Pteridophytic Distribution and Diversity of Tirumala Hills, Eastern Ghats Essay Example

Pteridophytic Distribution and Diversity of Tirumala Hills, Eastern Ghats Essay PTERIDOPHYTIC DISTRIBUTION AND DIVERSITY OF TIRUMALA HILLS (EASTERN GHATS) S. K. M. BASHA*, E. RAJYALAKSHMI, P. UMA MAHESHWARI [emailprotected] com, [emailprotected] co. in, [emailprotected] com Assocate Professor and Research scholars, NBKR Medicinal Plant Research Centre, Vidyanagar – 524413, SPSR Nellore Dist, Andhra Pradesh, India. Key Words: Pteridophytes – Distribution – Diversity – Tirumala Hills Tiruumala is located near the holy city of Tirupati in Chittoor District of Andhra Pradesh State, South India. The geographical coordinates at which it is situated is between latitude 13Â ° and 14Â ° North and longitude 17Â ° East. The Tirumala Hill is 3200 feet above sea level, and is about 10. 33 sq miles in area. It comprises seven hills which are said to represent the seven hoods of Adisesha, thus earning the name, Seshachalam. INTRODUCTUION Pteridophytes are well known for their beauty, elegance and infinite variety. These are non-seed vascular plants which reproduce through spores. Their life cycle includes two chlorophyllous, autotrophic, independent phases namely dominant sporophyte and short lived gametophyte called prothallus. They show transition from simple microphylls to complex macrophylls called fronds. They show wide range of diversity in habitat, morphology, anatomical reproductive structures etc.. The present study reveals the distribution and diversity of pteridophytes in different parts of Tirumala Hills. Materials and Methods Various field visits were organized during 2009-2010 to different parts of Tirumala Hills along with expert Pteridologists. The various species were photographed, collected and preserved in the form of herbarium-specimens. We will write a custom essay sample on Pteridophytic Distribution and Diversity of Tirumala Hills, Eastern Ghats specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Pteridophytic Distribution and Diversity of Tirumala Hills, Eastern Ghats specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Pteridophytic Distribution and Diversity of Tirumala Hills, Eastern Ghats specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The herbarium specimens are deposited with the Department of Botany, N. B. K. R Medicinal Plant Research centre, Vidyanagar, Nellore District, Andhra Pradesh. TABLE 1 SHOWING DISTRIBUTION OF PTERIDOPHYTES IN DIFFERENT LOCALITIES OF TIRUMALA HILLS S. NoFamilyName of the PteriodophyteDistribution 1LycopodiaceaeLycopodium cernuumKailasanathavari Kona (Near Puttur), Chittor Dt. 2SelaginellaceaeSelaginella plumosaValleys of Papavinasam, Tumbura theertham, Vishnu Theertham Selaginella rupestrisChandragiri Hills Selaginella bisculata Griffith (K)All valleys of Tirumala Hills Selaginella chrysocaulosAll valleys of Tirumala Hills 3IsoetaceaeIsoetes indicaChakratheertham, Papavinasana Theertham 4PsilotaceaePsilotum nudumChakratheertham, Papavinasana Theertham 5OphioglossaceaeOphioglossum reticulatumTirumala Hills, Vishnu Theertham Ophioglossum costatumChandragiri Hills , near Uppu Chatti and Pappu Chatti Ophioglossum nudicaulis, Linn. F. Tirumala Hills, on the way to Microwave Station 6AngiopteridiaceaeAngiopteris evecta, Hoff (man. Kailasanathavari Kona (Near Puttur), Chittor Dt. 7GleicheniaceaeDicranopetris linearis L. Tirumala Hills, Papavinasana Theertham, Vishnutheertham, Chakradhara Theertham 8PolypodiaceaeDrynaria quercifolia (L. ) J. SmithPapavinasana Theertham Microsorium scoloperndrium(burn. F) CopelTirumala Hills, Papavinasana valley 9LygodiaceaeLygodium flexuosum (Linn)SWTirumala Hills, Thumbura Theertham Lygodium microphylla (Linn)SWTirumala Hills, Papavinasana Theertham, Japal The ertham 10ActinoperidaceaeActinopteris australis (L. FiL) LinkTirumala Hills and chandragiri hills 11PteridiaceaePallaea concolar Rang FischTirumala Hills, Papavinasana Valley Gogarbham and Thrubura Theertham Pteris quadriaurita L. Tirumala Hills, Papavinasana Valley, Vishnu theertham Pteris tripartita sud. Tirumala Hills, Kailasakona Pteris pellucens AgardhTirumala Hills, Papavinasana Theertham Schizoloma ensifolilum SWTirumala Hills, Papavinasana Theertham 12ParkiriaceaeCeratopteris thalictriodes BrougnChandragiri Hills , near Uppu Chatti and Pappu Chatti 13DryopteridaceaeDryopteris cochleata (Don) C. CharTirumala Hills, Japal Theertham, Srivari Theertham Dryopteris valllichiana (Spreng). Hyl. Tirumala Hills, Japal Theertham, Avvacharikona, Papavinasanam 14AdiantaceaeAdiantum Caudatum L. Tirumala Hills Aleuropteris farinosa (Forsk)FeeTirumala Hills, Srivarimettu, Vishnu Theertham Cheilanthes mysurensis WallTirumala Hills, Japa Theertham, Gogarbham, Chandragiri Hills Hemionites arifollia (Burm. ) MooreTirumala Hills, in all most all Theerthams 15MarsileaceaeMarselia quadrifolia LinnIn the marshy areas of Tirupati and Tirumala Marselia minuta LinnTirumala Hills 6CyatheaceaeCyathea glabra (wall, ex Hook)Tirumala Hills, Avvacharikona, Papavinasana theertham 17NephrolepidaceaeNephrolepis cordifolia (HBK) PreslTirumala Hills, In all most all Theerthams, Kailasanatha vari kona 18BlechinaceaeBlechnum orientale (Linn)Tirumala Hills, Papavinasana valley ! 9AzollaceaeAzolla filiculoides. LChandragiri , Rice fields and also in the pond situated near Mahal Results And Discussions The diverse h abitats and cool, humid climatic conditions of Tirumala hills allow a rich fern flora . We now report 35 species of 25 genera belonging to 19 famillies and are listed in Table-I along with localities of occurrence. Pteridophytic flora of Tirumala hills exhibit wide range of ecological groups like epiphytic, climbing , arboreal , xerophytic, hydrophytic, lithophytic nature. Majority of the genera of ferns i. e. 12 genera out of 25 genera are distributed near Papavenasana Theertham (Water body) and remaining genera also located near other Theerthams. It denotes Pteridophyte’s dependence on water for fertilization even though they are true land plants. Extensive straggling leaves entangled with other leaves and form almost impenetrable thickets in Dicranopteris linearis. Two species of Lygodium are the only climbing ferns in which fronds helps in twining. Angiopteris evects Hoff is a large sized tree fern. Cythea glabra has arborescent caudex with large herbaceous fronds. Actinopteris and Cheilanthes are xerophytic ferns grow well on exposed dry places along forest marzins and Road sides. Nephrolepis cordifolia grows on dripping rocks and almost all species of Selaginella grow on moist rocks in shaded situations. Members of Isoetaceae and Ophioglossaceae grow mixed with grasses and over shadowed by them. Marsellia, Azolla and Ceratopteris are aquatic ferns in which Azolla species are used as biofertillizer in Paddy fields due to its nitrogen fixing capability. CONCLUSION Pteridophytes are found to provide food, fiber, crafts, building material, abrasives and widely used in floral decoration. Few of them like Lycopodium, Cheilanthes and Actinopteris are used in Homeopathic medicine. There is great need for advanced research that may helps in identifying some more species of ferns . This is useful for resource management, conservation of fern diversity at genetic, species and ecosystem levels and socioeconomic development of the region.

