select the second animation effect (fade effect for the second rectangle). Under Modify: Fade,do the following:In the Start list, select AfterPrevious.In the Speed list, select Fast.In the Selection and Visibility pane, select the first object in the list (text box). In the CustomAnimation task pane, do the following:Click AddEffect, point to Entrance, and then click MoreEffects. In the AddEntranceEffect dialog box, under Moderate, click Stretch.Select the third animation effect (stretch effect for the text box). Under Modify: Stretch,do the following:In the Start list, select WithPrevious.In the Direction list, select FromTop.In the Speed list, select Fast.To reproduce the other animated shapes and text on this slide, do the following:Press and hold CTRL, and then in the Selection and Visibility pane, select the two rectangles and the text box. On the Home tab, in the Clipboard group, click the arrow under Paste, and then click Duplicate. With the second group of objects still selected on the slide, drag them under the first group of objects, aligning the right edge of the rectangles with the right edge of the slide.With the second group of objects still selected on the slide, on the Home tab, in the Clipboard group, click the arrow under Paste, and then click Duplicate.With the third group of objects still selected on the slide, drag them under the second group of objects, aligning the right edge of the rectangles with the right edge of the slide.Click in the second and third duplicate text boxes and edit the text.To reproduce the background effects on this slide, do the following:Right-click the slide background area, and then click Format Background. In the Format Background dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:In the Type list, select Radial.Click the button next to Direction, and then click From Center (third option from the left).Under Gradient stops, click Add or Remove until two stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops that you added as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, and then under Theme Colors click White, Background 1, Darker 50% (fifth row, first option from the left).Select Stop 2 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, and then under Theme Colors click Black, Text 1, Lighter 5% (fifth row, second option from the left).
SmartArt custom animation effects: vertical block list(Intermediate)To reproduce the SmartArt effects on this slide, do the following:On the Home tab, in the Slides group, click Layout, and then clickBlank. On the Insert tab, in the Illustrations group, click SmartArt. In the Choose a SmartArt Graphic dialog box, in the left pane, click List. In the List pane, click Vertical Block List (fourth row, third option from the left), and then click OK to insert the graphic into the slide.To create a fourth row, do the following:Select the third block shape (the shape on the left side) at the bottom of the graphic, under SmartArtTools, on the Design tab, in the CreateGraphic group, click the arrow next to AddShape, and select AddShapeAfter.To add a bulleted rectangle next to the fourth block shape, select the fourth block shape, and then under SmartArtTools, on the Design tab, in the CreateGraphic group, click AddBullet.To enter numbers and text in the blocks and rectangles, select the graphic, and then click one of the arrows on the left border. In the Type your text here dialog box, enter text for each shape. (Note: In the example slide, the first-level text boxes contain “1,” “2,” “3,” and “4.” There should be only one second-level text box for each first-level box (delete the second bullet), and they contain “First statement,” “Second statement,” and so on.)To reproduce the rectangle effects on this slide, do the following:Press and hold CTRL, and then select each of the rectangles (on the right side of the graphic).Under SmartArtTools, on the Format tab, in the Shapes group, click the arrow to the right of ChangeShape, and under Rectangles select SnipDiagonalCornerRectangle (fifth option from the left).With the rectangles still selected, drag one of the left center adjustment handles 1” to the left to lengthen all four rectangles.With the rectangles still selected, on the Home tab, in the Font group, in the FontSize box, select 36, and in the FontColor list, under ThemeColors select White, Background 1 (first row, first option from the left). With the rectangles still selected, on the Home tab, in the bottom right corner of the Paragraph group, click the Paragraph dialog box launcher. In the Paragraph dialog box, under Indentation, do the following:In the BeforeText box, enter 1”.In the Special list, select Hanging.Next to the Special list, in the By box, enter 1”.Select the SmartArt graphic, and then under SmartArtTools, on the Design tab, in the SmartArtStyles group, click MoreStyles, and under 3-D select PolishedEffect (first option from the left). Select the first rectangle from the top (“First statement” in the example slide), and on the Home tab, in the Drawing group, click the arrow to the right of ShapeFill, and under ThemeColors select Red, Accent 2 (first row, sixth option from the left).Select the second rectangle from the top (“Second statement” in the example slide), and on the Home tab, in the Drawing group, click the arrow to the right of ShapeFill, and under ThemeColors select Olive Green, Accent 3 (first row, seventh