The document discusses different types of complex operating environments for businesses: urban slums, deep rural areas, and regions of war/conflict. It outlines common challenges in these markets like lack of infrastructure, skilled labor, and legal frameworks. The key lessons from case studies of companies operating successfully in these environments include winning community buy-in through local partnerships and CSR, promoting local entrepreneurship, finding unorthodox partners like religious/political leaders, and providing unorthodox benefits like funding social programs. Implementing new business models requires separating new units from existing ones while still sharing resources, and building internal commitment by framing it as both an opportunity and necessity.
The document discusses the growth and importance of India's service sector over the past decades. It traces the rise of the service sector from contributing 41% of GDP in 1990-1991 to over 54% in recent years. Key drivers of growth included urbanization, privatization, and increasing demand for consumer and intermediate services. Subsectors like IT, ITES, retail, and financial services experienced major booms after economic liberalization. However, the benefits of growth have not been evenly distributed, and India still faces challenges in areas like agriculture, rural development, and improving social indicators.
The state of the ecosystem for youth entrepreneurship in bangladeshLightCastle Partners
UNDP – under the Youth Co:Lab initiative co-led by UNDP and Citi Foundation – the Islamic Development Bank (IsDB) and Startup Bangladesh Limited produced this first-of-its-kind study to provide data-driven recommendations to strengthen the ecosystem for youth entrepreneurship in Bangladesh and amplify the potential of youth-led enterprises. The research for this paper was conducted and consolidated by LightCastle in an effort to provide an overview of the youth entrepreneurship ecosystem of our country.
The document provides information about Reliance Communications, an Indian telecommunications company. It states that Reliance Communications has a customer base of over 107 million individuals and corporations. It owns and operates one of the largest next-generation IP networks in the world, spanning over 280,000 kilometers across multiple countries. The document also provides brief information about Aircel Limited, another Indian mobile service provider.
India is the dream destination and growth market for the world in terms of expansion of commerce and Digital India initiatives is one among them which can play a significant role for urban & rural India to transform into digitally empowered knowledge economy as well as for the overseas firms.
The CII TELECOM Convergence Summit, which was held on 18 Sep 2015 at New Delhi, highlighted the significant areas in literary form and those are Internet of Things(IoT), Digital Commerce and Cyber Security and without considering the literary forms a Digital India dream is not thinkable. The Knowledge Partner was Deloitte. Digital Revolution: Forward Path for Telecom, a CII-Deloitte publication was released at the Summit. Download from here: http://goo.gl/0JeMC0
13 Economic Priorities For FY13-14 - MSLGROUP IndiaAshraf Engineer
Put together over a period of two months, the report looks at how issues like internal security, the lack of security for women, our callous approach towards sports, etc, impact the economy. The effort is to discuss the impact of issues that most people don't normally associate with the economy.
Investing in Africa successfully & sustainablyJames Mwangi
The document discusses key factors driving growth in Africa and areas of corporate social responsibility for successful and sustainable business in Africa. It outlines population growth, urbanization, infrastructure development, improved governance, and technology/financial inclusion as macroeconomic drivers of growth. Key growth sectors are identified as consumer goods, infrastructure, energy, mining, housing, manufacturing, and information/financial services. The document recommends that businesses focus on community sustainability, skills development, avoiding corruption, and environmental sustainability to ensure positive corporate social responsibility.
The document discusses the informal economic sector and its relationship to development. It defines different types of informal activities and provides key assumptions about the sector. Some of the options for transitioning informal activities to the formal sector are discussed. Existing theories about underdevelopment are outlined but noted to be insufficient. Studies on the size of the informal sector globally and its composition/unemployment are reviewed. Examples from India, South Africa, and Kenya show how the informal sector can exploit human capital when organized and linked to the formal sector and government.
The document discusses the growth and importance of India's service sector over the past decades. It traces the rise of the service sector from contributing 41% of GDP in 1990-1991 to over 54% in recent years. Key drivers of growth included urbanization, privatization, and increasing demand for consumer and intermediate services. Subsectors like IT, ITES, retail, and financial services experienced major booms after economic liberalization. However, the benefits of growth have not been evenly distributed, and India still faces challenges in areas like agriculture, rural development, and improving social indicators.
The state of the ecosystem for youth entrepreneurship in bangladeshLightCastle Partners
UNDP – under the Youth Co:Lab initiative co-led by UNDP and Citi Foundation – the Islamic Development Bank (IsDB) and Startup Bangladesh Limited produced this first-of-its-kind study to provide data-driven recommendations to strengthen the ecosystem for youth entrepreneurship in Bangladesh and amplify the potential of youth-led enterprises. The research for this paper was conducted and consolidated by LightCastle in an effort to provide an overview of the youth entrepreneurship ecosystem of our country.
The document provides information about Reliance Communications, an Indian telecommunications company. It states that Reliance Communications has a customer base of over 107 million individuals and corporations. It owns and operates one of the largest next-generation IP networks in the world, spanning over 280,000 kilometers across multiple countries. The document also provides brief information about Aircel Limited, another Indian mobile service provider.
India is the dream destination and growth market for the world in terms of expansion of commerce and Digital India initiatives is one among them which can play a significant role for urban & rural India to transform into digitally empowered knowledge economy as well as for the overseas firms.
