Linde Bangladesh Essay Example

Linde Bangladesh Essay Linde Bangladesh Limited (formerly BOC Bangladesh Limited) a multinational organization that has been present in the country for nearly 60 years with continuous expansion in operations and business, providing global solutions with a local outlook. With a modest appearance at the beginning, all the products of Linde Bangladesh Limited are now part and parcel of all the industrial and economic activities of the country. The selected topic of this internship report is â€Å"A Comprehensive Study on the Distribution Channel of the Welding Business of Linde Bangladesh Limited. † First part of the report talks about the organization; its nature as well as other introductory element of the company . Second part of the report covers the introduction of the project along with the project’s objectives, scope, statement of the problems etc. The next part strives to discuss about the Welding Business of Linde Bangladesh as well as the Distribution department of the welding business with its major functions. Linde Bangladesh is a leading manufacturer of welding electrodes and provides one stop solution for cutting and joining through countrywide distribution network. Countrywide the company has 18 sales centre based at different locations to serve more than 800 dealers. Country as a whole is demarcated into five region each region consists of four territories. To operate the whole distribution process Linde Bangladesh has one Sales manager for each region who looks after the overall distribution process of the territories under that particular region. However one CRO (Customer relationship officer) and one CSA (Customer relationship assistant) are assigned for each territory. They usually use pick up to deliver their products. We will write a custom essay sample on Linde Bangladesh specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Linde Bangladesh specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Linde Bangladesh specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Some report about vehicles movements, amount of products carried per day, maps illustrates how Linde Bangladesh is utilizing their distribution resources. The focused area of this report is Khulna, so I tried to discuss about the current scenario of the distribution process of Khulna territory as well as the areas of problems which is facing by them. Order placement plays a vital role in distribution process. Therefore the functions of iConnect have been portrayed to get an idea about the role played by iConnect in order placement process of the company. Moreover, as Linde Bangladesh deals with environment sensitive and dangerous element, it tries to ensure the safety measures also. The Company maintains a standard for their vehicles as well as their drivers for ensuring the safety issues. Linde Bangladesh uses some software and electronic devices for making its vehicles safer. For ensuring the optimization of vehicle in the distribution process, the company keeps trip list report summarizes all the trips for a specific asset over a specified period of time. The report shows start and stop times and location, including total travelling time, distance, and quantity of products distributes. In spite of having a strong distribution network, some areas have been found that needs to be improved. Finally, in recommendation part, some suggestions such as dividing routes, employing higher capacity vehicle, optimizing delivery schedule are given to capture the maximum utility from the market in future. Table of Contents |Name of the Topic |Page Number | |Letter of transmittal. 3 | |Letter of Endorsements by the supervisor |4 | |Acknowledgment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. |5 | |Executive Summary †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. |6-7 | |CHAPTER-01: Overview Of LINDE BANGLADESH LIMITED Bangladesh Ltd | |1. 0 Organization Profile Overview†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ |13 | |1. 1 History of Linde Bangladesh Limited †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ |13-14 | |1. 1. 1 Merger Acquisition with Linde AG †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ |15 | |1. 1. 2 Common History †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. |15-16 | |1. 2 About Linde Bangladesh Limited †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. |16-17 | |1. 2. 1 Vision Objective†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ |17-18 | |1. 2. 2 Market Position†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. |19 | |1. 2. 3 Safety Matters †¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 19 | |1. 2. 4 Internal Control †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. |20 | |1. 2. 5 Financial Results †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ |20 | |1. 2. 6 Locations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ |21-22 | |1. 2. 7 Organizational Structure†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ |23 | |1. 2. 8 Range of Products and Service†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦.. |23-26 | | CHAPTER -02: Introduction to the Study | |2. Introduction to the Study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. |28 | |2. 