Domestic Violence Generalist Social Work

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Amore Pacific International Business Strategy Marketing Essay

Amore Pacific International Business Strategy Marketing Essay With low-barriers to entry, the competitive business environment of the cosmetics industry requires companies to secure stable sales channels, and make great marketing efforts to differentiate its products. However, the cosmetics industry is closely related to the fashion industry which is constantly changing and offer potential growth opportunities. Consequently, cosmetic products typically have short product life-cycles because which require mass-customization capabilities and production agility. Personal Care On the other hand, personal care products business is a relatively a mature industry. Also with a low-barrier to entry, the domestic market is currently saturated with competition. In addition, the emergence of large-scale discount stores and new sales networks has called for rapidly changing marketing and distribution channels. Consequently, the domestic personal care products industry is focusing on developing niche markets by differentiating its product as offering higher quality and value. 1.2. Overview of AMOREPACIFIC AMOREPACIFIC Corporation (AMOREPACIFIC or the Company) aims to become a global beauty company with its core businesses in cosmetics and personal care and health products. Founded in 1945 as a Pacific Chemical Company, AMOREPACIFIC Corporation has been involved in beauty products. With the corporate vision of The World will know us as the Asian Beauty Creator, AMOREPACIFIC seeks to push the boundaries of traditional beauty with innovative solutions drawn from its rich Asian heritage.  [1]  The Company also stresses the five values: Openness, Innovation, Proximity, Sincerity, and Challenge to openly communicate with its customers and employees, pursue innovative ideas and new concepts, maintain physically and psychologically close to customers, fulfill obligations to society, and be passionate about overcoming challenges.  [2]   The Company first began its export sales via OEM and also began to sell cosmetics products under its own brand AMORE in 1964. In 1990, the Company turned to international markets by establishing its first overseas subsidiary in France, followed by establishing its Shanghai and Chartres plants in 2002 and 2004, respectively. In 2010, AMOREPACIFICs sales reached KRW 2 trillion, with operating profit of KRW 340 billion and net earnings of KRW 285 billion. The Company maintains its number one player in the domestic market with a 34.9% cosmetics market share in 2010. In terms of its overseas operations, the Company has enhanced its sales in 2010 by approximately 11% to KRW 335.8 billion.  [3]   With its strong domestic position, the Company is targeting sales and operating profit growth of 10% in 2011 by creation of growth markets. For each business segment, the Companys Cosmetics Division is focusing on securing competitiveness in the Asian markets through reinforcement of RD activities to provide differentiated products and services. For the personal care products business or Mass Cosmetics Sulloc Division, the Company is intent on strengthening domestic market competency by expansion into high-functional products in major personal care categories. 2. International Business Strategy of AMOREPACIFICs Cosmetic Products AMOREPACIFIC aims to be a Global Top 10 cosmetics company.  [4]  While tapping on matured and developed markets such as North America and Western Europe, AMOREPACIFIC is more focusing on developing countries such as China and other Southeast Asian countries. To overcome the limitations of the market size and increasing level of competition in the domestic market and accomplish economies of scale through market expansion with its own line of competitive products, AMOREPACIFIC, utilizing its number one position in the domestic market, has been looking to develop overseas market with in its efforts to gain presence and become a successful international player in a very competitive global cosmetics industry environment. While the domestic market has been steadily growing due to an increase in the number of professional business women who have brought about buying power of female customers, developing market conditions for high-function cosmetic products from the middle-class aging population, as well as an increasing demand from men for cosmetics products, AMOREPACIFIC has been facing increasing competition from the domestic competitors and market penetration from global cosmetics companies. Nevertheless, AMOREPACIFIC has potential to be successful in overseas market taking into account following advantageous factors: The quality and diversity of products of AMOREPACIFIC has reached the level to be competitive against global brands in most product lines. Experiences of highly competitive market in Korea enriched the Company with various competitive marketing strategies. Koreas cultural wave has created friendly demands of Korean beauty products among customers, especially in Asian market. Globalization strategy of AMOREPACIFIC is primarily based on a multi-domestic approach where international strategies take on differentiated approaches for each regional market as divergent demands for cosmetics products exist due to different levels of industrial and economic development for each country/region. In addition, benefits from standardization are less significant due to segmented nature of cosmetics market even within the country/region and price functions differently for each customer segment and it is not usually the major factor for determining purchase. Finally, since demand in overseas market for cosmetics are highly divergent and the Company possesses the capability and resources to leverage with to meet those divergent demand, multi domestic strategy would be suitable for AMOREPACIFIC. Based on such multi-domestic strategy, AMOREPACIFICs globalization strategy takes on differentiated approaches for developed and developing countries. For emerging countries, AMOREPACIFIC aims for an early market penetration, while, raising image by focusing on the prestige brand lines in developed markets. Two representative countries of AMOREPACIFIC (France and China) have been analyzed below to evaluate its international strategy in each country contrasting AMOREPACIFICs strategies in each respective country. 