The success of the novotel hotel chain

The success of the novotel hotel chain Novotel is one of the worlds major hotel chains, occupying a leading place in Europe and with locations globally. Started in 1967 by Paul Dubrule and Gerard Pelisson, they expanded their empire by building new hotels and buying other hotel chains. Novotel merger with Jacques Borel hotel and its restaurant groups in 1983 saw the group renamed Accor. Currently, Accor employs over 145,000 people and operates in 132 countries. Within hospitality industry Accor operates more than 2100 hotels with over 2 million rooms and more than 53,000 employees in this sector (Novotel: p3) This report analyses Novotels change management programme in the early 1990s which was outlined in three major parts:- Firstly, case study has the summary of the actions that managers took in terms of strategy and organisation. Secondly, the consideration of the sequence and timing of events, and how this resulted in rapid transformation in an organisation employing more than 30,000 people. Third, the emphasize in dialogue nature of the change processes, giving an inside stories from those who have taken part in the process. This gives a nice picture of what went right and what went wrong and the action to manage implementation of change. I have outlined the analysis in the following parts, ciritical evaluation of models of innovation and change management, the evaluations of key triggers of change and the likely sources of resistance to change, and then I have outlined a challenges which managers face during change management, and lastly, I have developed conclusions and recommendations to move Novotel forward, these recommendations based on my analysis. 2 Innovation and Change (Hotel business): _ [ evaluation of alterative models of innovation and change management ] Although much has been written about managing change in large private and public companies, very little has been written about managing change in an ever-changing hospitality and hotel industry in particular. The ability to effectively manage and embrace change is so of great benefit to todays hotelier. And, to successfully intact and overcome change, Hotels need to have specific attitudes and set of skills to go about change and planning for that inevitable change. In the case study, Novotel has adopted a competitive strategy that includes reducing costs of operations (Novotel: p.25). That is to say, their business strategy is cost leadership and persuading this business strategy requires being open to ideas and that it responds quickly and flexibly to the ideas that re-present opportunities for potential revenue growth (Blumentritt, 2004). Firms can compete on price or differentiation (Porter, 1980; 1985), Novotel can be non-price attributes include its brand, reputation and service. On the other hand, there are different types of innovations, the first type is Incremental innovation, this modestly improves a firms processes or services or it can be used in fine-tuning its business model, i.e. the way it creates value for its customers. Radical innovation significantly improves existing products and services or completely replaces them with new ones. Radical innovation occurs less frequently than incremental innovation partly because most organisations do not have the technical and human resources required for radical innovation, and because radical innovation happens so quickly organisations are not prepared for the risks and uncertainty which comes with this type of innovation. It should be noted that, Innovation is not a competitive strategy in itself, but it is used to enhance any competitive strategy once the strategy has been designed. If the strategy involves increasing the rate at which new products or services are introduced, then innovation can impact the firm in more than one or different ways. 2.1. The change process and methodologies Over the last 20 years the speed and scale of organisational change have accelerated and there has been a significant increase in the number of approached to change management. There are several forms of change in an organisation, some forces and others deliberate. The Strategic Change Initiative (organisational change process) Fig. 1 A Model of the change process, Boddy 2005 The first type if change is, systematic change is slower, less ruthless, more focused and more carefully constructed and timed. There are different approaches to systematic change such as: quality improvement, work reprogramming, benchmarking, and strategic planning. The nature of these approaches can be overly formalised and so stifle initiative in the organisation (Huy,Q. and Mintzberg, H.2003). Another type is, Organic change, this type of change is done internally in the organisation or other words it seems to ascend from the ranks without being formally managed. The problem with the organic approach is groups within organisation may begin to work at cross-purposes and this will result in scramble over resources, yet its outcome can be dramatic. Planned change is an iterative, recurring, process which involves analysis, action and evaluation, and further