1 Rationale of the study †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. |28 | |2. 2 Statement of the problem. |28 | |2. 3 Scope Delimitation of the sutdy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ |28-29 | |2. 4 Objectives of the study †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. |29 | |2. 4. 1 Primary Objective †¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ |29 | |2. 4. Specific Objective†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ |29 | | CHAPTER -03: Review of related literature regarding the welding industry and marketer | |3. 0 Review of related literature regarding the welding industry and marketer †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. | | |†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ |31 | |3. 1 Welding Industry in Bangladesh †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. |31 | |3. 2 Welding Industry Performance †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦ |32-33 | |3. Distribution Operations of the Welding Business Linde Bangladesh Limited |33-36 | |3. 3. 1 Distributor Channel Strategy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ |36 | |3. 4 Safety Management of Linde Bangladesh Limited †¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. |36 | |3. 4. 1. Golden Rules of Safety of Linde Bangladesh †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. |37 | |3. 4. 2. Driver’s Safety. 37-39 | |3. 4. 3. Vehicle’s Safety.. |39 | |3. 4. 4. Golden Rules on Driving and Vehicles.. |39-40 | |3. 4. 5. Truck Avoidable Accident Rate. |40 | |3. 4. 6. Managing Safety Standard |40-41 | |3. 4. 7. Automatic Vehicle Location system (AVLS). |41-42 | |3. 4. 8. System Overview |43-44 | |3. 4. 9. General Features and Benefits of AVLS |44 | |3. 4. 10. Web-based Vehicle Tracking System .. |45 | |3. 4. 11. General Features and Benefits (Web based vehicle tracking system).. |46 | |3. 4. 12. Standard Violations |46 | |3. 4. 13. User-defined Violations |46 | |3. 4. 14. Trips List Report.. |47 | |3. 4. 15. Second-by-Second Incident Analysis |47 | |3. 4. 16. Vehicle Immobilization 47 | |3. 4. 17. Anti-theft Options.. |48 | |3. 4. 18. Why we choose AVLS. |48-49 | |3. 4. 19. Driver profiling. |49 | |3. 4. 20. Accident analysis. |49 | |3. . 21. |49-50 | |Security. |50-51 | |3. 4. 22. Benefits of Business.. |51 | |3. 5 Review of Literature related to the Distribution. |52 | |3. 5. 1 Distribution Objectives. |52 | |3. . 2 Distribution Strategy: |52-54 | |3. 5. 3 Distribution Channels Key Concepts Steps:. | | |Chapter 4. Methodology | |4. 0 Methodology †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. |56 | |4. 1 Primary Data Collection.. |56 | |4. Secondary Data Collection. |56 | |4. 3 Mechanical Tools†¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦. |56 | |Chapter 05 Analysis and Interpretation of Data | |5. 0. Analysis and Interpretation of Data. |58 | |5. 1. Distribution Channel Management of Linde Bangladesh in Khulna.. |58-59 | |5. 2. Linde Bangladesh iConnect.. |59 | |5. 2. 1. Benefits of iConnect |59-60 | |5. 2. 2. Information Collected by iConnect.. |60 | |5. 2. 3. How iConnect works. |61 | |5. 2. 4. iConnect Communication Channels. 61 | |5. 2. 5. iConnect Reminder |61-62 | |5. 2. 6. Some important command used in iConnect.. |62 | |5. 2. 7. iConnect Technical Architecture |63 | |5. 3. Important features regarding the cost of Managing Distribution.. |64 | |5. 3. 1. Total Distribution Cost per Distance Travelled.. 64 | |5. 3. 2 Total Variable Cost. |64 | |5. 3. 2. 1. Total Overtime Cost.. |64 | |5. 3. 2. 2. Total Fuel Cost |64-65 | |5. 3. 2. 3. Others |65 | |. 65 | |5. 3. 3. Total Fixed Cost. |66 | |5. 4. Effectivity Analysis of the distribution process of Linde Bangladesh |66 | |5. 4. 1. Capacity Utilization.. |66-67 | |5. 4. 2. Time Utilization.. |67 | |5. 4. 3. Deviations from Schedule | | |5. 5. Performance regarding the slowness and the fastness consumption of the welding |67-69 | |products:†¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. | | |Chapter 06: Findings | |6. 0. Findings: †¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ |71-72 | |Chapter 07: Recommendations | |7. . Recommendations:†¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. |74-75 | |Chapter 08: Conclusion | |8. 0. Conclusion†¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. |77 | |Bibliography Appendix | Part – 1 Chapter 1 Profile of the Organization 1. 0. Organization Profile and Overview 1. 1. History of Linde Bangladesh Limited Linde Bangladesh Limited (formerly known as BOC Bangladesh) is both an old and relatively a new company. Old because it has been present in what it is now in Bangladesh, in one form or the other, since the days of British India. New because it was registered under its own identity only in 1973. The Company began, after the independence of Bangladesh, with a modest turnover of over Tk. 6 million. The turnover in 1999 exceeded Taka 1 billion. Linde Bangladesh Limited started out as Bangladesh Oxygen Limited with 3 small Oxygen plants and Dissolved Acetylene plants, one of each in Dhaka, Chittagong and Khu1na. In addition, it had an operating contract to run the Oxygen plants of Chittagong Steel Mills (CSM), which is no more there today. For the manufacture of Welding Electrodes the Company had three extruders and new one would commence