Rates of Reaction Essay

An enzyme is a protein molecule that helps other organic molecules start chemical reactions with one another; however, the enzyme itself is not affected by the reaction. A substrate is the substance acted upon by the enzyme. In this lab, catalase is the enzyme and hydrogen peroxide is the substrate. Catalase is found in both plant and animal tissues, and is abundant in plant storage organs. In this experiment, catalase is used from potatoes. Catalase is important to living things because it prevents the accumulation of hydrogen peroxide in the cell. Hydrogen peroxide is produced naturally as a byproduct of metabolism. It tends to disrupt the cells’ chemistry, too much can kill a cell. Therefore, the presence of catalase is needed to survive. Catalase breaks down the toxic hydrogen peroxide into harmless water and oxygen. If the concentration of the substrate hydrogen peroxide is related to the reaction rate of the enzyme catalase, then an increase in the concentration of hydrogen peroxide will increase the reaction rate of catalase. Catalase: Methods and Materials In order to experiment and determine the affects concentration has on reaction rate, you will need several materials. Such as, potato extract, crushed ice and water in a large beaker to keep the catalase cool, since catalase is sensitive to temperature. Hydrogen peroxide solution is needed at six different concentrations (10%, 25%, 40%, 60%, 75%, and 100%). Also, 0% hydrogen peroxide is needed, which is just simply water. In addition, you will need a 10 ml graduated cylinder, a 50 ml beaker, forceps, paper dots (Whatman #1 filter paper, 1 cm diameter), a paper towel, a stopwatch, and graph paper. During this lab, be careful of the hydrogen peroxide because it can damage skin and clothes. Be sure to immediately rinse and spills with water. Throughout the lab, always keep the potato extract in the ice-water bath; catalase is very sensitive to warm temperatures. For starters, 0% hydrogen peroxide was tested as the control group; 10 ml of hydrogen peroxide was measured of using a graduated cylinder. This sample is then poured into a 50 ml beaker. After swirling the potato extract, using forceps a paper dot is picked up and immersed into the potato juice for five seconds. Then the dot is drained on a paper towel for 10 seconds. Using the forceps the dot is picked up and placed in the bottom of the beaker containing the hydrogen peroxide solution. Soon the dot was expected to rise to the surface because the potato juice’s catalase would break down the hydrogen peroxide into water and oxygen. The oxygen gas gets trapped in the pores of the paper and caused to float. A stopwatch was used to measure the time in seconds from when the dot touched the solution until it reached the surface. The data was then recorded. The class was split into groups and each group was assigned a different percentile of hydrogen peroxide solution.