The CII TELECOM Convergence Summit, which was held on 18 Sep 2015 at New Delhi, highlighted the significant areas in literary form and those are Internet of Things(IoT), Digital Commerce and Cyber Security and without considering the literary forms a Digital India dream is not thinkable. The Knowledge Partner was Deloitte. Digital Revolution: Forward Path for Telecom, a CII-Deloitte publication was released at the Summit. Download from here: http://goo.gl/0JeMC0
13 Economic Priorities For FY13-14 - MSLGROUP IndiaAshraf Engineer
Put together over a period of two months, the report looks at how issues like internal security, the lack of security for women, our callous approach towards sports, etc, impact the economy. The effort is to discuss the impact of issues that most people don't normally associate with the economy.
Investing in Africa successfully & sustainablyJames Mwangi
The document discusses key factors driving growth in Africa and areas of corporate social responsibility for successful and sustainable business in Africa. It outlines population growth, urbanization, infrastructure development, improved governance, and technology/financial inclusion as macroeconomic drivers of growth. Key growth sectors are identified as consumer goods, infrastructure, energy, mining, housing, manufacturing, and information/financial services. The document recommends that businesses focus on community sustainability, skills development, avoiding corruption, and environmental sustainability to ensure positive corporate social responsibility.
The document discusses the informal economic sector and its relationship to development. It defines different types of informal activities and provides key assumptions about the sector. Some of the options for transitioning informal activities to the formal sector are discussed. Existing theories about underdevelopment are outlined but noted to be insufficient. Studies on the size of the informal sector globally and its composition/unemployment are reviewed. Examples from India, South Africa, and Kenya show how the informal sector can exploit human capital when organized and linked to the formal sector and government.
This document summarizes the work of HomeNet Pakistan in organizing and advocating for home-based workers (HBWs) in Pakistan. It discusses HomeNet Pakistan's vision and mission to empower HBWs and improve their working conditions. It provides statistics on the large numbers of women engaged in informal home-based work. It also analyzes problems faced by informal workers like lack of rights, representation and access to resources. The document then outlines HomeNet Pakistan's process of organizing HBWs into member-based organizations and engaging in advocacy efforts to address their issues and have their work recognized in policies. It discusses expanding this work to also organize domestic workers and engage with various stakeholders including policymakers, unions and political parties.
The economic and business case for global LGB&T inclusion.
Open For Business is a coalition of global companies making the case that inclusive, diverse societies are better for business and better for economic growth. The purpose of the coalition is to promote a positive business and economic case for equality of opportunity for everyone, all across the world.
They have published a comprehensive report, written by Brunswick partners, Jon Miller and Lucy Parker, which shows that successful businesses thrive in open, diverse and inclusive societies.
For more information visit: www.open-for-business.org
The document discusses differences between formal and informal small manufacturing firms in Kenya. It finds that:
1) Almost all informal firms are run by Kenyans of African origin, while formal enterprises are run by both Africans and Asians.
2) Asian formal firms are the most productive and capital intensive, followed by African formal firms, with little difference between African informal and formal firms.
3) There are thus weak incentives for African informal firms to formalize given their similar productivity to African formal firms. However, Kenya needs a more efficient formal sector to achieve economic growth through higher investment and exports.
4) Policy should aim to integrate the sectors by improving infrastructure, skills development, access to credit,
ICT Entrepreneurship in Developing Countries: Challenges and BeyondFaheem Hussain
Dr. Faheem Hussain presented on ICT entrepreneurship in developing countries. He discussed how ICT entrepreneurs utilize digital tools to ensure participation, return on investment, and expand access. However, developing countries face many challenges, including outdated policies, lack of intellectual property protection, and inefficient financial systems. Opportunities exist through collaborative approaches between government, private sector, and entrepreneurs to develop infrastructure, inclusive services, and support mechanisms.
The document discusses reaching out to the "unreached", or those who lack access to basic human needs and rights. It notes that while over 4 billion people remain unreached, communication technologies and various organizations have helped connect some. However, more can be done to promote social, economic, and political equity as envisioned by the welfare state. Non-governmental organizations and the United Nations have played major roles in supporting the unreached, as have initiatives like corporate social responsibility. New business models also show promise in improving rural economies and quality of life through greater access to goods, services, and technologies. Overall, more coordinated and effective strategies are still needed to truly transform the lives of the unreached.
AEMFI is a network of 31 microfinance institutions in Ethiopia established in 1999 with a vision to build an inclusive financial system. Its mission is to enhance the capacity of MFIs to provide financial services through technical assistance, training, research, and advocacy. It aims to promote transparency, equity, accountability, and social responsibility among its member institutions. AEMFI helps build capacity of MFIs, improve the policy environment, facilitate collaboration and information sharing between MFIs, and conduct research on the microfinance industry in Ethiopia. Over the years, MFI outreach and savings have grown significantly, though operational challenges remain around capital availability, capacity, and serving excluded groups like women and pastoralists.
The document discusses defining the informal economy in eThekwini, South Africa. It notes that the informal economy provides important opportunities for employment and income generation for many unemployed workers. While difficult to precisely define, the informal economy generally includes diverse small-scale activities like street vending, transport services, waste collection, and some manufacturing and services. It encompasses those working outside of formal, protected jobs and social protections. The informal economy is an important source of work as unemployment remains high in South Africa.
