Impact Of Ww2 On Children (The Forgotten Victims Of World War II) Essay

Impact Of Ww2 On Children (The Forgotten Victims Of World War II) - Essay Example Youth showed strength and unity in face of adversity. The hardships that children had to bear during World War II are beyond imagination. Restriction of diet, evacuations to be safe from air raids and bombings, loss of family members, and disruption of education systems are only a few of the problems faced by these brave souls. World War II, as often called as â€Å"War against children†, saw kids who were hungry, displaced, murdered, abused, and kidnapped. Post war humanitarian movements to protect these children were initiated very late. This paper focuses describing the different ways these precious minds were affected by World War II. The monumental effects will be briefly explained in order to give a rough idea of how horrifying the war experiences were for these kids. Table of Contents 1.1 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..4 1.2 Impact of ww2 on children’s daily lives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.4 1.3 Child Soldiers†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...5 1.4 Physical impact on war children†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...5 1.5 Moral and spiritual impact on war children†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 1.6 Psychological impact on war children†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..6 1.7 Social and cultural impact on war children†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 1.8 Educational impact on war children†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.9 1.9 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..11 Works cited†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...12 Effects of World War II on Children 1.1 Introduction World War II established a whole new meaning to lives of not only the soldi ers fighting over it but also those at home front, especially children. It was a critical time which resulted in reorganization of the whole society. For many children, World War II was the defining experience of their lives. Some associated the times with patriotism while some with intense consciousness of being part of a generation distinct from others. Others saw the era with great anxiety, a period of family separation or bearing heavy personal and financial losses. The pressures exerted on these children affected their daily lives as well as their way of thinking. Children along with elders were voluntarily or involuntarily forced to not only exert their every move towards war efforts but also solve day to day problems on their own. This paper is an attempt to explore the variety of effects World War II created on the youth. 1.2 Impact of World War II on Children’s Daily lives Juliet Gardiner asserts that â€Å"the forgotten victims of World War Two were the children.â €  ("Children and World War Two") It did not matter to which country they belonged to, whether they were American, British, and Japanese or from Poland, youth of all regions were massively affected by it. In Britain alone, nearly 2 million children were evacuated from their homes at the start of the War. ("Children and World War Two") An uncountable number of killings gave rise to many orphans. Otherwise, as most of the men of a family entered war, daily life of the younger ones was mostly affected. They had to face time away from not just fathers, uncles, and brothers but also long hours away from mothers, who took place of husbands in factories. Once the bombing

How has Portugal been affected by globalization

How has Portugal been affected by globalization Economic globalization is not a recent phenomenon, it is the continuous evolution of developments that have been in train for a considerable amount of time. One may define economic globalization as the process by which markets and production in different countries are becoming increasingly interdependent due to the dynamics of trade in goods and services and flows of capital and technology European Commission (1997) cited in Sloman (2006). In other words, it involves the use of the factors of production on a world scale. The aim this essay is to discuss the impact of globalization in the economy of Portugal. Firstly, this paper will examine the relation between the globalization concept and the Portuguese integration in the European Union, explain in what forms its has been beneficial and describe the job creation in the service sector brought about the development of new information, production technologies and the expansion of tourism. Secondly, it is going to discuss the different negative repercussions of globalization in the various sectors of economic activity, analyse the socio-economic consequences of the relocation of multinationals, consider certain foreign investments in Portugal and expose certain possible disadvantages of having a single currency. The European Union as Cardoso and Ferreira (2000) asserts is currently the most successful example of regional economic integration which reflects the present Era of globalization. Portugal as a member of it since 1986 and as consequence of the European integration process has been experiencing considerable political, social and mainly economic changes. According to the above mentioned author, the various Portuguese areas of economic activity have been profoundly influenced by