2.1. Expansion into the France Market 2.1.1. Market Penetration with Lolita Lempicka France has long been renowned as the capital of cosmetic industry and fashion. AMOREPACIFIC began to penetrate the France Market with the Lolita Lempicka Perfume from 1997. In 1997, the Lolita Lempicka Perfume won all the top awards at the French FIFI Award for best womens fragrance, best mens fragrance, and perfume design. AMOREPACIFIC released Lolita Lempicka L in 2006 and released Si Lolita Lempicka in 2009. With the success in France, Lolita Lempicka products are now available for sale in over 100 countries worldwide.  [5]   2.1.2. Rationale France is considered one of the biggest markets of cosmetics products and trend leader of fashion and beauty goods and the arena of competition for global cosmetics manufacturing companies. Experiences and reputation in France market can lead to an expansion in developed markets including the U.S. where the AMOREPACIFIC would consider as major market for growth. 2.1.3. Entry Mode Selection Notwithstanding the high risk of failure, AMOREPACIFIC decided to penetrate the France market via direct ownership to establish strategic position as a flagship business in the developed market. With such high level of commitment and resourcing from the headquarters, the Company hired local management with entrepreneurial spirits to experiment with new brand and new strategy. AMOREPACIFIC perceived that its entry mode into the France Market was necessary in order to deploy local talents which would enable expansion into adjacent high-end European markets once strategic position is established. 2.1.4. Marketing and HR Strategy in France Abandoning nationality and company title to overcome the stereotype against Asian cosmetic brands, AMOREPACIFIC teamed up with local marketing agents, manufacturers and vendors. As a newcomer to the market, AMOREPACIFIC differentiated its approach by naming its brand after young local designer to target customers following up-to-date trends of unisex mode and strong fragrance. Also limited direct distribution channels have been utilized for distribution and advertisement is delivered through only high-end fashion magazines targeting customers in their twenties and thirties as well as models and designers. As is important to the cosmetics products to be recognized by word-of-mouth, promotion activities are focused in providing samples to celebrities and influential group of people. Through hiring entrepreneurial local experts in marketing of cosmetics, AMOREPACIFIC could upgrade its marketing expertise in luxury/premium market one notch above. 2.1.5. Evaluation of the International Strategy in France Global Configuration The Companys entrance to the France Market was not driven by cost differences or economies of scale, but it rather served the purpose to make a case for experiments in the leading market. With the successful launch of the Lolita Lempicka brand in France by leveraging the local talent and blinding nationality and company name, other high-end brand can be entered into the market utilizing the distribution channels secured through perfume business. In addition, AMOREPACIFIC may consider introducing other more competitive premium brands in the market through large scale international cosmetics franchise stores such as Sephora. Global Coordination Learning the effects from highly autonomous management of local subsidiaries and transfer of such knowledge to other developed market strategy (e.g., U.S.) is expected to benefit the company through global networking. Although it is inevitable to tap on developed market to notch up brand recognition level, considering the Companys ultimate goal of globalization to expand its market, targeting developed countries would result in limited volume growth at least in the mid-term as we could see from the financial results of France market which was out of red first time in 2010 since its launch in 1997. 2.2. China Market Expansion 2.2.1. China Market Analysis The volume of cosmetics sales in China is still explosive and has high potential to growth (Yearly cosmetics consumption of $13 per person compared to $50 in global average)  [6]  . China Market is well stratified according to product lines which are in line with development stages of different areas (eastern seaside and western inland). They comprise of all four major segmentation including top luxury market, premium market, middle market and mass market. In China, the cosmetics market is not dominated by single or a few major manufacturers yet and accordingly, market penetration is relatively easy. Compared to use of make-up products, the skin care products are dominant in market, and as Koreans have similar skin type as Chinese customers, the Company can hold strong competitive position against the multinational competitors. With increased level of earnings, demand for premium brands is also expected to grow significantly. 