operation from 2012. From inception, the Company had remained the sole supplier of Medical Oxygen in the Country. In the mid 70s a Nitrous Oxide plant, still the only one in Bangladesh, was imported and installed in Dhaka to provide the nation with this vital anesthetic gas. Later in the decade a Carbon Dioxide plant was bought and installed in Dhaka and this was the first in the Country to produce dry ice. In the early 80s the first liquid gas plant was imported from New Zealand and again installed in Dhaka, where the demand for Oxygen was concentrated. Shortly after that came the first boom in ship cutting and demand for Oxygen went through the roof. The Company invested immediately in additional compressing capacity for the surplus Oxygen at CSM while simultaneously pursuing the Government to permit it to invest in new production capacity. Eventually the Company was permitted to import 400 cubic meters per hour air separation plant from Australia, capable of producing Liquid Oxygen, Nitrogen and, for the first time in Bangladesh, Argon. This was installed in Chittagong, essentially to feed the ship breaking market on the beach. In the early 90s booster was added to this to increase output, pending investment in further capacity. Meanwhile, the welding business of the Company was also growing fast and in the early 80s a state of the art RAM extruder was added to the production line, dramatically improving output and quality of electrodes. The Company, in another innovative move, invested in a wire drawing machine for the electrode factory. A second RAM was added in the late 80s to keep up with demand. The Company went public in 1973 when the Government renounced its right shares in favor of the public. Today, Linde Bangladesh is one of the premier companies in the Country. Bangladesh Oxygen Limited changed its name to BOC Bangladesh Limited in March 1995 in line with a worldwide program of the BOC Group. The 90s witnessed another change in the fortunes of the Company with deregulation and liberalization of the economy. A site was specially purchased at Rupganj, near Dhaka, where the Company installed 30 tons per day air separation plant, the largest in the country. The US made plant produces Oxygen, Nitrogen and Argon and is technologically, as advanced as any in the world. It came on stream in 1995. At the same time, the Company also invested in a modern integrated welding electrode plant, made by the largest welding electrode manufacturers in the world, which was imported and installed at the new site in Rupganj. A technical collaboration arrangement was also made with the suppliers ESABAB of Sweden and the plant went into production in 1995. Welding business received ISO 9002 certification in the following year. A distribution agreement has been signed with world class Welding Company, The Lincoln Company of USA. In March 1998 a second line of production was added to the integrated Welding Electrode Factory at Rupganj, doubling the capacity. Same year, in November 1998 a new site with a 20 TPD liquid plant was acquired in Shitalpur, Chittagong. 1. 1. 1. Merger Acquisition with Linde AG The Linde Group has a history of over 130 years built on a heritage of innovation with a strong focus on technology. The company’s founder, Carl von Linde, invented refrigeration technology and pioneered a process of air separation. Today, the company is a global market leader in gases and engineering providing technology solutions for a wide range of industrial and other applications. In March 2006, Linde AG made an offer for The BOC group. It was recommended by the BOC Board and accepted by shareholders in August. This was ratified by the European Commission in June, and was completed on September, 5th 2006. Following the acquisition the Linde group is one of the world’s leading industrial gases and engineering groups. Finally on 20 November, 2011 the BOC Bangladesh rebranded as Linde Bangladesh Limited. 1. 1. 2 Common History Linde and BOC unite to become The Linde Group. Both companies have more than 100 year of history and strong track records as innovators. In 1879, Gesellschaft fur Lindes Eismaschinen AG in Wiesbaden was founded in Germany. In 1880 Arthur and Leon Brin take out the first of their patents on a process for separating oxygen (barium oxide process). Linde British Refrigeration Co, in London in 1885,that was Lindes first non-German company. In 1886, Brins Oxygen Company Ltd was founded. In 1895, patent to Carl von Linde for the process of liquefying atmospheric air or other gases was granting. Patent for air separation and the construction of the first air separator allowing oxygen purity of up to 97 percent, which was held in 1906. Linde and Brins Oxygen Co. agree to use Lindes patents in 1906. However Linde becomes shareholder in Brins. Carl von Linde joins the board; Brins changes name to The British Oxygen Company Ltd. Linde Air Products Co. was founded in 1907 in USA. In 1914, BOC started operating high purity gas plants in six major British cities. Lind took over of Guldner-Motoren-Gesellschaft (Diesel engines and tractors) in 1929. BOC bought controlling stake in African Oxygen (South Africa) in 1935 to become the leading gas company in Africa, which was known AFROX. In 1946, BOC opened research facility in