Flipkart Ad Campaign

T ABLE OF CONTENTS 1. INTRODUCTION TO FLIPKART †¦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‚¬ ¦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‚¬ ¦.. 4 A. 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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 FUNDING†¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. ACQUISITIONS †¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5 B. BUSINESS 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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 C. About the Offerings †¦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‚¬ ¦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‚¬ ¦ 6 D.TARGET GROUP †¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦ 7 2. FLIPKART’S SUCCESS STORY †¦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‚¬ ¦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‚¬ ¦.. 8 A. 3. FLIPKART’S MARKETING 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‚¬ ¦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‚¬ ¦ 9 flipkart Campaigns †¦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‚¬ ¦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‚¬ ¦.. 0 A. DIGITAL AD CAMPAIGNS †¦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‚¬ ¦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‚¬ ¦.. 10 B. PRINT MEDIA ADS †¦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‚¬ ¦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‚¬ ¦. 10 C. FLIPKART TV AD â€Å"Shopping ka Naya Address† †¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 About the Campaign †¦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‚¬ ¦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‚¬ ¦.. 1 Objective of the Campaign †¦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‚¬ ¦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‚¬ ¦. 12 4. THE CHALLENGES IN THE COMMUNICATION †¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 5. ONLINE / SOCIAL MEDIA MARKETING †¦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‚¬ ¦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‚¬ ¦.. 14 6. 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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 15 A. 7.ADVERTISEMENTS GOES VIRAL †¦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‚¬ ¦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 Digital Media Analysis †¦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‚¬ ¦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‚¬ ¦ 15 A. Facebook Analysis†¦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‚¬ ¦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‚¬ ¦. 15 Fan Data †¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Admin Interaction Rate†¦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‚¬ ¦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‚¬ ¦. 16 Admin Post Interaction †¦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‚¬ ¦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‚¬ ¦. 16 DSMM Flipkart Page 2 of 25 Admin Post Type †¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦.. 7 Admin Post†¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 17 Change in Fan †¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 18 Fan Change Per Weekdays †¦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‚¬ ¦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‚¬ ¦. 8 Fan Interaction Rate †¦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‚¬ ¦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‚¬ ¦.. 19 Fan Post Type†¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 19 Fan Post †¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 20 Total Fan †¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 20 Total people talking about †¦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‚¬ ¦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 B. Twitter Analysis †¦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‚¬ ¦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 Twitter Mention Map †¦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‚¬ ¦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‚¬ ¦ 1 Tweet analysis †¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 22 Twitter 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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 22 Tweet as per day & hour †¦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‚¬ ¦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‚¬ ¦. 23 C.Competitor Analysis †¦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‚¬ ¦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‚¬ ¦ 24 User comparison †¦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‚¬ ¦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‚¬ ¦Ã¢â‚¬ ¦.. 24 User mention comparison †¦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‚¬ ¦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‚¬ ¦.. 24 DSMM Flipkart Page 3 of 25 1 . I NTRODUCTION TO FLIP KART Flipkart is an Indian e-commerce company headquartered in Bangalore, Karnataka.It was founded by Sachin Bansal and Binny Bansal in 2007. In its initial years, Flipkart focused on online sales of books, but it later expanded to electronic goods and a variety of other products. Flipkart offers multiple payment methods like credit card, debit card, net banking, e -gift voucher, and the major of all Cash on Delivery. The cash-on-delivery model adopted by Flipkart has proven to be of great significance since credit card and net banking penetration is very low in India. Foundation date 2007 Headquarters Bangalore, India Area served India Founder(s) ? ? Sachin Bansal Binny Bansal Industry Internet, Online retailingProducts Flipkart. com, Electronic Wallet, Mime360. com, Chakpak. com, Flyte Digital Music Store Services Electronic commerce Revenue 12 billion (US$220 million) (FY 2011–12) Employees 4500 Slogan(s) The Online Megastore DSMM Flipkart Page 4 of 25 A . H ISTORY Sachin Bansal and Binny Bansal, both alumni of the Indian Institute of Technology Delhi worked for Amazon. com before quitting and founding their own company. Initially they used word of mouth marketing to popularise their company. A few months later, the company sold its first book on flipkart. com—John Woods' Leaving Microsoft to Change the World.Today, as per Alexa traffic rankings, Flipkart is among the top 20 Indian Web sites and has been credited with being India's largest online bookseller with over 11 million titles on offer. Flipkart claims to have had at least 100% growth every quarter since its founding. The store started with selling b ooks and in 2010 branched out to selling CDs, DVDs, mobile phon es and accessories, cameras, computers, computer accessories and peripherals, and in 2011, pens & stationery, other electronic items such as home appliances, kitchen appliances, personal care gadgets, health care products etc. Further in 2012, Flipkart added A.C, air coolers, school supplies, office supplies, art supplies & life style products to its product portfolio. As of today, Flipkart employs more than 4500 people. F UNDING Initially funded by the Bansals themselves with INR 400,000, Flipkart has raised funding from venture capital funds Accel India (US$1 million in 2009) and Tiger Global (US$10 million in 2010 and US$20 million in June 2011). Flipkart. com, on August 24, 2012 announced the completion of its 4th round of $150 million funding from MIH (part of Naspers Group) and ICONIQ Capital. A CQUISITIONS ? ? 2010: WeRead, a social book discovery tool.The stated goal was to give Flipkart a social recommendation platform for buyers to make informed decisions based on recommendations from people within their social network. 2011: Mime360, a digital content platform company. DSMM Flipkart Page 5 of 25 ? ? 2011: Chakpak. com is a Bollywood news site that offers updates, news, photos and videos. Flipkart acquired the rights to Chakpak’s digital catalogue which includes 40,000 filmographies, 10,000 movies and close to 50,000 ratings. Flipkart has categorically said that it will not be involved with the original site and will not use the brand name. 012: Letsbuy. com is India's second largest e-retailer in electronics. Flipkart has bought the company for an estimated US$25 million. Letsbuy. com had been closed down and all the traffic of Letsbuy is diverted to Flipkart. B . B USINESS RESULTS Flipkart's reported sales were 40 million in FY 2008–2009, 200 million in FY 2009–2010 and 750 million for FY 2010–2011. In FY 2011–2012, Flipkart is set to cross the 5 bill ion (US$100 million) mark as Internet usage in the country increases and people get accustomed to making purchases online. Flipkart projects its sales to reach US$10 billion by year 2014.On aver age, Flipkart sells nearly 20 products per minute and is aiming at generating a revenue of 50 billion (US$1 billion) by 2015. C . A BOUT THE OFFERINGS Clothing Footwear Mobiles & Accessories Computers Watches, Bags & Wallets Cameras Books Home & Kitchen Daily Personal Needs Gaming TV, Videos & Audio Music, Movies & Posters Baby Care & Toys Sports & Fitness ebook MP3 Downloads India is at the cusp of an e-commerce revolution and we'd like to keep Flipkart at the forefront as pioneers and trend-setters. DSMM Flipkart Page 6 of 25 Flipkart have leaped from being a start-up to a fast growing mid-sized company.Backed by a strong funding of $31 million, Flipkart is rapidly expanding its network of warehouses, distribution centers, procurement operations, and 24X7 customer support teams. Flipkart s pan of operations is set to grow from five warehouses and 35 delivery centers to 25 warehouses and more than 60 delivery centers across the country. DSMM Flipkart Social Networking Youth RE-SELLING option for customers one of the main Buiness Objectives Middle class families Gathering an audience for local events Audience for events Community members can find an apartment to live in, ell their old car, bike ,music system, laptop or furniture, promote their small business Community Members local community within a city coming together, meeting, trading and helping each other in many ways Local Communities D . T ARGET GROUP Page 7 of 25 2 . F LIPKART’S SUCCESS S TORY A humble beginning from books, Flipkart now has a gamut of products ranging from: Cell phones, laptops, computers, cameras, games, music, audio players, TV's, healthcare products, washing machines etc. etc. Still, Flipkart derives around 50% of its revenue from selling books online.Flipkart is the Indian market lea der in selling books both offline and online, it enjoys an online share of around 80%. The electronic items have a large number of players like Naaptol, Letsbuy, Indiaplaza, Tradus, Infibeam, Yebhi etc. The electronic market share is distributed among them in different unknown proportions. India has around 13. 5 crore internet users today where as the number of homes with Cable and Satellite (C&S) television is 10. 5 crore. The expected internet users will reach a figure o f 30 crore by 2014 and C&S homes are expected to be 14 crore by 2014.Thus India has a tremendous internet growth and with the customers getting accustomed to e -commerce, the future of e-commerce sector is definitely rosy. An approximated 25 lac people hav e transacted online this year, the number is all set to increase with time. Also to mention most of the Flipkart customers use internet from PC's/Laptops to order goods. The use of mobile internet is very less at the moment, but with the advent of smart ph ones the use of mobile internet for e-commerce transactions will soar with time. India has 8 crore mobile net users at the moment, the number is expected to swell to 22. 5 crore by 2014.Let’s discuss the factors that lead to the grand success of Flipkart: ? They always strove to provide great customer service. Flipkart customers are happier than with some of their competitors like Tradus. in, Indiaplaza. com; i have myself experienced this a couple of times. ? Their website is great, easy to use, easy to browse through the products, add products to wish list or to a cart, get product reviews and opinions, pre -order products, make payments using different methods, in short hassle- free and convenient. ? A very important point is that they introduced the option of cash on delivery and card on delivery.This way people demonstrated more confidence in buying products. An interesting DSMM Flipkart Page 8 of 25 fact, today Flipkart sells 20 products/min and have a massive customer base, still mor e than 60% of the Flipkart's customers use Cash on Delivery and card on delivery methods. This is because of two reasons, one is many people do not know how to make payments online. And secondly people do not have immense trust in e-commerce in India. Flipkart also provides a 30 day replacement guarantee on its products and EMI options to its customers for making payments. Flipkart's reason of success is that it has a great customer retention rate, it has around 15 lac individual customers and more than 70% customers are repeat customers i. e. they shop various times each year. The company targets to have a customer base of 1 crore by 2015. A . F LIPKART’S MARKETING S TRATEGY Flipkart has been mostly marketed by word of mouth advertising. Customer satisfaction h as been their best marketing medium. Flipkart very wisely used SEO (Search Engine Optimization) and Google Ad-words as the marketing tools to have a far reach in the online world. Flipkart. om official Face book page has close to 9 lac ‘likes'. Flipkart recently launched a series of 3 ads with the tag line – â€Å"No Kidding No worries†. Kids were used to create the adverts to send out the message – if a kid can do it, you can also do it. The message is very clear to make people more comfortable with Flipkart, to generate a great customer relationship and loyalty on the basis of great product prices and excellent customer service. All in all to create a great customer experience. DSMM Flipkart Page 9 of 25 3 . F LIPKART CAMPAIGNS A . D IGITAL A D CAMPAIGNS Primarily flipkart worked on online advertising ? ? ? SEO (most effective) SEM (pay per click) Facebook (needs better handling) Twitter B . P RINT MEDIA ADS ? Delivering happiness ? Comics print ad DSMM Flipkart Page 10 of 25 C . F LIPKART TV AD † SHOPPING KA NAYA ADD RESS † A BOUT THE CAMPAIGN Ad Agency: Happy Creative Service Flipkart. com is out in the market with a new campaign titled, †Å"Shopping ka Naya Address†. The campaign created by Happy Creative Services intends to take online shopping to a wider audience this time and cover the non-metro areas of the country. The TVCs, which extends the ‘kids as adults' concept followed by Flipkart. om the last time, stress on highlighting vital benefits of shopping on Flipkart. com viz, cash on delivery, 30 day replacement policy, and guarantee of original products. DSMM Flipkart Page 11 of 25 The first TVC shows three generations of a family in one room wherein the kid (from the third generation) is receiving a mobile phone that he had ordered for his grandfather through Flipkart. com. His father (the second generation) expresses his apprehensions over buyi ng something online to which the old man (first generation) affirms that he trusts Flipkart. com.The man insists how one can buy something merely by looking at a picture online to which his wife retorts that they got married the same way, as a matter of fa ct; by looking at each other's pictures. The backdrop suggests that Flipkart. com is the new place to shop from. O BJECTIVE OF THE CAM PAIGN The aim is to popularize the brand name Flipkart like Xerox became generic to the product category and also became a verb for photocopying The plot came through from Flipkart’s customer feedback stories, where customers have told the company where and how they have used Flipkart to save their skinThis campaign has a total of nine films, while two focus on the customer experience, the rest are meant to illustrate the new categories Flipkart has entered into The ad using children as adults has become a mnemonic that the Flipkart campaigns are now being identified with, much like the pug has become intrinsic to Vodafone DSMM Flipkart Page 12 of 25 4 . T HE CHALLENGES IN TH E COMMUNICATION Differentiate from Others Being Humorous †¢ To differentiate from mighty impressive ads by Quikr, Jabong, OLX †¢ Many e-commerce portals have us ed umour as the primary ingredient for campaigns earlier DSMM Flipkart Page 13 of 25 5 . O NLINE / SOCIAL MEDI A MARKETING Flipkart is a very social media focused brand and they wanted to create a high- level of engagement around the social media platforms. The campaign was unveiled after a high engagement teaser phase on social media with five short teaser videos on YouTube and Facebook. Several conversations began about what Bob is possibly up to, a hash tag #Shoppingkanayaaddress was also promoted on Twitter.The hash tag was also around the new advertisement where all the people who had seen the viral advertisement went on to see the complete advertisement. DSMM Flipkart Page 14 of 25 6 . R ESULTS A . A DVERTISEMENTS GOES V IRAL ? The campaign was unveiled after a high engagement teaser phase on social media with five short teaser videos on YouTube and Facebook. ? Several conversations began about quality of Flipkart #Shoppingkanayaaddress was also promoted on Twitter. service, a hash tag The hash tag was also around the new advertisement where all the people who had seen the viral ad went on to see the complete advertisement. 7 . D IGITAL MEDIA ANALYS IS A . F ACEBOOK ANALYSIS The analysis is been done by using socialdon. com and simplymeasured. com. For analysis a virtual server is been used to fetch data from Facebook from 21st Feb 2013 to 21st March 2013. F AN DATA DSMM Flipkart Page 15 of 25 A DMIN INTERACTION RA TE A DMIN POST INTERACTI ON DSMM Flipkart Page 16 of 25 A DMIN P OST TYPE A DMIN POST DSMM Flipkart Page 17 of 25 C HANGE IN FAN F AN CHANGE PER WEEKD AYS

Admission Essay & Who is your biggest influence in life?