option from the right).Select the third rectangle from the top (“Third statement” in the example slide), and on the Home tab, in the Drawing group, click the arrow to the right of ShapeFill, and under ThemeColors select Purple, Accent 4 (first row, eighth option from the left). Select the fourth rectangle from the top (“Fourth statement” in the example slide), and on the Home tab, in the Drawing group, click the arrow to the right of ShapeFill, and under ThemeColors select Orange, Accent 6 (first row, tenth option from the left). To reproduce the circleson this slide, do the following:Press and hold CTRL, and then select the four block shapes (the shapes on the left side) in the SmartArt graphic, and then under SmartArtTools, on the Format tab, in the Shapes group, click the arrow to the right of ChangeShape, and under BasicShapes select Oval (first row, first option from the left). On the slide, drag one of the top right adjustment handles to the left to change the ovals into circles and to decrease their size.Also with the four circles selected, drag the circles until they cover the bullet on the rectangles, and then on the Home tab, in the Font group, in the FontColor list, under ThemeColors select White, Background 1, Darker 50% (sixth row, first option from the left). Also on the Home tab, in the bottom right corner of the Drawing group, click the FormatShape dialog box launcher. In the FormatShape dialog box, click Fill in the left pane, select Gradientfill in the Fill pane, and then do the following:In the Type list, select Radial.In the Direction list, select FromCenter (third option from the left).Under Gradient stops, click Add or Remove until two stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops that you added as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 0%.Click the button next to Color, and then under ThemeColors select White, Background 1 (first row, first option from the left). Select Stop 2 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, and then under ThemeColors select White, Background 2, Darker 25% (fourth row, first option from the left). To reproduce the animation effects on this slide, do the following:On the Animations tab, in the Animations group, click CustomAnimation. On the slide, select the SmartArt graphic, and then inthe CustomAnimation task pane, do the following:Click AddEffect, point to Entrance, and select MoreEffects. In the AddEntranceEffect dialog box, under Subtle select Fade.With the SmartArt graphic still selected, clickAddEffect, point to MotionPaths, and select Right.On the slide, right-click the motion path and select ReversePathDirection. Inthe CustomAnimation task pane, do the following:Press and hold CTRL, and select the two effects in the task pane. Click the arrow to the right of the selected effects and select EffectOptions. In the EffectsOptions dialog box, do the following:On the Timing tab, in the Speed list, select Fast. On the SmartArtAnimation tab, in the Group graphic list, select Onebyone.Click the double arrows under the two effects to show all the effects for all the shapes (16 effects).Press and hold CTRL, select all of the effects, and then under Modify selected effects, in the Start list, select WithPrevious.Press and hold CTRL, select the first, third, fifth, and seventh effects (fade entrance effects), and then do the following:Click Change, point to Entrance, and select MoreEffects. In the ChangeEntranceEffect dialog box, under Moderate, select Grow & Turn.Under Modify: Grow & Turn, in the Start list, select AfterPrevious.Press and hold CTRL, and select the ninth, 11th, 13th, and 15th effects (right motion paths). Click the arrow next to one of the selected effects, and then click Remove.Drag the ninth effect (right motion path) until it is third in the list of effects.Drag the 10theffect (right motion path), until it is sixth in the list of effects.Drag the 11th effect (right motion path), until it is ninth in the list of effects.To reproduce the background effects on this slide, do the following:Right-click the slide background area, and then click Format Background. In the Format Background dialog box, click Fill in the left pane, select Gradient fill in the Fill pane, and then do the following:In the Type list, select Radial.Click the button next to Direction, and then click From Center (third option from the left). Under Gradient stops, click Add or Remove until two stops appear in the drop-down list.Also under Gradient stops, customize the gradient stops that you added as follows:Select Stop 1 from the list, and then do the following:In the Stop position box, enter 33%.Click the button next to Color, and then under ThemeColors select White, Background 1 (first row, first option from the left). Select Stop 2 from the list, and then do the following: In the Stop position box, enter 100%.Click the button next to Color, and then under ThemeColors select White, Background 1, Darker 25% (fourth row, first option from the left).
Detecting cartels in industry is a challenging task
In September, 1996, American Natural Soda Ash Corporation (ANSAC) comprising of six American producers of soda ash attempted to ship a consignment of soda ash at cartelize price to India. Based on the ANSAC membership agreement, the MRTP Commission held it as a prima facie cartelCartelization in the bidding process of RailwaysCartelization in the Cement Industry in India