New Jersey (USA). BOL Limited (Foundation of Linde-BOC joint venture) was founded in 1954 to coordinate the technical design and sales of air separation plants. In 1959 Linde began volume production of hydraulic units and forklifts. The discovery of oil and gas under North Sea triggers in 1965, created a strong demand for large vessels, storage tanks and pipelines, boosting BOC sales. Linde-BOC joint venture in refrigeration solutions was founded in 1969. BOC doubled its size upon completing the acquisition of Airco in the USA in 1978. Linde constructed it s largest gas production plant at Leuna, Germany in 1990. In 1991, Linde expanded its gas business in Eastern Europe with the purchase of leading Czech Gas Company, Techno Lyn. The distribution unit of BOC went to a partnership with Marks Spencer in their 25th anniversary in 1994. Linde, BOC and partners joined hands in 2000 to construct world’s largest nitrogen plant to pump heavy crude oil under high pressure in the Cantarell Oil fields, Mexico an innovative joint project involving Linde, BOC and partners. European Commission approved Linde takeover of Swedish Gas Company AGA/Statoil places order with Linde for Europes largest LNG plant (operational from 2007). In 2002 US engineering joint venture Linde-BOC-Process Plants LLC, Tulsa, Ohio was founded. In 2004, Linde celebrates its 125th anniversary; Sale of Linde refrigeration business to Carrier Corporation. In 2005, Linde celebrated International Hydrogen Day. In 2006 Linde and BOC joined forces to become The Linde Group. 1. 2. About Linde Bangladesh Limited Linde Bangladesh Limited (the â€Å"company†) is a listed limited company by shares and was incorporated in Bangladesh in 1973 under the Companies Act 1913. The company became a listed entity in 1976. The company is listed both on Dhaka Stock Exchange (DSE) and Chittagong Stock Exchange (CSE). The address of the registered office is 285 Tejgaon I/A, Dhaka-1208, Bangladesh. It has been a direct subsidiary of the BOC Group PLC of United Kingdom since inception. The entire share capital of the BOC Group PLC has been taken over by Linde AG of Germany in 2006 through an acquisition process. The group as a whole had embarked on a program called HPO (High Performance Organization). Though launched at a time of this crisis, like safety it would be an on- going program standing on its four pillars: Customer focus, People excellence, Process excellence and the Ability to execute. The HPO initiative is a long term and strategic initiative aimed at improving the level of performance of our people and business, to increase our performance in all respects. Given the world economic crisis this initiative is expected to help the group meet the challenges ahead in unified and strong manner. 1. 2. 1. Vision Objective Vision An organization vision statement indicates its future direction and business makeup, a guiding concept for what the organization is trying to do and to become. Corporate vision of Linde Bangladesh is stated below: Corporate Objectives Corporate Image:To be seen as progressive company of high reputation and integrity, it provides good value for its products and services. To be seen by Government the public customers and suppliers and the employees as acting in a socially responsible manner and consistent with national aspiration and objectives. Development:To pursue a policy of progressive of industrial and medical gases, welding equipment’s and consumables wherever economics of production justify local manufacture. To maximize local value addition by progressive import substitution of inputs. To install educate production facilities in advance of the demand so as to insure continuing ability to meet the growing national need for our products. To develop new markets and application of products and process and to set up facilities to serve them. Technology:To develop proficiency and competence in welding, cryogenics gas production technology and to promote new applications for gas and welding products, wherever these are relevant to the needs of local industry. To be regard as the foremost and most knowledgeable institution in the country in this field. Marketing:To maintain the position of principle domestic manufacturer and supplier of industrial and medical gases, electrodes and welding and health care equipment by offering reliable suppliers of goods quality products at fair prices. Safety:To provide an accident free environment for employees by promoting and encouraging and implementation safe working practices throughout the company. To develop and foster increased customer awareness of safe product handling practices and procedures. Personal:To provide a productive and satisfying work environment for employees, offering opportunities and development and advancement in career. Profitability:To earn an adequate return on stockholder’s equity and to generate sufficient surplus for growth and expansion. 1. 2. 2. Market Position Linde Bangladesh Limited has a good position in Bangladesh. All three sectors of products have good market shares. Linde Bangladesh Limited is in the first position for selling Gas and Welding products. The healthcare sector has to go a long way to grab a superior market position in Bangladesh. Linde Bangladesh Limited is technologically in a better condition than the other sister concerns in South Asia. 1. 