action and evaluation. It is an approach which maintains that once change has taken place, it must be self-sustaining to maint ain the momentum. This means that, all change agents or stakeholder i.e organisation, managers and recipients jointly diagnose the organisations problem and jointly plan and design the specific changes (Burnes, B. 2003). Another type is emergent change which is a continuous process of experiment and adaptation aimed at matching organisations capabilities to the needs and dictates of an energetic and uncertain environment. This type of change is achieved through a number of small to medium scale incremental changes. Another type is, dramatic change is frequently initiated in times of crisis or of great opportunity when power is concentrated and there is great stakes to be controlled. Mintzberg (2003) argues that unlike the phoenix of mythology, which could rise from its own ashes but once every 500 years, companies cannot continue to rely solely upon the mythical promise of dramatic re-emergence. 3. NOVOTEL: Change Management Programme From Kurt Lewins work (appendix 1) in the 1940s to the present day, organisational change, as a systematic process, has become the core and part of organisational life. Change in organisations does not have to be dramatic or far reaching, Stickland (1998) notes, sometimes change is incremental and hardly noticed: a new piece of equipment or software is introduced or a person leaves and somebody new joins the organisation. Sometimes change is large and dramatic: a complete re-organisation, a merger or a take-over, and no one and nothing in the organisation is unaffected (Stickland 1998:298). The recent economic crisis has provided a sense of urgency that helped organizations everywhere to successfully implement changes that would have been difficult if otherwise. Various cultural and structural factors have a direct effect on the very success of the organisation. These are highlighted when an organisation attempts to redefine itself, to change their image in an attempt to maintain or enhance their capabilities (Gratton, 1999). In Novotels case, they were forced because of plummeting annual profits and in response they adopted a competitive strategy that includes reducing their operational costs and also reduce service prices in the hope of increasing their hotels occupancy (Novotel: p.23). Being more innovative in this way also requires being open to ideas from previously untapped sources inside and outside of the company, and designing a firm that responds quickly and flexibly to the ideas that represent opportunities for potential revenue growth (Blumentritt, 2004). 3.1 Key triggers of change Reason which can trigger change can be listed as internal Triggers (i.e. New staff, Conflict, Sales /profit drops, De-motivation, Skills gap, Loss of key staff) and External Triggers (i.e. Economy, Supply, Government policies, Competitors, Funders, Customers, Shareholders, Media, Public and technology ) These triggers for change can be are analyzed using various managerial tools which are available in order to gain an essential understanding of the environment, both external and internal: A PESTEL analysis: this tool has five dimensions which are political, economic, social, technological, environmental, legal. It is used to pick up factors in the local or micro, and national or macro contexts that managers need to take account of. Another tool is, STAKEHOLDER analysis this is a cultural or values audit that provides an understanding of some of the people factors over and beyond a resource audit. A Third tools, SWOT analysis this is a simple approach which measures strengths, weakness, opportunities, and threats. It provides a structure in which to lay out the need and the readiness of the organization for change. As previously mentioned, a change in competitive strategy is likely if the firm faces loss of customers, lack of pricing power or shrinking profit margins like in the case of Novotel (Novotel : p.12). Beckhard and Dyer (1983) point out that another important change trigger is simply strategic choice on the part of existing management team. Some ways this may occur through strategic planning, interaction with customers, competitors, etc., and gut instinct that a new market or product is worth pursuing. This type of trigger is much more generative and proactive than reacting to the environment or working to maintain alignment. Regardless of which of these many triggers initiate the change process, there are several key activities that can facilitate a successful change implementation (see appendix 4). Furthermore, I have put together a way to successful implement change from managers perspective in section 3.3. 