...programs that encourage renewable energy systems. To promote the usefulness of such renewable energy systems, a simple design and cost analysis method was developed. Its purpose is system sizing and life cycle cost analysis. Key parameters such as energy consumption, storage requirements, solar resources and financing options are entered into the program. Results such as system size and project cost are computed. For the financial analysis, Internal Rate of Return and Payback Period are used as project evaluation techniques. The method was tested for four PV systems with different geographical conditions and energy consumption profiles. Results show that the PV systems can be attractive on economic basis if governments provide sufficient funding and incentives. 1. INTRODUCTION Photovoltaics offer consumers the ability to generate electricity in a clean, quiet and reliable way. Because the source of energy is usually the sun, the electricity produced by PV systems is an attractive option for many countries close to the equator and sun-belt regions for many reasons. For instance, this source of energy is emission and pollution free-a positive response to the current worldwide needs to reduce global environmental emissions. In fact, each one kW of PV-produced electricity offsets up to 16 kg of...
Words: 2473 - Pages: 10
...privatization and globalization (LPG), the country is, by and large, able to preserve a sound and positive industrial relations climate. This is apparent from the statistical figures of Union Government’s Labour Bureau, which exhibits drastic decline of industrial disputes from 1,825 in 1990 to 421 in 20081 , and India being the third most preferred global investment destination. Foreign direct investment inflows to India went up to $32 billion in 2011, which was a 33 percent increase over the previous year.2 ‘Liberalization’ and ‘Globalization’ introduced change of business environment, and increased competition among industries for survival. Potential market capacity and availability of workforce lured many MNC’s, representing the best brands of the world, to set up their offices in India, giving a tough competition to their counterparts. To compete in this customer driven market economy, industries requires flexibility in managing manpower to address occasional upsurge or slowdown in demand. But the archaic and rigid Indian labour laws, which were enacted 8 – 4 decades back, restricting right-sizing of manpower, are creating hurdles in smooth functioning of industries. These factors are tending industries to hire more and more numbers of contract labours to have greater flexibility to adjust the number of workforce based on economic efficiency, better utilization of resources, optimization of profit and bringing cost effectiveness, despite...
Words: 486 - Pages: 2
...McKinsey Global Institute May 2013 Disruptive technologies: Advances that will transform life, business, and the global economy The McKinsey Global Institute The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on four themes: productivity and growth, the evolution of global financial markets, the economic impact of technology and innovation, and urbanization. Recent reports have assessed job creation, resource productivity, cities of the future, and the impact of the Internet. MGI is led by McKinsey & Company directors Richard Dobbs and James Manyika. Yougang Chen, Michael Chui, Susan Lund, and Jaana Remes serve as MGI principals. Project teams are led by a group of senior fellows and include consultants from McKinsey’s offices around the world...
Words: 10687 - Pages: 43
...REI Marketing Environment June 2005 Running Head: MARKETING ANALYSIS: REI REI: Mountaineer Spirit Alive and Well in Demanding World Elizabeth R. York Capella University Last updated July 9, 2005 1 REI Marketing Environment June 2005 REI Marketing Environment Analysis REI is a specialty retailer whose product line focuses on equipment and materials for the outdoor recreational enthusiast. They carry nearly everything one needs to enjoy the outdoors comfortably and effectively. Shoppers will find that they can purchase everything from tents, sleeping bags and camping equipment to specialized clothing to mountain bikes, kayaks and climbing equipment. REI’s product line includes gear of the quality that serves both the weekend family camper and the serious climber or cyclist. REI’s pricing is reasonable and will accommodate various income levels. In addition to the product lines, REI has a travel service that arranges unique and challenging adventures in exotic places such as Austria, Kilimanjaro and Botswana, and even Antarctica. One can explore these regions by foot, bike, rail or boat. Their group focus ranges from families to women only to birding to volunteer vacations with the American Hiking Association in which one can spend their recreational time helping to build or maintain hiking trails in sometimes remote areas. REI’s company information includes an encouragement to “join our winning team” and states that they have been chosen as...