Space Hazards as a Challenge to Astronauts

Space Hazards as a Challenge to Astronauts Introduction Space hazards refer to the events that take place beyond the surface of the earth and that may affect the health of an individual. The study of space is best understood under the subject of astronomy which explains what space is composed of as well as what can be done and what cannot be done in space. Astronauts are best positioned to operate in space since they have studied the universe and understand the risks and the benefits of the operations in space.Advertising We will write a custom research paper sample on Space Hazards as a Challenge to Astronauts specifically for you for only $16.05 $11/page Learn More There are various hazards that are associated with space which are mainly as a result of the events that are carried out in space. Aircrafts are the most common manmade objects in space as well as other objects that astronauts use in the space operations. Space hazards are mainly as a result of the effects of weather, radiation. Astronom y Astronomy refers to the â€Å"science that investigates the distribution, composition, physical state, movement and evolution of material in the universe beyond the earth’s surface† (Becker 1). The distribution of matter or energy includes its position, arrangement and frequency over a certain area in the universe or in the whole space. The composition of matter includes its chemical composition qualitatively and quantitatively. For instance, the qualitative composition of the sun includes hydrogen and helium while its quantitative composition includes the numerical or actual percentages of the substances that make it up i.e. the volume of the sun is made up of 95% hydrogen and 5% helium while its mass is made up of 78% hydrogen, 20% helium and 2% heavy metals (Becker 1). The physical state of the matter in the universe can either be in the form of â€Å"solid, liquid, gas or plasma† (Becker 1). On the other hand, the movement of material in space involves the ir positional change which mainly involves rotation and revolution. Finally, the evolution of matter in space refers to the theories that have been put across by scholars to explain the origin and the future of matter in the universe. Some of these theories include the steady state, the big bang and the oscillating universe (Becker 1). Space hazards Many space hazards occur in the universe every day and not only affect the objects operating directly in space but also technological processes on the surface of the earth such as communication, power grids and others (NASA 1). The effects of space hazards are so extreme since space is one of the most extreme environments imaginable with experiences of extreme temperature, extremely hot and extremely cold as well as threatening levels of radiation. These are the conditions that aircrafts are subjected to when they are operating above the insulating layer of the earth (Cain 1).Advertising Looking for research paper on astronomy? L et's see if we can help you! Get your first paper with 15% OFF Learn More Launching is one of the extreme situations. The space craft is maintained in the space from the pull of gravity by the rocket which enables it to have enough mass and speed thus avoiding the pull of gravity from the much heavier objects near them (Jessa 3). While launching, this very â€Å"rocket shakes the air craft violently and batters it with extremely loud sound waves† (Cain 3). These phenomena are capable of shattering the delicate parts of the space craft thus causing space hazards (Cain 3). The extreme temperatures in space are again prone to causing space hazards on the objects operating in space like the aircrafts. Weather conditions vary extremely â€Å"temperatures in space go hundreds of degrees below the freezing point and hundreds of degrees up especially when the spacecrafts are near the sun† (Cain 6). Though there is no air in space, energy from the sun is transfe rred through radiation which when absorbed by the spacecrafts, it causes a lot of heating in objects that have such machines as computers that ought to operate under moderate temperatures. Though engineers have put effort to make spacecrafts models in such a manner that they have features that can withhold these conditions, this is not always the case as explained below (Cain 6). As we have seen earlier, energy in space is transferred through radiation either through â€Å"trapped and the transient types† (Cain 8). The trapped radiation is composed of sub atomic particles mainly the protons and the neutrons which are usually trapped by the earth magnetic field thus creating Van Allen radiation fields around the planet (Angelo 124). It has been noted that, â€Å"the transient radiation is mainly composed of protons and cosmic rays which constantly streams in space especially during magnetic storms on the sun† (Cain 8). The transient radiation can be so harmful in that w hen they collide with electronic circuit, they are capable of interfering with the content of memory, they can cause spurious flow of currents around the object or even burn out computer chips (Cain 8). Space hazards can also be caused by meteor showers. These refer to the little dust particles that make shooting stars visible to us while traveling through space. They are capable of sand blasting some useful large rays of the solar panels thus affecting their importance (Cain 15). A NASA-funded study carried out in January 2009 describes the consequences of solar eruptions on communication, power grids and other technology on the surface of the earth, the risks of extreme conditions in space as a result of magnetic activity on the sun and effects of extreme space weather (NASA 1).Advertising We will write a custom research paper sample on Space Hazards as a Challenge to Astronauts specifically for you for only $16.05 $11/page Learn More According to the stu dy, the sun is the most vital star on the surface of the earth but its contribution towards space hazards is adverse. Apart from â€Å"emitting a consistent stream of plasma, it often releases quite a large volume of tons of matter known as the coronal mass ejections† (NASA 5). The study further confirmed that space weather produces solar storm electromagnetic field which induces extreme currents on wire resulting to various adverse effects. Some of the most common effects of this induction on wires include power line disruptions which results to widespread blackouts and also disrupts communication cables that supports the internet. Extreme space weather produces solar energetic particles and causes dislocation of earth’s radiation belts. (NASA 5) These phenomena are capable of damaging satellites used for â€Å"commercial communications, global positioning and weather forecasting† (NASA 5). The modern advancement in technology did not mark the beginning of its problems with space weather since these problems were recorded since the nineteenth century when the telegraph was invented (NASA 5). The professor and director of the laboratory for atmospheric and space physics at the University of Colorado really appreciated NASA efforts for beginning the extremely challenging task of investigating on space hazards in a quantitative way. This is because their impacts are equally as much as those of natural hazards on the earth’s surface and need not be ignored. Space travel health and safety issues For a long time, space travel has been associated with a lot of accidents and hazards thus leaving the activity to just a small number of highly trained and highly motivated individuals. The Apollo, an American space program, recorded three major hazards of space travel â€Å"1 Mission Fire of January 27, 1986, the Challenger accident of January 28, 1986 and the Colombia accident of February 1, 2003† (Angelo 123). These hazards have made space travel to be approached with a lot of consciousness such that it will remain a highly hazardous undertaking in now and in the near future, unless, something is done about it (Angelo 123). There are various health and safety issues concerning space travel some of which include:Advertising Looking for research paper on astronomy? Let's see if we can help you! Get your first paper with 15% OFF Learn More Launch abort, spaceflight and space based assembly and construction accidents, life support system failure, collisions of space vehicles and habitats with space debris and meteoroids, ionized radiation hazards, psychological stress due to strenuous living conditions and many others. (Angelo 124) The three major challenges that people living in space face are â€Å"the substantial acceleration and deceleration forces when leaving and returning to earth, living and working in weightless conditions for long periods of time and chronic exposure to space radiations† (Angelo 124). Astronauts and cosmonauts usually experience up to a maximum of six times acceleration as compared to that of the earth’s surface. These conditions result to some physical difficulties such as space adaptation syndrome, feelings of isolation and stress as well as post flight recovery problems. Microgravity or weightlessness results to bone calcium loss and though most of its other effects recover a few weeks after return to earth, this may take longer especially after a long duration space mission. Space travelers throughout circular and interplanetary are bombarded by galactic cosmic rays, which are very energetic atomic particles that contain protons, helium nuclei and heavy nuclei. These rays expose individuals to excess ionizing radiation doses as compared to the standards set for various space missions and occupations (Angelo 124). Mars expedition personnel and lunar surface base workers’ are prone to experiencing various psychological disorders, some of which include solipsism syndrome and shimanaghasi syndrome. Solipsism syndrome is a state of mind where a person feels like every occurrence is not real but a dream and is usually as a result of small space base or confined expedition vehicle. The shimanaghasi syndrome is a feeling of isolation where an individual feels left out even when life is comfortable; a situation which requires proper communication with th e earth and careful design of living quarters (Angelo 125). Conclusion Livings, traveling through space, working and other space missions have been quite challenging and are yet to be since the ever present dangers and hazards have not yet found a solution. However, there is a group of highly motivated and trained individuals who may continue enjoying the extraterrestrial lifestyle which outweighs any personal risks. Though space hazards have been a challenge to most astronauts, a few things can be put together to curb the challenge. First, most of the psychological and health issues related to the space hazards can be attended to medically. Angelo, Joseph. Encyclopedia of space and astronomy. New York. InfoBase Publishing, 2006. Print. Becker, Gary. Astronomy Survival Website. Astronomy, 1990. Web. Cain, Fraser. â€Å"Some of the Hazards in Space†,  2004. Web. Jessa, Tega. Orbit Universe Today, 2009. Web. NASA. New study reveals hazards of severe space weather. Astronomy, 2009. Web.

