Globalization And Impact Of Mcdonalds Globalization Commerce Essay

Globalization And Impact Of Mcdonalds Globalization Commerce Essay In the irreversible tide of globalization, whether developed countries or developing countries, regardless of whether it is willing, have consciously or unconsciously integrated into the process, or they will lose living space. Certain culture is linked to a certain level of economic development. Economic globalization is bound to have profound effects on global culture, so all kinds of culture are undergoing great changes under the great driving force of economic globalization. Culture has a lot to with the contemporary way of life, so globalization has a great impact on the consumers (David, 1996). In the process of globalization, many enterprises embark on a path from Localization to globalization, and McDonalds is just the example that plays an important part in the fast-food business in the world. McDonalds has made a great success in the international arena since its inception, and it has left a deep impression on the mind of many consumers. Now McDonalds is not just a restaura nt, but also a cultural symbol, which has an impact on consumers. McDonalds has implemented a series of marketing strategies in order to adapt to the cultural environment of other countries, and this changes also affect the local consumers. Now McDonalds has become a global icon, and it affects the lifestyle of people worldwide. This article mainly includes two parts: the first part focuses on human consequences of globalization, and the second section is primarily about McDonalds globalization and the impact on consumers. 2, human consequences of globalization Globalization is a new phenomenon becoming increasingly apparent since 1980s, and it is the basic characteristics of our times (Steger, 2003). Globalization is a process, which refers to the flow of material and spiritual products break the shackles of regional and national boundaries, affecting every corner of life on Earth. Globalization also includes cross-border movement of personnel. The flow of human is the highest level of comprehensive between material and spiritual movement. In the process of globalization, the most obvious feature is economic globalization. Globalization has a great impact on human, and the influence is increasing with time going on. Correctly understanding and properly dealing with globalization is conducive to promote economic development and progress of human civilization. Just as every coin has two sides, globalization also has two different effects on human. Globalization has gone far beyond the economic field and is producing a wide range of influence on the international political, security, social and cultural fields. The positive effects of globalization are as follows: the first aspect is on promoting the development of innovation. Globalization promotes the global optimal allocation of production, resources, personnel, trade, investment and finance, which reduces costs and improves efficiency. If countries would like to explore advanced development model, they must consider the factors of globalization and make use of the opportunities of globalization. The second aspect focuses on promoting the rational allocation of resources. Globalization can reasonably allocate the worldwide Capital, technology, products, markets, resources and labor. Globalization has accelerated the free flow of production factors in the worldwide and formed a unified gl obal market, which promote the globalization of multinational operations and restructuring of global industry, and maximize the optimal allocation of resources. The third aspect is primarily about boosting human civilization. Based on globalization, global issues, global interests and global governance, human may form new common values of human and new human civilization, which can break the Wests leading role of human civilization and achieve a higher surpass than Western civilization. When seeing the positive effects of globalization, at the same time, the gradual accumulation of its negative effect can not be ignored (Stiglitz, 2003). The first aspect is about instability of the world economy. Globalization strengthens the instability of the world economy, which is adverse for countries to make a development. The relationship between national economies and the world economy is becoming more closely under globalization. Each countrys economic stability will depend not only on thei r domestic factors, to a greater extent by the tremendous impact of international factors. Fierce competition and economic instability increase the difficulty of developing the national economy. The second aspect is on global economic crisis. With the increasing close of the global economic chain, it has a big possibility that a sharp rise in energy prices, serious financial order out of control, obviously big countrys economic recession may cause the global economic recession. 