How to recognize high conflict people and prevent them from ruining your work life

How to recognize high conflict people and prevent them from ruining your work life Is there a high conflict person in your orbit who seems to be intent on making your work life more difficult? Yes, these ultra-high maintenance and difficult people have become so prevalent in all areas of life- from personal to professional and everything in between- that they’ve been given their own nickname: HCPs. If one or several of these folks have found their way into your world, then you know how lousy it can be. But this doesn’t mean that you need to give up or surrender your happiness to a high conflict person. There are things you can do to help prevent HCPs from ruining your life. Psychology Today recently discussed the growing HCP phenomena in a recent article by  Bill Eddy, LCSW, JD: â€Å"HCPs can look and act great when you get to know them, but sooner or later their hostility, mood swings and blaming behavior can be targeted on you- you become their ‘Target of Blame’. They may or may not have  personality  disorders. But they lack in sight and rarely change. Unfortunately, the skills that help us deal with ordinary people rely on reason and  self-control, two areas where HCPs have a great deal of difficulty. We need to use different skills for managing our relationships with them, or avoiding them.†Many of us figure out various methods for individually handling HCPs we encounter in our lives- we take stock of the person, their personality, their strengths and weaknesses, and just naturally get a feel for how to best deal with (or avoid) that person. It’s just a natural part of life- as we go through various career experiences we’ll invariably have opportunities to interact with a wide array of people, some of whom we’ll get along with and others we might not, and it’s in our best interest to figure out how to make the best out of every interaction.True, HCPs can pose special challenges- they can be extremely difficult personalities to figure out how to deal with, especially wh en we encounter them in high-stakes environments such as the workplace, but if you encounter an HCP and may have to interact with one on a regular basis there is a way forward.Eddy has outlined a proven method for dealing with HCPs, which they have termed the CARS method. This method consists of the following four skill areas: â€Å"Connecting with  empathy, attention, and respect;  Analyzing  your options;  Responding  to hostility or misinformation; and  Setting limits  on high-conflict behavior. Such a method is often the opposite of what you feel like doing, but we have found that it works over and over again in calming HCPs, focusing them on their future choices (rather than arguing about the past), matter-of-factly correcting their frequent misinformation and setting limits because HCPs don’t stop themselves.†You may be naturally doing some variation of the CARS method or some of its components when dealing with HCPs in your life. Let’s take a closer look at how Eddy  breaks down each component of the CARS method, for maximum success in any tricky HCP situation.ConnectingThis involves speaking to HCPs using statements that show you understand their issues and empathize with them. When people feel understood and listened to, a connection is established. Don’t make it fake- really try to reach out to get to the root of what is making someone upset: â€Å"Can you explain what’s upsetting you?† or â€Å"Yes, I can see how that is really frustrating.† Make it clear that you’re not talking down to someone, but rather approaching him or her as a peer who wants to listen and help. The goal is to keep the HCP calm so you can work together to accomplish the task at hand.AnalyzingThen, approach your next steps as practically as possible. Don’t let someone else’s bad energy infest your life in such a way that you make rash decisions that won’t benefit your or your career. Sa y someone you work with is, well, impossible. What can you do? You can push through, stay calm, put your head down, and avoid conflict at all costs. But what if that’s not sustainable? You can go to HR about the HCP in your life, you can look for a new job within your company, or you can even look for a job elsewhere. There’s no right answer. You need to weigh all of your options and decide what’s best for you personally and professionally. Just make sure to do so with care and thought- and  not after a particularly heated interaction.RespondingAccording to Eddy, â€Å"HCPs are especially evident in their hostile emails and social media blasts. They also seriously distort information, even though they usually don’t know they are doing that.† While it’s unfair that you have to deal with stressful interactions like these, especially at work, the best way to do so is to take a breath and remain practical and factual in your responses. Politel y point out any falsehoods in a fiery email or conversation, correct them, and move on. Do not give in for an HCP’s desire for drama and conflict. Do your best not to lose your temper or to push back with equally mean or accusatory language. Kindness is key. So is moving on once you’ve stated the facts and have nothing more to say.Setting limitsAccording to Eddy, â€Å"HCPs generally have less self-control, are more impulsive, and are less aware of the impact of their behavior on others. Further, they often don’t care if their behavior bothers or hurts anyone else or even themselves.†Ã‚  The key to setting limits is to lean on the rules and regulations of your workplace or industry. Fight back with issues that are tangible, not emotional. Don’t make your responses personal. An HCP doesn’t care that they’re driving you crazy or that they’re being mean or irrational. So, again, be practical: â€Å"If this report is incorrect our department will look bad in front of the CEO. Let’s find all the errors together,† or â€Å"This conversation is against the HR rules; I suggest we move on to avoid trouble.†Are you plagued by HCPs? If so, it can be challenging, frustrating, and absolutely aggravating- but it doesn’t have to be impossible. Use the strategies and advice provided here to help deal with HCPs in your life.