Discussion Questions Essay Example | Topics and Well Written Essays - 500 words

Discussion Questions - Essay Example I prefer change, I enjoy delegating tasks to others, and I want to be noticed for my achievements. I am also the type of person who likes to be in charge. I tend to look forward to confronting conflict instead of shying away from it. I consider myself to be a proactive person, with a proactive personality. â€Å"Proactives [with proactive personalities] identify opportunities, show initiative, take action, and persevere until meaningful change occurs. Proactives are more likely to be seen as leaders and to be change agents. They†¦[definitely can] achieve career success, but it’s important for them to be in the right situations to fit their personality.†1 As a proactive person, I seek to be the first to engage in an issue and take it head-on. Instead of waiting to figure out what is going to happen, I make sure that I make things happen. I change and influence what happens around me by being involved. In all situations, I try to stay proactive and interested as a pa rticipant in my surroundings. It’s evocative of a dominant person’s personality traits; I am no different. 2) How do ethics influence human behavior in organizations? (250 words) Ethics influence human behavior because humans’ actions are inevitable affected by dogma and rules. If there were no rules or ethical standards, people would do whatever they wanted. However, ethics give order to the chaos.

Human Resources in action Essay Example | Topics and Well Written Essays - 1000 words

Human Resources in action - Essay Example One of the main processes in the recruitment process is the selection process. The Selection process refers to the exercise of matching an organization requirement with the right skills and qualification of the people. The paper will identify two of the sources that Four Season Hotel can use to recruit the right candidate for a front desk receptionist position and the step that can be used to ensure the best candidate is selected. There are two main method of recruitment available to Four Season Hotel; one, the hotel can advertise the position to the existing employees. Another method that the hotel can use is the external source, for example, posting on job portals. Both methods have advantages and drawbacks. First, advertising the Front desk receptionist position to the existing employees is cheaper and less time-consuming (Catano, Fitzgerald, Hackett, Wiesner, & Methot, 2009). Companies spend a lot of money on advertisement for new positions. The Hotel will drastically reduce this cost since the information can be easily circulated in the organization. The Hotel also has a unique culture and hence hiring an existing employee drastically reduces the in job training costs. Hiring the existing employees, ensure that the organization culture is maintained. It is of paramount importance for the employee to give personalized services to the guests and treat them with respect and dignity. And given the front desk receptionist will be welcoming and handling the guest most of the time, it is vital the receptionist to have good understanding of the company. Not only does internal advertising maintains organization culture but also builds a strong relationship among employees. It also motivates the employees. Internal hiring will ensure that the employees build a strong relationship with themselves and management. The hotel mission and vision statements will be well understood by the employees. Furthermore, the employees are motivated to work hard so that

Jetsmart Engineering Parts Management System

Jetsmart Engineering Parts Management System Jetsmart Engineering parts management system Q: What were the main factors that played a major role in the flop of the $40 million project? This report was commissioned to examine the failure of an IT project called Jetsmart at Qantas airlines. The project initially costed $40 million but miserably failed to stand up to its expectations. We interrogated the potential reasons of the failure with the help of information and data available online. Methods of analyzing included questioning the scope of the project, identification of key stake holders and difficulties in communication due to complex IT structure at Qantas. Most of the IT projects by Qantas faced failures even though they have invested millions of dollars on IT. These failures had a huge impact on Qantas but that didnt stop them from investing in IT. Qantas began its long haul modernization plan simply after the organizations IT framework had turned out to be perplexing and awkward. This evident lack of common sense put the whole overhaul program, including its individual venture segments, at expanded hazard. The purpose of the project Jetsmart was to provide assistance to the engineers in the repairing of aircrafts. But it actually increased their workload and they completely refused to use the system. One of the major reason was that engineers (eventual users) were not engaged in the development phase of the project. They had no say in this until project was actually implemented. They lacked proper training and knowledge regarding the usage of the new software. Besides this, unstructured top level management was another factor which played a vital role in projects failure. It lacks proper communication ability with the mechanics and engineers. Only if there was flexibility within the communication channel, this project might have been cancelled in the initial stages. This could have saved Qantas a lot of time and not to mention $40 million. Qantas Airways is the banner transporter aircraft of Australia and its biggest carrier by armada estimate, universal flights and global goals. It is the third most seasoned carrier on the planet, after KLM and Avianca having been established in November 1920. It started worldwide traveler flights in May 1935. As of March 2014, Qantas had a 65% share of the Australian residential market and conveyed 14.9% of all travelers going all through Australia. It additionally works different auxiliary aircrafts to local focuses and on some trunk courses inside Australia under the QantasLink standard. Its backup Jetconnect gives benefits amongst Australia and New Zealand, flying under the Qantas mark. Qantas likewise possesses Jetstar Airways, a minimal effort carrier that works both universal administrations from Australia and local administrations inside Australia and New Zealand; and holds stakes in various other Jetstar-marked aircrafts. In February, 2008, Qantas scratched off Jetsmart, a $40 million engineering parts IT system. Inability to draw in the specialists who might be the possible clients of the framework into the prerequisites and configuration forms brought about a framework that the users esteemed to be unusable once it was propelled. After only a couple of years in operation (amid which time some staff declined to utilize it and unions undermined mechanical activity), the framework was dumped and another framework was presented. In this report we will examine the significance of IT in Qantas carriers and research the potential explanations behind the disappointment of such ventures. In spite of the fact that contributing a great many dollars on IT (roughly $430.98 million AUD on yearly premise since 2005), a large portion of the ventures did by Qantas were brought about to disappointment. The effect of these disappointments was cataclysmic for Qantas Group, however despite everything they have faith in putting resources into IT.   Main focus will be on the engineering parts management system JetSmart. What were the main factors that played a major role in the flop of the $40 million project? And how those factors could have been avoided if the project was to be successful? The Qantas Groups long term vision is to achieve the status of worlds best premium airline as well as best low fare carriers. As indicated by the financial review report, Qantas are concentrating on five basic objectives keeping in mind the end goal to accomplish this. These objectives are safety is our first priority, right aircraft right routes, customer service excellence, operational efficiency and two strong complementary brands. IT has helped the flight business flourish. In todays aggressive world IT and Business methodologies ought to be firmly adjusted to make progress particularly in the carrier business. At Qantas it is trusted that the IT systems determine the business methodologies. Safety is Our First Priority: To accomplish worlds best well-being hones so as to give clients sentiment security IT finds flyers who may posture danger to others in flight utilizing database frameworks. Utilization of amazing scanners for examining of things can likewise uncover things that could be of potential danger to different flyers. Right Aircrafts Right Routes: Fleet restoration with better navigational framework, giving ideal courses to flyers. Online flight booking uncovers ideal courses. Realizing that you are in the right flight by legitimate filtering of tickets by means of the scanners before loading onto the flight. Customer Service Excellence: Qantas views fabulous client benefit as the foundation of the business. IT conveys Qantas administrations nearer to the client. It permits 24 hours a day and 365 days consistently benefit, for instance online flight booking framework. It helps data in a flash be accessible for the clients. IT additionally catches client inputs by means of sites or portable appointments which help to additionally enhance services. Operational Efficiency: Significant IT anticipates are in progress to help expand profitability at Qantas. Private email administrations and groupware help in better joint effort between offices, representatives, clients and providers at Qantas. IT helps rushing the improvement of more open and inventive societies that can prompt to Operational Efficiency. Two Strong Complementary Brands: For Qantas and Jetstar to be the best premium and low charge brands, online pursuit of various carriers flight times and tolls can help Qantas contend. Because of the quick extension of the Airline Industry and the focused way of charges and flight bargains, interest in IT is vital as it can prompt to development which will give Qantas driving edge. Qantas had made a substantial investment in venture Jetsmart in mid-2004, which was viewed as a vital initial phase in the organizations interest in new data innovation frameworks to drive its support, repair and upgrade operations. The Jetsmart framework was an interval stage to hold together Qantas current frameworks until they settled on a substitution framework. Consequently Jetsmart will in time be eliminated and the new framework will supplant it. In February, 2008, Qantas drop Jetsmart, a management framework usage that cost them $40 million. Issues with the venture backpedal to no less than 2004, when the union entered a debate with