Ict access and usage among informal businesses in africaDr Lendy Spires
This document analyzes ICT access and usage among informal businesses in Africa. The key points are:
- Mobile phones are the most commonly used ICT, while other technologies like computers and internet are rarely used due to issues of need, affordability, availability and access.
- Informal businesses communicate more with suppliers than customers via mobile phones.
- ICTs have potential to help informal businesses deepen distribution channels and do business over distance more affordably through mobile phones and mobile money.
- Policymakers could address affordability and access issues in the informal sector by promoting competition, removing import duties on airtime, and supporting mobile app development for informal businesses.
Analysis Of The Board Of Directors For Tullow Oil CompanyCamella Taylor
This document discusses a risk reduction plan for improper heating of a residential structure. It identifies key stakeholders such as local government officials, homeowner associations, and housing authorities. Potential partners mentioned include hardware stores, Underwriter Laboratories, the National Fire Protection Agency, and other fire departments. The plan would involve educating these stakeholders and partners to implement strategies to reduce risks from improper heating. These may include inspections, installing safety devices, and distributing educational materials. The overall goal is to prevent fires and protect public safety through community collaboration.
This document summarizes a report on research about the future of the charity sector in Ireland over the next 20 years. It conducted interviews and surveys with various stakeholders to understand their perspectives. Key findings included a desire for change in how charities operate, the need to demonstrate impact through data, issues with regulation and funding, challenges finding qualified people, and improving public understanding and transparency. The research aims to provoke debate on expectations of charities, the role of volunteers, impacts of regulation, needs for professionalism and organizational change, the role of the state, and triggers for change within charities.
The Digital International Youth Forum is an international online platform that aims to connect, empower, and promote youth globally. It offers leadership activities and opportunities for youth to shape their experiences. The forum aims to transform youth into leaders ready to contribute locally, regionally, and globally. It invites youth and youth-supporting organizations to connect, share, and take action on its agenda.
Challenges affecting informal business funding in zimbabweDr Lendy Spires
This document discusses challenges affecting funding for informal businesses in Zimbabwe. It finds that the main source of funds is personal equity, which is inadequate. Financial support from institutions is also insufficient and reaches few operators. Complex and corrupt loan administration systems, as well as a lack of collateral security, deter operators from obtaining loans. The study recommends that the Zimbabwe Open University provide workshops to improve business skills and evaluate loan distribution channels. The government should also create an enabling environment through supportive policy.
Atlanta business league strategy blueprint presentationJoseph Hudson
The document discusses Operation Turnover, an economic development strategy and blueprint for black business in Atlanta. The strategy aims to (1) increase the share of dollars currently spent by black consumers, businesses, and organizations that go to black businesses, (2) recognize the economic contributions of black businesses, and (3) redirect current and future resources to support black business growth. Operation Turnover builds on assets already in the black community to generate faster economic benefits.
Financial inclusion cbt presentation feb 2011subramanian K
The document discusses financial inclusion challenges and opportunities in India, focusing on the role of government, industry, and academia in promoting financial inclusion. It defines financial inclusion and exclusion, outlines reasons for exclusion. It proposes a public-private partnership model utilizing technology to expand access to banking and credit for rural and low-income populations.
Advantages And Disadvantages Of Host CountriesCindy Wooten
This document discusses advantages and disadvantages of multinational corporations (MNCs) establishing operations, known as foreign direct investment, in developing host countries. The key points made are:
1) MNCs set up operations in developing countries due to lower costs of labor, raw materials, and taxes compared to their home developed countries.
2) Host countries benefit from job creation and technology/skill transfers from MNCs. However, MNCs can also negatively impact local industries and cultures.
3) Both host countries and MNCs must balance ensuring rights and following laws to develop in a fair and ethical manner.
1) The informal sector in India consists of unincorporated enterprises with less than 10 workers and includes activities like agriculture, small shops, and home-based work. It contributes over 80% of India's workforce.
2) The document proposes plans to help informal sector workers in both agro-based activities like farming, and non-agro based activities like daily wage work. It suggests organizing farmers to sell directly to authorities and providing vendors with storage vans.
3) For non-agro workers, the plan includes call centers that provide temporary work. Implementing the plans would require local recruitment, oversight committees, and funding from various sources like the government and donors.
The document discusses inclusive cities for the urban working poor based on lessons from Africa. It provides statistics showing the large percentage of informal employment in Africa and other regions. The WIEGO network aims to improve the status of informal workers through research, organizing, and policy engagement. Key findings from the Informal Economy Monitoring Study in multiple African cities show that insecure work spaces, harassment, and lack of infrastructure negatively impact street vendors, waste pickers, and home-based workers. The document outlines demands for protection, promotion and participation from cities and discusses enabling conditions like platforms for dialogue between informal workers and government. It provides examples of policy victories for street vendors in Accra and legal victories for street vendors in Durban achieved through WIEGO
This document summarizes the work of HomeNet Pakistan in organizing and advocating for home-based workers (HBWs) in Pakistan. It discusses HomeNet Pakistan's vision and mission to empower HBWs and improve their working conditions. It provides statistics on the large numbers of women engaged in informal home-based work. It also analyzes problems faced by informal workers like lack of rights, representation and access to resources. The document then outlines HomeNet Pakistan's process of organizing HBWs into member-based organizations and engaging in advocacy efforts to address their issues and have their work recognized in policies. It discusses expanding this work to also organize domestic workers and engage with various stakeholders including policymakers, unions and political parties.