In my life, the most influential personality has been of my mother. She has been of great help to me throughout my life.   Because of a civil war in Ethiopia, my home country, my father was forced to flee to Sudan.   The wives and children of men who fled were dying of hunger and dehydration.  Even I would have met an unfortunate fate if my mother had not taken care of me. She sacrificed her belongings and happiness to nourish me. Because of all the things that she did for me, she has been the most influential personality in my life.For all the things that she has done for me, she has never asked for anything in return. She just wants to see me as a well-educated girl. She believes that education will be a key to success for me. She keeps reminding me that with education, I will be able to secure my future.My mother looks so happy when she talks about education and how it will benefit me in the future. She has been an inspiration for me throughout my life. It is because of her that I have reached this far.Eleven years after my father fled to Sudan, I and my mother came to America- the land of opportunities. I could not be happier than I was at the time when I saw my father.   Sometime after we came to America, my father passed away.I was then at the mercy of my mother who was very kind and supportive of me. She took great pains to bring me up in this big new country. It is because of all these things that I place a great value on my mother and have chosen her as a person who has had a great influence on me throughout my trying life.Why do you want to attend this school?When I was coming to America, I was excited about all the opportunities that awaited me here. One of them was the provision of quality education.I really looked forward to attending a reputed university. My parents have always dreamt of seeing me as a well-educated person. Before my father left this world, he always advised me to get good education. Now, I want to make my mother and decea sed father proud of me by obtaining quality education. To this end, UMass Boston is the gateway to my dream and I am determined to change my life.I want to attend UMass Boston for its diverse student body and high-quality faculty. While attending UMass Boston, I will avail the opportunity to be taught by the highly-esteemed faculty of yours.   A diverse student body will offer me a chance to learn from their rich experiences. I will also have an opportunity to study among students who will have an urge to learn.My financial standing does not allow me to pay a high fee of any institute but UMass Boston’s fee is affordable. So, another reason that I want to attend UMass Boston is its financial affordability.I am sure that my stay at UMass Boston will be a meaningful one. It will enable me to excel in my chosen field of study. I also believe that I will be a good addition to your university.