3, McDonalds globalization and the impact on consumers 3.1 McDonalds globalization McDonalds corporate headquarter is located in the Illinois of United States, which is an international company of possessing multi-billion dollar. Now McDonalds has become one of the largest fast food chains in the world. Since the McDonald brothers and Ray Kroc, the founders of McDonalds opened its first restaurant in the Illinois of United States, McDonalds has established more than 30,000 restaurants, located in over 120 countries and the regions around the world, and its worldwide turnover is about 10.49 billion dollars ¼Ã‹â€ Ritzer, 2006 ¼Ã¢â‚¬ °. McDonalds is developing at a rapid speed, and McDonalds represents an American way of life in many countries. McDonalds sales firmly carbonated drinks that Coca-Cola Company offers, McDonalds and Coca-Cola Company practically form strategic alliances. McDonalds around the world make appropriate adjustments and try to be in accordance with the tastes of local people. In addition, McDonalds now controls some other restaurant brands, such as Aroma Cafà ©, and Donatos Pizza. In 2008, McDonalds total revenue reached 23.5 billion U.S. dollars, net profit of 4.3 billion U.S. dollars. Ronald McDonald as one of the McDonalds signs, a symbol of harmony and friendliness, represents that McDonalds will always be your friend and community member. McDonalds is ready every now and then for children and communitys development to devote its strengths. Childrens Charity Foundation of Ronald McDonald was established in 1984, and the organization has donated more than 5 million U.S. dollars to help the children around the world. McDonalds has made a great success on a global scale. Over half of McDonalds restaurants are located overseas, which is the globalization strategies of McDonalds. McDonalds restaurants can be discovered in 118 countries and regions around the world, serving 50 million consumers everyday (Alfino, 1998). McDonalds has opened 100 new restaurants in China a year, and meanwhile, McDonalds has accomplished it s goal of 1000 new restaurants by the opening of the 2008 Beijing Olympics, which are all the certification of McDonalds globalization. The founders of McDonalds have never anticipated that their ambition has so astounding influence. The influential development of McDonalds has an impact not only on the fast-food industry, but also on the contemporary way of life, and the impact is likely to accelerate in the early 21st century. 3.2 McDonalds impact on consumers Just as globalization has two different aspects of effects on human beings, in the process of McDonalds globalization, McDonalds impacts on consumers are also different, including positive effect and negative impact. Ronald McDonald is McDonalds Chief Happiness Officer, and he has lasted for about 50 years. Previously, children, youth, parents and other market segments were familiar with amiable Ronald McDonald, who was a good brand ambassador. McDonalds corporate culture is a kind of family-happy culture, which emphasizes its influences of happy culture. Duo to its huge influences, McDonalds has an impact on eating habits of consumers. MacDonalds has three characteristics: quick, cheap and widely accepted by the public. But the feature of fast has actually changed. Fast food restaurants have changed into the conveniently leisure and recreation area, so the function has changed (Schlosser, 2002). Now the restaurants have turned into the celebration ceremony, the premises of reading and writing, birthday party places, and leisure venue for chatting. From the feature of cheap, most people only occasionally patronize, which explains that the food is not real cheap. From a deeper level, the significance of McDonalds as a symbol of American culture is more obvious than as a symbol of fast food. McDonalds has become a cultural ambassador and make more people understand American culture. The meal price of McDonalds between species has little difference, so does the consumption level and the services provided. Warm dining environment and good services attract many kinds of social groups, and McDonalds is showing a different image in all kinds of peoples minds. All kinds of people with different needs and life experience see the same thing, and their feelings also are different (Tomlinson, 1999). They grasp a point of McDonalds culture from their own perspective. McDonalds have taken a wide range of measures in the business strategy, in order to meet all levels of society and people of all ages, such as facilitates for young lovers as the Valentines corner and Childrens Paradise. And the staffs are dressed up as McDonalds uncle, aunt, and play with children. Many children are fond of the food of McDonalds and they want to patronize McDonald as often as they can. Though many young lovers may do not like the food, they also want to go to McDonalds, because the environment of McDonalds is good (Ritzer, 1996). No matter McDonalds marketing idea and McDonalds business philosophy, are all established to attract more customers, and McDonalds has more and more huge impact on eating habits of consumers. When McDonalds affect the eating habits of consumers, it also shock the culture of different countries. In the context of globalization, different cultures around the world communicate, permeate, collide and merge with each other. No strong cultural is not a real power. If countries want to become a power, they should prevent its own culture from cultural erosion. In the process of McDonalds globalization, McDonalds has a great impact on local culture, which may cause cultural erosion for residents. McDonalds transforms its marketing strategies into pursuing cool, excitement, and adventure, which has a great attraction by the young family (Paul, 1997). Young family is lack of judgment ability, and McDonalds culture may cause them making a mistake. The themes of cool, on your own decision, playing my game are very popular among young people, due to the influences of McDonalds, and these themes may have a violation comparing with local culture. For example, as long as customers shout I m lovein it at the waiter, they will be able to receive a cylindrical ice cream. Such activities are very popular with aggressive young people. Some students think that these activities are very fresh and interesting. All these may affect the native culture to some extent. Meanwhile, McDonalds have an impact on the contemporary way of life. Many children like the food of McDonalds and they want to patronize McDonald as often as they can. Some of them want to go to McDonalds and eat its food everyday, and the food of McDonalds becomes their main food. Nowadays, McDonalds has become the symbol of fashion and adventure. Some young people regard going to McDonalds as a fashion and adventure, which can demonstrate that they are the younger generation. In addition, McDonalds supplies fast food for consumers, which may affect the pace of life. Consumers tend to eat food quickly, and change their previous dietary habits. 