Qantas, asserting the product pointlessly expanded its individuals workload. It obliged engineers to do extra information section and bookkeeping work. Around then, the union exhorted mechanics utilized at Qantas to not help with the execution. Australian Licensed Aircraft Engineers Association government secretary Steve Purvinas said support specialists discovered Jetsmart unusable. Mr Purvinas faulted the issues with Jetsmart for Qantas administration, which he said was not doing whats needed to elevate experienced engineers to senior administrative parts. Purvinas clarified the product was inadequately outlined and hard to utilize, and that engineers didnt get adequate training. Management is not qualified to determine what the software needs. Jetsmart was a white elephant that didnt work. When you have an airplane holding 400 passengers that needs repair, you fix the plane, not play with software, said Mr. Purvinas. (Qantas to Axe 40 Million IT System) Qantas Engineering executive general manager David Cox admitted there were problems with the Jetsmart system. Mr Cox said During the development phase some issues arose with the system, training and the management of change. It became obvious that the IT structure at Qantas is complex. There was again huge loss of revenue and another major IT project failure which again cost loss of shares and investors pulling plug on investments. Attitude towards the engineers that resulted to strike gave the management bad reputation. Media embarrassment for Qantas continued as they had no faith in their engineers and began outsourcing maintenance, repair and overhaul operations. (Qantas Why Do Projects Fail?) There were many causes regarding the scope and implementation of the project. Conflict between stakeholders and lack of change managements vision led to the disastrous failure of the whole project. Failed to identify key stakeholders Qantas should have identify the people and groups that were important to the success or failure of the project. In case of Qantas, upper tier and middle tier should have had continuous communications with the engineering department and considered them a key stake holder for the success of the Jetsmart. Qantas considered only the management department which wasnt a viable alternative to the important of the engineering sector. (Impact of It on Airlines Sector Qantas Group Management Essay) In the process, Qantas should have analyzed and documented relevant information with respect to both the management and engineering sector of their interests, interdependencies, influence, involvement, and potential impact on the success of the project. Lack of stakeholder engagement Stake holder engagement was another issue in the process of the implementation of Jet Smart. There should have been emphasis on continuous communications with stake holders regarding their expectations and needs throughout the project life cycle. This would have helped the company establish the dos and donts of the implementation of the new management system. Change management failure Monitoring of the overall project holder relationship and plan for engaging stakeholders was completely absent in throughout the project implementation. The engineers who were supposed to be the eventual users of the software had no proper knowledge of the system. They were lacking the training on how to effectively and efficiently use the new software. This could have been avoided and couldve eventually led to a possible success of the project. Proper engagement should have been constructed between the management and engineering department as a smooth engagement between two important stakeholders would have contributed to proper resolving of grieve and resentment with the new management system. Complex structure Qantas Group has an unstructured administration that needs correspondence capacity and does not comprehend IT issues. A decentralization of the venture administration and building divisions are imperative so as to expand time and productivity of tasks. Additionally all departmental administrators, financial specialists, extend directors and worker agents should be incorporated into system arranging gatherings to enhance correspondence and to share views. To conclude Qantas has been pretty much out of luck when it comes to undergoing IT projects. Jetsmart was an utter failure of the Qantas group and cost them loss in revenue and reputation. The inability to engage stakeholders (engineers) in the initial stages of the project was one of the factors of project failure. Strong union tides led to the unacceptability of the new software among engineers and mechanics. The scope of the project was to increase the performance of the system and to be more time efficient. Jetsmart But it failed to do so as this scope was not aligned with interests of stakeholders. Eventually the project was dumped by Qantas in 2008. We trust Qantas is balanced for progressing IT disappointment: complex specialized foundation, obsolete legacy frameworks, authority that doesnt comprehend fundamental IT issues, union issues, and a recorded example of disappointment join to paint a questionable future. Its fascinating to take note of the organizations IT consumptions expanded 8% in the second 50% of 2006 and 26% in a similar period for 2007. Now Qanats has replaced the old Jetsmart management system with project Marlin and hopes it will reduce maintenance and repair cost. Lets see what future holds for this new venture. References    Impact of It on Airlines Sector Qantas Group Management Essay. UKEssays. N.p., 2006. Web. 18 Feb. 2017. Krigsman, Michael. Qantas Airways: A Perfect Storm for IT Failure? | Zdnet. ZDNet. N.p., 2017. Web. 16 Feb. 2017. Qantas Why Do Projects Fail? Calleam.com. N.p., 2017. Web. 19 Feb. 2017. Qantas to Axe 40 Million IT System. The Australian. N.p., 2017. Web. 16 Feb. 2017.

Challenges Facing Fashion Industry in Ghana

CHAPTER ONE BACKGROUND TO THE STUDY The environment in which the fashion industry operates the world over has become turbulent, unpredictable and therefore, difficult to exert managerial control. Cultures around the world are constantly influencing each other; hence, the world’s cultures are changing fashion constantly. Also, social, economic, political and legal factors keep changing than before. Competition in the fashion industry is so rife such that the survival of fashion organizations cannot be guaranteed (Stuart, 1995). During the last decade, the developments of new technologies all over the world and growing globalization of countries economies have produced the fastest changes ever. The fashion industry in Ghana, especially, the clothing sub sector (which is the focus of this study) has not been without the effect of economic, political, social, cultural and legal pressures brought to bear on all organizations. In recent years, protectionism has given way to globalization. With that change, Ghanaian clothing sector of the fashion industry has had to compete with imports from low wage countries. Retailers, unencumbered by protectionism, have also seized on the opportunity, often choosing to go directly to offshore manufacturers. As retailers become larger and more globally connected, they continue to build global brands marketed around the world. In doing so, they eliminate many Ghanaian clothing companies from their supply chain. The result has been major market share declines and job losses in the industry. Aug The Ghanaian clothing sector of the fashion industry faces many challenges. he rise of low-cost goods from Asia, a slowdown in consumer spending, difficulty in accessing capital, lack of innovation from entrepreneurs, relatively high prices of products due to high unit cost, poor distribution channels and inability to promote local brands. It is without doubt that low-cost Chinese imports have increasingly dominated the local fashion scene. As a result some local manufacturers, in an attempt to remain competitive, have subcontracted their production processes offsho re. The issue of access to capital for the industry is not new. For years, industry players have indicated that they feel there is a lack of support for their industry from the banking community. Under these circumstances, it is not a surprise that many companies cannot secure financing. as a result of banking formula-based lending practices, financing remains a challenge to many well-run clothing companies and small businesses in general. Brand DEVELOPMENT HAS BEEN A MJOR ISSUE IN THE clothing sub sector in the fashion industry in Ghana. Many Designers have not been able to design unique Ghanaian designs that would bear their own brand name in order to project their business. However, a few creative ones have had their product design copied wrongly and produced cheaply from China, thereby destroying the brands they have developed. These and other factors have created serious marketing challenges for the clothing sub sector of the fashion industry in Ghana. This study would go into detail to look at the nature of the marketing challenges facing the industry in Ghana. STATEMENT OF THE PROBLEM There are growing signs Ghanaian garment and fashion industry is approaching a serious crossroad. Increasing numbers of mainland Chinese manufacturers are taking Ghana’s role of mass-producing quality fashion items at reasonable cost. Industry players, also have difficulty securing financing from other lenders. For example, asset based lenders often require substantial premium interest rates. Other larger non-traditional lending institutions and professionals that can assist prefer working with larger companies where greater fees and returns can be earned. The traditional financing problems will likely become further exacerbated as companies implement new models that do not generate assets that can be collateralized. The problems enumerated above, as well as western cultures, globalization have created internal marketing challenges for the clothing industry in the area of promotion, pricing and distribution of products. The study seeks to unravel the challenges and make recommendations to solve the problems. OBJECTIVES OF THE STUDY The objectives of the study were: 1. To investigate how foreign cultures have influenced the Ghanaian brands in the clothing industry. 