2.2.2. Rationale With Korean market being saturated, the high growth potential China market appears to be the next logical choice for AMOREPACIFIC. The Company is able to fully leverage the beneficial impact of Korean cultural wave in China. Although the Company has entered other Asian countries in tandem with China market, the growth and experiences in China market can provide the Company with boosting power to expand further into other Asian countries. Also, the proximity to Korean market and similar cultural background can give the Company competitive edge against other multinational manufacturers. 2.2.3. Entry mode selection The Company entered into China market through direct investment since 2002. The decision to enter into China in a form of direct investment was primarily due to the potential threats other global and local companies possibly gaining foothold in China. The Company needed to stay in competitive position by internalizing technical advantage and products quality while local brands are growing in fast pace. As competition is already intensified in China market, high level of commitment of resources from head office is necessary for sustainable growth in China market. 2.2.4. Marketing and HR strategy in China As the Company owns line-ups of products for all segmented markets, success in one market segmentation can lead to relatively easier launching of other product lines under more competitive conditions. The major product line marketed in China is the Laneige Brand, which is premium brand of AMOREPACIFIC which targets the middle-class. As brand recognition is gained from Laneige through skin-care products, it is considered a good strategic move for AMOREPACIFIC to promote other lines of products under same brand including make-up and products with specific functions including anti-aging and whitening. As Korean wave is huge in China market, AMOREPACIFIC leverages the benefit to its maximum by using famous Korean celebrities as models for its flagship brand (Laneige) and sponsoring Korean television dramas aired in China and concert events. However, As Chinese people are known to be not reliant on advertisement on media and cosmetics products are characterized that information on the products tends to be delivered by word-of-mouth through experiences of family or friends, AMOREPACIFIC set up free booths that provide make-up service, free tutorials and samples. 2.2.5. Evaluation of the International Strategy in China Global Configuration The main drive for entrance into China market is the market expansion. As China market will surely bring larger volume to accomplish economy of scale and its spillover effect to other territories in Asia region will give further boost to AMOREPACIFICs effort in those countries. Although AMOREPACIFIC started with premium brand to make a case in China market, the biggest portion of the market segment is the mass market with vast demands for lower end products. As AMOREPACIFIC has a line-up of products to cope with all those demands, with success from premium brand, it can expand its efforts to market expansion into more casual younger-customer targeted brands. However, in the course of bringing products in other segment, AMOREPACIFIC carefully needs to consider the possibility of casual brands adversely affecting the premium brand image to the customers. In this regard, AMOREPACIFIC may need to deploy differentiated marketing approach, such as blinding the company name not to be recognized as same companys brand and targeted promotion to specific group of customers (younger generation or lower income customers). Also, distribution channels other than department stores should be sought for differentiation. The brand shops that offer variety of brands of cosmetics can be fully utilized. Global Coordination Proximity to Korea can serve as an advantage for effective and efficient coordination with local operation. However, major cities located all over the vast land will bring about new challenges to AMOREPACIFIC which have focused on markets in smaller in size. For this instance, AMOREPACIFIC needs to bring in local expertise in logistics and tries to establish firm distribution channels. During the launches of its first premium brand, the close monitoring and control by head office and local subsidiaries must have been inevitable. However, to expand into other segment (mass market and luxury market), it is necessary, to fine tune its strategy, to leverage the experienced local management by delegating more power for more autonomous operation. 3. Recommendation for New Potential Market Strategy: India Based on the analyses and evaluations of AMOREPACIFCs international business strategy, India may be considered as the next potential target market for its international reach. The recommendations for entry mode and marketing strategies for AMOREPACIFICs entry into India are based on key success factors derived from the following market assessment and SWOT analysis. 3.1. Market Assessment The Indian cosmetics market grew by 9.5% in 2009 to reach a value of $141.6 million. In 2014, the Indian cosmetics market is expected to grow to $198.7 million, which is a 40.3% increase from 2009.  [7]   Indias Cosmetics market volume: million units, 2005-09(e) (Source: Make-Up Industry Profile: India, DataMonitor, May 2010) Despite the growth of the Indian cosmetics market, the extent of poverty in the country implies that sales would come from only a small consumer base. In this regard, the target market may need to focus on female professionals living in urban areas who are brand-conscious. As seen in the graph below, the cosmetics market in India is already dominated by the top 3 global brands which account for 68% of the total market share.  [8]   Indias Cosmetics Market Share: % Share by Value, 2009(e) (Source: Make-Up Industry Profile: India, DataMonitor, May 2010) Another interesting observation is the market segmentation of the cosmetics type. As seen in the below chart, lip make-up is the largest segment of the cosmetics market in India, accounting for 51.2% of the total market value.  [9]   Indias Cosmetics Market Segmentation: % share, by value, 2009(e) Also, Indian market has shown significant growth in the whitening products of 20% every year, making up 55% of total cream products.  [10]   3.2. SWOT Analysis Based on the above market assessment of India, AMOREPACIFICs SWOT analysis can be performed as follows: Strength AMOREPACIFICs strong management initiatives for globalization would offer a sound strategic decision process. As already proven in earlier efforts for globalization, the Company retains competitiveness of its line of products. In addition, the lack of infrastructure of the India in terms of distribution and sales channels would prove to be favorable for AMOREPACIFIC, since the Company retains a unique sales distribution of direct-sales approach, where salespersons personally visit door-to-door for marketing and sales. Weakness AMOREPACIFICs relatively small presence in a limited number of countries, as well as its weak brand image compared to global players would create challenge for the Company in terms of building its brand. Also, the lack of expertise in cosmetic products for dark complexions could be considered a weakness, considering the Indian population. Opportunities Considering that the cosmetics industry typically has low-barriers to entry, AMOREPACIFIC has opportunities to readily enter into the Indian market. In addition, the market growth potential of India considering its population size and economic growth would offer AMOREPACIFC to enhance its presence in the global market. Threats Considering the different culture and religious background of Indian people, the need for decentralized management could warrant potential management issues with the Headquarters in Korea for potential misalignment in AMOREPACIFICs globalization strategy. 3.3. Entry Mode Recommendation: High Local Responsiveness Approach In case of AMOREPACIFIC, its entry mode to the Indian market should consider the uniqueness of the culture. India has a unique religion and also has a strong history in their stratification system named Indian Cast system. In order to cope with such unique culture and history, AMOREPACIFIC would need to be highly responsive on the local culture. Observations could be made for other instances where attempts to penetrate into India cosmetics market with high degree of localization had been better off succeeding in the India market. Hyundai Motors and LG Electronics are some of examples that were successful cases where localization had been a key success factor in entering the market. On the contrary, Samsung Electronics strategy to seek global efficiency has been enjoying relatively smaller success in India. Considering that AMOREPACIFIC had no prior experience in India, the Company should set up their entry mode as be highly responsive on the local needs. Hiring local managers and staffs who understand the Indian culture would also be very important for the operation of AMOREPACIFIC in India. Joint-venture strategy may also prove to be a viable alternative for AMOREPACIFIC considering its less expertise for customers with darker skin tones. In addition, AMOREPACIFIC may utilize the friendly impression that Hyundai Motors and LG Electronics are making on the minds of Indian people. 3.4. Marketing Strategy Recommendation: Positioning, Distribution Channel Brand positioning and distribution channel would be a very important decision point for entering a market. To be successfully positioned in the India market, AMOREPACIFIC should consider two factors. First, AMOREPACIFIC should position its products to compete with other globally renowned brands to cope with the increasing brand-conscious consumers in India. Second, the Company may need to consider tighter margins to maintain cost competitiveness and capture market share against already established brands. Consequently, AMOREPACIFIC should use a high-end luxury brand strategy distributed in department stores and duty free shops. This would enable AMOREPACIFIC build up a brand image of high-end quality cosmetics. And at the same time, the Company could utilize secondary affordable mass-market brands to meet the average income consumers in India. An interesting distribution channel that AMOREPACIFIC could additionally set up in India is where they had been successful in Korea, which is direct, face-to-face-sales approach. As the transportation in India is underdeveloped, being able to visit consumers directly and provide quality services should be a great opportunity in entering the market. 3.5. Conclusion Since its foundation in 1945, AMOREPACIFIC has been one of the dominant players in the domestic cosmetics industry, with quality product lines ranging from anti-aging solutions and make-up products to personal care products such as shampoos, body cleansers, and toothpastes. With increasingly competitive domestic environment, AMOREPACIFIC has turned its eyes to the global arena. With its vision that The World will know us as the Asian Beauty Creator, AMOREPACIFIC has successfully proven its potential in France with its line of perfume products. Furthermore, AMOREPACIFIC took favorable opportunity of the Korean Wave to sell its products in China considering its cultural similarities and has established a strong brand name. As AMOREPACIFIC has ambitiously declared its goal to become a Global Top 10 cosmetics company, it needs to continuously seek opportunities abroad where it could utilize its core competencies to establish and strengthen its brand image while maintaining a clear focus on the target market and customers.