Od vs Hr

We are witnessing and participating in an unprecedented dissolution of the boundaries of the field of organization development. In organizations around the world, the HRS function Is monopolizing the ODD function at an unprecedented pace, which is limiting our reach, blunting our effectiveness, and compromising our role. † ODD and HRS Do We Want the Lady or the Tiger? By Matt Mailman Ding. Ding. Ding. K, time's up. Time to decide. Will it be door number one, or door number two? The lady or the tiger? In Frank Stockpot's allegory (1882), a prisoner is ordered to choose between two closed doors.Behind one is a woman whom he must marry sight unseen and live with for the rest of his life; behind the other is the tiger which would surely eat him alive. Without knowing exactly what is behind which door, how Is one to choose? And, which does one really prefer? Like the mythical prisoner, the field of ODD has been standing In front of two doors for too long, putting off the choice betw een them. One door would leave the ODD function embedded within HRS; the other would get ODD out to stand independently on its own two feet in the organization.The field of ODD has been putting off this decision for too long? nice its inception, in fact?and it is time for us to make the decision. Well into our mid-ass as a field, we can't really blame all of this mess on our forebears, because frankly we're dealing with these choices Just as badly as they did when the field was first founded. We're still standing looking at the same two doors between which our ODD forebears could not decide. Long History, Deep Roots This question about whether ODD should be part of HRS or should stand on its own goes back to the founding of our field.What became organization development had its roots in the training and placement function, where the T group was the primary Intervention. At a panel of the founders of ODD at the 2009 Academy of Management conference in Chicago, almost every one of the m, to a man, said that they were trained as writers or sociologists or engineers, but attended an ANT Institute T group where their lives changed. (Several also lamented that they were all white men in the field at that time, and on that panel at MOM. Following their ANT experiences, they tried to bring these insights they had obtained Into their organizations via the training function. By the ate sass, Just a few years after the field was founded by about a dozen Internal training and development people at Ant's summer home in Bethel, Maine, the theory was, â€Å"let's transform the way managers think about themselves and the ways they relate to people and solve problems, and once we've done that, we can send them back home to transform their own organizations† (Operas & Bradford, 2004).Evidently, there were some who said that the ODD function should stand on its own and be independent to other intelligence (Burke, 2 ). Others, however, were concerned t the field of ODD was too new and unknown and should reside in the personnel or raining function, as advocated by Shell Davis of TRW Systems, Sys Levy from Pillsbury, Herb Sheppard formerly of Sees, Dick Backyard, and others. Their belief was that â€Å"ODD at the time was too new, too ephemeral, and too suspect to survive on its own in the organization †¦Early on, then, two models or scenarios ODD and HRS: Do We Want the Lady or the Tiger? 17 about the place of ODD within the organization were debated regarding the wisdom of such a placement† (Burke, 2004). Theory Versus Fact The vast majority of the central thinkers, writers, and scholars in our field today (Cummings & Worldly, 2005; Marshal, 2009; Ferrymen & Worldly, 2009; Retell, et al. , 2009) write as if ODD is a separate and distinct field of practice, but the facts on the ground tell a different story.We are witnessing and participating in an unprecedented dissolution of the world, the HRS function is monopolizing the ODD function at an unprecedented pace, which is limiting our reach, blunting our effectiveness, and compromising our role. As a field, we are behaving as if there is nothing we can do about it; it is as if we are watching ourselves in an automobile crash in slow motion, worried and concerned at hat we see, and yet unable to find the brakes or grab the steering wheel to avert the collision and all of the collateral damage.Maybe the founders of the field were right that ODD was too new and too fragile to stand on its own. But they didn't count on what's happening now in the field of HRS. The Ascendancy of HRS Over the past 15 years, we have seen better and better leadership of the HRS function, with several universities now offering Masters' degrees in HARM and HARD and several MBA degrees with an HRS concentration. The result has been a generation of stronger, more tragic HRS managers who have achieved a seat at the table and are trusted advisors at the top of organizations.Many managers at the top of the HRS function are getting better by the year about understanding the dynamics of the organizations in which they serve. Increasingly, they can speak the language of the board room, and are not afraid to undertake even major organization change projects. This new generation of HRS leaders clearly understands that people and money are the powers that run organizations; and when the system can provide enough of the latter, their Job is to get Just enough f it into the hands of the former to get the Job done. And then return the rest to stakeholders. And to keep the organization out of court.In these regards, they are notably different from the generation of HRS managers and VSP that preceded them, when there was no professional training for HRS managers and when these posts often went to the UP who was due to retire next. The evolution of the training function also has had an impact. Ever increasing pressures to reduce costs nave torched the training diminution to get smart about impact evaluation. Kirkpatrick (1998) four levels have forced the training function to kook beyond end-of-session â€Å"smile sheets† to defend their budgets and make the case that training is a valuable investment.The result has been that training functions are now requiring training managers who have the skills to collect data, analyze it, and think systemically about what to do with it. Sounds familiar, doesn't it? If you needed The days of HRS staff being hired principally because they were people persons with DOD listening skills are gone. The trend toward activity based costing (BBC) is now showing the true cost of overhead functions such as HRS, and HRS is responding by asking itself more relevant to the business of the organization.Many HRS staff are now called business partners, often reflecting an aspiration goal, but quite distant from the actual reality of their skills on the ground. With this smarter, more strategic generation of HRS managers comes the instinct and desire to have at hand one of the most powerful levers for organizational change and renewal, the ODD function. Thus the trend of ODD roles and functions being acquired by HRS. And, to be clear, in merger and acquisition terms, these are not mergers of equals; they are straight up acquisitions of the ODD function by HRS.Another factor has been the pressure on HRS functions to be relevant to the business of the organization. The days of HRS staff being hired principally because they were people persons with good listening skills are gone. The trend toward activity based costing (BBC) is now showing the true cost of overhead functions such as HRS, and HRS is responding by making itself more relevant to the business of the organization. Many HRS staff are now called business partners, often reflecting an aspiration goal, but quite distant from the actual reality of their skills on the ground. Money to do that, wouldn't you be looking for a DOD ODD person?Often desperate to meet the ir utilization goals, the training function is very happy to let managers continue to believe that training is the answer to every problem, a kind of panacea for whatever ails. Leaders and employees alike seem to rely on training as the answer, believing perhaps that with the right education they can deliver what the business needs. That is certainly an easier solution to accept than facing ODD issues related to how people, teams, and departments relate and connect with one another, how business processes work, and how all connect with ND work toward the strategic direction of the organization.So, it is no wonder that smart HRS leaders are looking to candidates trained and educated in ODD to take on these business partner and training leadership roles, resulting in even more blurring of the lines between ODD and HRS. 18 ODD PRACTITIONER Volvo. 42 NO. 4 2010 Differences Are Real, and Important By now, this author's biases are probably clear: there are important differences between th e ODD and HRS functions; and as these roles collapse and the differences disappear, the field of ODD is losing its unique position in the organization and its effectiveness overall.We're behaving as a field as if we uncoil be living in a both/and world around this, when the truth is exactly the opposite. Many in ODD struggle to find and hold boundaries that separate people and things. We spend our entire time helping our clients make better connections between each other at all levels?individuals and pairs, cross unit collaboration, organizations working toward better partnerships, etc. But when it comes to ODD and our HRS cousins, we should be sharpening and better defining our boundaries, not blurring them, because the differences in our functions are real and important.The HRS function has a legally mandated, regulatory role: to provide people to fill Jobs, to reduce costs (for payroll, health care insurance, benefits, etc. ), and to keep the organization out of the courts and th e press by ensuring compliance and avoiding claims of discrimination or harassment. People view HRS as the people you go to with a problem that you want to make official. People feel that going to HRS puts things in the record. They see HRS as the enforcers or policemen.The ODD function has a developmental mandate; in fact, our Job is to increase the effectiveness of the organization and to maximize the potential of the human beings in the work force. We have theories, concepts, beliefs, and values through which we help our clients assure that there is alignment among strategy, structure, business process, and culture, while at the same time embedding human values such as honesty, respect, diversity, and voice.One model (Marshal, 2006) outlines three domains of knowledge for ODD practitioners: Ð’Â » understanding social systems, drawing on theories and ideas from the social sciences, including psychology, social psychology, sociology, anthropology, political science, and others, consistent with ODD aloes; understanding the wows and whys of change, including the bodies of knowledge that help explain how all levels of the system?individual, group, organizational, community, and even societies change; and understanding the role of the third party change agent, especially aiding the person in charge as well as the system itself to bring about the desired changes, requiring an understanding of the issues, politics, psychological processes related to being a third party in a change process. That doesn't sound much like the recruit, retain, train, and develop mandate of the HRS function, does it? It is hard to imagine even the highest functioning HRS departments being knowledgeable and skilled in all these areas. There are many in HRS who look at the list of ODD functions and say, â€Å"Oh, we can do that! † And, on occasion, they may be right.But the philosophies of the two disciplines are starkly different, as are the theory bases, the world views, the c ore skills sets, and their roles within the organization. There is a built-in conflict between the role of ODD consultant, coach or adviser with a developmental mandate working toward organizational effectiveness, versus the role to the R practitioner whose core mandate is regulatory and endorsement. Can a good HRS person advise on selected developmental matters, such as training strategies and needs assessments? Yes, as can a good ODD person. But the conflict of interest for the HRS staff shows up when the Action Research process of retreat planning and design requires them to interview staff about a manager's effectiveness.What staff member in her right mind would say something critical of their manager to someone from HRS, who is likely also to be involved in decisions about that manager's promotion, pay, and even succession planning? Or their own? HRS has its hands on too many of the organizational levers and has too many mandates centering around enforcement and control to ever be effective at drawing out of managers the truth about their insecurities, anxieties, and the shadow sides, that is so necessary to doing good work and being effective in doing ODD. Troubling Examples These concerns aren't Just theoretical, either. Quick conversations with a handful of colleagues, both ODD and HRS, turn up some troubling examples.In a large multinational organization, The Different Functions Organization Development Ђ Improve the effectiveness of the organization Maximize the potential of human beings and their contributions to the organization Align strategy, structure, business processes, and behavior into an effective corporate culture Model and foster humanistic values into the workplace Human Resources Manage employee attraction, retention, development, and performance management Develop and manage programs for employee relations, staff wellbeing, workforce planning, and workload management Ensure equity and diversity Reduce labor costs Avoid litigation E nforce corporate policies 9 the ODD staff and external consultants were forced to follow the rules that govern the rest of the HRS function around meeting with VSP and senior managers. The HRS UP insisted that he attend every meeting that the HRS?and ODD! ?staff had with other VSP in the organization. Not Just marketing or contracting meetings, but actual project meetings as well. He was unwilling to make an exception for the ODD staff lest the HRS staff get upset.Within weeks, his it was in Corporate Strategy along with the strategy and budget functions, where it had free reign of the organization and was in constant contact with the top dervish on strategy, structure, and corporate culture. It was later merged into the HRS function. The results: the best organization design people in town left (with all of their embedded knowledge) rather than be reassigned to deliver management training programs. Then a succession to HRS managers grade- practitioner is, then anybody can hang out a shingle claiming he or she is an ODD consultant. In fact, some years ago, there was an informal study of the members of the ODD Network that found that almost one third of them had taken on the label or the role of ODD consultant, with no previous education or training in the field.Not All Bad News To be clear, the field has shifted largely positively, over the past few decades, responding to some of the â€Å"red flags† that Larry Greener (1972) identified for ODD, including: Ð’Â » Putting individual behavior ahead of strategy, structure, process, and controls; Ð’Â » Overemphasized the informal at the expense of the formal organization, driving more for openness and trust to change the culture, often at the expense of efficiency, hierarchy, and accountability; Ð’Â » Driving open and trusting relationships as a normative model for change, without questioning the context or applicability in a even situation, and assuming that team building was always the preferre d intervention; Ð’Â » Putting process before task, enamored with the human dynamics of working together over getting the work done; and Ð’Â » Treating the manager as Just another stakeholder, relatively uninvolved in the planning and conduct of consultant programs rather than the key stakeholder. Historically, the field has addressed many, if not all, of these red flags among strong and well-grounded practitioners. However, many of them are still quite evident in HRS people who are trying to do ODD today.The Right Answer Reflecting on the various options for organizing and structuring the ODD function and constructing its relationship with HRS, the optimum solution is to establish In a large financial institution, the ODD function thrived when it was part of the IT function where it designed and facilitated large business process simplification projects. It had its best years when it was in Corporate Strategy along with the strategy and budget functions, where it had free re ign of the organization and was in constant contact with the top leadership on strategy, structure, and corporate culture. It was later merged into the HRS function. The results: the best organization design people in town left (with all of their embedded knowledge) rather than be reassigned to deliver management training programs. Schedule became a huge constraint on the work of the ODD function because consultants (internal and external) could not get into his calendar to meet with their clients. In a science-based organization the ODD function was fully financially self-sufficient, recovering the costs and a bit of an â€Å"upgrade† from its internal clients. Other HRS managers got resentful of this chargeable mechanism. They forced the manager of the ODD program to stop cupping her costs, which effectively killed the ODD function because it had no free- standing budget of its own. In a university, a very strong and capable ODD function has been merged and renamed Learning and ODD, resulting in the organization's best ODD talent being diverted into managing the training program for the university.In a large financial institution, the ODD function thrived when it was part of the IT function where it designed and facilitated large business process simplification projects. It had its best years when ally reduced the ODD function to delivering two day team alluding retreats, and a cadre of dozens of internal and external consultants has been whittled down to less than 10. In one knowledge -based organization we know, the ODD person is required to have the HRS person present during all contracting and data collection meetings. Clients are now creatively working around the requirement by calling the ODD staff directly on their cell phones after hours to discuss matters that they can't or won't say in front of the HRS people, who are not trusted in that system.No Boundaries, No Standards What Bradford and Burke (2004) said about the jack of standards in the field of ODD applies equally well to the lack of boundaries with the HRS function. â€Å"When there is lack of clarity as to the boundaries of the field and corresponding confusion about what the appropriate role of an ODD 20 the ODD function independently. Ideally, it would have a blended mandate and funding, charging back for local unit-specific work, and centrally funded for organization-wide efforts. There are instances when ODD should be working in partnership with the HRS function, specialists on one discipline speaking with and working closely with specialists of the other discipline.There are instances when the HRS function would be the ODD function's client; and there are instances when the ODD and HRS functions ought not to be working together at all, such as when there are conflicts of interest or large scale organization strategy or design projects not ready for implementation. There are disadvantages to being freestanding and independent within the organization. The O DD function may become vulnerable to exposure, scrutiny, and politics. Some ODD people can't play in the C-suite (Burke, 2004). The function would have to earn its stripes and compete for money and mandate with there functions in strategic planning, financial management, budget, and yes, even HRS.But the upsides of organizational independence are quite significant, and are evident now where strong ODD departments are standing on their own. The ODD function becomes central to the business of the organization, influencing strategy, mergers and acquisitions, divestitures, restructuring, etc. It works upstream, providing early input on the development of plans and processes, able to bring a systemic perspective and ODD values to actions that previously had been made primarily on financial grounds alone. It is present and able to influence the setting of the agenda, not Just the implementation of it. But How to Get There? It is no longer enough Just to be good at process.To be able to st and independently in organizations, free of the cover and support of the HRS function, ODD practitioners need to: Ð’Â » Know the major environmental, regulatory, and financial drivers of the organization; Know, be known by, and trusted by the top leadership to the organization; Know what's involved in evaluating, deciding, and implementing mergers and acquisitions, especially around blending corporate cultures and business processes; Be effective n working across cultures, in global environments, and especially today, virtually; and Be attuned to the organizational politics within the organization and within its governance structures. (Greener ; Cummings, 2004) Integrating sustainability and globalization into the world of ODD brings another set of challenges.To play effectively as a free standing function, free of support from HRS, ODD practitioners need: Ð’Â » New and better ideas for progress, guided by diversity, development, and sustainability; Ð’Â » To understand a nd be effective at intervening in economic systems, balancing productivity with innovation, sustainability, and perversity; socially constructed and negotiated (Bushes ; Marshal, 2008). As the boundaries of the field have expanded over the past 15 years to include more systemic perspectives, there are new challenges for how to educate new ODD professionals (Minoan ; Farther, 2008). That's a tall order for a field that has prided itself historically on being apolitical, focusing on the individual, following the lead of the client, ambivalent about asserting ourselves in leadership roles within our client systems, and seeing ourselves as a bit subversive in being countercultures. There is some good news here, however.