2. To assess the challenges associated with clothing design ( product development) 3. To investigate the challenges industry players face in their pricing of products . To assess how they promote their products. RELEVANCE OF THE STUDY It is hoped that the study would benefit clothing sub sector of the fashion industry in Ghana. Also, it will serve as a pedestal upon which future researches in the area would be based. CHAPTER TWO LITERATURE REVIEW Eusebio (2007) carried out a research on the topic â€Å"Internal key factors in export pe rformance: A comparative analysis in the Italian and Spanish textile-clothing sector† The purpose of this paper is to analyze the key factors in the international performance of textile manufacturing companies. The study provided a comparative study of the main factors that have affected the export performance of the Spanish and Italian clothing sub sector of the fashion businesses. A wide range of factors has been studied, such as size, dispersion of sales and export experience. In order to compare Spanish and Italian cases, the empirical study used a standardized questionnaire for collecting data. The cases analyzed were respective geographical zones with a great tradition in textile-clothing industry in their country, Catalonian (in the Spanish case) and Lombardian business (in the Italian case). It was found that international experience was the main factor in the export performance for both cases but the investment in R&D and the export experience have been the keys for explaining the major export performance of the Italian businesses. The paper explained why the Lambardian textile-clothing companies exported more, in relation to total sales, than the Catalan companies in the same sector. . Research limitations – The sample was formed basically for small textile-clothing businesses (with less than five employees). Eusebio (2007) STUDIED Top of Form Management perception and marketing strategy in export performance: A comparative analysis in Italian and Spanish textile-clothing sector The purpose of the study was to focus on the key factors in the international performance of textile manufacturing companies. In order to compare Spanish and Italian cases, the empirical study used a standardized questionnaire for collecting data. The cases analysed were respectively geographical zones with a great tradition in textile-clothing industry in their country, Catalonian (in the Spanish case) and Lombardian business (in the Italian case). Research limitations/implications – The sample was basically from small textile-clothing business (with less than 500 employees). It was found that international experience was the main factor in the export performance for both cases but investments in R&D and export experience have been the keys for explaining the major export performance of the Italian businesses. The study was of value in that it provides a comparative study of the main factors that have affected the export performance of the Spanish and Italian businesses. A wide range of factors has been studied, including characteristics of the business, such as size, dispersion of sales and export experience. Freeman (2007) carried out a survey on the topic â€Å"Fashion marketing to women in Kazakhstan†The purpose study was to explore consumer behavior regarding women's decisions concerning fashion in the emerging marketing of Kazakhstan. Literature review formed the basis of the questions asked to several focus groups and in-depth interviews of 48 Kazakhs representing the average age of Kazakhstan. The approach of the paper was exploratory as there was not a lot of research concerning the Kazakhstani marketplace. The work revealed that Kazakhstani women were becoming aware of their rights to choose clothing and location of purchase. They expected to be treated with respect. The women were value conscious, thinking brand names enhanced the value of clothing and will shop sales regardless of the actual discount. Kazakhstani women we extremely fashion conscious and looked to the media current fashions. They were wary ything coming out of China. There were five market segments into which these women can be divided. Practical implications – Kazakhstan is opening as a marketplace. In order to understand how to market in Kazakhstan, firms must understand what is wanted and this paper begins this exploration. This market is unexplored both academically and by many clothing manufacturers. This market is opening and thus information concerning the marketplace is necessary. Chong (2007) carried out a survey on the topic â€Å"Central and Eastern European countries and North Africa: The emerging clothing supplying countries to the EU†. The purpose of this study was to examine the delocalization trend of the EU's clothing production to Central and Eastern European Countries (CEECs) and North Africa, focusing on the geographical shift of outsourced clothing production pattern within the two developing regions. In total, 14 CEECs and North African countries were selected and classified into 1st-tier and 2nd-tier regions according to their GDP/capita values. Clothing trade statistics were obtained from the Eurostat database, and the clothing trade pattern was examined during 1995 to 2004. Trade Specialization Coefficient (TSC) was employed to measure the international competitiveness of clothing exports of the selected CEECs and North African countries. Results concluded that the EU's clothing production had significantly delocalized to the proximate CEECs and North African regions, with further geographical shift to less-developing 2nd-tier clothing supplying countries in recent years. The TSC analysis reflected that the competitiveness of clothing industry in 2nd-tiers had outperformed the 1st-tier economies, indicating Western European firms had shifted their sourcing practices to those lower-waged countries. Koksal (2007) studied on the topic† references regarding children's clothing in Turkey† The aim of this study was to determine the factors affecting the consumer preferences and behavior in the children's clothing market in Turkey, a country where the majority of the population is under 18 years old. Whilst the study investigated the purchasing preferences and behaviour of parents, such as shopping frequency and period, type of retailer and the effect of reference groups in the children's clothing market, it also explored some children's purchasing characteristics, like shopping decision age. This study offered some academic results on consumer behaviour and preferences in the children's clothing market: There is no set shopping period; consumers prefer shopping from independent shops; in the selection of retailers, consumers consider payment conditions, pricing, and range of merchandise; in the family the parents mostly make the buying decisions for their children's clothes; the age of children making their own clothing decisions varies between six and ten; the most important factors affecting consumers' decisions towards shopping for children's clothing are the price, quality, convenience, payment conditions, and size of the clothing. Kilduff (2007) carried out a research on the topic â€Å"Analysis of comparative advantage in the textile complex: A study of Eastern European and former Soviet Union nations† This research aimed to present an exploratory investigation into ten-year (1995-2004) patterns of trade specialization among Eastern European and former Sovie t Union Nations, assessing patterns of comparative advantage across the textile machinery, man-made fiber, textile, and apparel sectors of the textile complex to determine whether these conform with both trade specialization and industry evolution theories. A revealed symmetric comparative advantage index was employed to evaluate international competitiveness for 27 Eastern European and former Soviet Union Nations over a ten-year period. A repeated measure ANOVA was used to determine the significance of the observed patterns across four income-defined groups of nations. Overall, the pattern of export development and RSCA generally reflected expectations regarding factor proportions theory and industry evolution models. The RMANOVA partially confirmed the observations. The analysis indicated that income group did not independently affect comparative advantage; however, the nature of products was the significant factor influencing national comparative advantage. According to the researchers, the established models may be better at understanding those nations which have established relatively stable political and economic environment, and been experiencing earlier stages of industry development, but appear less useful in predicting development patterns for those nations experiencing dramatic transitions from regulated to de-regulated markets. The patterns of national comparative advantage in a vertical textile complex are identified for Eastern European and former Soviet Union Nations. The dynamics of change over a ten-year period following economic reforms are revealed. Karpova et al (2007) looked at the topic â€Å"Making sense of the market: An exploration of apparel consumption practices of the Russian consumer†. The purpose of this study was to examine and interpret post-socialist consumer xperiences in relation to clothing consumption practices when consumers shop, acquire, and wear clothing and other fashion-related products. Th e in-depth interview was the primary data collection tool. Data collection was conducted during summer 2004 in St Petersburg, Russia. College students formed the sample for the study. In total, 17 students (four males and 13 females) were interviewed. The hermeneutic approach was used to interpret the meanings of the participant life experiences. In comparison to consumers in an established market-based economy, consumers in this post-socialist market have unique perceptions of clothing attributes (quality, brand name, country of origin, retail channel) critical for buying decisions. Overall, appearance and clothing play a special role in the emerging Russian market as they help construct and communicate new identities more than any other product category. Identified challenges of the Russian apparel market indicate opportunities for domestic and foreign apparel businesses. The meanings Russian consumers attach to clothing attributes can be used to develop product positioning and promotional strategies. Discussed implications of the research findings can be extended to other post-socialist emerging markets. This study explored how Russian consumers have adjusted to the new economic reality after almost fifteen years of transition from a socialist to a capitalist society from the perspective of the consumer. Whereas previous research findings were confirmed, the present study provides rationale for perceived importance of quality and unimportance of brand name in the Russian apparel market. Curran (2007) studied the topic â€Å"clothing's big bang: the impact of the end of the ATC on developing country clothing suppliers†. Prior to the liberalization of the clothing and textiles sector under the Agreement on Textiles and Clothing (ATC) fears had been expressed about the potential impact on developing country suppliers. This study sought to establish the actual impact of the liberalization of the EU and US clothing markets. Comparison of trade figures pre and post liberalization. Was the basis for the research design The research revealed that, as forecast, significant changes occurred in sourcing patterns in the EU almost overnight. The big winners were India and China. Almost all other developing countries lost market share, although