The economic and business case for global LGB&T inclusion.
Open For Business is a coalition of global companies making the case that inclusive, diverse societies are better for business and better for economic growth. The purpose of the coalition is to promote a positive business and economic case for equality of opportunity for everyone, all across the world.
They have published a comprehensive report, written by Brunswick partners, Jon Miller and Lucy Parker, which shows that successful businesses thrive in open, diverse and inclusive societies.
For more information visit: www.open-for-business.org
The document discusses differences between formal and informal small manufacturing firms in Kenya. It finds that:
1) Almost all informal firms are run by Kenyans of African origin, while formal enterprises are run by both Africans and Asians.
2) Asian formal firms are the most productive and capital intensive, followed by African formal firms, with little difference between African informal and formal firms.
3) There are thus weak incentives for African informal firms to formalize given their similar productivity to African formal firms. However, Kenya needs a more efficient formal sector to achieve economic growth through higher investment and exports.
4) Policy should aim to integrate the sectors by improving infrastructure, skills development, access to credit,
ICT Entrepreneurship in Developing Countries: Challenges and BeyondFaheem Hussain
Dr. Faheem Hussain presented on ICT entrepreneurship in developing countries. He discussed how ICT entrepreneurs utilize digital tools to ensure participation, return on investment, and expand access. However, developing countries face many challenges, including outdated policies, lack of intellectual property protection, and inefficient financial systems. Opportunities exist through collaborative approaches between government, private sector, and entrepreneurs to develop infrastructure, inclusive services, and support mechanisms.
The document discusses reaching out to the "unreached", or those who lack access to basic human needs and rights. It notes that while over 4 billion people remain unreached, communication technologies and various organizations have helped connect some. However, more can be done to promote social, economic, and political equity as envisioned by the welfare state. Non-governmental organizations and the United Nations have played major roles in supporting the unreached, as have initiatives like corporate social responsibility. New business models also show promise in improving rural economies and quality of life through greater access to goods, services, and technologies. Overall, more coordinated and effective strategies are still needed to truly transform the lives of the unreached.
AEMFI is a network of 31 microfinance institutions in Ethiopia established in 1999 with a vision to build an inclusive financial system. Its mission is to enhance the capacity of MFIs to provide financial services through technical assistance, training, research, and advocacy. It aims to promote transparency, equity, accountability, and social responsibility among its member institutions. AEMFI helps build capacity of MFIs, improve the policy environment, facilitate collaboration and information sharing between MFIs, and conduct research on the microfinance industry in Ethiopia. Over the years, MFI outreach and savings have grown significantly, though operational challenges remain around capital availability, capacity, and serving excluded groups like women and pastoralists.
The document discusses defining the informal economy in eThekwini, South Africa. It notes that the informal economy provides important opportunities for employment and income generation for many unemployed workers. While difficult to precisely define, the informal economy generally includes diverse small-scale activities like street vending, transport services, waste collection, and some manufacturing and services. It encompasses those working outside of formal, protected jobs and social protections. The informal economy is an important source of work as unemployment remains high in South Africa.
Ict access and usage among informal businesses in africaDr Lendy Spires
This document analyzes ICT access and usage among informal businesses in Africa. The key points are:
- Mobile phones are the most commonly used ICT, while other technologies like computers and internet are rarely used due to issues of need, affordability, availability and access.
- Informal businesses communicate more with suppliers than customers via mobile phones.
- ICTs have potential to help informal businesses deepen distribution channels and do business over distance more affordably through mobile phones and mobile money.
- Policymakers could address affordability and access issues in the informal sector by promoting competition, removing import duties on airtime, and supporting mobile app development for informal businesses.
Analysis Of The Board Of Directors For Tullow Oil CompanyCamella Taylor
This document discusses a risk reduction plan for improper heating of a residential structure. It identifies key stakeholders such as local government officials, homeowner associations, and housing authorities. Potential partners mentioned include hardware stores, Underwriter Laboratories, the National Fire Protection Agency, and other fire departments. The plan would involve educating these stakeholders and partners to implement strategies to reduce risks from improper heating. These may include inspections, installing safety devices, and distributing educational materials. The overall goal is to prevent fires and protect public safety through community collaboration.
This document summarizes a report on research about the future of the charity sector in Ireland over the next 20 years. It conducted interviews and surveys with various stakeholders to understand their perspectives. Key findings included a desire for change in how charities operate, the need to demonstrate impact through data, issues with regulation and funding, challenges finding qualified people, and improving public understanding and transparency. The research aims to provoke debate on expectations of charities, the role of volunteers, impacts of regulation, needs for professionalism and organizational change, the role of the state, and triggers for change within charities.
The Digital International Youth Forum is an international online platform that aims to connect, empower, and promote youth globally. It offers leadership activities and opportunities for youth to shape their experiences. The forum aims to transform youth into leaders ready to contribute locally, regionally, and globally. It invites youth and youth-supporting organizations to connect, share, and take action on its agenda.