Silver Ornaments - Holiday Chemistry Project

Silver Ornaments - Holiday Chemistry Project Use a chemical reaction to create a genuine silver  holiday ornament. The oxidation-reduction reaction silvers the inside of a glass ball, essentially forming a mirror inside the glass. Silver Ornament Materials distilled water5 ml acetone2.5 ml 0.5 M silver nitrate solution (AgNO3)2.5 ml 1.5 M ammonium nitrate solution (NH4NO3)5 ml 5% dextrose solution (C6H12O6)5 ml 10% sodium hydroxide solution (NaOH)clear glass ornament (2-5/8) Silver the Ornament Gently and carefully remove the metal ornament holder and set it aside. You should be left with a hollow glass ball with a short neck.Use a pipette to pour acetone into the ball. Swirl the acetone around and then pour it into a waste container. Allow the ornament to dry. The acetone step may be omitted, but it helps to clean the inside of the ornament to produce a better silver finish.Use a graduated cylinder to measure 2.5 ml of silver nitrate solution. Pour the silver nitrate solution into a small beaker. Rinse the graduated cylinder with water, discarding the rinse water.Use the graduated cylinder to measure 2.5 ml of ammonium nitrate solution. Add the ammonium nitrate solution to the silver nitrate solution. Swirl the beaker or use a glass stirring rod to mix the chemicals. Rinse the graduated cylinder with water and discard the rinse water.Use the graduated cylinder to measure 5 ml of dextrose solution. Pour the dextrose solution into the dry glass ornament. Rinse the graduated cylinder with water and discard the rinse water. Use the graduated cylinder to measure 5 ml of sodium hydroxide solution. Pour the silver nitrate and ammonium nitrate solution into the glass ball, followed immediately by the sodium hydroxide solution.Cover the opening of the glass ball with a piece of parafilm and swirl the solution, making certain the entire interior surface of the glass ball is covered. You will see a silver mirror coating from inside the ball.When the ball is evenly coated, remove the parafilm and pour the solution into the waste container. Important: Rinse the inside of the glass ornament with distilled water. Failure to rinse the ornament could result in the formation of a shock sensitive compound.Use a pipette to add about 2 ml of acetone to the inside of the ornament. Swirl the acetone around inside the ornament and then discard it in the waste container. Allow the ornament to air dry. Replace the ornament hanger and enjoy your silver holiday ornament!The waste material should be immediately rinsed away with water to prevent the formation of an unstable (potentially explosive) compound,

United Nations and Israel Research Paper Example | Topics and Well Written Essays - 750 words

United Nations and Israel - Research Paper Example The adoption of this Resolution involved 13votes against none however, two countries never participated, and this included China and Iraq (Zunes 24). Resolution 452 by the UNSC This resolution came into existence in July 20 1979 and was concerned with Israeli settlements evident in Golan Heights, Jerusalem, Gaza Strip and West Bank, which, mainly focused on discussing the illegality of these settlements. The resolution further condemns the illegality of the settlements and is in violation of the 4th Geneva Convention that relates to ensuring civilian are protected, in times of War. The resolution further called on Israel to stop the construction of more settlements in the occupied territories; in essence, this resolution was passed by 14 votes, however; there was 1 abstention by the United States (Zunes 24). Resolution 465 by the UNSC This resolution was passed unanimously in March 1st of 1980 in regard to issues that concerned the Israeli settlements and how the territories occupied by the Arab is administrated and which, also included Jerusalem. The Arab territories as discussed in this resolution included areas such as, Gaza Strip where, the Israel state controls. As a result of reflecting on the report regarding Resolution 446 adopted in 1979, the Council criticized Israel for lack of co-operation and highlighted on concerns regarding settlement policy adopted by Israel within the Arab territories which, led to a recall of five resolution and further recalled on Israeli government and its civilians to dismantle illegal settlements. This resolution further c ondemned Israel for its act of issuing a travel ban for Hebron’s Mayor Know as Fahd Qawasma who, was supposed to travel to the Security Council. The Council requested Israel to lift the ban so as to allow the Mayor to present at the United Nations Headquarters. This resolution as adopted in 1980, and gave the commission a mandate to further assess the situation in particular, the occupied territories and monitor how the resolution is being implemented. This resolution further called on countries to avoid providing assistance to Israel and in particular, assistance that was directly channeled to the occupied territories (Gilland 27). Resolution 468 by the UNSC This resolution came into existence in May 8, 1980 following the recall of Geneva Convention. The Council was concerned about the act by Israel to expel Hebron and Halhoul’s Mayor, and the expulsion of Hebron’s Judge concerned with Sharia. This resolution asked Israel to stop enacting illegal measures and a ssist in returning the elected or appointed individuals to resume their duty. The Council further sought the indulgence of the Secretary-General to assist in monitoring and ensuring this resolution is implemented. This resolution sailed through after approval from 14 votes, but the United States did not vote in regard to adopting this resolution (Zunes 26). Resolution 487 by the UNSC Implemented in June 19, 1981 the Council convicted Israel for attacking a nuclear site in Iraq that was approved by the IAEA; therefore, this resolution articulated for a cessation in regard hostile activities. The resolution further approved Iraq’s claim for compensation and implored Israel to accept the IAEA safeguards for its nuclear facilities. In the 70s, Iraq acquired a nuclear reactor that