3.2 Sources of resistance to change Initially after the change has been effected, there is resistance to change, these resistances can be grouped in different categories such as, Individual (i.e. fear of failure, ignorance, status loss, inertia, role loss) or Team (social loafing, pairing, lack of openness), can be organisational, (board members/top management, culture, structure, huge costs, limited resources, contracts or beliefs) or External factors such as (investors, suppliers, regulators, media, politics or collaborators.) As Kotter and Schlesinger (1979) emphasized, despite the risk of resistant behaviours have been acknowledged by many experienced managers, very few of them tend to take time to systematically analyze situations in terms of determining potential individuals who may resist change with different reasons. Firstly, one of the most obvious reasons for people to resist change initiatives has been the feeling that new circumstances will damage staff self interest. Also, , Employees can face increased levels of anxiety or fear from changes or proposed changes in the work environment. The term self interest entails a political meaning which refers to power relations with in the organization. In other words, new ideas about the way employees work usually impacts relations between different individual groups. Salaman (2000) argues that organisational employees actively strive to avoid and divert control; they seek to maximise their own interests which they may or may not see as coincident with the organisations, and they attempt to resist the domination of others while advancing or defending their own area of control and autonomy (Salaman, 2000, p.123). This means that, staff can resist change to maintain their social status in the organization Resistance can become overt i.e. in industrial a ction, including working to rule and strikes (Coram, R, and Burnes, B. 2001). Secondly, the aim of change efforts has been to create a new pattern of working which employees are expected to adopt themselves. From this point of view it is argued that employees do not resist to the idea of change but to its potential outcomes (Dent Galloway-Goldberg, 1999). As shown in the Novotel case study, the re-structuring made the reorganizing of personnel and management structure, roles were re-definite so is the reward systems and payment (Novotel: p14). Third, almost all prescriptions for a successful change implementation emphasize the necessity to make individuals understand meaning of change. Daft (2000), states that employees may tend to resist change when they are not informed about needs, purposes and outcomes of it. This is also vivid in the Novotel change programmes, a testimony from a receptionist in France, described that they didnt understand what the project was all about (Novotel : p.21) In addition to inadequate knowledge about change, if employees are suspicious about real intentions of change initiators, there is a high possibility of resistance. Fourth, change plans aim to move an organization from their existing position to ideal one and as Stapley (1996) states this transition period is kind of a journey that contains a lot of uncertainties. Curtis and White (2002) define uncertainty as à ¢Ã¢â€š ¬Ã¢â‚¬ ¢lack of information about future events (Curtis White, 2002, p.17). When people lose their personal control, it becomes difficult to make rational decisions which would produce desirable outcomes. As a result, individual who experiences loss of control is likely to resist change because of apprehension brought by uncertainties about change (Novotel : p. 18) . Kotter and Schlesinger (1979) argue that difference in information that groups work often leads to differences in analyses, which in turn can lead to resistance (p.108). Fig 2. Framework for Managing Change 3.3. Managers Role: Overcoming Challenges In order to overcome change, managers face challenges when implementing strategies. The key element in implementing change or change management process is communication. Having effecting communication approach towards employees. Furthermore, employees attitude, perception of managers actions, employees motivation and continuous improvement of the working environment can be other elements a manager responsible for change should take. Below is the list of common challenges posed for managers tasked with implementing change management and they can mitigate any resistance:- Employees Communications: During the change process, take time to interact with employees as not all employees are outspoken or bound to hold their views to themselves and this could result in underground resistance to change. When this happens it could result in delays and will hinder understanding of staffs unfulfilled needs and expectations. This is on Lewins unfreezing stage (Levasser, 2001). Employees Co-operations and Collaborations: Managers in hotel industry ought to understand that different individuals do not the same views or opinions about change, most people tend to be worried about change. In other words, Managers needs to promote cooperation with staff before and during change process. Employees Motivation: This is critical especially during the change implementation stage, Manager ought to make sure that employees are stay motivated and be ready to listen to staffs opinions, and also take time to explain what is happening, this will help staffs morale. Employees Attitude: according to Levasseur (2001), this is also a focus during implementation stage (Lewins stage), a Manager should try his/her best to understand