Challenges affecting informal business funding in zimbabweDr Lendy Spires
This document discusses challenges affecting funding for informal businesses in Zimbabwe. It finds that the main source of funds is personal equity, which is inadequate. Financial support from institutions is also insufficient and reaches few operators. Complex and corrupt loan administration systems, as well as a lack of collateral security, deter operators from obtaining loans. The study recommends that the Zimbabwe Open University provide workshops to improve business skills and evaluate loan distribution channels. The government should also create an enabling environment through supportive policy.
Atlanta business league strategy blueprint presentationJoseph Hudson
The document discusses Operation Turnover, an economic development strategy and blueprint for black business in Atlanta. The strategy aims to (1) increase the share of dollars currently spent by black consumers, businesses, and organizations that go to black businesses, (2) recognize the economic contributions of black businesses, and (3) redirect current and future resources to support black business growth. Operation Turnover builds on assets already in the black community to generate faster economic benefits.
Financial inclusion cbt presentation feb 2011subramanian K
The document discusses financial inclusion challenges and opportunities in India, focusing on the role of government, industry, and academia in promoting financial inclusion. It defines financial inclusion and exclusion, outlines reasons for exclusion. It proposes a public-private partnership model utilizing technology to expand access to banking and credit for rural and low-income populations.
Advantages And Disadvantages Of Host CountriesCindy Wooten
This document discusses advantages and disadvantages of multinational corporations (MNCs) establishing operations, known as foreign direct investment, in developing host countries. The key points made are:
1) MNCs set up operations in developing countries due to lower costs of labor, raw materials, and taxes compared to their home developed countries.
2) Host countries benefit from job creation and technology/skill transfers from MNCs. However, MNCs can also negatively impact local industries and cultures.
3) Both host countries and MNCs must balance ensuring rights and following laws to develop in a fair and ethical manner.
1) The informal sector in India consists of unincorporated enterprises with less than 10 workers and includes activities like agriculture, small shops, and home-based work. It contributes over 80% of India's workforce.
2) The document proposes plans to help informal sector workers in both agro-based activities like farming, and non-agro based activities like daily wage work. It suggests organizing farmers to sell directly to authorities and providing vendors with storage vans.
3) For non-agro workers, the plan includes call centers that provide temporary work. Implementing the plans would require local recruitment, oversight committees, and funding from various sources like the government and donors.
The document discusses inclusive cities for the urban working poor based on lessons from Africa. It provides statistics showing the large percentage of informal employment in Africa and other regions. The WIEGO network aims to improve the status of informal workers through research, organizing, and policy engagement. Key findings from the Informal Economy Monitoring Study in multiple African cities show that insecure work spaces, harassment, and lack of infrastructure negatively impact street vendors, waste pickers, and home-based workers. The document outlines demands for protection, promotion and participation from cities and discusses enabling conditions like platforms for dialogue between informal workers and government. It provides examples of policy victories for street vendors in Accra and legal victories for street vendors in Durban achieved through WIEGO
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
2. Introduction
Urban Market has reached saturation stage
Increase in competition
Untouched BOP market
Increasing Demand in rural market
Research showed BOP market in the potential market for growth
As the world enters a period of economic instability there is a
pressing need for companies to identify new horizons of growth
Reason
4. MARKET TYPES
Regions of War (Civil or Cross-border
Caused by Absence of Government
Institution
Lack of infrastructure and skilled people
Tension Caused by religious conflict or
ideology
High risk of physical assualt, robery,
kidnaping, blackmail
Conflict Zones
5. MARKET TYPES (CONT.)
Inhabited by economically and socially
marginalized members
Located on the land where local
inhabitants do not hold legal title
Inadequate access to safe water,
sanitation, infrastructure
People with very low income stay there to
access opportunities
Dharavi the biggest slum area in India
Urban Slums
6. MARKET TYPES (CONT.)
Poorest region on Earth
Region populated by people with average
income of less than $2 per day
Lacked with basic infrastructure such as
paved roads and electrification
People with very less awareness of the
other part of the country
Very low literacy level
Deep Rural Area
7. Understanding Complex Operating
Environments
Urban Slums
Inadequate access to safe water
Inadequate access to sanitation
Poor structural quality of housing
Overcrowding
Insecure residential status
No legal title to their land, slum
dwellers have few ways and little
incentive to improve their
surroundings.
Khayelitsha in Cape Town (South Africa): 400,000
Kibera in Nairobi (Kenya): 700,000
Dharavi in Mumbai (India): 1,000,000
Neza (Mexico): 1,200,000
Orangi Town in Karachi (Pakistan): 2,400,000
Source : Habitat
8. Deep rural areas
• Poorest regions on earth, eg. Democratic Republic of Congo (DRC), Malawi, the far
reaches of northern Nigeria etc
• Average incomes of less than US$2 per day
• Lacks basic infrastructure such as paved
roads and electrification
9. Regions of war (civil or cross-border),
insurgency, or severe lawlessness
Violence against civilians resulted in
over 5,000 deaths worldwide
Battle-related deaths numbered over
18,000
Explosion/remote violence led to more
than 4,000 deaths
Riots resulted in over 600 fatalitie
These environments pose unique challenges for firms, including very real risks
of physical assault, robbery, kidnapping, blackmail, vandalism, and theft
Conflict zones
10. Common challenges in these market places
Lack of Legal Frameworks
Private investment in mobile telecommunications
has taken place successfully even in very challenging
Conflict-affected environments, but the
establishment of a basic legal and policy framework
is still required
Absence of Key Infrastructure
Shortage of Skilled People
Creates security problems for contractors,
Lack of local human and institutional capita
Raises costs and the difficulties of implementation
11. Can Firms Do Business in Such Environments?
Is it possible to operate profitably in this environment?