often not as much as had been feared. The impact of the liberalization was mitigated somewhat by the new quantitative restrictions negotiated with China half way through the year, which resulted in a redistribution of market share to other developing countries. Comparisons with the USA indicated that trends are rather similar, although on that market more developing countries saw increases in their exports, partly canceling out losses in the EU. Johnson (2007) carried out a survey on â€Å"The role of focal suppliers in strategic networks for internationalization: Perspectives from small and medium-sized Italian and Thai silk suppliers† The purpose of this research was to examine the role of focal suppliers in strategic networks for internationalization from the perspectives of small and medium-sized Italian and Thai silk suppliers. Multiple case studies of small and medium-sized suppliers within the silk industries of Italy and Thailand were undertaken. In total, seventeen interviews and three observations were conducted with directors or managers of silk suppliers and a range of government agencies, associations and institutes involved with the silk industry, to identify significant current issues within the sector. Conceptually clustered and role ordered matrices were used as coding frameworks to reduce, structure and analyze the data. The research showed that Silk suppliers' networks may be co-ordinated by a focal supplier that assumes the role of strategic leader. The involvement of a focal and strategically-focused supplier may strengthen and integrate the resources and capabilities of silk suppliers in their networks and enable them to improve their international network development and position. Further investigation is needed on the details of specific roles of focal suppliers in strategic networks. In the view of the researchers, Silk suppliers, their customers and government agencies involved with silk suppliers should: advocate and actively support the development of focal suppliers in their networks to enhance the effectiveness of their internationalization process and strategy. The researchers also indicated that there tends to be a consensus in the literature about the influence of focal customers and larger organizations in strategic networks. This study highlighted how small and medium-sized silk suppliers adopt the roles attributed to focal firms and gain positioning advantages for themselves and other suppliers in their network. Karmenidou (2007) carried out an exploratory study on the reasons for purchasing imported high fashion apparels: The case of Greece. The purpose of the study was to examine the reasons that Greek consumers purchase imported high fashion apparel over Greek designers high fashion apparel. The specific objective of the research was to detect the underlying factors that affect their purchasing behaviour. Qualitative research was conducted through discussions with consumer focus groups, all purchasers of imported high fashion apparel. Quantitative research was undertaken by means of a questionnaire with 28 items referring to the reasons for purchasing imported high fashion apparel. The sample consisted of 200 high fashion consumers from the city of Larissa, Greece. Data analysis includes descriptive statistics, reliability, as well as factor analysis by principal component analysis with Varimax rotation. This research was exploratory in nature and employed a non-probability sampling method. Results indicated that the consumers perceive that the imported high fashion apparel have better aesthetics, a better line and are produced from quality textiles, compared to the domestic high fashion apparel. Four factors derived underpinned the purchasing reasons of imported high fashion apparel: â€Å"status and image†, â€Å"quality of the product†, â€Å"marketing reasons† and â€Å"in fashion†. This study provided a useful source of information, which can be used by Greek high fashion apparel designers regarding the reasons why Greek customers of high fashion apparel purchase imported over domestic ones. The study suggests which elements Greek designers of high fashion apparel should focus upon in order to gain a larger market share. This study was important in terms that it was the first one to explore the reasons for purchasing imported high fashion apparel over domestic ones in Greece. It highlighted 28 reasons (items) derived from qualitative research. In addition it suggested appropriate quality and marketing actions to be undertaken by Greek high fashion apparel designers. Baker (2006) looked at the topic â€Å"Fashion industry facing challenges†. According to him, the Australia’s fashion industry faces many challenges including the rise of low-cost goods from Asia, a slowdown in consumer spending and the need to respond quickly to changes in trends. crippling household debt and low-cost Chinese imports increasingly will dominate the local fashion scene. â€Å"With house prices stagnant and the ongoing threat of an interest rate rise, people are readjusting their spending habits. Having spent beyond their means for many years, the debt to income gaps need to diminish, which means shrinking the value of goods bought on credit. According to him, the clothing industry is set to bear the brunt of a consumer slowdown in spending which would spell disaster for some local manufacturers. The ability of local production to respond quickly to changes in fashion trends is also crucial for survival. In his view, manufacturers will need to build closer relationships with retailers to help them respond more appropriately to consumer demand. Another challenge came from rapidly rising imports, particularly from China which accounts for 59 per cent of industry imports. Smaller, independent operators should always be on the lookout to increase efficiencies, develop effective branding and market strategies and attack key niche segments to make financial gains. One growth area for smaller players was on line selling, or e-tail, with its low set-up costs. Online sales currently account for just two to five per cent of retail sales in Australia but predicted that figure will increase with rising levels of broadband penetration. Revenue is leaking from our fashion industry as retailers who have been slow to catch on to building an online presence are losing out to overseas labels that are selling direct to the Australian public online. A survey undertaken by logistics group DHL found that the trend for local designers to go offshore could have a negative effect on the Australian fashion industry. The Business of Fashion survey showed that 90 per cent of respondents, which included designers and manufacturers, believe more garment manufacturing is headed offshore. The survey found that the industry needs better business training and more help to export if it is to remain competitive. Kalman (1999) wrote an article on how globalization has affected the fashion industry in the West Coast. While the West Coast sewn products industry is not exempt from downward domestic production trends faced by the rest of the United States, the region continues to stay one step ahead of the game thanks to its strengths in quick-turn fashion and flexible production. Suppliers to the market are focusing on these strengths as well as the challenges facing West Coast producers – namely the lure of low-cost sourcing south of the border – as they prepare to participate in the 1999 Sewn Products Expo – Los Angeles, which takes place April 22-24 at the Los Angeles Convention Center. Looking at the factors that have driven the West Coast industry's growth, Lectra Systems Inc. vice president of marketing Rick Ludolph observes, â€Å"As West Coast firms have always been more fashion-driven, they have adapted better than more traditional manufacturing regions of the country to the need for fast, flexible production. †¦ Southern California, in particular, maintains a favorable value proposition with good labor availability at relatively low labor costs when compared to other U. S. regions. † Likewise, Mike Grogan, vice president of Apparel Machinery & Supply Co. notes that despite the migration of production offshore, the We st Coast apparel industry â€Å"still [has] a good core of smaller manufacturers, particularly in the Asian community, which can offer quick response to sudden fashion trends and short production runs. † The source of most West Coast production is California, which continues to lead U. S. apparel industry employment with a 1998 work force of approximately 168,700. The state is home to some 7,400 fashion-related companies that account for $47. 7 billion in annual wholesale sales, the California Fashion Association reports. Yet the growth of manufacturing activity in Mexico has had deleterious effects on apparel jobs, even in California. â€Å"This is particularly true in the most basic product line. People on the lower-priced budget end are almost completely forced out of the U. S. It's very difficult for them to make the high-volume, low-cost products here anymore. Moreover, From anywhere in Mexico you can be anywhere in the United States on the ground in four days, so transportation issues aren't really a problem anymore either. † Tight retail margins also are driving more production to Mexico. As Byte Systems director of sales and marketing Brad Mikes asserts: Retail price points are still the defining issue. Sewn products will continue to move to Mexico because of its proximity to the U. S. , the industry growth in Mexico, and because of the labor cost reduction [associated with] manufacturing there. Still, California has assets, such as its highly skilled work force and quick-turn manufacturing capacity that Mexico has yet to match. With regard to the state's growing apparel work force, Ludolph emphasizes: â€Å"This is a result of the strong demand for skilled labor, which is required to produce much of the women's wear and sportswear that is dominant in the region. †¦ [Subsequently] the availability of skilled, efficient labor is key to maintaining the apparel industry on the West Coast. † As the region's labor pool is fueled by an influx of Latin American immigrants, it promises to have a positive impact on maintaining jobs that might have otherwise moved to Mexico. With regard to flexible manufacturing, Robison-Anton Textile Co. president Bruce Anton notes that streamlined logistics and just-in-time production are playing an increasingly important role in the success of California's apparel industry, whereas â€Å"Mexican manufacturers have not adjusted to this yet. † Isenberg adds that with fashion-oriented orders, California contractors can maintain an edge over those of Mexico, which has very few â€Å"fashion factories,† as well as Asia, which requires long lead times. While â€Å"the days of having big runs come into domestic factories are all but over,† he says, California firms can still win if they are willing to run many different styles and