the European regulations and policies. With the creation of a common European market and a single currency, several constraints that limited in some extent the efficiency of business organizations and the full employment of their resources have been suppressed, the Portuguese companies gained the opportunity to explore economies of scale and to specialize in certain good and services through comparative advantage, improved their position to negotiate internationally, eliminated the exchange rate uncertainty, re duced inflation rates and enhanced competition which stimulates greater economic efficiency. Moreover, Cardoso and Ferreira (2000) further affirms that the gains of greater economic integration and interdependence between countries due to the globalization of the economy through the European Union also involve savings in foreign exchanges and transport costs. Furthermore, according to Lima et al. (2006), the above mentioned regional economic integration with its respective technological development of telecommunications and transport also permitted for example the organizational and technological restructure of the banking sector and stimulated employment in the service sector, mainly in the tourism sector. Considering the case of tourism, as Cardoso and Ferreira (2000) explains, this sector that in Portugal assumes significant social, cultural and particularly economic importance in creating jobs, increasing income per inhabitant, in the development of skilled labour, economic dive rsification and infrastructures has been profoundly positively affected along with different various areas of economic activity by the globalization and the European regulations and policies. Currently the total contribution of Travel and Tourism to the Portuguese Gross Domestic Product, including its wider economic impacts, is forecast to rise by 2.4% from à ¢Ã¢â‚¬Å¡Ã‚ ¬25.7bn (14.7% of GDP) in 2011 to à ¢Ã¢â‚¬Å¡Ã‚ ¬32.6bn (16.2%) by 2021 (World Travel and Tourism Council, 2011) and one may deduce that the above mentioned economic facts are due to the present globalization that made the tourism industry grow mainly with the fusion of cultures, transports revolution and deregulation policies as Wahab and Cooper (2001) assert. In addition, Lima et al. (2006) corroborates the above mentioned arguments by pointing out the fact that jobs in the hotel and restaurant sector increased by 9.4% between 1998 and 2004 and it also asserts that there has been noteworthy investments in transpor t and telecommunications, 30,000 jobs were created between 1998 and 2004 in this sector and it represented in 2006 7.4% of the service jobs. Furthermore, as a positive impact of the globalization in the countrys economy, Portugal since its integration in the European Union has always benefited from various structural funds and programs to encourage economic growth, higher competitiveness and to help reduce disparities among regions. As an example, one may consider the Portuguese archipelago island of Madeira which according to Beirman (2003) has been apportioned since 1986 structural funds to develop and modernize the region that made possible the construction of numerous infrastructures as roads, bridges, schools, airports, ports and health clinics. On the other hand, globalization also affected negatively the economy of Portugal in various aspects. According to Lima et al. (2006), the liberalization of the global economic markets encouraged the relocation of national and foreign industries from Portugal to other countries with more profitable production costs, which ultimately resulted in increasing unemployment in certain economic sectors, particularly in the automobile, footwear and textile sectors. As Lima et al. (2006) explains, the effects of the above mentioned aspects are considerably different in the various economic activities. In the case of industry, according to Lima et al. (2006), the number of jobs has been cut significantly by 105,000 jobs between the year 2000 and 2006. In contrast, over the same period, approximately 417,000 new jobs were created in the service sector. However, the above mentioned author further notes that precarious work situations are more common in the service sector. On one hand, from the a nalysis of the above mentioned arguments one may notice that globalization in Portugal creates in some situations new jobs and opportunities to expand companies, but on the other, provokes significant qualified and unqualified unemployment. According to the European Commission cited in Lima et al. (2006), the sluggish European economic growth combined with the acceleration of the liberalization of World Trade resulted in a loss of 860,000 textiles and clothing jobs in EU between 1998 and 2010; sectors that are considerably important for the Portuguese economy. The footwear and textile industries are the source of a considerable amount of jobs in Portugal and they have been severely affected by the relocation of enterprises to countries that offer fewer bureaucracies, less strict labour criteria, financial benefits and cheaper factors of production. According to the Portuguese national statistics institute cited in Lima et al. (2006), Portugal lost 90.000 jobs between 1998 and 2004, reducing its industrial employment from 23.5% in 1998 to 19.4% in 2004. In addition, at the above mentioned period, as Lima et al. (2006) asserts, Chinese entrepreneurs have been investing in the