To answer this question two
year research project took place
between 2006 -2008
Action based methodology was
used for analysis and testing
Assumption has been taken that
"Causation is neither linear nor
singular"
By secondary research some
companies had been identified that
had been operating successfully in
these environment
Press article says that their
business was operating
successful
Before going for personal
interview financial data was
also verified to verify the claim
12. Can Firms Do Business in Such Environments?
In depth interview were taken
place of senior management in
Africa, South Asia & Middle east
All companies approached had
reported EBITDA figures that
were above the industry average
for both 2005 and 2006
First round focused on open
ended questions , goal was to
gather as much information as
possible
In second round of interview the
questions were targeted around
specific themes that the initial
analysis of the data had produced
Study followed directives for case-
based research and was based upon
multiple sources of evidence: archival
data, industry publications, interviews,
and direct observation
Data derived from research,
interviews some lessons where
taken out which help to run
the business successfully in
these areas
13. ●As of April 2010, Bharti Airtel’s network covered 440,000 villages in India,
which, together with its
urban services, accounted for coverage of approximately 84 percent of India’s
total population.
●As of March 31, 2010, Bharti Airtel had added 9 million new customers to
reach a total of 128 million
connections. Ovum estimates that rural users accounted for 60 percent of the
company’s net subscriber
adds in that quarter.
●Despite Bharti Airetel’s overall ARPU of just under $5, its mobile division’s
earnings before interest,
taxes, depreciation, and amortization (EBITDA) margin was approximately 30
percent, and its earnings
before interest and taxes (EBIT) margin was approximately 19 percent, which
indicate a healthy return on
14. KEY LESSONS
Winning Community Buy-In
Promoting Local Entrepreneurship
Corporate Social Responsibilty
Unorthodox Partners
Derived from Field Research
Unorthodox Benefits
15. WINNING COMMUNITY BUY-IN
Building partnerships
The key was to go beyond building
partnership to finding innovative
ways to become "part of the fabric"
of the local communities
Their goal was not to be perceived as
"good foreigners" doing business in
their communities but to be seen as
"one of us".
Seeking out non-traditional partners
who can provide them with
unorthodox benefits and who thus
recieves unorthodox benfits in return.
"Our message has been that we are
part of Iraqi society and we are
dynamically tied to Iraq and it's
people. We suffer what Iraq suffers
and we enjoy what Iraq enjoys."
-Ali Al Dhawi, CEO of Iraq's Zain
16. The Zain in Iraq
Celtel Nigeria
Vodafone Essar
in India
They started investing in local
sports activities including
sponsorship of the Iraq
National football team and the
Iraqi Olympic Committee
For winning community buy-in
they started working with
village-chiefs and religious
leaders to improve the local
community.
They started working with
social groups and NGOs in the
slums to sponsor healthcare,
sporting activities and cultural
events.
EXAMPLES
Examples of how different sample
firms executed this strategy for
winning community buy-in
17. PROMOTING LOCAL ENTREPRENEURSHIP
Local entrepreneurship shows great potential as an
economic development strategy for rural
communities with stagnating or declining
economies.
They were involved in promoting local
entrepreneurship and developing local individuals
as entrepreneurs that can help build their
communities in the long term and getting involved
in CSR activities in the communities.
The firms started providing the 5C's of local
entrepreneurship i.e Coaching, Capital, Connection
Culture and Climate.
18. IRAQ'S ZAIN GROUP
They were given just sixty days to
build a functioning network in Basra.
No vendor was willing to send people
into Iraq to support network planning
or roll-out.
Complete absence of knowledge of
how to build and operate a mobile
network.
EXAMPLE OF
Training Courses
Corporate University
Result
The team embarked search for local Iraqi
engineers, sent them outside the country and
trained them.
Due to their initiative they started resembling
like a corporate university that provide
education and skills required to run a business
for free.
Within 60 days, Zain had a functioning
network and today it has more tha n80%
population coverage.
19. Vodafone Essar
in India
Celtel in Nigeria
The Zain Group,
Iraq
Engaged with social groups in
the slums to sponsor culture
events and in turn was able to
learn more about the slum
communities.
They shared a percentage of
franchise revenues with the
communities, with funds
allocated in cooperation
between the franchisee and
local village authority figures.
Supported NGOs delivering
child health initiatives such as
prenatal and pediatric care,
and it helped many Iraqies to
access medical attention both
inside and outside the country.
CORPORATE
SOCIAL
RESPONSIBILITY
All the firms in the study were
engaged in CSR activities.in the
communities in which they
operated.
This allowed them to engage
with and learn about the
communities that they served.
20. UNORTHODOX PARTNERS
Instead of seeking out local businesspeople as partners, our example
companies sought out persons with religious or political prominence in the
community, as well as those who were prepared to become entrepreneurs.
They sought them out so that they could exert influence over the local
populace and/or provide security, protection, and a certain status within the
community.
The Companies created the opportunity for them to build their business.
Furthermore, they funded their social programmes, which assisted them in
becoming more important political and religious figures in their respective
areas.