Summary and analysis speech Essay Example | Topics and Well Written Essays - 500 words

Summary and analysis speech - Essay Example He also argues of improving the condition of schools which will lead to employment of teachers. According to him this will help America in restoring the laid down teachers. This speech also touches on the issue of taxes, whereby he urges big corporations and the wealthy Americans to pay taxes of a fair share in order to raise the countrys income for purpose of development. Obama raises the issue of middle class workers being highly taxed as compared to high class workers. He gives an example of construction worker earning $50,000 paying more tax than a person earning $50 million as suggested by Cincinnati.com (2011). Hence he promises a change of the situation as it is all about priorities and choice. His urge is for an economy which respects hard work values as well as responsibilities. He also talks about creating jobs fro veterans who have played an important role in fighting for the country. He encourages people to open businesses and al should strive to contribute to the success of the country in all ways possible. In heroic citizenship it requires the citizens to sacrifice their personal independence and strive to build a strong community spirit through their independence. Hence in as far as this speech is concerned; the idea of heroic citizenship has been implied. For instance the president urges the wealth citizens (who are independent) to pay their fare share of tax in order to boost the economy of the country for the best of the whole community. He also implies this concept by asking the congress to pass the jobs bill in order to create employment for different workers. Therefore, Obama urges the citizens to portray the heroic citizens which will help improve the economic condition of Oho and America as a whole. The concept of crisis refers to an event likely to lead to an unsteady and harmful condition affecting a person, community, a group or society. In this speech, the concept of crisis

Pizza Delivery and Domino Essay Example for Free

Pizza Delivery and Domino Essay Dominos Pizza, Inc. (NYSE: DPZ) is an international pizza delivery corporation headquartered in Ann Arbor, Michigan, United States. Founded in 1960, Dominos is the second-largest pizza chain in the United States. [1] Dominos currently has nearly 9,000 corporate and franchised stores[2] in 60 international markets[3] and all 50 U. S. states. Dominos Pizza was sold to Bain Capital in 1998 and went public in 2004. Dominos menu features pizza, pasta, oven-baked sandwiches, wings, boneless chicken, salads, breadsticks, cheesesticks, and a variety of dessert items. Management positions at Dominos Pizza distribution centers offer you the opportunity to join a world-class company with: * A competitive salary. * An excellent benefits package. * Opportunity for career growth. Our team leaders are involved in all facets of our business. The work is a combination of administrative and operational responsibilities performed throughout the distribution center. The best candidates are strong yet thoughtful leaders who have the ability to respect their team members and mentor them onto greater career development. If you care about the people who work for you and have the desire to encourage and assist in their career growth, youre the type of leader we look for. What Types of Management Positions Are Available? Our General Manager Development Program is an excellent start to acquiring skills and learning the fundamentals of business operations. In addition to several requirements, it is necessary to work successfully in a team leader position (minimum of six months) to apply for the program. The program is customized for each individual and focuses on the following areas. Food Production Preparing and mixing fresh pizza dough is the responsibility of a production team member. The production team is the secret behind the great-tasting Domino’s Pizza consumers turn to when they’re hungry. If you have the desire to create a top-quality food product every day, then our production department is for you. Commercial Delivery and Service Drivers We look for team members with a commitment to safety and excellent customer service to be part of our Delivery Service team. Delivery Service drivers will drive a truck over an established route to deliver products to Domino’s Pizza stores. When you take the wheel for Domino’s Pizza Distribution, you are the face of our company to our customers. You’re interaction with the stores is crucial to our success. Many drivers build lasting relationships with customers in the fun and supportive family environment of Domino’s Pizza. Warehouse Our warehouse team members ensure that our customers receive each and every product they order, every time they order it. As a warehouse team member, your main responsibility will be to load, unload and move materials within or near the distribution center. You’re the one who makes it happen for us every day and you are an important piece of who we are. n early 2000, Pawan Bhatia (Bhatia), the CEO of Dominos Pizza India (Dominos) was a man in a hurry. Ever since Bhatia took over as the CEO of Dominos in November 1999, he had been frantically reworking the pizza chains India strategy. Bhatia was planning to open 150 new outlets by the end of 2002 covering 23 cities,1 including Bhubaneshwar (Orissa) and Jamshedpur (Bihar). In late 1999, Indocean Chase, the private equity fund bought a 25% stake in Dominos operations in India from the Delhi-based industrial family, the Bhartias, who held Dominos franchise in India. Dominos told investment bankers at the fund that it planned to go in for an initial public offering (IPO) in the next two years. Indocean Chase advised Dominos to go beyond its 16 outlets in Delhi to exploit the potential in the pizza delivery business. Unless a well-thought-out expansion plan was put into place, the IPO was unlikely to find too many takers. As part of its expansion plans Dominos revamped its entire supply chain operations, from sourcing raw materials to shipping them for processing at a central location to delivering it to the