Qatar’s Struggle to Reduce Traffic Accidents

QATAR’S STRUGGLE TO REDUCE TRAFFIC ACCIDENTS Submitted To: Dr. Michael Long Date: January 25, 2006 Date: Sunday, January 25, 2006 To:Dr. Michael Long Instructor CM 2300: Report Writing Subject: Formal Report on Traffic Accidents in Qatar I am submitting the attached report, entitled Qatar’s Struggle to Reduce Traffic Accidents, in accordance with the requirements for the CM2300 Report Writing course. The report covers background material concerning traffic accidents and its implications for society. Traffic accidents are considered one of the most important reasons of death in the Gulf.This paper examines possible practical approaches Qatar may consider, or is considering, in efforts to reduce the increasing number of traffic accidents. This paper discusses various aspects of public transportation problems in Doha, Qatar, and presents a proposal for reducing the risks, as well as penalizing drivers who are consistently involved in accidents. Research for this assignment was completed largely through the use of Internet where government publications and newspaper articles were easily accessible. Sincerely, TABLE OF CONTENTS 1. 0 Introduction†¦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‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1. 1 Thesis Statement†¦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 1. 2 Background†¦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‚¬ ¦ 5 1. 2. 1 Road Traffic Accidents†¦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 1. 2. 2 Fatality Rates†¦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‚¬ ¦ 7 1. 2. 3 Traffic Congestion†¦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‚¬ ¦ 12 2. 0 Causes. †¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 14 2. 1 Construction Boom†¦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‚¬ ¦. 14 2. 2 Careless Driving†¦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‚¬ ¦14 2. 3 Stress†¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦15 3. 0 Effects†¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 16 3. 1 Increased Insurance Rates†¦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‚¬ ¦16 3. 2 Increased Fatality Rates†¦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‚¬ ¦16 4. 0 Problems of Reducing Traffic Accidents †¦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 5. 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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 18 5. 1 Future Plans from the Government†¦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‚¬ ¦ 18 5. 2 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‚¬ ¦Ã¢â‚¬ ¦. †¦21 6. 0 References†¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦23 LIST OF ILLUSTRATIONS Figure 1: Graph†¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 Figure 2: Graph†¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 9 Figure 3: G raph†¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 Figure 4: Table†¦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‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦11 Figure 5: Road Accident†¦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‚¬ ¦Ã¢â‚¬ ¦.. 3 Figure 6: Installation of Radar†¦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‚¬ ¦19 Figure 7: Installed Radar†¦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¢ € ¦. 20 SUMMARY The purpose of this report is to identify the reasons why traffic accidents are so high in this region of the world, and to determine the possible impact that they can have on society and humanity. This report discusses the causes and effects of traffic accidents in Qatar and discusses possible solutions to minimize them. After examining specific data, it is evident that traffic accidents account for the most number of deaths in Qatar. They continue to rise and pose a threat to society.In order for Qatar to reduce this menace, the following recommendations have been suggested: (1) Public education and awareness, (2) Dedicated traffic controlling systems, (3) Penalizing drivers who are consistently involved in accidents, (4) Installation of radars throughout the major highways in Qatar, and (5) Increasing the fees on fines for breaking the traffic law INTRODUCTION Traffic accidents are not only a serious problem in Qatar, but all over the world. Countries in the Wes tern Europe, North America and the Middle East have acknowledged the fact that road accidents are a major cause of death and injury.While some people think that traffic accidents are not a serious problem today, consider these statistics. In 2002, while the death rate in Qatar due to cancer was only 10. 6%, the mortality rate due to traffic accidents stood at a whopping 40%, according to Ministry of Public Health statistics. (Al Binali, 2004). I was shocked when I discovered that in Great Britain, over ? 1 billion is spent each year on a wide range of road safety measures. (Jacobs, 1986) 1. 1 THESIS STATEMENT High construction activity, poor driver education, inefficient policing, and the roundabout system are the causes of Doha’s soaring accident problems.Without a proper traffic management system in place, traffic accidents will continue to rise in Qatar. 1. 2 BACKGROUND The following three sections provide background information on traffic accidents, beginning with the his tory of road traffic accidents and fatality rates, followed by how traffic congestion is increasing the problem. 1. 2. 1 ROAD TRAFFIC ACCIDENTS Road traffic accidents (RTAs) are increasingly being recognized as a threat to society and the people of Qatar. Qatar, which drives most of it economy on oil, has a very high amount of vehicles on its roads.Due to the construction boom, there has been a high influx of immigrants and workers, resulting in an increase in vehicle numbers, accompanied by regularly expanding road constructions. Previous studies have shown that fatality rates in Qatar are much higher than in the developing countries. The number of accident casualties in Qatar has risen to 40,000 per annum, which is a 17% increase in the number of casualties for 2004 compared to those of 2003; 90% of such casualties are linked to road traffic accidents. (Al Musleh, 2005). Let’s take a look at a case.On March 20, 2003, Sugathadasa Atapattu, 56, was taking a stroll after dinne r in downtown Doha when he was knocked down by a speeding vehicle. Atapattu was taken to hospital where he lay unconscious for three months. He regained consciousness later but remained bed-ridden and lost his speech. His son came here and took him back home late last year after he spent about eight months in the hospital. At home too, he remains bed-ridden. (Pandit, 2004) You can imagine the impact on Atapattu’s life just because of one uneducated careless driver. Atapattu might be bed-ridden all his life, for no mistake of his own.He was just taking a walk and got hit. What did he do to cause this accident? Nothing, but he still has to bear the consequences all his life. 1. 2. 2 FATALITY RATES Figure 1 shows the fatality rates per 10,000 vehicles licensed. As you can observe, developing countries such as Ethiopia, Nigeria and Kenya have the highest fatality rates. Qatar approximately has a fatality rate of 20 per 10000 vehicles Figure 2 uses an alternative approach and show s the fatality rates per 10,000 persons. Using this measure of death rate, a completely different order of ranking is obtained.As you can clearly observe, Qatar is on the top of the order of ranking. Poor countries such as Ethiopia, India, Niger and Pakistan now appear at the bottom of the order of ranking. Figure 3 shows the relationship between fatality rate (per 10000 vehicles) and vehicle ownership in developed and developing countries. It is clearly observed that as the number of vehicles increase, the number of fatalities decrease. This is a very converse scenario to what one would think. One would think that as number of vehicles increase, number of fatalities should increase.But, this is not the case because we forget to take into fact the population increase of cars and its relation to the number of accidents. As the population of cars increases, the risk of accidents decreases because there is no space for a driver to drive fast and cause accidents. Therefore, number of fa talities decrease, as observed. http://www. transport-links. org/transport_links/filearea/publications/1_603_PA1164_1986. pdf http://www. transport-links. org/transport_links/filearea/publications/1_603_PA1164_1986. pdf http://www. transport-links. rg/transport_links/filearea/publications/1_603_PA1164_1986. pdf http://www. psychology. nottingham. ac. uk/staff/dec/references/Bener(2005)%20-%20 Advances%20in%20TranStudies. pdf Figure 4 shows a comparison of road accident fatalities in 2 developed countries UK and USA; and 2 developing countries UAE and Qatar, in the year 2000. The table lays out the number of motor vehicle deaths and the number of cars in each country. It also shows the death rates per 100,000 population and per 100,000 vehicles. Qatar has the second highest fatality rates after the UAE.But both developing countries have generally higher death rates than the developed countries. 1. 2. 3 TRAFFIC CONGESTION Road conditions are generally better in most Gulf states than o ther developing countries, but dangerous driving is common especially on highways. As a result, fatality rates due to traffic accidents are much higher here than other developing countries when compared with vehicle ownership. Most families in the more developed countries own their own car. The car gives people greater mobility and improves their access to places where they work, shop, are educated or find recreation.However, it is the widespread use of the car that is increasing traffic congestion in most cities. It is one of the most serious transport issues relating to cities all over the world. It is a recent problem in Doha but is much less worse than traffic problems in cities like Tokyo or Beijing. Insufficient transport systems and natural increase have made Qatar’s traffic problems one of the worst in the Gulf. Roads have been built long back, at a time when population was very low. As population is increasing, roads are becoming less capable to contain high amount o f cars.They are not designed for the volume of traffic today. Accidents and traffic jams are very often seen on roundabouts and traffic lights (See Figure 5). Figure 5: A photograph of an accident at the Toyota junction. [pic] http://www. gulf-times. com CAUSES The following three sections provide detailed information about some causes of traffic accidents. 2. 1 CONSTRUCTION BOOM The construction boom in Qatar has led to many problems in the traffic scenario of Qatar. Regular road blocks and diversions are seen everywhere, resulting in traffic snarls. When a road is blocked, all cars are diverted to another road.That road may not be able to cope up with such a high number of cars. Sometimes, cars are filled on roads from one junction to another, blocking routes for other cars on the junction. This results in absolute mayhem and chaos. Everyone wants to reach office or drop their kids to school on time. So, they take upon themselves, to swerve through traffic as they deem correct. Th ey enter roads which have no entry signs, they cut through traffic by driving in the parking lanes or they drive on the footpaths. This causes major traffic accidents where most of the time more than one car is involved.I have seen 3 accidents at the same time, on just 1 stretch of road, which led to staggeringly high amount of traffic. Basically, one thing leads to another. 2. 