textile and clothing sector, a phenomenon that has previously occurred in Italy where the Chinese business management method, based on production at considerable low margin of profit and high volumes of sales has raised several issues regarding unfair competition. Although one may initially suppose that the above mentioned foreign investment is beneficial to the economy of the country, in reality it may be perhaps considerably prejudicial in several aspects since local small and medium size industries possess difficulty in competing with the Chinese production costs. Regarding other industries, particularly the automobile industry, according to Lima et al. (2006), has also been affected since 1990 by industrial relocation for mainly the above mentioned reasons; There was a 9% drop in jobs i n this sector between 1998 and 2004 (ibid). As the above mentioned author further notes, the closing of the Opel factory in Azambuja in 2006 left 1.200 people without a job and Renault closed its Setubal factory and invested in various new factories in Brazil and Slovenia. Consequently, unemployment as Lipsey and Chrystal (2007) point out, involves numerous micro and macroeconomic issues that damage the economy of Portugal, including the loss of the individuals income, a decline in their living standards, social deprivation, negative multiplier effects, a loss of potential national output, a waste of resources (labour) and fiscal costs since the government loses tax revenues and possesses the necessity of spending more on welfare payments for unemployed family members. Moreover, as Sloman (2006) make clear, due to the current global and regional interdependence Portugal is affected by the economic health of other countries and by their governments policies, issues in any area of the world can significantly affect Portugal through trade and financial markets, despite the eventual geographical distance. The present Portuguese economic situation reflects the vulnerability of the country to financial crisis. Finally, the European Monetary Union that is one of the examples of todays globalization, may be prejudicial to the Portuguese economy if Portugal possesses for example higher rates of inflation and if consequently its national enterprises possess difficulty in competing with the rest of the European Union. With a separate currency Portugal could allow its currency to depreciate and prevent being a depressed region of Europe with rising unemployment. In conclusion it seems apparent that the economy of Portugal has been profoundly affected by globalization. This essay has shown that it is possible to identify in Portugal numerous positive aspects and a significant amount of negative consequences of the global and regional increasing interdependence. One may deduce that the current concerning economic Portuguese situation is in part a reflection of the international financial crisis and the countrys vulnerability to the exterior. Nevertheless, from the analysis of the above mentioned arguments and despite the referred serious prejudicial implications of globalization, it seems undoubtable that globalization in recent years has contributed to the economic prosperity of Portugal. Hence, this essay suggests to minimize the negative effects of globalization in the Portuguese economy, the investment in education to qualify the work force and gain competitiveness, creation of more jobs in viable sectors as tourism, possible greater monit oring of financial institutions to prevent unexpected issues and increased international co-operation to solve the current and future economic problems.

Rebecca :: Essays Papers

Rebecca Henry Ford was born on July 30, 1863 to William and Mary Ford. He was the first of six children. He grew up in a rich farming household in Dearborn, Michigan. He enjoyed a typical childhood, spending his days in a one-room schoolhouse and doing farm chores. Ever since he was young, he showed an interest for the mechanical aspect of things, and how they worked and functioned. He used to take things apart and put them back together to get an idea of the inner workings of basic mechanical tools (Nevins, 47 - 50). In 1879, at a young age of 16, he left his home to travel to the near by city of Detroit to work as an apprentice for a machinist. He occasionally returned home to work on the farm. He remained an apprentice for three years and then returned to Dearborn. During the next few years, Henry divided his time between operating and repairing steam engines, finding occasional work in Detroit factories, and working on his fathers broken down farm equipment, as well as lending an unwilling hand with other farm work. Henry got married to Clara Bryant in 1888 Henry supported himself and his wife by running a sawmill (Collier, 145 - 152). In 1891, Henry became an engineer with the Edison Illumination Company. This was an important event in his life because it signified that he had made a conscious career move into industrial pursuits. He was promoted to Chief Engineer in 1893. This gave him enough time and money to devote attention to his personal experiments on internal combustion engines (Lacey 13 - 14). The high point of this research came with the completion of his own self-propelled vehicle, the Quadricycle. This bike had four wire wheels and was steered with a tiller, like a boat. It had two forward speeds, and no reverse. Although this was not the first self-propelled vehicle, it set Henry Ford as one of the major pioneers whom helped this nation become one of motorists (Head 22 - 24). Ford decided that he wanted to become an automobile manufacturer. After two unsuccessful tries, Ford motor company was finally incorporated in 1903 with Henry Ford as the Vice President and Chief Engineer. When the company first started it was only producing a few cars a day at the Ford factory on Mack Avenue in Detroit. A group of two or three men would work on one car from components made to order by other companies (Lewis 99 - 100)