customers. Initially, Dominos had a simple model. It had three self-contained commissaries in New Delhi, Mumbai and Bangalore which bought their own wheat, tomatoes and other ingredients, processed them, then delivered them in refrigerated trucks to each outlet. However, volumes were expected to increase when Dominos planned to open new outlets. Therefore, the existing model had to be revamped. Bhatia said, Its crucial for us to build a low-cost supply chain operation which takes costs out of the system and in turn gives us greater pricing flexibility in the marketplace. Analysts felt that Dominos had to rethink its supply chain operation because it was the biggest area of costs. Since 75% of Dominos customers ordered either from office or home, it did not have to lease large plots of land in prime locations to attract traffic. Instead, it needed an efficiently managed call centre to bring better returns. In the late 1950s, Dominick De Varti (Varti) owned a small pizza store named DomiNicks Pizza on the Eastern Michigan University campus in Ypsilanti, Michigan. In 1960, two brothers who were students of the University of Michigan – Thomas S. Monaghan (Thomas) and James S. Monaghan (James) – bought the store for US$900. In 1961, James sold his share of business to Thomas. The pizza business did well and by 1965, Thomas was able to open two more stores in the town – Pizza King and Pizza from the Prop. Within a year, Varti opened a pizza store in a neighborhood town with the same name, DomiNicks Pizza. Thomas decided to change the name of his first store, DomiNicks Pizza, and one of his employees suggested the name Dominos Pizza (Dominos). The advantage of this name Thomas felt was that it would be listed after DomiNick in the directory. Dominos philosophy rested on two principles – limited menu and delivering hot and fresh pizzas within half-an-hour. In 1967, it opened the first franchise store in Ypsilanti, and in 1968, a franchise store in Burlington, Vermont. However, the company ran into problems when its headquarters (the first store) and commissary were destroyed by fire. In the early 1970s, the company faced problems again when it was sued by Amstar, the parent company of Domino Sugar for trademark infringement. Thomas started looking for a new name and came up with Red Dominos and Pizzas Dispatch. However, there wasnt any need for it because Dominos won the lawsuit in 1980. In 1982, Dominos Pizza established Dominos Pizza International (DPI) that was made responsible for opening Dominos stores internationally. The first store was opened in Winnipeg, Canada. Within a year, DPI spread to more than 50 countries and in 1983, it inaugurated its 1000th store (Refer Exhibit II for worldwide revenues). Around the same time, new pizza chains like Pizza Hut and Little Caesar established themselves in the US. Dominos Pizza faced intense competition because it had not changed its menu of traditional hand-tossed pizza. The other pizza chains offered low-priced breadsticks, salads and other fast food apart from pizzas.. Analysts felt that Dominos took a cue from McDonalds supply chain model (Refer Box and Exhibit III for McDonalds model). However, they opined that the level of complexity in McDonalds system in India was not as high as that of Dominos. Commented Bhatia, McDonalds operations are not as spread out as ours. They are in four cities while we are in 16. Centralizing wouldnt work on such a geographical scale. Thus in early 2000, Dominos came out with its own logistics model. It began at the point Dominos purchased wheat for making the pizza dough. Dominos first decided the procurement strategy for its key raw materials: wheat, baby corn, tomatoes and spices. For instance, wheat was cheapest in Jalandhars (Punjab) wholesale markets. Dominos refrigerated trucks got the wheat back to the commissary in Delhi. Commissary processed the wheat and prepared the pizza dough. The pizza dough and other items prepared in commissaries were then sent to the retail outlets again in refrigerated trucks. The temperature inside the truck was fixed based on the distance between the retail outlets and the commissaries. This was to set the dough at a particular level when it reached the outlets. The retail outlets had to use up the processed dough within three days of delivery. If they failed to do so for some reason the entire quantity was discarded. To get to Jalandhar, the trucks had to pass Chandigarh. Chandigarh with a cosmopolitan population, was a potential market for Dominos products. Therefore, Dominos opened an outlet there. The cost of entry was low because there was no additional costs incurred on transportation of products

Lord Alfred Tennyson as a Victorian Essay -- essays research papers

Tennyson as a Victorian The Victorian age was an age where many changes occurred socially, economically, and industrially. People began to explore into areas such as the earth, the human body, and how to benefit the daily lives of individuals. English literature was also something that was beginning to be developed. People's thoughts and ideas also changed with the development of the country. The peoples' ideas became more free and they accepted change more easily, yet not everybody wanted to admit to change. People began to ask more questions about life, which prompted the development of science and many people began to question the bible. The change caused a great deal of confusion and alarm, which prompted English writers to accept responsibility and write about new thoughts, beliefs, and feelings. Alfred Tennyson, who is a very famous poet, is often regarded as the chief representative of the Victorian age in poetry. Tennyson was a man who had seen pain and sorrow in his life. After the death of his best friend, Arthur Hallam, Tennyson found relief from his pain in writing. Many of his writings were indeed about his dead friend. For example in "The Passing of Arthur, the hero has the same name as Tennyson's friend and also many lyrical poems, that later were to become In Memorian A.H.H. These writing were full of emotions, pain, fear, caring, and the desire to remember his friend. Almost throughout all ...