Carl Linneaus’s Classes or Letters :: Essays Papers

Carl Linneaus’s Classes or Letters Smellie’s arguments against Linnaeus did not stop here. He further disagreed with Linnaeus’ taxonomy arguing that it had the negative effect of turning scientists into obsessive system-makers which â€Å"has brought much obloquy on the science of nature† (Thoemmes). While he did not believe that naturalists should ignore all systems he urged them to look for natural scientific explanations as opposed to creating broad classifications. William Smellie was also greatly influenced by Georges-Louis Leclerc comte de Buffon, mostly because of his admiration for the fellow scientist. However, although Smellie admired Buffon he also disagreed with him on many points. Through his articles in the Encyclopedia Britannica Smellie was able to disseminate many of Buffon’s ideas including his theory on generation†¦even though this theory was considered very controversial and atheistic. Smellie presented Buffon’s theory of generation- that living beings were made up of an organic matter that was molded by some inner force- with skepticism claiming that humans were still completely ignorant to the actual mechanisms of generation, however he was still able to spread Buffon’s ideas across a vast audience (Thoemmes). Perhaps the greatest influence Buffon had on William Smellie was his routine of describing actual practices and activities of animals. It is a scheme which Smellie used whole-heartedly in The Philosophy of Natural History in which he lays out an observable scenario and draws conclusions from it. In reading Smellie’s work you get the feel of crouching with him on the forest floor observing the insect varieties or lying face up in the grass watching pigeons in the tree carry out their courtship rituals As mentioned, William Smellie was both influenced by the atmosphere of science and medicine during the Scottish Enlightenment, and made his own impact. During this time, Edinburgh, the heart of the Scottish Enlightenment ruled the Western intellect. â€Å"As for Edinburgh, it was intoxicated with its own brilliance. ‘In the history of every polished nation,’ a correspondent wrote to The Scots Magazine in July 1763, ‘there is always one period at least to be found, which is crouded with men of genius in every art and science†¦I have great reason to congratulate the present generation of my countrymen for enjoying the same blessing’† (Buchan, 3). Science and medicine during this time played many roles ranging from implementing changes in college curriculum, to creating interest among public sectors, and inspiring interest in the ‘science of man’ (Broadie, 95).

Essay --

Syria (Syrian Republic) is a country in Western Asia, it’s neighboring countries are Turkey, Iraq, Jordan and Israel. Syria is a country of ethnic and religious diversity, it is home to the Arab Sunnis, Arab Christians, Armenians, and Assyrians; however, Arab Sunnis make up most of the population. Home to 22,457,336, the official language and lingua franca, in Syria is Arabic; nevertheless there are also other languages such as Kurdish, Armenian, Circassian, French and English are also used to communicate. Pertaining to human rights, 89.9% of the Syrian populace has drinking water sources, and 95.2% have access to sanitation facilities. In comparison to more developed countries, Syrians do not have high a literary rate of that of other countries. This is anticipated because on average, males have a school life expectancy (primary to tertiary education) of 12 years, and females have a school life expectancy of 11 years. 4% of children ages 5-14 are exposed to child labor. The i ssue of human rights has been a significant concern. Authorities in Syria are accused of arresting human rights activists, censoring websites. Specifically in Syria, women face discrimination, and are not valued in society. According to Amnesty international reports, women have been subject to discrimination and gender- based violence. Women have many social and legal restrictions in their private lives. This view of women, being subordinate to men, has carried on to politics, where women remain marginalized, and they have not had opportunities to extend their insight and leadership to others: Syrian women have long been underrepresented in Syrian politics, despite gaining the right to vote in 1949, and the right to stand as parliamentary candidates in 1953... ...n any way discourage to pursue leadership under unjust legislations. Possible solutions can also include the involvement of NGOs and member nations governments; to implement education programs, skills building and leadership training that prepare female for leadership positions. This will allow women to have expertise in the management and knowledge of global markets, advocacy and decision-making, that promote their chances of obtaining a leadership position. Additionally, transparent processes for hiring, promotion, and leadership develop should be established about to ensure that the process is free of discrimination and affirmative action quotas for hiring women should also be enforced. Works Cited http://www.un.org/womenwatch/feature/women_leadership/On-line_discussion_report_Women_in_Leadeship_Roles.pdf https://www.un.org/News/Press/docs/2013/sc11149.doc.htm

Niccolo Machiavelli :: Papers