Words: 4243 - Pages: 17
...Internet Value Chain Economics Gaining a deeper understanding of the Internet economy W hen considering the technological innovations of the past 50 years, the Internet is probably the one that has had the greatest impact on everyday life in developed economies. Nearly six out of 10 Americans now shop online and more than four out of 10 bank online. Twenty hours of video are uploaded to YouTube every minute, while 5 percent of all time online is spent on the social networking site, Facebook. The Internet has also changed the way in which businesses operate—today, 64 percent of C-level executives conduct six or more searches per day to locate business information. The Internet has been a source of great good—as evidenced by the role played by Internet-based mapping and communications in the relief effort following the recent Haiti earthquake. The Internet also has shown a negative side—more than 97 percent of all emails are spam, while more than 70 percent of Americans fear online identity theft and 57 percent feel that their personal privacy has been greatly diminished by the Internet.1 Behind these statistics and headlines, however, there remains a low level of understanding of how the Internet economy works. Who are the different players involved in the Internet, beyond the flagship names? How is the industry structured and how concentrated is it? How do players make money and how do revenues flow across the value chain? Is the industry attractive in terms of growth...
Words: 12241 - Pages: 49
...subsidiaries in the early 1990s, each focused on a different national market. Each was a profit center and each was held accountable for its own performance. This decentralisation was viewed as a source of strength. The structure allowed local managers to match product offerings and marketing strategy to local tastes and preferences and to alter sales and distribution strategies to fit the prevailing retail systems. To drive the localisation, Unilever recruited local managers to run local organisations; the U.S. subsidiary (Lever Brothers) was run by Americans, the Indian subsidiary by Indians, and so on. By the mid-1990s, this decentralised structure was increasingly out of step with a rapidly changing competitive environment. Unilever’s global competitors, which include the Swiss...
Words: 853 - Pages: 4
...as Malaysian Airways Limited. In May 1972, it became Malaysia-Singapore Airlines (MSA). Products and services Inflight refreshments improved from the original thermos flask of iced water to sandwiches, biscuits and cold cuts plus a choice of hot and cold drinks, and alcoholic beverages served by a lone hostess. In September 1998, Singapore Airlines set new standards in air travel by unveiling a new suite of products and services worth S$500 million across all three classes of travel, offering customers enhanced standards of service on the ground and new levels of comfort, cuisine and entertainment in the air. In 1999, Singapore Airlines launched Kris Flyer, its first proprietary frequent flyer program, which allows First, Business and Economy Class customers to earn mileage credits. • In October 2006, Singapore Airlines launched a comprehensive suite of new generation cabin products comprising the world’s widest First and Business Class...
Words: 1056 - Pages: 5
...billion sales a day in more than 200 countries. Coca Cola states that “because of the local nature of our business, we are in the unique position to contribute to the economic vitality of even the most remote communities around the world (Coca Cola, 2012). Economic Trends Coca Cola’s head quarter are in Atlanta and as part of many Fortune 500 companies that share this major city, Coca Cola enjoys considerable influence in Atlanta’s economy. Atlanta’s economy is a mix of many diverse sectors that includes not only Coca Cola, but also other goods produced such as: publishing, textiles, apparel, furniture, telecommunications, hardware, steel, and many more (Altius Directory, 2012). Coca Cola’s indirect economy can be impacted by the numbers the company shows every year. The company reports having more than 900 plants and over 92,000 employees illustrating diversity and different cultures all around the world. The company’s contribution generating jobs around the world inspire other companies, from different regions to promote global business. “We contribute to the economic success of each community by employing local people; paying taxes to governments; paying suppliers for goods, services and capital equipment; and supporting community investment programs” (Coca Cola, 2012). In addition to creating and hiring all these jobs around the world, Coca Cola also keeps an eye on small business, at times the company helps these businesses with training and with equipment, they...