Jwellery Industry in India

THE JEWEL INDUSTRY OF INDIA WITH SPECIAL REFERENCE TO GITANJALI INTRODUCTION INDIAN JEWELLERY INDUSTRY India is a leading player in the global gems and jewellery market. The gems and jewellery industry occupies an important position in the Indian economy. It is a leading foreign exchange earner, as well as one of the fastest growing industries in the country. The two major segments of the sector in India are gold jewellery and diamonds. Gold jewellery forms around 80 per cent of the Indian jewellery market, with the balance comprising fabricated studded jewellery that includes diamond studded as well as gemstone studded jewellery. The Indian gems and jewellery industry is competitive in the world market due to its low cost of production and the availability of skilled labour. In addition, the industry has set up a worldwide distribution network, of more than 3,000offices for the promotion and marketing of Indian diamonds. The sector is expected to register a compound annual growth of (CAGR) of 13% during 2011-13, according to a report â€Å"Indian Gems and Jwellery Market Forecast 2013†. (By research firm RNCOS). MICHAEL PORTER’S 5 FORCE MODEL FOR JEWELLERY INDUSTRY INTER- FIRM RIVALRY- HIGH There are two types of rivalry. 1) Inside India & (2) Outside India. †¢Large presence of unorganized sector. 0. 2 Million Gold jewellers and over 8,000 Diamond jewellers †¢International rivals Such as, China †¢Threat from producing nation like S. A. & Russia. BARGAINING POWER OF SUPPLIERS – MEDIUM In jewellery industry the suppliers are S. A. , UAE, Australia, US, Congo, Botswana, Russia , DTC. †¢Few Alternatives of cutting & polishing. †¢Skilled labour †¢Bargaining power of India is enhanced because India is largest consumer of gold jewellery. BARGAING POWER OF BUYERS- LOW Divided in two types 1. Domestic buyers & . Foreign buyers †¢As investment (Demand increase) †¢Bargaining power of Indian exporter is high because Majority of the world's rough diamond production is cut and polished in India THREAT OF SUBSITUTES- LOW Substitutes are Real assets, Stock market, ; Bank deposits ; Mutual fund investment and other types of jewellery like imitation Jewellery, bagasra jewellery, stone jewellery etc. †¢Second preferred investment behind bank deposits †¢Status and standard of living increase so demand is increasing at High rate BARRIERS TO ENTRY- LOW TO MEDIUM * Low capital requirement Government subsidy * EXIM policy ; government’s rules ; regulations are high * Skilled manpower is essential * Advanced technology required. GITANJ ALI | | | | | Vision To emerge as a jeweller of choice, in terms of quality, style and surpass all levels of customer satisfaction. Mission To assimilate the expertise of trained personnel and state-of the art machinery, so as to nothing, but the best. Values Are Integrity, Solidarity, Credibility and Perfection. The Gitanjali Group which was established in 1966, and is one of the earliest diamond houses in India. By 1968, it was accorded a ‘Sight† by the Diamond Trading Company Ltd. London and Gitanjali became one of the first Sight holders in India. It has received over 50 National and Council awards from the Ministry of Commerce for outstanding exports. It is one of the leading diamond exporting companies in India. Presently, Gitanjali Group has highly modernized diamond cutting and polishing facilities in India. The group strengthens its core business of loose diamonds with international association. Internationally, business patterns of the diamond industry. The Group has positioned itself to manufacture and promote diamonds as well as studded jewellery right up to the retail level. Gitanjali Group one of the leading integrated diamond ; Jewellery manufactures ; Retailers in India with turnover of Rs 3467 Cores. The Company has strong brands such as: * ASMI Asmi was launched in 2002 by the Diamond Trading Corporation. All the years the brand has been endorsed by various actresses such as Kajol, Parizad Zorabian ; Mandira Bedi. All these women epitomize the different strengths that an Asmi woman is identified with fire – spirited, goal oriented ; with an inner fire. NAKSHATRA Nakshatra is one of India’s most reputed diamond jewellery brands, achieving an iconic status within three years of its launch in 2000. Today, it is a leading diamond jewellery brand, patronized by women of fashion in almost all segments of society. * SANGINI Sangini is a high profile brand launched by the Diamond Trading Company, and Spectrum Jewellery , a joint venture between the Gitanjali Group and Sanghavi Exports, promotes the brand in India. * DIYA DIYA is the distilled essence of the Gitanjali Group’s four-decade long engagement with jewellery. It is the first B2B diamond jewellery brand for manufacturers and the trade. It offers exquisite designs, selected after a rigorous India-wide survey of 6,300 women – some of which are already acknowledged classics. * BEZEL Bezel is a watch store from the stable of the Gitanjali group products includes watches and writing