4, conclusion Globalization has a great impact on human worldwide, and its impacts can be demonstrated from two aspects: positive impact and negative impact. Its positive impact refers to promoting the development of innovation, promoting the rational allocation of resources and boosting human civilization. Its negative impact focuses on instability of the world economy and global economic crisis. Generally speaking, globalizations positive impact on human beings outweighs its negative impact. Human beings should seize the opportunities of globalization and salute its threats, in order to make a long-term development. Globalization can be understood well by the process of McDonalds globalization (Featherstone, 1991). McDonalds can bring enjoyment for consumers, while it also affects eating habits of consumers, causes cultural erosion and has an impact on contemporary way of life. Globalization is an irresistible trend, and Globalization can give a beneficial effects on consumers as well as adverse effects. So consumers should make full use of its beneficial effects and resist its adverse effects in the process of globalization.

Foucault and the Theories of Power and Identity Essay example -- Fouca

Foucault and the Theories of Power and Identity Foucault believed that power is never in any one person?s hands, it does not show itself in any obvious manner but rather as something that works its way into our imaginations and serves to constrain how we act. For example in the setting of a workplace the power does not pass from the top down; instead it circulates through their organizational practices. Such practices act like a grid, provoking and inciting certain courses of action and denying others. Foucault considers this as no straightforward matter and believes that it rests on how far individuals interpret what is being laid down as 'obvious' or 'self evident', institutional power works best when all parties accept it willingly. Foucault's notion of power is a difficult notion to grasp principally because it is never entirely clear on who has the power in the first place, once the idea is removed that power must be vested in someone at the top of the ladder e.g. the company director, it becomes much more difficult to ident ify what power is or where and whom it lies with. Foucault believes that we are so used to thinking about power as an identifiable and overt force and that this view is simply not the case, because it is taken for granted that the above statement is true then it is much more complicated to comprehend power as a guiding force that does not show itself in an obvious manner. According to Foucault we take it upon ourselves to regulate our own conduct, even though we are free to do and say as we please we choose to constrain our behaviour and the reason for us doing so it that we know what is expected of us, we do not need someone in a position of ?authority? to do this for us, we all take responsibility for our own lives. It is in this sense that power works as an anonymous force, provoking free agents to act in ways that make it difficult for them to do otherwise. Foucault?s theory of power ?revolves around indirect techniques of self-regulation which induce appropriate forms of behaviour.?1, we are free to govern ourselves. In the absence of an authority figure we will automatically restrain our behaviour, there is no ?hand? of power that pushes us all into line, only an acknowledgement that we all work within a framework of choices, that are ultimately subjected to influence and direction, but that we ourselves have the fina... ...ogist Kathy Woodward, she also points out that our identity would need to change depending on whom it is we were interacting with and the situation that we were in, ?subtle and not so subtle variations of identity may well be called upon for each of these roles.?8 Butler describes modern notions of identity as ?being made up of regulatory ideals?9, these regulatory ideals provide ?idealised and reified norms which people are expected to live up to.?10 These types of regulatory ideals are sustained or undermined through performance. Performativity is not a singular act, ?it is always the reiteration of a norm or a set of norms, and to the extent that it acquires an act like status in the present, it conceals or dissimulates the conventions of which it is a repitition.?11It is through this repeated action that that these norms are created and lived up to. This idea can also be related to discourse; Butler argues that performative acts are statements that also produce that which they say. Discourse promotes specific kinds of power relations, in other words to know is to participate in complicated webs of power. Thus perfomative acts are a domain in which discourse acts as power.