Leaders Aren’t Born They Are Made Essay

â€Å"There are many well-educated and motivated people who lack the knowledge of how to lead others. So they don’t assume leadership positions, or if they do, they don’t do very well in them. They and others too, assume that these individuals just weren’t born to be leaders. That’s really a tragedy, because our country and our people need good leaders. Corporations, associations, and athletic teams all need good leaders. Even parents must be good leaders or their families can become dysfunctional. It is hardly an exaggeration to say that our very success as a nation depends upon good leadership. But my research shows conclusively that effectiveness as a leader depends less on some innate trait you are born with, and much more on specific principles that anyone can follow.† There have been a numbers of debates concerning the issue of what makes a great leader. This debate is usually summarized into two schools of thought. The one school proposes that leaders are a select few people who are born with the unique set of skill and have rare leadership abilities. The other school of thought proposes that leaders are made, that is they learn, grow and develop into great leaders through the books they read, the people they associate with and from their personal experiences. My take on this discussion is that I believe that Leaders are made, and I am not the only one with this belief. â€Å"†¦leaders are made, not born, and made more by themselves than by any external means. Second†¦that no leader sets out to be a leader per se, but rather to express himself freely and fully.† – Warren Bennis The truth is the most people have the potential to become leaders. The real issue is that leadership takes time to develop†¦  § People need time to figure out what they’re passionate about  § People need time to understand their personal vision and purpose  § People need time to learn how to express who they  § People need time to learn how to use their unique strengths and skills  § People need time to learn how to express their purpose in their own unique way. As the saying goes†¦. the fighter does not win in the ring†¦ he is only recognized there! You see leadership is not something you’re born with, it cannot be taught, it cannot be copied†¦ it’s learnt! â€Å"Leadership cannot really be taught. It can only be learned.† – Harold Geneen Leaders learn through life experience, by making room in our lives for lots of trial and error†¦ â€Å"Leaders aren’t born, they are made. And they are made just like anything else, through hard work. And that’s the price we’ll have to pay to achieve that goal, or any goal.† – Vince Lombardi Leaders are made when they understanding their purpose, their unique strengths and have a deep passion to make a difference by living out whom they are in the real world. â€Å"Leadership is an observable, learnable set of practices. Leadership is not something mystical and ethereal that cannot be understood by ordinary people. Given the opportunity for feedback and practice, those with the desire and persistence to lead can substantially improve their abilities to do so.†

Cavin Kare – History & Future

It is the story of David taking on Goliath. A small company having its base in Cuddalore in Tamil Nadu, is now taking on the multinationals of the FMCG world. The Levers of the world now have competition breathing down their necks, from an all too Desi company, CavinKare.Pioneers in the field of sachet revolution, and mass marketing in rural areas, CavinKare has grown from a Rs 15,000 venture to a company making a turnover of Rs 700 crores . Year of Establishment : 1983 Chairman and Managing Director of CavinKare : Mr. C K Ranganathan History of Mr. C K Ranganathan : Ranganathan's journey, which started from a small town of Cuddalore in Tamil Nadu, has been an amazing one. A business which he started with only with Rs 15,000 is now worth Rs 500 crore (Rs 5 billion). He learnt the first entrepreneurial lessons from his father, Mr.Chinni Krishnan, who started a small-scale pharmaceutical packaging unit, before moving on to manufacture pharmaceutical products and cosmetics. His father w as his inspiration. His father, Mr. Chinni Krishnan, an agriculturist, was also into pharmaceutical business. As he was poor in academics, his father wanted him to either do to either do agriculture or start a business. His siblings were good in studies — two of them became doctors and another a lawyer. He was the odd one out. While his siblings studied in English medium schools, he was put in a Tamil medium school.He used to suffer from an inferiority complex because of his poor academic record. Studies did not interest him, but rearing pets did. When he was in the fifth standard, he had a lot of pets — more than 500 pigeons, a lot of fish and a large variety of birds. He used to earn his pocket money