instruments. Brand mix will include GLL brands ; brands from outside. * WORLD OF SILVER It has been conceptualized for offering silver gifts in various product categories like Home decor, Office Utility, Bar Sets, Table ware, Devotional Collections and Artefacts. It range of International Brands , Greggio from Italy and Frazer ; Haws from UK, offering best of the brand value and perceived value   while making gifting a lifestyle statement. It caters to the high end, up market ; value conscious niche cliental. * GILI Gili’s brand identity is to ‘Embrace the Gili way of easy elegance’. The Brand characteristics are Stylish, Contemporary, Extrovert, Enthusiastic and Self-made. And its Design concept is easy to wear, highly contemporary and trendy designs * D’DAMAS D'damas India Jewellery is a joint venture between Gitanjali Group and Dubai-based Damas based in  Mumbai. It has a presence in 159 towns and cities across  India. It main area of business is manufacturing and marketing of gold, diamond, silver, platinum branded jewellery's in  India. It has six sub brands – Lamhe, Glitterati, Vivaaha, DER, Solitaire and Saumya. It is also only international brand in  India. D'Damas India also used as manufacturing base and will export jewelleries to markets like Saudi Arabia, Japan, US and Europe markets. * MAYA GOLD MAYA is the brand from the Gitanjali Gold Collection specifically aimed at the Indian wedding market and similar festivities and traditional occasions for gift-giving, especially from parents to daughters. Lucera, Calgaro, Rivaaz, Kashvi, Stefan Hafner, Ezee Diamonds, Aakanksha, Rosato, Shuddhi, Parineeta, Sagaee and Menz are some other brands which sell its products in India through its vast network of 1,250 outlets including outlets in host stores. In fact, five of the top six brands in the Indian market are owned or managed by Gitanjali. These brands manifest the significance of the group in the Indian Jewellery retailing market. Additionally, the Company operates 143 retail Jewellery stores located across the United States through the acquisitions of Samuel Jewellers and Roger Jewellers. Activities undertaken by Gitanjali:- * Sourcing and Trading of Rough Diamonds * Diamond Manufacturing * Distribution and Trading of Polished & Cut Diamonds * Jewellery Manufacturing and Exports * Jewellery Sourcing (Local & International Markets) * Manufacturing Branded Jewellery * Retailing Branded Jewellery OBJECTIVES * The main objective of this term paper is to understand the value chain and its strategic distribution presence of GITANJALI in India. * To conduct a market survey in order to know the 1) Consumer perception about jewellery. 2) Brand awareness of various brands in jewellery market. 3) Parameters which the consumer considers while buying jewellery. * To critically examine the company and the environment by conducting the SWOT and PORTER’S 5 FORCE ANALYSIS. * To analyze and evaluate the financial performance of GITANJALI over the years. To highlight the CSR initiatives and the CORPORATE GOVERNANCE taken up by GITANJALI to uplift the society. * To study about the aggressive retail strategy and its growing focus on International and Domestic Reatail. SWOT ANALYSIS OF GITANJALI STRENGHTS †¢Large integrated diamond & jewellery player and having an international presence. †¢Pioneers of branded jewellery in India. †¢Strong marketing & distribution network. S trong retail presence in India and in U. S. 112 distributors and 1246 outlets in India and 143 outlets in U. S. Strong brand equity and broad product range Such as, Gili, Asmi, Nakshatra, Sangini, D’damas, Vivaaha, Maya, Giantti, Desire, Samuels etc. †¢Visionary leadership (Acquiring Nakshatra, Samuels, Rogers etc. ) †¢Expanding manufacturing capabilities in Mumbai and at special economic zone in Surat to address increasing demand. †¢Net Worth is 3,460. 37 million Rs. So we can say that it is financially very strong company. †¢Sight holder status with DTC through a promoter group company. †¢Highly skilled, qualified and motivated employee. WEAKNESSES †¢There may be conflicts of interest between them and certain of their Promoter group companies. As the major raw material requirements need to be imported, companies normally stock huge quantities of inventory resulting high inventory carrying costs. †¢Technology is less improved compared to Ch ina and Thailand’s company. OPPORTUNITIES †¢New markets in Europe & Latin America. †¢Growing demand in South Asian & Far East countries. †¢Industry moving from a phase of consolidation. †¢Expansion possibilities in lifestyle and luxury products in India like watches, leather goods, Platinum jewellery because increasing disposable income of people. THREATS †¢International Competition:-China, Sri Lanka and Thailand’s entry in small diamond jewellery. †¢Increase in the price of Gold & Diamonds. †¢Other local competitors. According to the data 97% jewellery sales are by family jewellers. †¢Threat from producing nation like S. A. & Russia. VALUE CHAIN OF GITANJALI * Sourcing and Trading of Rough Diamonds * Diamond