employees attitude. In addition, Conners (1998) lists stability, immobilisation and denial are factors in human cycle of negative response in hospitality, Manager as a leading person should be bare these 3 factors in mind. 4. Conclusion: In summary, resistance to change blocks the end results change was meant to produce, that means innovation is undermined, and whatever change is generated will be a reaction a reaction to the circumstances and part of the process by which those circumstances persist. On the other hand, responding or choosing to pursue change, promotes innovation and will do so naturally and consistently as a function of what is observe to be possible. Change based on this second view is likely to be an improvement on what already exists. It is also important to know how beneficial the change to be enacted is important to the organization and its staff. With high demand of staff in hospitality industry, it is good for leading managers in change management process to pay attention to the attitudes, motivation, cooperation and be receptive to views raised by staff as this will motivate employees and also it will create a conducive environment for and encourage staff. When staff are encouraged, they will be willing to accept change and sustain hotels competitiveness. To successfully meet and overcome change, Novotels Presidents need to have specific attitudes and skills for envisioning; anticipating and once they know the impending change, and planning for that inevitable change. And having known the impending change they need to know how to effectively communicate that change to co-workers, clients and external collaborators and future prospects to stay in charge of the competition. While change may not come easily, hotel operators can be sure that it will indeed come. 5. Recommendations Plan for Change: Because there are multiple countries which change is happening, Huy and Mintzberg (2003) highlights that, the realization that effective organizational change often emerges inadvertently or develops in a more orderly fashion. For the organisational change to succeed, all types of change should be considered (Huy, Q. and Mintzberg, H.2003:79). This means, there at Novotel needs to organise and formulate change management strategy that can look into inducing change from one country to another rather than focusing on their hotels but they should consider different customs in different countries. Eliminating this concern can reduce stresses caused by what is regarded as an unwanted interaction. Change Resistance Management: Change resistance is effectively reduced by decreasing resisting forces rather than increasing driving force. This driving force is the fear of punishment and forcing people to accept change can result in increased resistance. Success will only come by removing the resisting force. For further recommendation on strategies to decrease resistance. (see appendix 5) Keep Staff Updated: though out the change process, make sure to update staff and make it clear to them on what they should expect, also make sure the pass information is on as early as possible even if it is bad news. These updates and information reduces anxiety which is caused by uncertainty. According to Mullins (2005) he makes an emphasis that knowledge removes fear from an individual and gives them confidence to join the course of change. Communicate after change: this refers to the Lewins refreezing stage in Levasseur (2001) book. Manager as a leading person should continue to communicate with staff, about the change which is being implemented,. Through communication, Manager can discover to what extent change has had an impact to staff and take necessary steps to support them.

Henrik Ibsen’s A Doll’s House and Gustave Flaubert’s Madame Bovary Essay

Henrik Ibsen’s A Doll’s House and Gustave Flaubert’s Madame Bovary both portray significant female characters. Both of these works show 19th Century women striving for freedom. These works reveal the problems women of this time had in trying to become equal with their male counterpart. Nora’s happiness is seen through her time with her children while Emma’s happiness is never seen as she experiences stressful relationships. The female protagonists seek their freedom through secrecy, children and relationships. Nora Helmer from A Doll’s House and Emma Bovary from Madame Bovary are very secretive with their lives. Nora’s secrets range from the hiding of the macaroons (59) to the loan for the sake of Torvald’s health (54). This shows perhaps fear Nora may have with her husband. Nora best shows her secrecy with the clothes she wore for the masquerade party. Emma’s secretive ways stem from her marriage to Charles. Emma hides her affairs with Leon and Rodolphe from an unsuspecting Charles. The affairs show what Emma would do for appreciation. Dramatic irony is expressed with the fact that Charles fails to realize of Emma’s affairs until after her death. Children are another important issue in the women’s lives. Nora shows that she really cares for her children unlike Emma. Nora buys Christmas gifts for her children and plays hide-and-seek with them (61). Nora uses money to buy things for her children rather than herself showing that she doesn’t think just of herself. Nora tells her children â€Å"the strange man [Krogstad] won’t hurt Mama† (62). Emma is seen as a character foil of Nora with the fact that she does not care for her child. Her hatred for her daughter first emerges when she hoped to have son. Having a son would anticipate â€Å"revenge for all her earlier helplessness† (101). Emma felt that a woman is held back and helpless. At the sight of her newborn, Emma faints as wish for a son doesn’t come true (101). Emma doesn’t really care when she shoves Berthe into a chest of drawers and causes her to cry (124). Berthe Bovary is even thought of as â€Å"ugly† by her mother (124). Emma spends money for her own being in Madame Bovary. This shows that she only cares herself and no one else. The holes in Berthe’s stockings (272) show that Emma doesn’t even care for her own child. The love Emma shows for her daughter reveals her mendacity, not real affection. Relationships are a very important component in the two works. Besides the relationships with their children, the women experience relationships with their adult counterparts. Friendship is a theme expressed in both works. Nora has a few friends while Emma’s actions is a rationale for her not having friends. Nora’s friends include Dr. Rank and Mrs. Linde. Nora, who contrasts from the two for not having an occupation, is able to sustain a friendship. Emma has her dismissal of women with the reasons coming from the differences she sees. Emma also doesn’t have male friends with the fact that neither Leon nor Rodolphe really care about her while she believes they do. Women such as Madame Tuvache dislike women like Emma after witnessing her not being faithful to her husband. Tuvache even once claimed that Emma is â€Å"compromising herself† (104). The relationships with fathers had an impact on Nora and Emma’s lives. Both women were unhappy in their relationships with their fathers. Nora’s relationship with her father was best portrayed with her being a â€Å"doll† in his â€Å"doll house† (109). Emma’s relationship with her father was not a good relationship either. Being able to leave her father was at some sense, happy for Emma until her marriage. Work is seen as an issue and also another type of relationship with the women as well. Both women’s â€Å"work† came in the form of being a housewife. Nora’s role as a housewife seemed at times more satisfying than a role in manual labor. Emma’s role of a housewife was different as she paid more attention to only herself than her own family. Both women also had maids in helping to keep the household running. The love lives of Nora and Emma determine the motives each character possessed. In A Doll’s House, Torvald is seen giving Nora money from time to time. Nora seems truly happy with her marriage at first but it soon changes. At first Nora refers to herself as Torvald’s â€Å"little squirrel† (77) and shows no frustration with the marriage. Nora also uses a loan she received to take the trip with Torvald. Nora also realizes that her and Torvald have been having an unsuccessful marriage by not having serious talks (108-9). The feelings of remaining a â€Å"doll-child† played an important role in Nora’s decision (109-10). Nora hopes of the â€Å"miracle† (89-90, 93) never come and it results in her leaving her family. After Emma’s marriage with Charles, Emma realized that she did not really love Charles to begin with. The wedding bouquet (53, 83-4) that Emma later destroys shows the disappointment in her marriage. To satisfy her needs, Emma engages in affairs with Leon. After Leon’s departure, sorrow turns to happiness with a new affair with Rodolphe. Emma, who couldn’t accept Charles and his personality, failed to realize how he really felt about her. Emma’s death was an impact on Charles’ later demise. Nora from A Doll’s House and Emma from Madame Bovary are very strong female characters portrayed in literature. Happiness and freedom are the most important themes in both women’s lives. Striving for happiness and freedom came at a costly price, with death as Emma’s fate. Nora’s happiness lies within her â€Å"miracle† of a better marriage. Nora always seems to be happy when she really is frustrated and unhappy. Emma never experiences happiness as her attempts fail and result in her death. The feminine struggle continues with the failed marriages and shows a strong message. The struggle reveals that not being equal can cause damage to the lives of people and their surroundings. Works Cited Flaubert, Gustave. Madame Bovary. Trans. Mildred Marmur. New York: Penguin Group, 1979. Ibsen, Henrik. A Doll’s House. Four Major Plays. Trans. Rolf Fjelde. New York:

Berger Paints Bangladesh