21. Examples of Unorthodox Partners
Vodafone Essar in Dharavi slum district
Vodafone Essar operates in
Mumbai's Dharavi slum, among
the world's most densely
populated urban slums. hence
this is a classic example of having
unorthodox partners in urban
slums.
The company acquired business
marketers from the local
community, who then located
individuals who were already
engaged in business in the
alleyways of slum neighborhoods.
22. Examples of Unorthodox Partners
Zain Group in Iraq
After the liberation of Iraq in 2003 lifted repression
at all levels of society which was previously
prevalent during the Saddam Hussein, however
the conditions for private business remained quite
poor. Understably, the security situation for any
firm was tough.
Zain's collaboration with local entrepreneurs
showed the corporation how to protect
individuals from kidnapping and enable the free
movement of cash and other assets.
Considering safety as a highest concern, Zain first
hired two international security agencies.
However, Zain now adopts a more regional
approach, with security controlled by ten local
firms that are part of the communities where they
operate.
23. UNORTHODOX BENEFITS
The benefits enjoyed by the stakeholders employing such unorthodox
partnerships will not be the typical advantages associated with joint
ventures.
Instead of partnering to recover missing corporate assets, our sample
firms aimed at partners who might assist them in navigating through
local mafias and providing security and protection from blackmail and
kidnapping.
Conversely, the local firms anticipated more than merely a business
partnership. They wanted our example enterprises to fund them and
help them grow as local entrepreneurs and leaders.
24. Celtel Nigeria was the second largest
mobile telecom provider in the Nigerian
market in mid-2007, with a 28% share of
the market and an estimated 8 million
subscribers. The organization had
achieved a great deal of success
operating in Nigeria's cities and larger
towns.
THE CELTEL
NIGERIA EXAMPLE
BACKGROUND
25. Contracting for mobile transmitter sites, as well as managing the sites once they
were erected, presented distinct challenges.
In many parts of Nigeria, village heads and religious leaders commanded
considerable power. Even with government approval, the corporation had to
negotiate with tribal chiefs before rolling out its network infrastructure, which
sometimes included paying "tribute," even for the entry of Celtel personnel into
tribal territories to maintain the network.
Some traditional marketing tactics were also tricky as billboards were readily stolen
and recycled for building materials or fencing, and it was unsafe for Celtel employees
to go in some places.
THE CELTEL NIGERIA EXAMPLE:CHALLENGES
26. THE CELTEL NIGERIA EXAMPLE:CHALLENGES
Because the Nigerian power infrastructure was
unreliable, generators were needed for all of
Celtel's rural base station installations, which
consumed more than 70 million gallons of diesel
each year.
Access roads are required to be kept in good
condition.
Vandalism and theft of base-station equipment
were prevalent, necessitating the installation of
armed guards at rural sites by Celtel.
With very low levels of mobile phone ownership
in the majority of rural communities, the cost of
telecommunications outages did not appear to
outweigh the benefits of stealing and selling
Celtel equipment.
27. This initiative was launched in mid-2007. It was a micro-franchising concept that
attempted to engage with local communities to drastically boost the 4As of
Celtel's services rather than trying to address the inherent constraints of rural
areas.
They discovered and hired local businesspeople to work as trade partners, dubbed
them Associate Distributors (AD). These entrepreneurs were regarded as
commercially driven small business owners with a good reputation in the
community.
They were also in charge of base-station security and routine upkeep.
THE CELTEL NIGERIA EXAMPLE:
Rural Acquisition Initiative
28. By the end of 2009, Celtel had established a
network of over 900 franchisees in Nigeria's
most remote rural districts.
Franchisees' recharge voucher sales surpassed
early business plan projections by over 120%.
Compared to non-franchised rural sites,
franchised sites have seen a tripling of airtime
sales and a doubling of payphone use.
In places where there is a high level of
franchisee site monitoring, vandalism and theft
have virtually disappeared.
THE CELTEL NIGERIA EXAMPLE:
Rural Acquisition Initiative-Results
29. Implementing new business models was
necessary as the research shows that
existing models won’t work well in BOP
market. Creativity was not the issue but
implementation was. The new business
models need to be implemented in
inhospitable areas and then scaled up in
peaceful co-existence with existing
business models.
IMPLEMENTING
NEW BUSINESS
MODELS
Three implantation area that play a key
role in determining the success
How to compete with two business
models simultaneously.
How to build commitment and
enthusiasm for the venture internally.
How to use local partners to implement
the new business model.
30. The two business
models could conflict
with one another.
The risk of paying the
huge straddling costs
and degrading the
value of the existing
activities
The successful
company have
created a seperate
unit but also find
ways to support it
with assets and
expertise from the
parent
Competing with Two
Business Models
The solution is to
physically separate
the two business
models, but this
results in a loss of
opportunity to exploit
any synergies existed
between two models
31. Allow the unit to differentiate itself by adopting a few of its own value-chain activities but at
the same time exploit synergies by ensuring that some value-chain activities are shared.
Give the unit operational autonomy but exercise strong central strategic control.
Allow the unit to borrow the brand name, physical assets, and expertise from the parent.
Assign a common general manager between the main and the new business.
Hire "outsiders" to run the unit together with a mixture of "insiders."
Allow different cultures to develop but unite them through a strong shared vision and
strong shared values.