Words: 1519 - Pages: 7
...McKinsey Global Institute July 2013 Game changers: Five opportunities for US growth and renewal The McKinsey Global Institute The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on six themes: productivity and growth; natural resources; labor markets; the evolution of global financial markets; the economic impact of technology and innovation; and urbanization. Recent reports have assessed job creation, resource productivity, cities of the future, the economic impact of the Internet, and the future of manufacturing. MGI is led by two McKinsey & Company directors: Richard Dobbs and James Manyika. Michael Chui, Susan Lund, and Jaana Remes serve as MGI principals. Project teams are led by the MGI principals and a group of senior fellows, and include consultants from...
Words: 4680 - Pages: 19
...Green Building: Under Armour will continue to incorporate green building practices into its retail stores and corporate facilities. UA’s environmentally friendly product line creates synthetic textiles from used plastic bottles, reducing plastic waste by over 250,000 1 liter bottles in 2009 and estimated to exceed 1,000,000 bottles in 2010. UA states, “Our vision is to build green technology into the best performance gear in the world. We’ll get there with science, passion and innovation and we’ll never sacrifice performance,”[xi] committing to help create a better environment while maintaining their high quality standards. INDUSTRY ANALYSIS The athletic apparel industry is entering a ‘golden age’ in retail. Reports project the global sports market to reach $145 billion in revenue in 2015! This has lead to stiff competition and more options for consumers. What used to be a market dominated by a few heavy-hitters is now full of fashion-forward, hi-tech athletic wear for every sport, athlete and weekend warrior. This is...
Words: 956 - Pages: 4
...ECCO Case Study - Question 1 ECCO has a fully integrated vertical value chain. What are the pros and cons of that strategy? What economic and strategic factors should be analyzed to answer this question? The pros of a having a fully integrated vertical supply chain for Ecco include the following: * Improved supply chain coordination between tanning, manufacturing and distribution. This would ultimately help maintain quality and improve operational efficiencies such as logistics. * There is also an increase in the areas possible for differentiation, as Ecco can control more inputs. An example might be in the tanning process, in which their competitors may have less control over. * Ecco can also create greater barriers of entry for competitors. By differentiating competition out of the market such as marketing their strict in house controls of the tanning process. * Ecco can also access downstream distribution channels that may otherwise have been inaccessible if they were to just sub out distribution and be at mercy to what the market can provide. * Opportunities for control over investment or innovation both upstream or downstream which may otherwise not be possible will be advantageous for Ecco. * Facilities in different countries can take advantage of local resources and expertise in different areas like the leather research center in Denmark. * Overseeing operations throughout the whole value chain. * Better control and...
Words: 1264 - Pages: 6
...January 2014 CRISIL Economy First Cut IIP: Industrial production slips again Overview: Index of industrial production (IIP) fell by 2.1 per cent in November on a year-on-year basis, even sharper than October’s decline of 1.6 per cent. Despite a pick-up in core infrastructure industries such as mining and electricity, industrial production fell in November as the manufacturing sector contracted by 3.5 per cent compared to a year ago. Industrial growth is likely to remain weak for the rest of 2013-14 due to infrastructure and input constraints, and weak domestic demand. Robust export growth with rising global demand may however, provide some cushion to manufacturing production. Even though the mining ban has been lifted in Karnataka, revival in mining output will be slow as it will take time for firms to obtain relevant clearances and ramp up production. The Cabinet Committee on Investments has also been fast-tracking stalled projects; however, as most of these are infrastructure projects and have long gestation periods, the impact of these measures will not be felt until 2014-15. Core sectors such as mining and electricity rebounded in November from last month’s lows as higher coal production lifted mining output and raised power production. Electricity output grew by 6.3 per cent while mining expanded by 1.0 per cent in November. Mining sector has now contracted for three consecutive years (-2.2 per cent for April-November 2013) while manufacturing growth has completely collapsed...