Paper on Tech Mahindra

A STUDY ON STRATEGIC ANALYSIS OF TECH MAHINDRA PROJECT DONE AS PART OF THE â€Å"STRATEGY FORMULATION AND IMPLEMENTATION† COURSE Submitted to : Brig (Dr) Rajkumar Programme Director and senior professor SMS, JNTUK. Submitted by D. Subba Raju Roll No: 11021E0118 Sl. No| Particulars| Page No| 1. | About industry| 3| 2. | Company details| 3| 3. | Vision| 5| 4. | Mission| 5| 5. | Objectives| 5| 6. | Products| 5| 7. | Competitors| 6| 8. | Core competency| 6| 9. | Michael porters 5 force model| 7| 10. | Swot analysis| 7| 11. | Conclusion| 8| 12. | Bibliography| 9| Table of contents: About industry:The  Information technology  industry in  India  has gained a  brand identity  as a  knowledge economy  due to its IT and ITES sector. The IT–ITES industry has two major components:  IT Services and  business process outsourcing  (BPO). The growth in the  service sector  in India has been led by the IT–ITES sector, contributing substantially to incre ase in  GDP, employment, and exports. The sector has increased its contribution to India's GDP from 1. 2% in FY1998 to 7. 5% in FY2012. According to  NASSCOM, the IT–BPO sector in India aggregated revenues of  US$100 billion in FY2012, where export and domestic revenue stood at  US$69. billion and  US$31. 7 billion respectively, growing by over 9%. The major cities that account for about nearly 90% of this sectors exports are  Bangalore,  Chennai,  Delhi,  Mumbai,  Hyderabad,  Pune,  Kolkata  and  Coimbatore. Export dominate the IT–ITES industry, and constitute about 77% of the total industry revenue. Though the IT–ITES sector is export driven, the domestic market is also significant with a robust revenue growth. [1]  The industry’s share of total Indian exports (merchandise plus services) increased from less than 4% in FY1998 to about 25% in FY2012.According to  Gartner, the â€Å"Top Five Indian IT Services Providersâ₠¬  are  Tata Consultancy Services,  Infosys,  Cognizant,  Wipro  and  HCL Company details: Tech Mahindra Limited (BSE:  532755, NSE:  TECHM) is an Indian provider of networking technology solutions and business process outsourcing (BPO) services to the global telecommunications industry. Headquartered at Pune, India. It is a joint venture between the Mahindra Group and BT Group plc, UK with M;M (Mahindra and Mahindra) holding 44% and BT holding 39% of the equity.On 23 May 2012, Tech Mahindra reported a 3% increase in its revenue for the year ended March 31, to $1. 15 Billion . Its activities spread across a broad spectrum, including Business Support Systems (BSS), Operations Support Systems (OSS), Network Design ; Engineering, Next Generation Networks, Mobility Solutions, Security consulting and Testing. The â€Å"solutions portfolio† includes Consulting, Application Development ; Management, Network Services, Solution Integration, Product Engineering, Infras tructure Managed Services, Remote Infrastructure Management and BSG (comprises BPO, Services and Consulting).Tech Mahindra is ranked #6 in India's software services firms behind Tata Consultancy Services, Wipro, Infosys, HCL Technologies and Satyam Computer Services and overall #161 in Fortune India 500 list for 2011. Tech Mahindra has implemented more than 15 Greenfield Operations globally and has over 128 active customer engagements mostly in the Telecom sector. The company has been involved in about 8 transformation programs of incumbent telecom operators. With an array of service offerings for TSPs, TEMs and ISVs, Tech Mahindra serves: Key Executives: S. No| Name| Designation| | 1| Anand G Mahindra| Chairman| | | | | | | 2| CP Gurnani| Managing Director| | | | | | | | 3| Anil Khatri| Company Secretary| | | | | | | | 4| Bharat N Doshi| Non Executive Director| | | | | | | | 5| Ulhas N Yargop| Non Executive Director| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Milestones * 1986 – Incorporation