Staff the unit with individuals that have cross-functional expertise.
Give the unit enough power to fight its own corner.
Identify measurement and evaluation metrics that are specific to the unit.
HOW THE SEPARATE UNIT WAS INTEGRATED WITH THE
PARENT FIRM
32. Vodafone Essar
Celtel in Nigeria
Bharti Airtel
Vodafone uses its marketing
manager as one main point of
contact. She takes care of
network engineers and
pushes them to meet the
rollout for the month. She
reports directly to Naveen
Chopra
They developed a new rural
marketing and distribution
team whose main focus is to
keep everything simple. Every
employee, distributor, and
retailer keeps it simple for
rural areas. They use local
languages such as simple
Hindi for communication .
Implementation
of Two Business
Models
They have to develop new
processes and approaches for
deep rural communities. They
have to change their
marketing and customer care
as the mindset and literacy
level were at a very different
stage of development
33. How to convince rest of the organization that there is a business oppuetunity there.
How to convince key personnel to work in and sometimes move to these areas,
often with their families.
Considerable internal Skepticism as the area was one of the most economically
backward in the country and affected by violent insurrgency and criminality
Primary healthcare, primary education and poverty levels weer amongst the worst
in the world.
Law and order situation was very unstable and penetration of mobile telephony
was very low.
Companies that compete incomplex operating environments face two interrelated
challenges-
Airtel expanding into Jharkhand and Bihar
Building Internal Enthusiasm
34. Airtel expanding into Bihar and Jharkhand
Identify qucik win-Kaul convinced his superiors to pilot test
the validity of the business oppurtunity. He also realized
quick wins are important for building wider committment to
scaling up new business oppurtunities. This allowed people
to know about the possible oppurtunities
Frame the venture as both oppurtunity and threat- Airtel
framed the entry into these markets as both an oppurtunity
and a threat-an oppurtunity to reach new customers and also
a threat if a competitor were to gain a first mover advantage
Provide visibility and development oppurtunities- Senior
managers communicated that managers willing to work in
these markets will have a brighter career in Airtel. Rajnish
Kaul who was the Marketing Director for Bihar and
Jharkhand became COO of Andhra Pradesh
In order to generate support for the new venture managers
such as Rajnish Kaul followed a number of tactics-
35. Emphasize soft as well as hard objectives-In order to
build enthusiasm for managers to take these roles
managers not only emphasized on the commercial
benefits for the company but also on important role
the company could play in delivering economic
empowerment and social development
Get the right people- Airtel recognized that
managers that acquired experience in stable urban
markets might not be the right people for
complexmarkets, in terms of both midset and
fuctional skill. It sought individuals with cross-
functional experience. Company needed people with
a track record of adapatability and cross functional
knowledge
36. Implementing with Local Help
In complex operating environments, successful companies develop a deep understanding of the
local socio-cultural and business environment
Managers need to value knowledge of the local environment held by a diversity of partners and
learn from them in an efficient way.
Mantaining openness to learning, organizations can allow local partners , who are more familiar
with the local customer behavior and environment risk to innovate proactively.
Firms should avoid designing and implementing strategy based on overcoming challenges in the
local environment and should develop their own understanding oflocal environment.
Celtel Nigeria
Linked with entrepreneurs who co-developed management practices under
Rural Acquisition initiative.
First phase of RAI involved a pilot rial with 25 entrepreneurs where the
company's franchisee's managed the business
Their main activity involved distribution of mobile start up packs, low cost
mobile phones and low denomination recharge vouchers.
Franchisees also started to offer installment financing and barter trade to
their local customers
37. Vodafone Essar
Unable to acheive coverage inside the slum or
densely packed houses.
Difficulty in putting up mobile transmitters in
places that was unauthorized and possibility of
vandalism and theft
Gvernment agencies having very little real
athourity within th slum communities
In Mumbai, Naveen Chopra and his team
encountered following problems in serving urban
slum-
Solution-
Locate large retail outlets and hoist mini transmitters above their shop
The shop owner will be responsible forretail distribution, security and basic manteinanceof mini- transmitter
Many daily wage labourers see mobile as an essential tool tofacilitate economic activity
38. Makes firm vulnerable to external
shocks.
Insulates the valuable information
that exists outside of network
Makes the firm vulnerable to "selfish"
partners.
HOW TO OVERCOME
PROBLEMS OF
SOCIAL
EMBEDDEDNESS
Long-term Relationship
Building trust
Open Attitude and Willingness to
learn
The firm need to continuously remind their
partners that theirs is long term relationship.
Relationship can be strengthened by building
trust with the local partners.
The trust can also be enhanced by investing in
improving partners skills continuously.
Accurate knowledge about the potential
customers can be collected by employing
three steps:
Dedicating internal resource to understand
the complexities of new market, recruiting
local people and supporting business partners.
39. In order to succeed
in this market,
companies need to
work with local
partners, win
community trust
and community
buy-in
Companies need to
develop new
business models
specific to this BOP
environment and
should successfully
implement it.
Companies that adapt
to doing business in
complex environment
area can earn big
profits and can use
their experience to
expand in similar
regions of other parts
of world
Companies need to
partner with the
local people who
better understand
the complex
environment and
must work with
these people to
develop sustainable
energies.
Strategies needed to succeed in these
market is different from strategies for other
BOP market !