small cuts. Indeed, without the security of big runs, many West Coast companies have had to become more acutely attuned to the caprices of the marketplace. As Joe Hollander, president of AC/Automated Components observes: â€Å"We have noticed that some factories are downsizing their operations and gearing themselves toward smaller production runs with an emphasis on quality and quick turnaround. We also see an emphasis on the ability to make subtle changes in the product to customize it for specific stores, chains, etc. † From a financial perspective, JBA International's Joe Facenda, senior consultant for apparel and footwear, concludes: â€Å"Our region is more influenced [than others] by the constant flow of new companies. Our designers and supplier network make us the Silicon Valley of the apparel industry,† he emphasizes, and this status breeds â€Å"a great need for more capitalization† so that start-ups and established companies alike don't â€Å"stay behind the capit al curve. † AHRC (2007) IN THE STUD OF Key Challenges in Adapting to New Models in the fashion industry ASSERTED THAT While companies are managing to adapt to offshore sourcing, they are slow to become world class in other parts of the value chain. Challenges are both company specific and general to the industry. The Study indicated that most participants had â€Å"operating basics† right, including being able to produce a value for money product that meets the end consumer needs at the right quality level, delivered on-time, with the proper service that retailers demand. However, the same study noted several weaknesses. A startling 58 percent of companies did not have the financial acumen, information or general expertise to identify the true profit drivers in their company. Without this information, these companies have been unable to distinguish profitable versus unprofitable segments of their business, and thus often unable to identify the most profitable niches to grow;58 percent of companies did not have a strong management team, implying that their own internal management competencies may be preventing them from reinventing themselves;While 67 percent of apparel companies operate within a niche, 62 percent do not offer the customer anything that differentiates them from the competition. Contractors were specifically noted to have even greater internal challenges, including:Extremely weak sales and marketing capabilities: Many companies tend to be dependent on relatively few longterm customers; These companies do not have an owner or key employees with significant sales capabilities;Weak financial and costing which impede their abilities to determine profitable contracts from unprofitable ones;Poor workforce cross-training capabilities / flexibility. A World-Class Focus of Excellence Key challenges per company will also vary based on the model being pursued. In general, the following table illustrates the key challenges depending on whether a company intends to maintain an element of the value chain in-house and make it a core focus or whether it intends to outsource it: Beyond specific business model challenges as noted above, certain general challenges will impact industry players as well:Decreasing Domestic Supply Chain As manufacturing continues to move offshore, domestic apparel manufacturer suppliers (textile companies, label producers, thread companies, etc. ) will face greater challenges; In all likelihood, these suppliers will continue to face consolidation and closures; As the supply chain erodes, it will become increasingly difficult for those apparel companies wishing to manufacture domestically to do so. The 2003 AHRC LMU noted that while most industry executives were aware of the coming industry restructuring, 87 percent did not have a strategic plan to deal with the issues. The 2007 AHRC Study confirmed this still to be the cases at the onset of the program, some three years later. While the 2007 AHRC Study provided assistance to 130 apparel companies, presumably there continues to be many apparel companies without well-rounded management teams. Beyond specific value chain shortcomings, key weaknesses tend to be in the areas of strategic and financial management. Of all participants in the 2007 AHRC Study, 27 percent will face a succession issue within the next 5 years; 42 percent within the next 10 years:Most of these companies do not have succession plans;There is a strong correlation between companies that have succession plans and strategic plans; i. e. , if a company does not have a winning strategy in place, it likely does not have a succession plan;Without succession plans, many of these companies will face business continuity issues in the short to mid-term. The issue of access to capital for the apparel industry is not new. For years, apparel companies have indicated that they feel there is a lack of support for their industry from the banking community. While there may be some truth to this, it may be for good reason. As previously noted, consider that of the 2007 AHRC Study participants: 56 percent did not have a strong management team in place; 58 percent were not able to determine the true profit drivers of their business; 87 percent did not have a strategic plan that could be acted upon; 61 percent were not willing to reinvest in their businesses. Under these circumstances, it is not a surprise that many companies could not / cannot secure financing. Nevertheless as a result of banking formula-based lending practices, we believe that financing remains a challenge to many well-run apparel companies and small businesses in general. SMEs at times, also have difficulty securing financing from other lenders. For example, asset based lenders often require substantial premium interest rates. Other larger non-traditional lending institutions and professionals that can assist prefer working with larger companies where greater fees and returns can be earned. The traditional financing problems will likely become further exacerbated as companies implement new models that do not generate assets that can be collateralized. Consider: Soft cost expenditures are often required to implement new models (i. e. esigners, marketers, sales and service personnel, increased travel, training and marketing costs, These expenditures offer no collateral security to lending institutions and as a result, are difficult to finance; Inventory financing costs are increasing, often as a result of shifts to imports; Requirements to fund export receivables are increasing. To further exacerbate the issues, many executives appear to often strip equity from their companies as opposed to maintaining this capital for future reinvestment. Employment will shift from predominantly production jobs to balanced or predominantly white collar positions. New models will require companies to hire world-class talents in areas such as design, marketing and logistics. According to the 2007 AHRC Study, positions to be most in demand include: Sales professionals (sales managers, brand managers, sales representatives); Marketing professionals (marketing managers, marketing analysts, merchandising technicians); Designers (product developers and design technicians); Import / export specialists; This talent appears to be in short supply and in demand by other industries as well. Apparel companies will be challenged to recruit, train and retain these key personnel. Financing such salaries will also be a challenge to companies. According to the 2003 AHRC LMU, 87 percent of Canadian apparel companies had less than 50 employees. Less than 7 percent of companies employed more than 100 personnel. This SME industry structure partly explains the lack of management sophistication in the industry. In order to reinvent themselves, many companies will need to increase their size in order to support greater white collar needs. We believe that this will lead to: Further industry consolidation; Continued merger and acquisition activity (for companies that have established a niche but need greater volume to expand and operate on a larger scale); Partnering / allying / creating joint ventures with world class specialists in order to remain competitive. Such partnerships are likely across the entire value chain in the areas of design, marketing, manufacturing, sales, logistics and distribution. As in the banking sector, much of the professional expertise in this area (business brokers for example) may be out of reach to many SMEs. Professionals in these areas prefer to work with large organizations whereby they can generate substantial fees as opposed to the SME marketplace. There are relatively few barriers to entry in launching an apparel company. As a result, the industry is constantly regenerating. Consider that nearly one third of all participating companies in the 2007 AHRC Study were established within the last ten years. Many of these companies are being founded by new designers graduating from colleges or individuals who have identified an underserved niche. Unhindered with the baggage of yesteryear, many of these companies have viable new business models. In these cases, the challenge is often to secure adequate industry specific managerial talent and financial resources to grow the company. CHAPTER THREE METHODOLOGY 3. 1 RESEARCH DESIGN The research used the survey design. Independent variables which were assessed cultural, globalization, pricing, product design and promotion challenges in the clothing sub sector of the fashion industry. Assessment was made to see their effect on the industry. Both qualitative and quantitative tools were used for the research. The design factored in large scale fashion designers, medium scale designers and tailors/seamstresses. The stratified and simple random sampling methods were used. 3. 2 POPULATION AND SAMPLING 3. 21 Population and Sample The research targeted large scale cloth designers, medium scale designers and tailors/seamstresses in Accra. The large scale designers are those who produce on large scale for the Ghanaian market and still export some. The medium scale are those who produce for the Accra market and a few for other regions. The tailors selected were those imitate and create designs based on the specifications of others. A sample of 120 was chosen. It was made of 10 large scale, 50 medium scale and 60 tailors/seamstresses. 3. 22 Sampling Strategy The research stratified the population into 3: large scale designers, medium scale designers and tailors/seamstresses. Simple random sampling was then used to select the sample in each stratum. A List was obtained from the Association of Fashion Designer and the Association of Tailors and Seamstresses. They then given codes and put in a basket. The sample was then selected randomly through the lottery approach. 3. 