in India * 1987 – Commencement of Business * 1993 – Incorporation of MBT International Inc. , the first overseas subsidiary * 1994 – Awarded the ISO 9009 certification by BVQI * 1995 – Established the UK branch office 2001 – Incorporated MBT GmbH, Germany incorporated. Re-certified to ISO 9001:1994 by BVQI * 2002 – Assessed at Level 2 of SEI CMM by KPMG. Incorporated MBT Software Technologies Pte. Limited, Singapore * 2005 – Merged MBT with Axes Technologies (India) Private Limited, including its US and Singapore subsidiaries. Assessed at Level 3 of SEI CMMI by KPMG * 2006 – Name changed to Tech Mahindra Limited. Assessed at Level 4 of SEI People-CMM (P-CMM) by QAI India. Raised Rs46. 5 million ($1 million) from a hugely successful IPO to build a new facility in Pune, to house about 9,000 staff .Formed a JV with Motorola Inc. under the name CanvasM. * 2007 – Acquired iPolicy Networks Private Limited. Launched the Tech M Foundation to address the needs of the underprivileged in our society. * 2009 – Tech M wins bid for fraud-hit Satyam Computer Services at Rs 58. 90 per share outdoing Larsen & Toubro, the other player in the fray, which bid at Rs 45. 90. Rebrands the company to Mahindra Satyam. * 2010 – Tech Mahindra expands footprint in Latin America Awards * It was  Asia’s Best Performing Companies 2008 at Business Week award. Tech Mahindra received Growth Excellence Award 2008 by Frost & Sullivan. * It was acknowledged as 6th largest Software Services Company in  India  by NASSCOM in 2008. * The company is recognized as winner of the 2011 Microsoft Communications Sector Partner of the Year Award. * The company is declared as winner of 2010 and 2011 AT&T Supplier Award for outstanding performance & service to AT&T and its affiliates Tech Mahindra Offices Tech Mahindra has offices in more than 30 countries. India: Kolkata, Pune, Noida, Chennai, Bangalore, Mumbai, Gurgaon, Chandigarh, Hyderabad.Tech Mahindra has its BPO presence in Kolkata, Chennai, Chandigarh, Pune, and Noida. It also has overseas office locations in Belfast and Newcastle. Tech Mahindra has operations in more than 30 countries with 17 sales offices and 13 delivery centers. Assessed at SEI CMMi Level 5, Tech Mahindra employs over 42,000 workers. Acquisition of Satyam Computer Services Ltd. After the Satyam scandal of 2008-09, Tech Mahindra bid for Satyam Computer Services, and emerged as a top bidder with an offer of Rs 59 a share for a 31 per cent stake in the company, beating a strong rival Larsen & Toubro.After evaluating the bids, the government-appointed board of Satyam Computer announced on 13 April 2009: â€Å"its Board of Directors has selected Venturbay Consultants Private Limited, a subsidiary controlled by Tech Mahindra Limited as the high est bidder to acquire a controlling stake in the Company, subject to the approval of the Hon'ble Company Law Board. † Through a subsidiary, it has emerged victorious in Satyam sell-off, a company probably two times its size in number of people. Merger with Mahindra Satyam Tech Mahindra will be merged with Mahindra Satyam in next half of 2012 to build a 2. -billion $ IT Company in India. Tech Mahindra announced its merger with Mahindra Satyam on March 21,2012,after the board of two companies gave the approval. The two firms have received the go-ahead for merger from the Bombay Stock Exchange and the National Stock Exchange. Vision: To be the leading global software solutions provider to the telecom industry. Mission: To be the global leader in outsourcing services to the telecom industry, building on our technologies, competencies and customer interests, and creating value for our shareholders and customers. Objectives: Business Continuity and Disaster Recovery * Business centu ry assessment services * Business Continuity Assessment Services * Business Continuity Lifecycle Consulting and Implementation * Business Environment Analysis * Business Recovery Strategy Design and Plan Development * IT Disaster Recovery Training, Failover Testing and Exercising * Business Continuity Plan Training, Testing and Exercising * IT Disaster Recovery Strategy Design and Plan Development * IT Environment Analysis * IT Disaster Recovery Strategy Design and Plan Development | | | Products: * Telecom Equipment Manufacturers, Independent Software Vendors, * Communications Service Providers Competitors: TCS, Infosys,Wipro,HCL Tech, Mahindra Satyam, etc. , | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Core competency: * Managed Services * Application Management Services. * Infrastructure Management Services * Revenue Management Services * Mobile Virtual Network Enabler Services Shift from high to lowMedium Very High Low Threats of substitutes: Other offshore locations such as eastern Europe, the Philippines and china, are emerging and are posing threat to Infosys because of their cost-advantage. * Price quoted for projects is a major differentiator, the quality of products being same. Bargaining power of supplier: * Du e to slowdown, the job-cuts, the layoffs and bleak IT outlook. * Availability of vast talent pool – fresher and experienced. Bargaining power of customers: * Large number of IT companies vying for IT projects. * Huge decline in IT expenditure. Barriers to entry * Low capital requirements. * Large value chain * MNCs are ramping up capacity and employee strength.Rivalry among Firms: * Commoditized offerings * Low-cost, little differentiation positioning. * High industry growth Michael porters 5 force model: Swot analysis: Strengths: †¢ Tech Mahindra, while not the first name in the TVS arena, claims an impressive roster of telecom operator customers and Tech Mahindra’s integration with sister company, Mahindra Satyam, matches Tech Mahindra’s telecom industry expertise with Satyam’s established enterprise IT expertise serving vertical industries in BSS and BPO †¢ Tech Mahindra boasts a full range of telecom network optimization service †¢ It h as been assessed and awarded a CMMI Level 5 (v1. ) and System Security processes SSECMM Level 3 rating. †¢ Tech Mahindra is a large, global operation and the ? fth largest software exporter in India. Weaknesses: †¢ Despite Tech Mahindra’s ability to serve customers from an â€Å"art to part† perspective †¢ Whereas rival IT giants, such as IBM, HP, etc. , often partner alongside network equipment providers in services engagements, Tech Mahindra is less of a partner with equipment vendors and more of a direct competitor and threat in areas such as network optimizations, and increasingly software design and integrations. While the lines of competition between Tech Mahindra and traditional telecom network vendors are still relatively distinct, this line will continue to blur over time as concepts such as OSS/BSS integrations, network optimizations, and BPOs within vertical markets take on an increasing importance †¢ Despite Tech Mahindra’s overt focus on the telecom industry, it is not the only market that the company deals with. Going forward, as it is integrated with Mahindra Satyam, the telecom focus runs the risk of being obscured within a larger set of businesses. While Tech Mahindra’s revenue stream seems well balanced based upon the geographic distribution of 50% Europe, 30% North America and 20% ROW, its revenue based upon clients tells a different story Opportunities: †¢ Tech Mahindra needs to consider being more vocal about its success with telecom operator engagements. †¢ Further on the traction demonstration front, Tech Mahindra should detail any and all success that it is having with telecom network optimization projects – particularly on an end–to-end basis. Tech Mahindra should take care to highlight instances where it cooperates with traditional network infrastructure players – in outsourced R&D for example †¢ As soon as possible, Tech Mahindra should publicize inst ances of how its integration with Mahindra Satyam has resulted in a broadening of telecom-focused engagements in vertical markets. †¢ Tech Mahindra should make it a strategic imperative to broaden the key customer base to reduce the revenue reliance on these key customers. Threats: IBM should play up its informal partnership with Asia/Info to send the message that while it has broad and deep †¢ Smaller, yet still important, pure plays like WiPro need to respond to Mahindra’s integration of its telecom and enterprise practice so as to let the market know where they stand with respect to Mahindra’s new value proposition. †¢ Network integrators such as Alcatel-Lucent, Ericsson and NSN need to provide as much evidence as possible that will demonstrate their strengths in areas such as OSS integration and business transformation services. Network equipment vendors such as Alcatel-Lucent, Ericsson, NSN, etc. need to also play up the value that developing teleco m products brings to the professional services arena. †¢ Telecom network vendors need to be careful when tackling vertical market network opportunities. Share Value of Tech Mahindra at NSE Conclusion: Through the analysis, Tech Mahindra is a global leading company in IT sector. It has been maintaining certain strategies to be leader in the IT industry. Its revenue in 2011 is at INR 1,261. 5 crore Bibliography: Techmahindra. com

Biography of Benito Juárez, Mexicos Liberal Reformer

Benito Juà ¡rez  (March 21, 1806–July 18, 1872) was a Mexican politician and statesman of the late 19th century and president of Mexico for five terms during the turbulent years of 1858–1872. Perhaps the most remarkable aspect of Juà ¡rez’s life in politics was his background: he was a full-blooded native of Zapotec descent and the only full-blooded native to ever serve as president of Mexico. He did not even speak Spanish until he was in his teens. He was an important and charismatic leader whose influence is still felt today. Fast Facts: Benito Juarez Known For: First Mexican president of full Mexican heritageAlso Known As: Benito Pablo Juà ¡rez Garcà ­aBorn: March 21, 1806 in  San Pablo Guelatao, MexicoParents: Brà ­gida Garcà ­a and Marcelino Juà ¡rezEducation:   Oaxaca Institute of Arts and SciencesDied: July 18, 1872  in Mexico City, MexicoAwards and Honors:  Namesake for many roads and schools as well as the Mexico City airportSpouse: Margarita Maza  Children: 12 with Margarita Maza; 2 with Juana Rosa ChagoyaNotable Quote: Among individuals, as among nations, respect for the rights of others is peace. Early Years Born on March 21, 1806, into grinding poverty in the rural hamlet of San Pablo Guelatao, Juà ¡rez was orphaned as a toddler and worked in the fields for most of his young life. He went to the city of Oaxaca at the age of 12 to live with his sister and worked as a servant for a time before being noticed by Antonio Salanueva, a Franciscan friar. Salanueva saw him as a potential priest and arranged for Juà ¡rez to enter the Santa Cruz seminary, where young Benito learned Spanish and law before graduating in 1827. He continued his education, entering the Institute of Science and Art  and graduating in 1834 with a law degree. 