out of pet business at that time. Perhaps, the entrepreneurial spirit in him showed its first streak. His father died as he entered college. He had come out with the sachet concept a couple of years prior to his demise. He felt liquid can be packed in sachets as well.Whe n talcum powder was sold only in tin containers, he was the one who sold it in 100 gm, 50 gm and 20 gm packs. When Epsom salt came in 100 gm packets, his father brought out salt sachets of as low as 5 gm. Their marketing strategy is to make, what the coolies want and the rickshawpullers want to use. He wants to make his products affordable to them,' he says. Selling things in sachets is his motto and as he says, ‘this is going to be the product of the future. ‘ But his father could not market the concept well. He moved from one innovation to another but never thought of marketing strategies.He was a great innovator, but a poor marketer. Joining the family business after his father's death, his brothers took charge of the family business. In 1982, when he joined them after his studies, they had launched Velvette Shampoo. Within eight to nine months, he left the business because my ideas clashed with theirs. As he was in the manufacturing unit, he did not know anything abo ut marketing or finance. But, his inferiority complex notwithstanding, he was somehow confident of doing business better. He had left his brothers saying that he did not want any stake in the property or business.That was a defining moment for him. He had saved Rs 15,000 from his salary and that was all he had. Yet he was confident of achieving success. He did not feel anything about riding a bicycle after having got used to cars. For a week, he could not make up my mind as to what business to do. He knew only two things; making shampoo and rearing pets. He didn't want to venture into the shampoo business as it would initiate a fight with his brothers. However, he decided to do the same later as he could only make shampoo. He rented a house-cum-office for Rs 250 a month against an advance of Rs 1,000.He took another place for the factory for a rent of Rs 300 a month and against an advance of Rs 1,200. He bought a shampoo-packing machine for Rs 3,000. The company began its journey as Chik India Ltd. How Chik Shampoo was born He named it Chik Shampoo after my father. The product did not succeed immediately; they learnt many things during the process. In the first month, they could sell 20,000 sachets and from the second year, they started making profits. He moved to Chennai in 1989 but their manufacturing unit continued to be in Cuddalore. It took him three years to get the first loan because banks asked for collateral.He did not have any. But one particular bank gave him a loan of Rs 25,000 which we rotated and later upgraded to Rs 400,000, Rs 15 lakh (Rs 1. 5 million), etc. The bank manager wrote in their loan application ‘This person does not have any collateral to offer but there is something interesting about this SSI unit. Unlike others, this company pays income tax! ‘ His business never looked back because he was very particular about paying income tax. Strategies that made Chik Shampoo No. 1 in South India When Chik entered the market, Velvet te Shampoo was being marketed aggressively by Godrej .But a scheme of theirs became extremely successful — they exchanged five sachets of any shampoo for a Chik Shampoo sachet, free. Later, they altered the scheme — they started giving one free Chik Shampoo sachet in lieu of five Chik Shampoo sachets only. Soon, consumers started asking for Chik sachets only. Their sales went up from Rs 35,000 to Rs 12 lakh (Rs 1. 2 million) a month. When we introduced jasmine and rose fragrances, our sales went up to Rs 30 lakh (Rs 3 million) per month and with actor Amala as our model, our sales rose to Rs 1 crore (Rs 10 million) a month! Each idea of ours was rewarded by our customers.There has been no looking back since then. Our market share increased and in 1992, we became the numero uno in South India. It took nine years for him to overtake his brothers' business. How Chik Shampoo conquered the rural market Multinational companies sold products in big bottles and not in sachets and they sold only from fancy stores. They did not look at the small kirana stores, nor did they look at the rural market. They went to the rural areas of South India where people hardly used shampoo. They showed them how to use it. They did live demonstration on a young boy.They asked those assembled to feel and smell his hair. Next they planned Chik Shampoo-sponsored shows of Rajniknath's films. They showed our advertisements in between, followed by live demonstrations. They also distributed free sachets among the audience after these shows. This worked wonders in rural Tamil Nadu and Andhra Pradesh. After every show, Their shampoo sales went up three to four times. Today, the Indian rural market is growing at a pace double than that of the urban market. Launching Meera Herbal powder They continued with Chik Shampoo for seven years before venturing into anything else.Meera Herbal powder was actually not their idea. Shaw Wallace already had a herbal product but it was marketed very poorly. They felt there was a demand for herbal products and they made a good product. He felt they should be the leader if theirs was a good product. And guess what? In the third month itself, they topped the market. In six months, they had 95 