Niccolo Machiavelli Niccolo Machiavelli was born in Florence on 3 May 1469 during a time of great political activity in Italy. His first role in political affairs came at the young age of twenty-nine when the ruling regime of Savonrola fell from power in his native city. Though he had no previous administrative background, Machiavelli was appointed to serve as second chancellor of the Florentine Republic under the new government. His nomination to this powerful diplomatic post was in large part due to the powerful influence of the Italian humanists who stressed the need for an education in the "humane disciplines" of Latin, rhetoric, classical studies, ancient history and moral philosophy  ­ subjects in which Machiavelli excelled as a student. The position of second chancellor included important responsibilities for the foreign and diplomatic relations of the republic and gave Machiavelli the opportunity to travel and observe first-hand the successes and failures of leaders throughout Europe. It was from these experiences as a diplomat and ambassador that Machiavelli formed deep convictions about the methodology of effective leadership. Indeed, from his later writings it is evident that the foundation for much of his political philosophy rested upon the lessons he drew from the diplomatic and military events of his time. Machiavelli's first assignment was on a mission to the court of Louis XII of France to appease the French leader after a disaster in their alliance against Pisa. He quickly learned that Florence's sense of its own importance was clearly at odds with the realities of its military position and relative wealth. To anyone educated in the school of modern kingship, his native government appeared vacillating and weak. Machiavelli took this embarrassment to heart and later wrote powerfully about the political necessity of military strength, the dangers of procrastination, the folly of appearing irresolute, and the need for boldness, ferocity, and tangible power. A few years later, in October of 1502, Machiavelli was sent to meet with Cesare Borgia, the duke of Romagna and an audacious and threatening military power who later demanded a formal alliance with the Florentines. It was during this time of great political turmoil and upheaval in Italy that Machiavelli drew meaningful lessons from his observation and assessment of contemporary statecraft.

Indias Space Programme Essay

The country is now capable of launching its own spacecraft. In fact, it offers this service to many other countries. Now India has made landmark progress with the launch of Chandrayan for its moon mission. India started its space programme with the launch of first space satellite ‘Aryabhatta’ on April 19, 1975. This space satellite was named after the great Indian astronomer and mathematician of the 5th century, Aryabhatta. It was launched from a soviet cosmodrome with the help of a Soviet rocket. It marked India’s giant leap and made her the eleventh country to join the space club. The second satellite ‘Bhaskara’ was launched on June 7, 1979. It was also launched from a Soviet cosmodrome. It was named after two eminent personalities—Bhaskara I and Bhaskara II. It was followed by ‘Rohini’. It was the first Indian satellite put into the space by SLV-III, an Indian rocket. It was launched from Sriharikota in Andhra Pradesh on July 9, 1980. It was developed by the scientists of ISRO. It was the success of the mission of SLV-III which brought recognition to the space programme of India. India’s fourth satellite Rohini II was launched by the launch vehicle SLV-III from Sriharikota on May 31, 1981. It was designed to provide useful data for 300 days. It was weighted 38 kg. It was known as India’s first development rocket flight. Unfortunately, it burnt in space on June 8, 1981, without completing its mission. Bhaskara II, India’s fifth satellite in space, was launched on November 20, 1981 from Soviet cosmodrome Volgograd. It was the earth observation satellite. It was a milestone in the space journey of India as it brought to India the honour of being a space nation. Apple, an experimental geostationary communication satellite, was launched on June 19, 1981. It was launched with French coordination. With this, India entered the domestic satellite communication era. India launched INSAT-1A on April 10, 1982. India joined the select group of techn ically advanced countries. But this mission failed on September 6, 1982. In April 1983, India successfully launched Rohini satellite (RS-D-2). It marked the opening of new horizons for India. India’s ninth satellite INSAT-1B became fully operational in October 1983. It was the world’s first geo-stationary satellite combining services like telecommunication, mass communication and meteorological. It was launched in August 1983 from US Space Shuttle Challenger. India’s space programme is primarily driven by the vision of great scientist Dr. Vikram Sarabhai. He is considered as the Father of  Indian Space Programme. The main objective of India’s space programme has been to promote the development of application of Space Science and technology for socio-economic benefits of the country. The launching of Chandrayan I in 2008 marked a milestone in the history of space technology of India. Chandrayan will orbit around the earth for two years. During the period, it will send data to scientists. The scientists with the help of the data will study various aspects of moon, and will prepare a map of the moon. The map will further help in the study of moon. Then onward India made successive progress in the field of space research. It launched INSAT series satellite which made India’s position stronger in the comity of nation. India has now become self-reliant in terms of launching vehicles and telecommunications. Now India offers telecommunication services to other countries. The launching of satellites like IRS’s, ASLV’s, PSLV’s have placed India in the exclusive club of four nations—USA, Russia, France and Israel. Captain Rakesh Sharma was the first astronaut of India. Now the country enjoys a respectful position in the countries of the world.