2. 3. Safety Matters Safety remained a number one priority as it is with the whole â€Å"The Linde Group†. Without being complacent one can add that has been an improvement in safety performance in most areas. With the launching of site safety program at Shitalpur all the major sides have now been covered. The incident reporting system had been greatly improved through implementation of an online web based system called synergy hosted in the Linde global server. Safety related activities continued with regular meetings of the safety and sharing of lessons learned from global group incidents SHEQ related issues. Meetings related to behavioral safety called SDG (Safety Dialogue) are held in small groups in every location of the company’s activities on the first working day of each month. 1. 2. 4. Internal Control The control and risks elements related to the company were under constant review. Several audits were carried out including engineering audits. Addressing of the recommendation is an ongoing process with the help of the Business Management Council members. Audit committee meeting took place as per its charter. During the year all the company’s location were connected to SAP at the corporate office. This provides on-line real time information, specially related to sales, inventory and accounts. This facility would be an effective tool for ensuring control and data integrity, besides providing timely management information. 1. 2. 5. Financial Results The company’s turnover improved by 10% at BDT 2,742,816,718 over the previous year’s turnover of BDT 2,498,583 this was driven mainly by volumetric growth of industrial Oxygen, MS Electrodes, Liquid CO2, Medical gases etc. substantial loss of earnings from LPG, Fire Suppression and Welding Training School had to be absorbed. Profitability in the year reached a new peak. While turnover growth was 10% profit from operation grew by 44%. This was as a result of favorable raw material costs, better recovery of fixed costs with volume increase of the key manufactured products and overall control on costs. 1. 2. 6. Locations The registered office of Linde Bangladesh is located at 285 Tejgaon I/A, Dhaka-1208. It has three factories in Bangladesh. The factories Positioned at Tejgaon, Rupganj, and Shitalpur. There are 19 sales center of Linde Bangladesh Limited. The sales centers are- |Location |Address | |01. Tegaon |285 Tejgaon Industrial Area, Dhaka | |02. Postagola |Faridabad, Postagola, Dhaka | |03. Tipu Sultan Road |57-58, Tipu Sultan Road, Sutrapur, Dhaka | |04. Tongi |241, Tongi Industrial Area, Gazipur | |05. Narayangonj |72, Sirajuddowla Road, Narayangonj | |06. Mymensingh |28, Ka K C Roy Road, Mymensingh | |07. Noakhali |Contractor Masjid, (Maijdee Road), Alipur, Begumganj, Noakhali | |08. Khulna |Rupsha Strand Road, Labonchora, Khulna | |09. Barisal |Holding No. 7641, Alekanda, Kotwali, Barisal | |10. Rajshahi |Talimari, Kazla, Rajshahi | |11. Shitalpur |Shitalpur, Sitakunda, Chittagong | |12. Sagorika |68/V Sagorika Road, Pahartali, P. O. Customs House, Chittagong | |13. Comilla |Poduabazar, Chaurasta, Comilla | |14. Sylhet |Mominkhola, Sylhet | |15. Jessore |Central Road, Ghoope, Jessore | |16. Bogra |Charmatha, Rangpur Road, Bogra | |17. Rangpur |Central Bus Terminal, R. K. Road, Rangpur | |19. Faridpur |West Goalchamot, Jessore, Faridpur | [pic] (Source: Internal information of Linde Bangladesh Limited) 1. 2. 7. Organizational Structure Linde Bangladesh Limited is separated into two units. One is Business Function Unit and another is Enabling Function Unit. Business function unit consists of five departments and Enabling function unit consists of seven departments. Unit |Departments | | |Sales Marketing | | | | |Business Function Unit | | | |Operations | | |Customer Service Center(CSC) | | |Cylinder Asset Management(CAM) | | |Distribution | | |Finance | | | | |Enabling Function Unit | | | |Human Resource(HR) | | |Procurement | | |Information Service(IS) | | |Safety Health Environment Quality | Table-1. : Organizational Departments of BOC Bangladesh Ltd 1. 2. 8. Range of Products and Service Line Bangladesh Limited delivers value-added solutions based on the supply of gases, equipment, consumables and services for: †¢ Manufacturing †¢ Hea lthcare †¢ Advanced technology and research industries. The products provided by Linde Bangladesh Ltd are Gases, Welding and Healthcare Gases Products and Services ? Compressed oxygen ? Refrigerant gases (Freon Suva) ? Hydrogen ? Gas welding and cutting equipment ? Fire suppression system ? Compressed helium ? Liquid helium ? Sulphurhexafluoride ? Sulphurdioxide ? Special gases gas mixtures ? Liquid oxygen ? Compressed nitrogen ? Liquid nitrogen Dissolved acetylene ? Carbon dioxide ? Gas welding rod flux ? Dry ice ? Argon ? Lamp gases ? LPG Gases are one of core products of Linde Bangladesh Ltd. A significant contribution to the total business comes from ASU gases and Dissolved Acetylene. Food grade liquid CO2 is another potential gas that has become very popular within the Hospitality/beverage segment. Welding Products and Services Welding products namely ms electrodes is the major bread earner for Linde Bangladesh. It contributes around 50+% of the company’s