The company has been successfully maintaining Its position by developing the quality of the products, adding new features to the products and also by launching new products in the different segments of the paint and Its peripherals. In this pursuit sales management of Berger wants to know evaluate marketing strategy whether there Is scope of improvement. For this they firstly wanted to explore their sales volume/revenue with comparison to marketing effort.They also wanted to know consumer Insight about the marketing communication run by the marketing team. The successful completion of MBA also requires an internship project to be conducted in the attachment of a company. In response to the request of IBA authority Berger management assigned me the Job to study marketing strategy and also to know consumer insight about Berger. 1. 2 Scope of the Report This is a descriptive study. The study will focus on the following things: Functions of Marketing Department of Berger Paints Banglades h Functions of Sales TeamPromotional activities of Berger Paints Bangladesh Analysis of sales growth of Berger Paints Bangladesh Consumer insight about marketing activities of Berger Paints Bangladesh 1. 3 Objective Broad Objective To analyze the marketing strategies of Berger Paints Bangladesh Ltd. Specific Objectives To obtain an overall view of Berger Paints Bangladesh Limited. To explore information about the market position To evaluate the marketing strategy of Berger Paints Bangladesh Limited To analyze sales growth of Berger Paints Bangladesh Ltd In financial terms To recommend mprovement of marketing strategy if required.This is an analytical report endeavoring to explore the marketing strategy of Berger Paints Bangladesh Ltd. The information used is mostly primary and a little part is secondary information. Primary information has been collected through semi structured interviews mostly with probing questions to explore the real and required scenario. The Judgment sampling is used because there was no scope to travel throughout Bangladesh and the work had to be done within the area of Dhaka city. As a result Judgment is used to get the best possible picture of the market.So the primary and secondary sources of information are: The primary sources are: Face to face conversations with the officers of marketing department and sales team. Relevant file study as provided by the concerned officers. Survey on the customers of Berger Paints Bangladesh Limited. Dealers of Berger Paints Bangladesh Limited The secondary sources are: Annual Reports of Berger Paints Bangladesh Ltd. Different circulars issued by the management of Berger Paints Bangladesh Ltd Berger Paints Bangladesh Ltd's website.Brochures and web sites of different paint companies. 1. 5 Literature Review Marketing strategy is a process that can allow an organization to concentrate its (always limited) resources on the greatest opportunities to increase sales and achieve a sustainable competitive a dvantage. Marketing strategy is most effective when it is an integral component of corporate strategy, defining how the organization will engage customers, prospects and the competition in the market arena for success. A marketing strategy also serves as the foundation of a marketing plan.A marketing plan contains a set of specific actions required to successfully implement a marketing strategy. For example: â€Å"Use of a low cost product to attract consumers. Once an organization, via its low cost product, has established a relationship with consumers, the organization will sell additional, higher-margin products and services that enhance the consumer's interaction with the low-cost product or service. † A strategy consists of well thought out series of tactics. Without a sound marketing strategy, a marketing plan has no foundation.Marketing strategies serve as the fundamental underpinning of marketing plans designed to reach marketing objectives. It is important that these objectives have measurable results. olicies, and action sequences (tactics) into a cohesive whole. Many companies cascade a strategy throughout an organization, by creating strategy tactics that then become strategy goals for the next level or group. Each group is expected to take that strategy goal and develop a set of tactics to achieve that goal. This is why it is important to make each strategy goal measurable.So to evaluate the marketing strategy a simple tool is to relate the sales volume of the organization under study. The measurement also includes the long term impact of marketing strategy on consumers in their buying habits. http://en. wikipedia. org/wiki/ Marketing_strategy) 1. 6 Report Preview Introduction to the report, objective, methodology has been given in the first chapter. The information on the paint industry and the company Berger Paints Bangladesh Limited is given in the second and third chapter. The findings and analysis part of the study is in the fourth cha pter.The conclusion is given in the fifth chapter and recommendation in the sixth chapter. 1. 