1834–1854: His Political Career Begins Even before his graduation in 1834, Juà ¡rez was involved in local politics, serving as a city councilman in Oaxaca, where he earned a reputation as a staunch defender of native rights. He was made a judge in 1841 and became known as a fiercely anti-clerical liberal. By 1847 he had been elected governor of the state of Oaxaca. The United States and Mexico were at war from 1846 to 1848, although Oaxaca was nowhere near the fighting. During his tenure as governor, Juà ¡rez angered conservatives by passing laws allowing for the confiscation of church funds and lands. After the end of the war with the United States, former President Antonio Là ³pez de Santa Anna had been driven from Mexico. In 1853, however, he returned and quickly set up a conservative government that drove many liberals into exile, including Juà ¡rez. Juà ¡rez spent time in Cuba and New Orleans, where he worked in a cigarette factory. While in New Orleans, he joined with other exiles to plot Santa Anna’s downfall. When the liberal general Juan Alvarez launched a coup, Juarez hurried back  and was there in November 1854 when Alvarez’s forces captured the capital. Alvarez made himself president and named Juà ¡rez the minister of justice. 1854–1861: Conflict Brewing The liberals had the upper hand for the moment, but their ideological conflict with conservatives continued to smolder. As minister of justice, Juà ¡rez passed laws limiting church power, and in 1857 a new constitution was passed, which limited that power even further. By then, Juà ¡rez was in Mexico City, serving in his new role as chief justice of the Supreme Court. The new constitution turned out to be the spark that reignited the smoking fires of conflict between the liberals and conservatives, and in December 1857, conservative general Fà ©lix Zuloaga overthrew the Alvarez government. Juà ¡rez and other prominent liberals were arrested. Released from prison, Juà ¡rez went to Guanajuato, where he declared himself president and declared war. The two governments led by Juà ¡rez and Zuloaga were sharply divided, mostly over the role of religion in government. Juà ¡rez worked to further limit the powers of the church during the conflict. The U.S. government, forced to pick a side, formally recognized the liberal Juà ¡rez government in 1859. This turned the tide in favor of the liberals, and on Jan. 1, 1861, Juà ¡rez returned to Mexico City to assume the presidency of a united Mexico. European Intervention After the disastrous reform war, Mexico and its economy were in tatters. The nation still owed great sums of money to foreign nations, and in late 1861, Britain, Spain, and France united to send troops to Mexico to collect. Intense, last-minute negotiations convinced the British and Spanish to withdraw, but the French remained  and began fighting their way to the capital, which they reached in 1863. They were welcomed by conservatives, who had been out of power since Juà ¡rez’s return. Juà ¡rez and his government were forced to flee. The French invited Ferdinand Maximilian Joseph, a 31-year-old Austrian nobleman, to come to Mexico and assume rule. In this, they had the support of many Mexican conservatives, who thought that a monarchy would best stabilize the country. Maximilian and his wife Carlota arrived in 1864, where they were crowned emperor and empress of Mexico. Juà ¡rez continued the war with the French and conservative forces, eventually forcing the emperor to flee the capital. Maximilian was captured and executed in 1867, effectively ending the French occupation. Death Juà ¡rez was reelected to the presidency in 1867 and 1871, but he did not live to finish his last term. He was felled by a heart attack while working at his desk on July 18, 1872. Legacy Today, Mexicans view Juà ¡rez much like some Americans see Abraham Lincoln: he was a firm leader when his nation needed one and took a side on a social issue that drove his nation to war. There is a city (Ciudad Juà ¡rez) named after him, as well as countless streets, schools, businesses, and more. He is held in particularly high regard by Mexico’s considerable indigenous population, which rightly views him as a trailblazer in native rights and justice. Sources Gonzalez Navarro, Moises. Benito Juarez. Mexico City: El Colegio de Mexico, 2006.Hammett, Brian. Juà ¡rez. Profiles in Power.  Longman Press, 1994. Ridley, Jasper. Maximilian Juarez. Phoenix Press, 2001.