Manufacturing * Distribution and Trading of Polished & Cut Diamonds * Jewellery Manufacturing and Exports * Jewellery Sourcing (Local & International Markets) Manufacturing Branded Jewellery * Retailing Branded Jewellery DISTRIBUTION AND RETAIL STRATEGY OF GITANJALI GITANJALI RETAIL BUSINESS * Gitanjali has strong retail presence in the world’s largest markets for jewellery. Retail business is a major Contributor in Gitanjali’s revenue. Gitanjali has over 2000 plus retail outlet across India and in the process of expansion in tier II and III cities to cater to new segment of the cu stomer. * USA is a largest jewellery consuming country and 45% of worldwide diamond jewellery sales are made in the United States. In FY 2007-08, Gitanjali made a strategic acquisition in USA, including Samuels and Rogers, and now has about 137 stores in Centre and across USA, being expanded to 200 stores in the near future. * Samuels and Rogers of Gitanjali are the 8th largest branded jewellery retail chain in US. * Gitanjali’s integrated supply chain business model has given an advantage to survive and post profit despite of US recession. * Gitanjali retail business has spread through all channels and in all geographies, across all the market segments * Net Profit has gone up because of shift in market from wholesale to retail. | | * | RETAIL EXPANSION STRATEGY IN INDIA * The Changing Socio – economic factors in India created a clear opportunity in Lifestyle and Luxury markets in India. These changes in retail environment have created opportunity for establishment of modern retail formats. Keeping this in view Gitanjali has embarked on an aggressive domestic retail expansion plan. * Gitanjaliâ₠¬â„¢s strategy is to increase the market share of various brands and its positioning in the market. Strategy is to generate demand for branded diamond jewellery in the future. Flagship product brands of the company are able to convert themselves into retail brands. * The group has introduced many promising brands to its bouquet. The new collection includes World of Solitaire, World of Silver, ME Solitaire, Maya, Gitanjali Menz, Maya Bridal, Bezel and many more. | * Gitanjali notable innovation has been its dramatic breakthrough from the confines of traditional distribution of jewellery and launching of mass distribution through variety of channels. By passing the old world of neighborhoods proprietary jewellery stores, it brought its new world branded jewellery into the world of super stores and department stores, dedicated jewellery marts and chain stores supported by international certifications of scientifically tested purity and authenticity. * Gitanjali is even marketing its br anded jewellery directly by mail order catalogue Gitanjali placed its jewellery brands right into the context of the new consumer’s shopping environment of new and global branded personal goods and accessories. Gitanjali supported its brand with high-visibility positional branding in both mass and local up-market media. With this multi – tiered mobilization of formats, Gitanjali is well placed to advance and realize its vision of global leadership. GITANJALI FINANCIAL PERFORMANCE The Company is making conscientious efforts in addressing the large market opportunities that exist in the Diamond Segment both in India and abroad. India, China, Israel and Belgium are the leading players in the diamond cutting and polishing industry. India accounts for 60% of the global polished diamonds in value terms, 80% in caratage and 90% in pieces. TURNOVERS & PROFITS During the end of the financial year March 31, 2009 the sales and other income increased from 26,549. 08 Million to Rs. 26,940. 64 Million. The net profit before tax stood at Rs. 1,307. 20 million as against Rs. 1,486. 75 million in the previous year. The net profit after tax stood at Rs. 1,267. 69 million as against Rs. 1,381. 55 million in the previous year. FINANCIAL REVIEW Gitanjali Gems consolidated results of operations for the year ended March 31, 2009 include business and operations of the various subsidiaries/joint ventures. The company has achieved overall sales growth for the year ended March 31, 2009 of about 5% compared to last year. The gross revenue from diamond segment has decreased by 10% whereas the gross revenue from jewellery segment has substantially increased by 24% and thus the ratio of diamond and jewellery in the sales mix accordingly has improved more favourably towards jewellery from 55:45 last year to 47:53 for the year ended March 31, 2009. HIGHLIGHTS FOR THE YEAR 2010| * | * Jewellery Sales turnover increased by 60% to 1,098 cr. in FY10| * | * EBIDTA gone up by 44% to 102 cr. in FY10| * | * Operating Profit registered a growth of 51%, stood at 91 cr. | * | * PAT of FY10 stood at 41 cr. registering an increase of 39%| * | * Gems and Jewellery Sales volume grown to 1812 cr. reported a growth of 63%| NINE MONTHS FY10 vs. NINE MON THS  FY09 * Jewellery Sales turnover increased by  43%  to  Rs. 2703 cr. as compared to  Rs. 892 cr. in nine months period FY09 * EBIDTA