2 CARELESS DRIVING Careless driving is identified as the most important factor in traffic accidents, accounting for over 35% of all incidents, while excessive speed is known as the second most common cause. (Bener, 2005). People who drive carelessly and don’t abide by the traffic laws are a nuisance on the roads. They don’t stop on traffic lights, pedestrian crossings or on road stop signs. They constantly change lanes and confuse others as well as themselves.This causes confusion to others and they might bang their car into another. 2. 3 STRESS Everyone is stressed in life. If someone has finan cial problems, another has family problems. A husband has just had a fight with his wife or a youngster has just broken up with his girlfriend. A parent is under stress to get his child to school on time. In all these situations, the driver is driving under so much stress that he cannot give full concentration on the road. I would like to include here an example about myself. Recently, my father died an untimely death due to a cardiac arrest. days after this incident, I went out to buy some grocery nearby and I had a terrible accident. I hit a car and injured the other driver. I recall no memory of seeing that car or of the accident. All I know is that I hit a car. This was all due to the stress and tension I was under. I was so stressed about the problems in my life that I wasn’t concentrating on the road at all; therefore I didn’t notice this car approaching me and hit it head-on. There are several cases out there like these, where stress overcomes the driver and the y lose control of the situation. It is known as one of the major causes of accidents in recent times.Stress accounts for an estimated 12. 8m lost working days a year in Britain and costs businesses at least $4bn. It is difficult to measure how much of this can be put down to commuting, but in one study 44% of drivers named rush-hour traffic as the most stressful aspect of their lives. (Hall, 2006) EFFECTS 3. 1 INCREASED INSURANCE RATES A whole lot of insurance companies have increased their insurance rates and the amount of paperwork, due to the alarming rise in the number of accidents. Some insurance companies even had to shut down some of their branches, because they couldn’t bear the losses.The money an insurance provider has to dole out in claims for death and injuries as well as vehicle repairs in accidents run into millions of riyals. One such insurance provider said it lost QR2. 2m in the first half of 2005 due to compensation given in cases of accident-related deaths and injuries. (, 2005). So, just because of mistakes of others, innocent drivers have to face higher insurance rates. 3. 2 INCREASED FATALITY RATES Statistics suggest there were 840 road accidents in January 2003 with the number going up to 1,173 in January this year.In February 2003, road accidents totalled 675 but in February 2005, the figure reached 1,086. (, 2005). As the number of accidents is rising, the number of fatalities is rising also. Many people are dying because of traffic accidents. Some die due to mistakes of others too. A speeding car may hit a pedestrian and kill them for no mistake of their own. In 2004, 165 people died in road accidents with 79 per cent of the victims being in the age group of 11- 40 and 35 per cent being pedestrians. In 2005, 125 people were killed on the roads. (Bibbo, 2005) PROBLEMS OF REDUCING TRAFFIC ACCIDENTSProblems of reducing traffic accidents are many. Firstly, youngsters between the age group of 16-24 have a tendency to drive very fast . It is an ego problem. They think they have to drive fast to look cool and show off. I can say this because it partly relates to me. No matter how much they are taught, they will continue to drive fast. Even though public awareness is apparent, it is not enough, because they do not truly realize the consequences. Even if they are involved in an accident, they shrug it off as a mistake from the past and continue doing the same, until an accident does not take their life.Only if they can practically see the effect of some horrible accidents, and only if they themselves go through a rough time, then they will realize what their actions can do to society. Secondly, punishments are not enough. There are only meagre fines on breaking the traffic law. Other than that, there are no other punishments given to troublesome drivers. That’s why no one understands the problem because for them it is not a problem at all. No one goes around killing people because they know the punishment fo r murder is death. Therefore, if punishments are increased for breaking traffic rules, then they will realize it as a problem hey should not cause and will become cautious drivers. Lastly, fines are too low. There is only a meagre fine of QR200 on breaking the speed limit. Local Qataris are very rich and they get off by paying small fines. Paying money is not a big deal for them. You can see cars with 10 fine stickers on them, because they don’t care. They can either pay it off from their large bank accounts, or call their friends in the traffic police and get the fines cancelled. CONCLUSION No matter how much one tries to avoid an accident, it is evident that when an accident has to happen, it will happen.If one knew that an accident is going to take place then surely one would avoid it. But, what is in our hands is our safety. We can not avoid accidents but at least we can make sure that we are properly prepared for the situation. 5. 1 FUTURE PLANS FROM THE GOVERNMENT The M inistry has said that Qatar plans to spend over QR1bn over the next three years for the expansion and improvement of its road network, keeping in the view the rapid pace of urbanisation and population growth. Their main concern will be on replacing all major roundabouts in and outside Doha with modern traffic junctions.Tenders for the TV, Midmac, Al Ahli and Passport roundabouts have been released around 3 years ago and work has already started on some and some are already finished. I think this is appropriate because all the above roundabouts are the very congested roundabouts of Doha. Only congested roundabouts should be changed into traffic junctions because it costs a lot of money to change a roundabout into a traffic signal. Previously announced plans of constructing five flyovers and interchange overpasses in and around Doha to cope with increasing volumes of traffic by the start of the new millennium are underway.There are five interchange overpasses in Qatar at present. New radar systems are also being installed to catch drivers jumping traffic lights or speeding (See Figures 6 & 7). Plans are afoot to install 101 radars and cameras all over Qatar to check traffic violations and accidents. 53 mobile radar cabins and 48 cameras are to be installed at traffic signals over the next six months, which would go a long way in ensuring road safety. (Al Malki, 2005) Figure 6: This is a photograph of traffic policemen setting up radar surveillance equipment by the side of roads in Doha. [pic] http://www. ulf-times. com Figure 7: This is a new radar camera installed to detect those who jump traffic lights at the Ramada junction in Doha. [pic] http://www. gulf-times. com Several amendments to the traffic law will now impose stiffer penalties including jail terms on unscrupulous motorists. Violators of the traffic rules will face fines from QR6,000 up to QR12,000 and jail terms between one and six months. Driving without a valid number plate, without a licence or e ngaging in racing and jumping traffic signals, will also be considered serious violations which will carry a fine.The measures are the last in a number of initiatives by governmental bodies that aim to curb the death toll on the road. (Bibbo, 2005) The law prescribes a fine of QR200 for a motorist using a mobile phone while driving. A hands-free set can, however, be used. A similar fine is to be imposed on motorists watching TV while driving. People making children under 10 years of age sit in the front of a vehicle are to be fined QR200 too. (Al Dosri, 2005) 5. 2 RECOMMENDATIONS A fully computerized traffic control system needs to be put in place; a system which automatically notes out drivers that are a danger to society.Radars have to be put in place, not only on signals, but also on roads, to catch drivers driving above speed limits. Any driver caught 3 times on radar should have his license revoked for a temporary period. Drivers who are often a cause of accidents should be bla cklisted and monitored. These are some ways accidents can be reduced. Wearing a seat belt while driving, concentrating totally on driving and nothing else, and following all driving regulations will ensure our safety. In any case of an accident, police and medical authorities have to be prepared also.We can ensure this by following few of these ideas: 1. Training police and medical staff in first aid and handling traffic injuries. 2. Equipping ambulances with state-of-the-art equipment. 3. Improving hospital emergency rooms and facilities 4. Training medical staff to handle injuries at a crash site as well as in hospitals 5. Improving coordination between police, emergency response teams and medical services Movement of heavy duty vehicles should be restricted on the roads to minimize traffic accidents. The traffic police have advanced the morning peak hours by half an hour to start from 6am, instead of 6. 0am now. The morning peak hours would be from 6am to 8am, and in the afternoo n from 12. 30pm to 2pm, same as now. During the peak hours, movement of heavy-duty vehicles and machinery will be banned from city roads. (Marafia, 2004) This will come as a benefit to office-going public and schoolchildren. REFERENCES Al Binali, D. H. (2004). Roads take higher toll than cancer: Minister. The Peninsula. Retrieved Jan 02, 2006, from http://www. thepeninsulaqatar. com/Display_news. asp? section=local_news&month=june2004&file=local_news2004062023618. xml Jacobs, G. D. (1986, Jul 14).Road accident fatality rates. Retrieved Dec 24, 2005, from http://www. transport-links. org/transport_links/filearea/publications/1_603_ PA1164_1986. pdf Al Musleh, D. A. (2005). Road traffic accidents, second killer after cardiovascular disease. Retrieved Dec. 26, 2005, from http://www. hmc. org. qa/enews. asp? id=216 Pandit, M. (2004). Lankan accident victim gets QR562,000 in damages . The Peninsula. Retrieved Jan 06, 2006, from http://www. thepeninsulaqatar. com/Display_ news. asp? secti on=local_news&month=july2004&file=local_news20040712325 29. xml Bener, A. & Crundall, D. (2005, Apr 15).Road traffic accidents in the UAE compared to western countries. Advances in Transportation Studies, Retrieved Jan 20, 2006, from http://www. psychology. nottingham. ac. uk/staff/dec/references/Bener (2005)%20-%20Advances%20in%20TranStudies. pdf Insurance firms shut down branches at QTIC premises. (2005). The Peninsula. Retrieved Dec 16, 2005, from http://www. thepeninsulaqatar. com/Display_news. asp? section=local_news&month=september2005&file=local_news2005090421520. xml Al Malki, C. M. (2005). More radars to detect traffic violations. The Peninsula. Retrieved Dec 18, 2005, from http://www. hepeninsulaqatar. com/Display_news. asp? section=local_news&month=march2005&file=local_news2005031525951. xml Bibbo, B. (2005). Qatar includes jail terms in amendments to traffic law. Gulf News. Retrieved Jan 08, 2006, from http://archive. gulfnews. com/articles/05/09/20/182668. html Hall, T. (2006). How not to drive yourself mad. The Weekend, p. 61. Al Dosri, B. (2005). New traffic rules come into force. The Peninsula. Retrieved Jan 23, 2006, from http://www. thepeninsulaqatar. com/Display_news. asp? section=Local_News&subsection=Qatar+News&month=October2005&file=Local_News2005102633414. xml [pic][pic][pic]