3 RESEARCH PROCEDURE A letter of introduction was taken from the Methodist University College. Copies were made and addressed to the leaders of Associations to seek approval for preliminary interview to have insight into the challenges of the industry. The leaders of the associations gave out the list of members, location and telephone numbers. With the help of the leaders, 120 respondents were selected. The researcher upon meeting the respondents explained the topic under study, stated the purposes, relevance and benefits of the research. Upon the approval of the Heads, the respondents were given the questionnaires. The researcher and his research assistants used a period of four (4) weeks to collect the questionnaires from the respondents. Out of the 120 individuals identified and given the questionnaires, 108 responded to the questionnaires, representing a response rate of 90%. 3. 4 RESEARCH INSRUMENT The primary data was collected through the administration of questionnaires based on our aims and research questions The questions were in †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. The questions used in this research were two types: open-ended and closed-ended questions. The reason for the open-ended questions was to allow respondents to express their views in the way they desired. The closed-ended ones were used to ascertain specific answers. 3. 5 STATISTICAL ANALYSIS Qualitative and quantitative methods were used in this research. These two methods complement each other. Qualitative research can be used in all disciplines and subject matters and its main aim is to gather an in-depth understanding of reasons and human behaviour. It investigates the why, what, how, where and when of decisions making and human behaviour. The research used bar graphs and frequency tables to analyse the data. The researchers also used the Statistical Package for the Social Sciences (SPSS) for the analysis. REFERENCES APPENDIX 1 METHODIST UNIVERSITY COLLEGE DEPARTMENT OF MARKETING QUESTIONNAIRE INTRODUCTION I am a student of the Methodist University College, Department of Marketing, pursuing Bachelor of Business Administration. I am carrying out a research on the topic â€Å"Marketing challenges of fashion industry in Ghana: perspectives of clothing sector. in partial fulfillment for the award of the degree. It is the aim of this research to find out the challenges of the fashion industry in relation to globalization, cultural influence, product development, pricing, distribution and promotion. The information you provide would be treated with the confidentiality and anonymity it deserves. You are assured that the information would be used for purely academic purposes and nothing else. I would be grateful if you respond to this questionnaire as objectively and honestly as possible. SECTION A : Demographic Data 1. Age†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 2. Gender: Male†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Female†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3. Educational background: Basic Education†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Secondary education†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Tertiary education†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4. How long have you been in the fashion industry†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5. Industry classification: Seamstresses/Tailors†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Medium scale†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Large scale†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ SECTION B: Cultural Challenges 1. Clients like European designs Yes†¦.. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2. American designs have adulterated indigenous Ghanaian designs Yes†¦Ã¢â‚¬ ¦. No†¦Ã¢â‚¬ ¦ 3. Women mostly like western clothes that expose their bodies Yes†¦. No†¦Ã¢â‚¬ ¦ 4. Cheap foreign clothes are collapsing the Ghanian fashion industry. Yes†¦ No†¦.. SECTION C: Challenges of Globalization 5 Unfair global trade affects the fashion industry in Ghana. Yes†¦ No†¦Ã¢â‚¬ ¦. 6. The fasion inudtry in Ghana uses very little IT in its operation. Yes†¦.. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7. Designs on the net has a lot of influence in the choice of clothes. Yes†¦.. No†¦Ã¢â‚¬ ¦.. 8. Globalisation has changed the taste and preferences of consumers in the fshion industry in Ghana. Yes†¦.. No SECTION D: Product development Challenges 9. the industry has innovative designers with a sense of originality. Yes†¦. No†¦Ã¢â‚¬ ¦ 10. The clothes designed are of high quality. Yes†¦Ã¢â‚¬ ¦. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11. Clothing brands do not have trademarks. Yes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12. Designs and clothes are durable. Yes†¦Ã¢â‚¬ ¦.. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. SECTION E: Pricing Challenges 13. Consumers compain about the prices of clothes. Yes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. No†¦Ã¢â‚¬ ¦. 14. Prices of Ghanaian clothing designs are higher than that from the west. Yes†¦. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15. Chinese clothes of the same quality are less expensive than Ghanaian clothes. Yes†¦. No†¦Ã¢â‚¬ ¦ 16. Designs do not have standard prices. Yes†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ SECTION F: Promotion Challenges 17. Industry players cannot afford to advertise clothes on TV. Yes†¦Ã¢â‚¬ ¦. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 18. Medium scale clothing producers do not take part in trade exhibition. Yes†¦.. No†¦Ã¢â‚¬ ¦.. 19. Most clothing designers are not known. Yes†¦Ã¢â‚¬ ¦ No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20. Stakeholders do radio advert to advertise new designs. Yes†¦.. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. SECTION G: Distribution Challenges 21. Cloth designer do not have many sales outlet. Yes†¦Ã¢â‚¬ ¦. No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 22. There are not many retailers who deal in made Ghana clothes. Yes†¦Ã¢â‚¬ ¦ No†¦. 23. Made in Ghana clothing designs are not easily accessible on the local market. Yes†¦Ã¢â‚¬ ¦ No†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.

Built without prior design

It is our passion that enables us to transcend over boundaries and create new approaches and enhance our insights towards growth. It is what captivates and inspires us to do better in the things we do and showcase our individual talent and worth. Given the unique opportunity to create models without the proper framework is truly a good idea to ponder on and look back.This experience came into me as I was working on one project. It is really a challenge for architects to distinguish the unique and appropriate design of one structure or model without the proper blueprints that can distinguish its difference and at the same time showcase its creativity to the public.Despite these setbacks, I am proud that I was able to create one with a clear mind and a purpose that needs to be accomplished. I feel that is has been my exposure in the realities of construction and architecture that I was able to accomplish such feat. My five years of experience in Saudi Arabia enlightened and increased m y competency in handling the complex processes involved in both designing and implementing on what needs to be done. It catered to the improvement of skills and helped me become adept in my chosen field.Similarly, the positions I held were also vital in making me aware of the different challenges present in the practice. I consider myself to be privileged because the company I am working with exposed me into different positions that greatly widened my horizons when it comes to architecture. These responsibilities include: projects management, project manager, quality control, sales, and design and development. With these, I was able to build and create my own unique foundation when it comes to design and practice.This realizations and exposure helped me develop my own style and benchmark in design. I became passionate in the things that I do as I sought not only to satisfy my patrons, but at the same time exercise my own signature and architectural finishing. This has given me the c onfidence that I can go over boundaries and address what needs to be made. It catered to a fulfillment unique only for my part as it help me grow as a professional. Looking back, a business man gave me the opportunity to design and build his private ball hall.Being taught as a rule that blueprints do matter in the course of the building process, I was a bit shocked to hear that there were no plans whatsoever concerning this project. However, this did not hinder me from doing my job and addressing what needs to be done and making my patron satisfied. Operating on this logic, I initiated this difficult procedure by looking back into my former designs and try to integrate them into designing this structure out from scratch and without a blueprint.With this in mind, I began to plan on what are the appropriate steps and strategies that can be implemented in the process and what style shall I incorporate in this specific output. With this, I began a step-by-step process of trying to integ rate vital and important schemes to create my structure. As an architect, I must understand that each of these elements is vital for the building process to be consecutive and precise. Seeing this, it leaves no room for error in my part as I try to unravel the elements piece by piece.Moreover, I had to be also precise when it comes to the detail I am trying to showcase. Since the project consists of a ball hall, I had to brainstorm on proper pieces that can be included within and outside the area. I needed to ask the questions are these suitable and what color schemes can I use that will blend the structure to both the environment and justify it to the preference of my patron. Likewise, measurement is also an important component that I consider in building this structure. Without the proper data concerning this facet, the project is doomed to fail.Due to this, I had to be particular with the scale and construction process because it has to adhere to the both the spatial and visual o rder of architecture. It was a good thing that I was able to create a good output of what I did. Applying this I went to the site everyday and tried to accomplish what were included in my checklist of things to do. It revolved around the areas of design, building, and implementation. All the time, I see to it that every aspect of what I instructed was done accurately and appropriately by the person in charge.In addition, I sometimes took part in labor to ensure that all things are in place and go according to my plan. In the end, the project was successful as it showcased both relevance and expertise in work and the struggle to make things look as if it were designed using a blueprint. All the hard work and commitment paid its price as the new structure turned out to be good and at the same time satisfied the owner. Though building without prior design is really difficult in nature, with the proper perspective and discipline, one can achieve and adminis