Words: 1588 - Pages: 7
...JUNE 2013 Bulking Up: The 2013 COLLOQUY Loyalty Census Growth and Trends in U.S. Loyalty Program Activity Jeff Berry Sr. Director, Knowledge Development and Application, LoyaltyOne Research Director, COLLOQUY 2.65 BILLION That’s the number of U.S. loyalty program memberships in 2012 Learn why that incredible figure is both good and bad news for loyalty marketers, and how you can profitably respond to it COLLOQUY.COM | 06.13 | 1 Bulking Up: The 2013 COLLOQUY Loyalty Census Growth and Trends in U.S. Loyalty Program Activity Introduction When our 2011 COLLOQUY Loyalty Census revealed that the number of loyalty-program memberships in the U.S. topped 2 billion in 2010, you could almost hear the sound of the industry doing a double-take. Now it’s time to listen for that sound again, because the loyalty tally leaped to 2.65 billion in 2012. Obviously, the loyalty industry is pumping up. And what fascinates us as much as half a billion of pure growth are the reasons behind this continued expansion. Back in 2000, COLLOQUY tallied 973 million memberships in our landmark program sizing study. By the time we published the 2009 COLLOQUY Loyalty Census, that figure had reached 1.8 billion memberships. In the 2011 Census, we noted that the rate of expansion was slowing when we saw only 16.3% growth between 2009 and the eye-popping 2 billion in 2011. But the slowdown was temporary. The current figure of 2.65 billion represents additional 26.7% growth. Where is this bulk...
Words: 5669 - Pages: 23
...Global Economic Situation The old expression “When America sneezes, the rest of the world catches a cold”, doesn’t always hold true. Since the U.S. has been in a recession, the rest of the world has suffered to a certain degree; however, the film industry in some parts of the world seems to be an exception. The global financial crisis resulted in the most severe worldwide recession and has since been faced with challenges for the last several years. The decline of the U.S. stock market has been the major challenge that viciously spread to various parts of the globe. For the most part, the global market has seen mixed results from film studios worldwide. Despite an increase in box office earnings, U.S. studios have been suffering, by having no choice but to downsize, and cut back on production and development. Although U.S. motion pictures are seen some adversity, interestingly the industry is a major private sector employer. According to the Motion Picture Association of America (MPAA) the industry employs 2.1 million workers and 95,000 companies, which spans from make-up artists to costume designers, stuntmen to set builders, accountants to caterers (MPAA, 2011). Domestically, this powerhouse of an industry has collectively contributed to more than $175B to U.S. GDP. Directly, the industry produces $42.1B in wages, which is approximately 32% higher than the national average. The median salary for film and television that includes high quality jobs as producing, marketing...
Words: 2170 - Pages: 9
...www.datamonitor.com Datamonitor USA 245 Fifth Avenue 4th Floor New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: usinfo@datamonitor.com Datamonitor Europe Charles House 108-110 Finchley Road London NW3 5JJ United Kingdom t: +44 20 7675 7000 f: +44 20 7675 7500 e: eurinfo@datamonitor.com Datamonitor Germany Kastor & Pollux Platz der Einheit 1 60327 Frankfurt Deutschland t: +49 69 9750 3119 f: +49 69 9750 3320 e: deinfo@datamonitor.com Datamonitor Asia Pacific Level 46 2 Park Street Sydney NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8705 6901 e: apinfo@datamonitor.com Datamonitor Japan Wakamatsu Bldg 7F 3-3-6 Nihonbashi-Honcho Chuo-ku Tokyo 103-0023 Japan t: +813 6202 7681 f: +813 5778 7537 e: jpinfo@datamonitor.com Contactless Payments 2006 Reference Code: DMFS1839 Publication Date: 06/06 All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publisher, Datamonitor plc. The facts of this report are believed to be correct at the time of publication but cannot be guaranteed. Please note that the findings, conclusions and recommendations that Datamonitor delivers will be based on information gathered in good faith from both primary and secondary sources, whose accuracy we are not always...
Words: 22812 - Pages: 92