Willowbrook

I am going to begin this essay discussing some of the ways the human Services field has changed with the developmental disibilities. I am going to discuss ways it has changed from training classes that I have went to and learned from. Back many many years ago, people with disabilities were looked at in a totally different way then they are today. Today individuals with developmental disabilities are taken very good care of and are watched very closely. Back in the 1930s there was a place called Willowbrook that was built and was a state run facility for individuals with developmental diabilities. Willowbrook was in the Willowbrook neighborhood in Staten Island, NY. It was opened in the 1930s and closed in 1987. Willowbrook was orginally degisned for 4,000 individuals but eventually ib 1965 it had more than 6,000 individuals. In 1965 it was the biggest state run facility for individuals with developmental disibilites. It was a very bad place for these individuals due to questionable medical practices and experiments. Sen. Robert Kennedy even called it a â€Å"snake pit†. In the first decade that it was open individuals were getting hepatitis, it became very common. Most of the individuals developed some type of hepatitis within the first 6 months. In 1965 when the population was over 6,000 individuals Senator Robert Kennedy toured the facility. It was very overcrowed at this time with 2,000 more individuals than the building was designed for. Senator Robert Kennedy gave some recommendations for improving the conditions after he seen they were â€Å"living in filth and dirt, their clothing in rags, in rooms less comfortable and beerful than the cages in which we put animals in a zoo†. Many of the individuals who lived there were abondoned by their families, foster care, and or other system agencies. In 1972 Geraldo Rivera who was an investigative reporter in New York did some investigation. During his investigations he found â€Å"deplorable conditions†. The deplorable conditions were â€Å"overcrowding, inadequate sanitary facilities, and physical and sexual abuse†. Rivera then went onto the Dick Cavett Show and showed some film of indiviuals that lived at the school. On March 17, 1972 a class action law-suit against New York State was filed in federal court. A settlement was not reached until May 5, 1975. It took several years before all of the violation were corrected. Due to the publicity of the case their is now a federal law called the Civil Right of Institutionalized Persons Act of 1980. In 1983 there were plans to close Willowbrook made by the the state of New York. In 1974 it was renamed Staten Island Develpmental Center. By March 1986 the population was at 250. On September 17, 1987 the last individual left the facility. While I was in a training class for my current job, we had to watch a video by Geraldo Rivera about Willowbrook. The conditions named above were so true but reading about it sounds good compared to actually seeing how these individuals actually had to live. Not only were these individuals already abandoned by their loved ones now they had to live in terrible conditions.

Annie’s Homegrown Video case questions and answers Essay

1) Annie knew what she wanted and had the willingness and determination to see it through. a) Annie’s person characteristics of being health conscious, willing to take chances and focusing on no only her wants and needs, but also the wants and needs of others has helped shape the success of her business. 2) The company evolved into a multimillion dollar leader in the natural organic food industry by identifying the markets and then focused on the top ten markets. In those markets Annie’s company focused on the products attributes, being realistic and willing to take chances while maintaining a high loyalty to its existing customers. In 1998 capital infusion from Consorzio and Fantastic Foods help fuel growth in Annie’s business. Consumer satisfaction and brand awareness helped get the attention of another investor Solara Capital LLC in 2002. These investors where looking to enter into the organic food market and by investing in Annie’s company they helped the growth of Annie’s business as well. So with the help from loyal customers and investors Annie’s business was able to grow. a) I think that the only growth strategies would be focusing on what the consumer wants and finding ways to provide that. The only other thing that I can see would be trying to get more product placement in stores that they are currently not in. 3) The web site has many unique feature like: a) Spreading the goodness – finding out what’s new at Annie’s. b) Taste Our Products – give a list of products with descriptions and pictures. c) Recipes and fun tab – recipes and a kids club and a way to get free stuff d) The website its self is very unique and lively, a pleasant site to visit. 4) The web site promote Annie’s mission by having it right on the home screen of the web site. It also promotes her mission be everything that is on each page of the web site, from products to articles to recipes.