total r evenue. Competition is stiff in this segment, not only from local manufactures, but also in the form of imported electrodes. Linde Bangladesh’s main advantage in this business segment is its wide distribution network that allows it to send its products to all concerns of the market as well as its good will, which is very important, considering that all other brands sell at a significantly lower price. ? Mild steel cast iron electrodes ? Low hydrogen/low alloy electrodes ? Stainless steel electrodes ? Arc welding equipment accessories ? Plasma cutting equipment accessories ? Welding services training ? Welding equipment repairs ? Mig welding equipment accessories ? Tig welding equipment accessories Healthcare Products and Services The Medical Product Division of Linde Bangladesh Ltd. provides Medical gases and Equipment also promoting liquid medical Oxygen and many other health care products. Linde Bangladesh still known today as the organization that produces and sells life saving medical oxygen. Linde Bangladesh is also the local agents of some of the world’s leading medical equipment manufacturers such as ChoongWae, Tyco, DatexOhmeda, Nellcor Puritan Bennett etc. Linde Bangladesh’s medical product line includes but is not limited to the following: ? Medical oxygen ? Nitrous oxide ? Entonox ? Sterilizing gases ? Medical gases cylinder ? Anaesthesia machines ? Anaesthesia ventilators ? Other medical equipment on request ? ICU/CCU ventilators ? Pulse oximeter ? Infant warmer ? Photo therapy units ? Infant incubators ? OT table ? Autoclave /sterilizer ? Gynaecological tables ? Humidifier ? Oxygen concentratorResuscitators ? Central sterilizing and supply department (CSSD) Part-2 Chapter 2 Introduction to the Study 2. 0. Introduction to the Study 2. 1. Rationale of the Study: As a business graduate we gain plenty of theoretical knowledge. That is why we look forward to utilize our knowledge in the relevant field and now it’s the time to use this theoretical knowledge practically. But it’s true that it is likely to have some difference in theory and practice. Although by using the theoretical knowledge we are able to understand the pre-practical field, which help us to cope up the situation. Distribution is an important component of marketing; however Linde Bangladesh’s main advantage in welding business is its wide distribution network that allows it to send its products to all concerns of the market as well as its good will. Therefore being an intern of the marketing department of Linde Bangladesh Ltd; I decided to work with the distribution channel of the welding business of Linde Bangladesh Ltd. As a marketing major student this study gave me the opportunity to enrich the theoretical and practical knowledge having acquaintances with the practice. Additionally, this experience will further strengthen my marketing skills as well . Which ultimately will help a lot in my career in the forthcoming days. However this study can contribute a lot to the faculty of business administration and the university as a whole because to get the practical experience to develop the future career following students will be very encouraged to take such project. 2. 2. Statements of the Problems ? Optimization of distribution vehicles keeping safety at the top. ? Selecting the slow moving items to make it more available or demandable to the customer by improving market penetration. 2. 3. Scope and Delimitation of the study: I got the opportunities to see the internal work environment as well as got acquainted with their services, strategies that they follows, which was really helpful for me. Initially they provided me the details information about the distr

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Cadbury History And Important Developments Marketing Essay The name of Cadbury in the domain of chocolates was first established in the year 1824, when John Cadbury opened a store in Birmingham, London, selling freshly made cocoa and drinking chocolate. Seeing the heavy demand and success of his shop, John Cadbury set up a factory to commercially produce his offerings. In 1861, sons of John Cadbury Richard and George Cadbury took over the control of the company and to save Cadbury from closing down, invested all their funds into a cocoa press. It offered an efficient processing technique, reducing wastage and eliminating use of additives, thereby making the product Absolutely Pure (Cadbury marketed it like this). In the later years, Cadbury realized that a lot of cocoa butter is left after processing cocoa and if it is combined with milk; milk chocolates can be made out of it. So, in 1905, Cadbury launched the Dairy Milk for the first time, which became one of the major chocolates to be sold and consumed around the world. In the same year, Cadbury commissioned its first logo and went ahead on the lines of making it a brand to continue for long. First Cadbury logo commissioned. A smooth and outreaching success of Cadbury received a heavy blow during the Second World War. Rationing was imposed and the manufacturers were prohibited from using fresh milk. Cadbury finally resorted to dried skimmed milk powder and marketed the product as Ration Chocolate. Cadburys Ration Chocolate. So as to expand its operations in other countries, on 