per cent market share, while Shaw Wallace had only 4-5 per cent. How Beauty Cosmetics became CavinKare As they planned to expand to new products, they thought the name Beauty Cosmetics would be restrictive.In 1998, they ran a contest among our employees for a name and one of them suggested CavinKare ; with C and K spelt in capitals. CK,his father's initials. Cavin in Tamil means beauty and grace. Perfumes for the poor They wanted to cater to those who cannot afford (high priced) perfumes. Good perfumes came at a huge price — they were beyond the means of ordinary people. They decided to come out with a Rs 10 pack Spinz. They were successful in that too. Shampoo market share In the last two to three years, their market share has come d own though they are growing.It is mainly because of the anti-dandruff shampoos in the market. They do not have an anti-dandruff shampoo yet. From 0 per cent, the anti-dandruff shampoos have taken over 25 per cent of the market. Only 75 per cent of the market, therefore, constitutes ordinary shampoos. We hold 20 per cent of the market share. But they are the largest brand in rural Uttar Pradesh , Andhra Pradesh, etc. and they are the number one in many other states as well. On the decision to launch a fairness cream They decided to launch Fairever in 1997 as they saw a huge demand fairness cream.They are the second largest player in the market in this. Research states that when a product is good, consumers do not shift to a new brand. His team told him not to venture into the fairness cream market as the consumers were quite satisfied with the existing products. But they went to launch their product containing saffron — which is traditionally used to get a fair complexion. In six months, their sales galloped. This was followed by Indica hair dye. Two and a half years ago, they launched Ruchi pickles in sachets and they became number one there too.They sell close to 5,000 tonne of pickles per annum. They hope to double this in two to three years. Food is a huge market and they have understood that. Their target is to be a Rs 1,500 crore (Rs 15 billion) company in another three years. CSR activities 1)CavinKare Ability Foundation awards for physically disabled achievers. He stayed as a tenant at Mrs. Jayashree Ravindran's place (the woman who started the Ability Foundation). Once, she said she wanted to start a magazine for the disabled. Though she did not ask for sponsorship, he gave her a cheque of Rs 25,000.He also became one of the Foundation's founder members. Once they came to know about the disabled who have climbed the ladder of success, they — Ability Foundation and CavinKare — decided to institute an award for them. 2) CK School of Practical Knowledge. It is in the process of strengthening , rebuilding and reorienting the existing system of education by introducing Life Oriented Practical Education with academics. Students are reoriented to lay emphasis on humanity, problem solving capabilities, leadership, entrepreneurship, team work and experimentation instead of the convention of learning.Acheivements ; Persona : C K Ranganathan was conferred the prestigious â€Å"Entrepreneur of the year award† by â€Å"The Economic times† in 2004. CKR’s personal philosophy is his trust in people and passion for creating a seamless organization. He always leads from the front. He is very quick in giving his views and decisions. He likes to raise the bars of performance after his colleagues accomplish milestones. This in turn has a cascading effect transforming the whole organization to be nimble footed and agile. Group Companies : Trends in vogue : Trends In Vogue Pvt. Ltd. a group Company of CavinKare came into being in July 2002 with a clear-cut focus on providing personal styling and beauty solutions to everyone in the family. The Company has pioneered the concept of ‘Family Salons' in India with its specialist brands – LimeLite, and Green Trends. With a team of professionals, highly qualified cosmetologists and hair care specialists from its in-house institution, Trends Academy and with the skill base of the CavinKare R;D team, Trends In Vogue offers a range of Cosmetic treatments including those made from â€Å"natural† ingredients.Realising that there was a need gap in the grooming industry, the Company has two separate chains, catering to assorted wallet sizes. Green Trends has a range of men's and women's Salons aimed at the middle class. Limelite is the premium brand of Salons targeting upper crust men, women and kids to ensure that it offers ‘an international standard beauty care' to its customers. They use various products from different brand s at these Salons, including those that do not belong to them. The objective is to give the consumer a service suitable for them.Trends Academy Trends Academy is the first of its kind Beauty training institution in South India. It has brought professionalism and credited recognition to people who wished to make beauty a profession. Creating careers in the field of beauty and styling, Trends Academy has ushered in a comprehensive approach with in-depth focus on theory and techniques. The emphasis of the academy is to train their students to acquire soft skills and etiquette as well as the technical skills related to beauty and styling.Excellent facilities, latest equipment, spacious classrooms and practice areas offer â€Å"hands-on† experience to each student. Other facilities include Video