Review on Mississippi Masala

Response Paper on Mississippi Masala (1991): the impact of racism and race in the identities of the characters The themes of racial identities & interracial racism are ones that surface multiple times in the movie Mississippi Masala (1991) by Mila Nair. In the beginning of the film, we notice Jay’s resentment of having to leave his country Uganda. Jay argues with his childhood friend Okelo that he has â€Å"been called a boot licker and a traitor to Indians†¦ Uganda is my first home and India my second†. It saddens Jay that after 34 years of his life it all came down to the â€Å"color of [his] skin†.His childhood friend reminds him that â€Å"Africa is for Africans†¦ black Africans†. The exile of South Asians, which is enforced by military leader Idi Amin, tarnishes the view of the African culture for Jay. He, along with the other South Asians that are forced to leave, turns his back to the African culture he grew up and welcomes the Indian cult ure in American land. Jay even goes as far as not saying goodbye to his brother-like friend Okelo treating him with a cold shoulder. Jay fails to realize that his friend’s close mindedness is not one to blame for the ignorance that was going around in Uganda.Another instance where race and the color of the skin create bias is at the wedding of Mina’s cousin, where two ladies are gossiping. The ladies comment on Mina’s dark complexion, noting that one cannot be â€Å"dark and without money and expect to get with Harry†. Notice the appraisal for a fair or light skin color. This racism, coming from within the culture, is an example of the struggle that Mina and the family face. Because she is a ‘darkie’ and poor, she cannot expect to woo the heart of the rich Indian bachelor Harry.Racisms is used as a double-edged sword; best seen when Uncle Jammubhai says that â€Å"people of color stick together†¦united we stand, divided we fall† y et regards blacks as ‘foreigners’ and troublesome if they tarnish the family’s honor. Mina’s relationship with an African American is a parent’s â€Å"ultimate fear† since it involves the South Asian daughter marrying someone who is neither Indian nor White. There are also cases of racial identities that become affected by the events that transpire. Mina regards herself as ‘masala’ which is symbolic in regards to the title of the movie.Masala is a mixture of spices, which we can take to represent her South Asian heritage. However, Mina was born and raised for part of her childhood in Uganda, so she also has African roots. ‘Mississippi Masala’ represents a mixture of American and South Asian roots. While in exile from her first home Uganda, and being raised through Indian culture, which she is geographically disconnected from, Mina learns to simultaneously welcome the American culture and its ideals as well. In other words, Mina is embracing the hybridity of cultures.This case is seen best when we see her fit just right at her cousins wedding and the African American dance club. Mina welcomes diversity and constructs her identity based on ideals from her present. Mina cares not to make the same mistake as her father and pursues and interracial relationship with African-American rug cleaner Demetrius. However both communities don’t take their union as light matter. The Indian community regards their love as a â€Å"dishonor and shame† to the family, with some mothers going as far calling it a ‘rebellion’ and sending their daughters to their countries to get married.Demetrius, who worked hard to create his cleaning company, gets a cold shoulder from his clients. The white lady, who gave a good recommendation of him to the bank, withdraws her good comments about him, and gets the bank to threaten to remove his loan. His aunt Rose says that ‘the days of slavery are o ver†¦[but]the world is not so quick to change†. She is referring to the racism and the pointing of the fingers that occurs when one goes outside the norm of what is expected.