gone up by  37%  to  Rs. 307 cr. from  Rs. 223 cr. in nine months period FY09 * PAT of nine months period FY10 stood at  Rs. 139 cr. as compared to Rs 120 cr. in nine months period FY09 registering an increase of  16% * Operating Profit of nine months period FY10 stood at  Rs. 283 cr. as compared to  Rs 201 cr. in nine months period FY09, registering an increase of  41% GITANJALI CORPORATE SOCIAL RESPONSIBILTY (CSR) INITIATIVES AND CORPORATE GOVERNANCE HUMAN RESOURCES The Company believes investing in people through creating an environment where people are valued as individuals and are given equal opportunities for achieving professional and personal goals. The Company’s focus on development of Special Economic Zones includes huge employment opportunities and the Company already initiated through setting up training centre in SEZ Hyderabad which has a capacity to train more than 1,500 workers in diamond and jewellery manufacturing. CORPORATE GOVERNANCE The Company’s philosophy of Corporate Governance is based on preserving core values and ethical business conduct, commitment to maximize shareholder alue on a continuous basis while looking after the welfare of all the stakeholders which is primary responsibility of the Board of Directors, Management and employees. The Compliance of clause 49 of the listing agreement has undoubtedly raised the standard of Corporate Governance in India. However, regulatory directives and enforcement wil l not be sufficient to create a best in class transparent organisation. The corporate governance philosophy is based on the following principles: * Satisfy the spirit of the law and not just the letter of the law. Be transparent and maintain a high degree of disclosure levels. * Continuously innovate and adapt the Corporate Governance * Practices so as to meet new demands and tap new opportunities. * Comply with the laws in all the countries in which we operate. * Management is the trustee of the shareholders’ capital and not the owner. CORPORATE SOCIAL RESPONSIBILITY The CSR initiative under the name Sambhav brings together the different social programs that Gitanjali has been associated with over the years. These are programs in the fields of education, health, providing employment to PWDs. It focuses on integrating all of them and other different initiatives like Saksham, Saakshar, Sujyot and Sneh. The focus will be both on strengthening the existing programs as well as developing new ones too. It further aims to take this CSR initiative to new heights and is in the process of channelizing all their strengths and efforts to form a strong CSR team within the company to encourage and promote a wide range of social welfare activities internally or in partnering with other NGOs and government bodies. SOME ACTIVITIES UNDERTAKEN BY GITANJALI Rose day celebration for cancer patients | Gitanjali Gems Limited supported Cancer Patients Aid Association (CPAA)   in its celebration of  The rose day  Ã¢â‚¬â€œ a  day to make a difference in the lives of cancer patients. CPAA reaches out to cancer patients through medicines, counselling, research and rehabilitation. | | * Special rakhies by special children Gitanjali gems continues to support to ADAPT (spastic society) by orga nizing a sale booth of their products at Gitanjali gems Marol office  on 11th Aug 2011,  on the eve of Rakshabandhan. We repeated the achievements of last year by motivating and appreciating the efforts of these specially abled children by having sale of products close to  Rs 10000/-. The staff was extremely enthusiastic and extended their support through 100% participation. * Presentation on ‘Diabetes awareness and healthy life style’ Today Diabetes is one of the fastest growing lifestyle disease, with Indians   being the largest population affected by it. A presentation on diabetes awareness and healthy life style was organized on 25th July 2011 at  Transmission house ,Marol , for the benefit of the employees . It indicated the causes , symptoms ,prevention and cure for diabetes. A full house attendance showed the concern most of us have about this booming disease. | * Lecture on ‘The damaging effects of tobacco’ at Gemplus| | | As a part of SAMBHAV , CSR initiative ,  Ã¢â‚¬Å"The Damaging Effects of Tobacco† were highlighted at a presentation made under the Tobacco Intervention Initiative (TII) program of the Indian Dental Association (IDA) for the staff and workers of   Gem plus ,Gitanjali Gems, Mumbai   on 11th June 2011 by Miss. Tejal Rajgor. Tobacco leads to heart and blood vessel disease, heart attack, chest pain, sudden cardiac death, stroke, peripheral vascular disease (Gangrene of legs) plus it is also   responsible for cancer of various parts of the body like mouth, throat, lungs, stomach, kidney, bladder etc. Gitanjali Gem’s staff members felt that there was an urgent need for more prohibition of tobacco usage and this won’t happen until there is a public outcry, so meetings like these are designed to generate awareness in the hope of making the come community forward to request change.