demonstration, practice labs and practical exposure in our Parlors. The academy has tie ups with City ; Guilds from UK and Wella, one of the leading international beauty suppliers from Ger many, to train the students in beauty treatment with international standard. The academy admits students based on a personal screening and interview. Once the students successfully complete the specified course, and the best get offered a job at our Salons Green Trends and Limelite.Two Major Brands under Trends In Vogue †¢Limelite †¢Green Trends Limelite In an age where a premium is placed on looking and feeling good, and the desire to be attractive is on the rise in India, Limelite,a Lifestyle Salon, which offers you a complete grooming experience you would never forget. Limelite has a spacious and an inviting ambience, talented and trained aestheticians, who are committed to deliver outstanding service with personalised attention. So when you walk out, you have the satisfaction of having been treated by the best.An Upmarket Unisex Salon with Spa facilities, Limelite is the only such combo experience to suit your lifestyle. Limelite offers a wide range of new-age hair dos , facials, body massage and hair styling and colouring services. The Salon also offers oxygen therapy, aromatherapy, expert counselling, skin care, make-up, hair and foot spa, colouring and an extensive array of body treatments. In addition Limelite has exotic unique services such as Pina Colada Manicures and Pedicures, Choco dip Pedicures, Body Wrap, Milk Bath, Mango Butter Facial and Baby corn Butter Scrubs to pamper you.It has a separate ladies private studio and an exclusive kid's colourful section with staff especially trained. All services are offered by trained and certified personnel. Bored with gifting loved ones nicely wrapped conventional gifts ? Limelite also offers gift vouchers of different denominations which can be used for the beauty or spa treatment at Limelite. Currently Limelite has outlets in many locations in Chennai, Bangalore and Delhi and we plan to expand to become India's leading chain of unisex Salons.So come, indulge yourself in a lifetime grooming exper ience and we, at Limelite, believe, we‘ll have you coming back for more! Green Trends From neighbourhood Parlour to a more professional branded Salon, Green Trends is a Family Beauty Salon which focuses on personal attentive grooming with an accent on natural products at an affordable price. The Salon is spacious, the interiors, well designed, with a spa room and a steam bath. While the men's and women's sections have been conveniently separated, there is a special area reserved for kids.Green trends believes in making you beautiful ‘Naturally beautiful from head to toe' with its passion for delivering beauty naturally. They have a panel of experts who will answer queries on beauty, skin care and personal grooming. Staffs are Cosmetologists and specialist beauty care professionals trained by international experts at the Trends Academy of Aesthetics. Located in different residential pockets in Chennai, and Bangalore, Green Trends is the most popular destination for family grooming. SWOT Analysis for Cavinkare IndiaStrengthsWeaknesses †¢ Ability to understand local market †¢ Strong distribution network1300 Stockists well organized. †¢ Strong in shampoo segment. †¢ Strong product portfolio with Brands like chick, nyle which are best sellers in southern India. †¢ Ability to cater unpenetrated rural market where again chick brand is the leader. †¢ Strong R&D †¢ Strong marketing team. †¢ Not having world wide operations. †¢ Not having strong products in the to hair colors segment. †¢ Not having strong products in the hair oil segment. OpportunitiesThreats Can to go for more vertical mergers so as to tap more market mostly in the northern zone where the reach is still weak. †¢ can go for more acquisition so as to increase their reach both in local and global market†¢ More and more FMCG companies are coming toIndia, so company might loose share within their strong shampoo segment. †¢ Shampoo market is getting saturated so need to find other segments where opportunity is high like hair color, hair dye etc. Outline of Future : 1)International business division was formed in 1999 to take the brands of CavinKare beyond the boundaries of India.Currently, CavinKare is marketing its brands across 12 countries including Srilanka, Nepal, Bangladesh, Malaysia, Singapore, USA and GCC Countries. In a significant move towards geographical expansion high potential markets like Egypt, Nigeria, and United Kingdom are also being considered for entry. 2)The company plans to take on fast food multinational corporations (MNCs) such as McDonald’s Corp. not just in India, but also overseas with a multi-cuisine fast food restaurant format that it is currently testing.In July 2009, CavinKare decided to study the fast food business by opening its first outlet, branded CK’s Foodstaurant, in Puducherry. The restaurants are branded CK’s Foodstaurant, like CavinKare, a play on the name of the founder. The menu for the chain in India will be a combination of Indian fare such as idlis, dosas and sandwiches, and American favourites such as burgers and fries, but the restaurants will take on a slightly different avatar overseas. 3)Revenue Growth : The family-owned CavinKare logged sales of Rs700 crore in 2008-09 and expects to nearly double its sales to Rs1,500 crore in 2009-10,