Legal, social, and economics of Business Essay

The scenario in question gives us the portfolio of a person that likes to do things around the home and has come up with an idea that might benefit his/her home and perhaps other homes globally. Another version of this idea already exists on the market but the person believes his invention might further simplify and make the â€Å"appliance† more user friendly and safer. This person does not have available funds for the project and would therefore have to look to an outsider to complete the task at hand. The inventor has researched the market of the other â€Å"appliance† and found that it has an annual growth of 2%. He believes this invention could increase that growth because he thinks this invention might be used in many other â€Å"appliances† making the product quite versatile and therefore appealing to a wide range of markets. For the person to be able to make a wise decision about how to make his project a reality we look at three types of business, the sole proprietorship, general partnership and corporation, while considering the advantages and disadvantages. After looking thoroughly at these types of businesses, we try to make an informed decision in which type to recommend for the project, keeping in mind all the aspects of the persons â€Å"limitations†. These three types of businesses all have their advantages and disadvantages and based on those we determine that general partnership would be the smartest way to proceed, as the persons â€Å"limitations† minimize the chances of the two other options succeeding. Let us start by looking at closely at the three business types in question regarding the scenario. Sole proprietorship, a business owned and operated by one person. Advantages: He would be in full control, and accountable to no one but himself. In the case listed this could be good because he could manage his time between his business and the home equally, on the other hand it might also bring difficulties both to the home and business as one might suffer from the other. Managing a business by oneself must be a difficult task. It is easily achievable. The startup of a sole proprietorship would be easy, but does success come from ease? There must be some risks and difficulties involved. Less money to be raised for starting up the business. As written in the scenario, the subject does not have access to large funds, therefore this could be a less financially upsetting way to start. Disadvantages: He would be liable for all the debts of the business personally, there is no limit to his liability. Putting his family’s financial security at risk might not seem a good idea and hardly appealing to his spouse, but taking a considerable amount of risk would be necessary. He might find it difficult to attain funding. Being an individual with low â€Å"net worth† banks and other loan facilities might not want to take the chance of lending the money for the project. General partnership, two or more persons whom share monetary responsibilities. Advantages: Growth possibilities. As described in the scenario the idea could be usable with several â€Å"appliances† making the project likely to have considerable growth potential in time. Easier to attain funding. If two or more individuals take up partnership it is more likely to be appealing to monetary facilities to fund the project because two individuals are worth more than just one. Both partners are taxed as individuals. Only one level of taxation. Partners are taxed according to their partnership agreement and have full control over how their income is allocated in accordance to their interests as long as there is economic reason. Disadvantages: One person may be liable for all debts. If for example a person would only be letting someone use their name in the partnership agreement, that same person, even if he or she could prove never to have had anything to do with the business itself, could be liable. It is therefore extremely important to have a good, detailed partnership agreement that covers all aspects of the partnership. Conveyance of ownership can be arduous. If for example one of the partners died, the partnership would go to his next of kin or whomever is his or her heir. This could be a problem if that person is not interested in the partnership or for any other reason is unable to uphold the partnership agreement. Corporation, a business where owners have separate status from the business itself and are only financially liable at part. Advantages: The owners are only liable for the funds they bring into the business. There is an exception from this rule, if the incorporation of the company was not â€Å"up to par†, an owner can be held liable. The business is not reliant on the owners to continue. The board members can easily agree on â€Å"pushing† an owner out of the corporation, which can be become a reality in this particular scenario if the inventor or initial owner of the corporation does not have a â€Å"bulletproof† agreement and/or patent of the product of the corporation. If an owner dies or by any other means cannot uphold his status in the corporation it does not affect the corporation itself. Disadvantages: Costly startup. As written before, the subject is not a person of great means. Starting a corporation could be extremely difficult for this person. Rules and regulations. There are different rules and regulations in accordance with where the corporation is incorporated, for the subject it might be a wise decision to incorporate in another state than where he lives, which in turn could make the spouse unhappy for it would obviously make the home life difficult and/or resolve in them having to move the whole family to a new place. The owner as well as the business are taxed separately, making the income double taxed. â€Å"First, a corporation pays income taxes on company profits. Then stockholders pay taxes on their income (in form of dividends) returned by their investments.†( Ebert, R. J., & Griffin,R. W. (2011), page 48) To make an informed decision regarding the type of business that best fits the person’s interests, abilities and the product, the first step for the person could be to have the idea assessed. There are several businesses that offer that kind of services and for this particular scenario it might be the best thing to do. From reading the scenario it is apparent that the persons spouse is insecure about the whole affair and by having the idea or invention assessed the inventor could get an experienced professional in this field to assess the product regarding manufacturing possibilities, consumer needs, legal aspects and distribution, before he jumps in â€Å"at the deep end† and puts his family’s financial security at risk. Having done that, based on the assessment, he could make an informed decision regarding the business type best suitable. After reading the scenario and studying the business types it would be likely that the best type in this case would be General partnership. That recommendation is based on the fact that the person is low on funding options and taking in consideration the families security, sole proprietorship seems too risky because the person would have to create large debts in the beginning to just produce the product, that is, if any type of monetary company would want to risk lending to the person in the first place. Also by opting for sole proprietorship, all obligations of the business would fall on the person, making the venture potentially minimize family time. Even though sole proprietorship could result in great personal success and money if all went as planned, the initial risk would be too great, especially when taken into consideration the fact that the person has little or no managerial skills. By choosing general partnership, the person could, after having the invention assessed, and perhaps patented the â€Å"appliance†, make detailed business plan that could be presented to one or more potential business partners with access to large funds and /or good credit, being careful in choosing someone who can bring to the table something that compensates his shortcomings, like his lack of managerial skills. General partnership also divides the risk, making the project more appealing to the persons spouse. By creating a â€Å"bulletproof† detailed partnership agreement it minimizes the risk of all factors of the disadvantages in general partnership. Choosing the corporation type at this time would not be wise because it requires large funds and could prove too large an undertaking for the person at this point. That however does not mean things cannot change in time.

Life in times of Second World War Essay

I think it’s tougher to live through a war for an ordinary citizen than a soldier. A soldier in the battle field has little else to worry but about the next battle combined with his own fate. What’s more, a soldier always believes that the final outcome of the war can be influenced by his actions. Therefore he has a sense of participation and assurance to the results. However, for a civilian, a person detached from the field of action, there is nothing to do but to wait and hope. Many would say this situation is far better than to risk life in the battlefield; however, my personal experience says that the feeling of inaction and helplessness that comes being a civilian is choking. There is nothing more depressing than listening to war news while being unable to influence its outcome in any significant way. I was suffering from stomach ulcer when the war had started and the military doctors had refused to accept me in the services. It’s true that as a wartime civilian I actively engaged myself in health institutions, where serving the wounded gave a sense of contribution to the war efforts and belongingness to the conflict that had so deeply afflicted the lives of over 10 million people. The first phase of the war Although we had declared war upon Germany in ‘39, there was no feeling of anticipation of war or sense threat anywhere in London. No one really took the announcement any more serious than a brawl between two children (Wilson, 41). I was a teacher in a boy’s school and the shining and exciting faces of children represented as if an exciting cricket match was awaiting then. Then everything suddenly changed. I heard with a growing sense of threat the advancements that belligerent German armies made through continental Europe Wood and Depster, 155). It was incredible how nothing seemed to stand before them. Belgium, Poland, France, each falling like a pack of cards before. And then the first bomb struck London in September ‘40. So far I can recall, there was no panic, but a doomed sense of determination that we all felt, eager to carry out our own duties in the process (Fusell, 29). The local authorities had tutored us well on the use of gas masks and bunkers in times of raids. Blackouts were everyday event. Whenever there was a raid by German warplanes, which was daily, the entire city switched itself off, plunging everything in absolute darkness. It was a unique experience-a sense of thrill combined with dread as our warplanes rose high to combat the German bombers. (Fusell, 15) I took shelter in a large bunker that was built in the back park. Many people, with a garden space in their home, had built Anderson shelter and stayed put there. Many like me, choose the public shelter. I don’t know about others, but just sitting there quietly with so many people around inspired me with comfort and security (Air Ministry, 16). Public shelters were less safe of course, and being of larger dimensions they were easily prone to attack. As it happened, unfortunately some of them were struck by bombs and many innocent lives were lost (Fusell, 15). If anything this further resolved us to face the flying German menaces. Every morning when I left the shelter and moved through streets of London, smoldering buildings, shattered vehicles and running ambulances met the sight. I knew people had died during the German raids and it gave me a guilty feeling, having survived the night when many of fellow citizens could not. The bombing lasted for two full months and every day I followed the same routine of spending the night in the dark, blacked out shelter. After the end of bombing by end of October, I thought perhaps things would return to normalcy. I really wanted that. The scarred face of London, the wreckage of buildings and lives lost filled me with disquiet. But as news came pouring in of German advances and expansion of war in Africa and Asia, I did not see any end to the conflict (Wilson, 65). The daily life had suddenly changed its character. In almost a complete reversal of the situation, the security, comfort and ease of former days were replaced by a continued sense of urgency and parsimony that pervaded the entire London Wood and Depster, 155). Gone were the days of daily parties, weekly sojourns, weekends at country houses, and the luxuriant English life style. I had personally been only occasionally involved in these attractions, but as I used to travel from my school to home in the evening, music and revelry were heard from many of the pretty bungalows and houses-this was in the pre war day. It had all suddenly died out. Most of the men had left for war, and women had stepped out to fill the vacant positions Wood and Depster, 155). England did not produce sufficient quantity of food to meet its own requirements and imported most of the food grains and items for its consumption (Wood and Depster, 155). Wartime conditions had severely restricted the food supply and we saw implementation of rationing system, where food was allocated through family quota (Gorrora, 71). I was never a glutton, but over the years, tea had become one of my daily requirements. With war, rationing and quota, tea vanished from the market. Other items of daily requirements-sugar, beef, and milk also became extremely scarce. No one complained of the scarcity, but everyone felt the pinch of it. After the London bombing I volunteered to join an emergency medical camp, which brought a constant engagement and action in my life. But it was not the type of engagement I could cherish. Meeting severely injured men, women and children, soldiers who had lost their limbs or were dying due to diseases, gangrene and fatal wounds was an unbearable exercise for my will and personal stamina (Wilson, 71). However, despite my personal sense of despair, there was a rising hope within England that it would stand against the Axis powers and this hope in itself was a motivation enough for me to work in the hospital day and night. There were many nights in continuation when I hardly closed my eyes for an hour Our hope and endurance finally paid off when after 5 years of bloodshed, the war finally culminated. We were already prepared by the general tidings for this news, but the immense relief brought by even this known information is indescribable (Wilson, 101). It appeared that after being buried alive for years, I had once again appeared on the surface, free to breath the fresh air, free to see the sun, free to live again. Reference Wilson, E. Dangerous Sky: A Resource Guide to the Battle of Britain. Greenwood Press, 1995. 128 pgs. Wood, D. and Depster, D. D. The Narrow Margin: The Battle of Britain and the Rise of Air Power 1930-40. Hutchinson, 1961. 538 pgs. Air Ministry. The First Great Air Battle in History: The Battle of Britain, an Air Ministry Record of the Great Days from August 8th to October 31st, 1940. Garden City Publishing, 1941. 56 pgs. Fussell, P. Wartime: Understanding and Behavior in the Second World WarBook; Oxford University Press, 1990. 330 pg Burdett, Gorrara, C and Peitch, H. 1999. European Memories of the Second World War. Berghahn Books, 1999. 338 pg