19th July, 1948, Cadbury entered India as a private limited company as Cadbury-Fry (India) Private Limited. With the years, they started setting up manufacturing facilities in the country too. Company felt the need to cut costs while maintaining quality. It decided to source the milk and cocoa from India only and eventually undertook the project for development of cocoa and milk in India. This included establishing a special advisory board, research centres and tying up with Induri Farm Ltd., for betterment of cattle breeding for better milk yield. Seeing the growing demand for chocolates in India, Cadbury realized the market potential here. They converted themselves into a public limited company on 7th June, 1977 Cadbury India Pvt. Ltd. And then in 1984, Cadbury launched its legendary brand Dairy Milk in India. Little did they know at that time that this product will become the flag bearer of the company in India. Besides chocolates and cocoa, the company also tried its hands on other products like food drinks, ice-creams, confectionaries, apple juice and even exporting software. The company introduced a high-protein food drink Enriche in 1988. A year later, they introduced Dollops ice cream in strategic alliance with Unilever. 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To bring the chocolates and food drinks within the budget of the wide middle-class population of India, Cadbury went for LUP (Low Unit Packs) by introducing chocolates in small grammages. The youth had more affinity to chocolates and colas and wanted to be a part of the new trends. Cadbury made it simpler for them by the LPU offerings and was very effective in capitalizing on this changing consumer behaviour. Not only the youth, the company also targeted the adults especially mothers by introducing its famous food drink Bournvita in sachets. As a result, in the wake of changed consumer behaviour, where mothers preferred health-drinks for their children, Cadbury easily entered the homes of even middle class families, who couldnt afford large packs at a time. Over the years, the consumers have become more health and quality conscious and the companies cant be casual about such stricter consumer behaviour. A classic case when Cadbury erred was the Worms controversy. A batch of Dairy Milk chocolate was infested with worms. It lead to a huge controversy. People lost their trust in a quality conscious company like Cadbury and the consequences were loud and clear-Cadburys Diwali time sale of products dropped by a whopping 30%. The company bounced back by launching Operation Vishwas. They recalled all defective chocolate batches and even introduced double and plastic based packaging to ensure safety. They also roped in a reliable and trustworthy role model Amitabh Bachchan to invoke the lost trust of the people in the brand. Eventually, Cadbury was successful and is the market leader in the country. EMAMI GROUP The Emami Group came into existence when two ex-Birla Group executives Radhe Shyam Agarwal and Radhe Shyam Goenka, resigned from their jobs in 1974 to establish an ayurvedic medicine and cosmetic manufacturing unit in Kolkata. They named the company Kemco Chemicals. 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Slowly but steadily, efforts were put in to expand the distribution network in other eastern states. Soon, Emami went pan-India, where too it replicated its success as a trustworthy, reliable and traditional-yet modern brand. The basket of Emami products in the 1970s included standard and daily use products like Emami Talcum Powder, Vanishing Cream and Cold Cream. These were primarily focused at the fairer sex and were backed by strong marketing campaigns on radio and post-1982 on TV too. Emami was doing well when in 1978 it came across an opportunity to take over a dying yet credible company Himani Limited. The company was well known in eastern India for many years but due to poor operations and thin profit margins was on the verge of closing down. Emami at that time took a bold decision of acquiring Himani and by capitalizing on it brand equity and factory unit, transform both Himani and Emami into a larger and more successful company. After six years of acquiring Himani, Emami came out with two revolutionary products under the ambit of Himani only Boroplus Antiseptic Cream and Boroplus Prickly Heat Powder. These were introduced to cater to the change in consumer behavior. People were starting to become more conscious about their choices and wanted specialized products. Earlier they used to go for any cream or any talcum powder. But Emami knew that they had to produce and market specialized products like antiseptic creams for minor cuts and bruises and prickly heat powders for Indias scorching summers, to cater to changing consumer needs, so as to assure their sustenance in the future. Riding high on the success of brand Boroplus, the company launched it in Nepal, Ukraine and Russia. There also these products were a great success. The decade of 90s was very important and crucial for Emami. They launched an ayurvedic cool oil under the Himani brand Navratna Cool Oil. The oil was a runaway success and such was the demand of the product that Emami had to expand operations and setup another manufacturing facility in Pondicherry. Till