7 Limitation The study faces some limitations in the process of collecting information and also in representing the scenario. These are: Due to the resource constraint the research has been done by Judgmental sampling and is limited within the Dhaka city. Though it covers the main and major dealers, still the market of semi urban and rural part may not be reflected properly. Because of organizational restriction, no name and details of the status of classified information could be revealed.However a good number of local paint manufacturing companies (40 organized and at least 50 more in the informal sector) have been operating in this small market. Quite a few of these companies are producing paints of internationally of the local paint companies is double the present local market demand. The paint market is still mostly concentrated in the urban areas naturally because the number of constr uctions and surface areas are in huge number in the urban side. Urban side contributes almost 80% of the national paint market. But companies are trying to penetrate the semi urban and rural market through the economy paints.Contribution of Urban, Semi-urban and Rural Market in 2006 is shown in the following fgure: Figure 1 : Geographical Market Size (Source: Berger Sales and Marketing Team) The paint industry can be broadly categorized into four segments: Decorative, Industrial, Marine and Automotive paints. Industrial paints are basically specially produced paints, which are used in two ways. Industrial paint is being used in some industries as the raw materials which are the regular consumer of such paints. The segment uses such paint for the protective and maintenance purpose.Marine paints are produced specially for the river and sea going vessels and the automotive paints are being used in the automobile sector. All the rest fall in the decorative category. It covers all the pa ints for the exterior and the interior surfaces of plaster, metal and wood. This is the biggest segment of the paint industry. The category wise existing market condition is given in the following table: Table 2: Category wise paint market size in 2006 (Source: Berger Sales and Marketing Team) The Table shows that decorative paint segment is enjoying almost 81% of the market.The rest is being divided among all the others. It means that still decorative is the main segment for the paint companies to operate successfully. The second significant segment is the Industrial segment. But the marine segment is having growth now a days. The following figure shows the segmentations of total paint market on the basis of the value in Bangladesh. Figure 2: Segments of Paint market (Source: Berger Sales and Marketing Team) The projected broad category wise market size for 2007 is as follows: Category Value in crore (Tk) Decorative 550 12. Industrial 55 1. 03 Marine 32 0. 71 Total 630-650 14. 04 T able 3: Projected Market Size 2007 (Source: Berger Sales and Marketing Team) The Table shows that Decorative segment is projected to enjoy the highest growth of 8. 75% from 2006. The Marine segment is also projected as a significant segment from the growth perspective. In this sector the projected growth is almost 8. 51%. The Industrial segment's projected growth is around 6. 8%. The total growth of the paint market from 2006 to 2007 8. 51%.The decorative paint market can be categorized into three segments based on the ingredients used in the production process: solvent based paints, water based paints and cement paints. The solvent based category includes gloss coatings, varnishes, primers and others and the water based paint category includes distemper, interior as well as exterior emulsions. The detail category wise contribution of the major decorative paints in 2006 is given below.

Should The Government Provide Health Care For Americans...

Should the Government Provide Health Care for Americans Who Cannot Afford It? Thirteen million people, or about 10.4%, live without health care (Pear). Health care has been a hot topic for many people this year and for many past years. A good sum of people debate if the government should provide it for those who cannot afford it. Under the Affordable Healthcare Act, health care is provided ,but not at an affordable cost. Many Americans today live illegally, lacking health care, but some Americans do not comprehend how important health care really is. Most of the Americans without health care end up declaring bankruptcy as a direct result of high medical bills. Others lose retirement or college savings, lose homes to foreclosure, or do without basic necessities such as heat. â€Å"Meanwhile, NerdWallet found, 15 million people will deplete their savings to cover medical bills. Another 10 million will be unable to pay for necessities such as rent, food and utilities because of those bills†(Mangan). Health care is intended to provide financial support in case an unforeseen medical cost occurs and to make customary doctor’s visits more affordable. It also prevents having to compensate money out of pocket for health costs. No one ever anticipates to get injured or sick, but when it happens, people will not have to be troubled with the aspect of paying health care. In 2014, the government spent about 18% of the gross domestic product on health care, and in the average household â€Å"lostShow MoreRelatedThe Need for Health Care Reform Essay1086 Words   |  5 PagesAbstract It is time for our government to take a step away from war and look to meeting the needs of their own citizens. The need for health care reform is more evident than ever. 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