date, Navratna oil is the world leader amongst cool oils. It was developed keeping in mind the changing behavior and lifestyles of the consumers. Lives became more stressful and hectic. People were losing on their health and wellness quotient and illness crept in. Keeping alive the tradition of massage, Emami developed this cool oil to not only cool off a person but also relieve him of stress, headaches, heat and insomnia. The people connected with the product and realized its usefulness in their lives. Availability of the oil in low unit packs further reached out to the rural population. Eventually, Navratna oil found acceptability in all economic sections of the society due to its USP. The setting up of the second manufacturing facility in Pondicherry provided two-pronged benefit to the company. Not only it catered to the heavy demands of Navratna Oil but also opened the markets of south India for Emami lead by Navratna Oil. Not only powders and oils, Emami increased its offering to chywanprash, hair dyes and pain-relief ointments. To further add on to its portfolio, Emami acquired close competitor Zandu and re-launched its products including balms and health foods. But in 2010, Emami had to face a failure in acquiring a tough competitor like Paras Pharmaceuticals. Paras had a parallel portfolio to Emami and included top brands like Moov, Krack, DermiCool, Livon, SetWet, Zatak, etc. If acquired, Emami would have become a major market player in the FMCG sector. But its bid fell short and Paras was eventually acquired by Reckitt Benckiser (RB). Emami now is in talks with RB to acquire Paras. A classic example of Emami changing with times is the launching of Fair and Handsome, a fairness cream for men. Emami understood that Indian men no longer want that dark skin tone and long for a fairer skin, a belief popular amongst the females. So, they launched a specialized product particularly for mens tough skin. Since its inception, Emami knew that its USP is ayurvedic compositions and it has to maintain it. Ayurveda connected well to the people in the 70s and 80s but in the new millennium, people, especially the youth are reluctant to such age-old traditional methods. They are more inclined towards latest researched techniques and formulations for their health and beauty. Emami understood this threat and heeded to the changing consumer behavior by roping in stars like Amitabh Bachchan, Shahrukh Khan, Kareena Kapoor, and many south stars , which promote the products amongst the youth and portray an image that Emami is a brand which offers the best of ayurveda and modern techniques and is a favourite amongst their star icons too.

The Use of Series in The Big Sleep by Raymond Chandler Essay -- sleep

The Use of Series in The Big Sleep by Raymond Chandler In The Big Sleep, Raymond Chandler writes items in a series in almost every paragraph that does not include dialogue, occasions, in the text where Marlowe watches the other character do something like open and close a book or light a cigarette and flick the ash into a tray. When Chandler stops the dialogue to creates a space for Marlowe to record elements in the environment, he constructs sentences that indicate how Marlowe assimilates the information: characters perform three or more acts successively and Marlowe notices every movement, recording it at once. Therefore, Chandler builds sentences that contain as many separate actions as possible to reflect how fast the character performs the act, rather than isolate single actions in single sentences that break the action up. Specifically, Chandler builds sentences with items in a series to reflect continuous motion and mimic the way Marlowe perceives it. Series are economical and fast, pointing to the movement of the cha racter and the way Marlowe thinks. The series occur in paragraphs Marlowe narrates, sections before or after dialogue when Marlowe establishes the scope of the scene or moves the scene along. Chandler uses the construction when he describes the principal action in a scene. For example, chapter 17 opens with a paragraph that includes this sentence: "The boy swung the car over to the box hedge in front of Geiger's house, killed the motor and sat looking straight before him with both hands on the wheel" (99). In the paragraph, Chandler describes the inert environment with one compound sentence and two simple sentences. None of them contain a series. The sentence that ... ...es the scene correctly and as quickly as Marlowe sees it. Chandler does not want to write a text that reminds the reader it is a text. Instead he wants to imitate reality. He wants the reader to follow Marlowe, look over his shoulder, and maintain a constant, attached point-of-view shot of the action. For this reason, Chandler uses series to simulate the rhythm and speed of real action. When a writer like Chandler omits words and replaces them with commas, "ands," and "ors," he makes the sentence concise and speedy. When one reads such a text, she understands two things about the scene: how the character moves and how Marlowe perceives the movement. Chandler is sensitive to the relationship between the text, the reader, reality. So he creates a text that mimics real movement and real thinking. He uses series to carry the reader through the text.