Land Law Coursework Essay Example | Topics and Well Written Essays - 2500 words

Land Law Coursework - Essay Example ee’s action.3 S 36 (2) of the said Act states that a court may adjourn the proceedings, or suspend execution of judgement, postpone delivery of possession for a period it thinks fit, if the mortgagor approaches it as a result of mortgagees’ proceeding to take possession of the mortgaged property. The court can do so if it is convinced that the mortgagor will pay the sum due within a reasonable time.4 The reality is, or literally speaking, a mortgagee has the right take possession of the mortgaged property even the next day of mortgage unless the agreement stipulates otherwise as held in Four Maids Ltd v Dudley Marshall (Properties) Ltd. 5. The decision states that mortgagee enjoys an absolute right to repossess a mortgaged property as conferred s.95 (4) of the Law of Property Act 1925,6 unless the mortgagee has contracted himself out of repossession. This decision was applied in Owen v Cornell [1967] 7where in a question arose whether the principal mortgagee could take possession when he had already assigned the debt to Sub-mortgagee. The court held that because the principal mortgagee had reserved to himself the right of reversion by one day, he could exercise his right under s 95(4) of Law of Property Act 1925. Position would have been different if he had not reserved the right under the sub-mortgage agreement and the sub-mortgagee would have prevailed. Thus, in Credit & Mercantile Plc v Marks8, sub-mortgagee was held to have the right of possession as it was involved a registered land wherein the principal mortgagee had relinquished his right of repossession on assignment of debt to the sub-mortgagee. The court observed that since the principal mortgagee had transferred his right to collect his debt, he had no right to complain of default. Thus, the mortgagor need not have defaulted in mortgage repayments as commented by Clarke LJ (at 253) of Ropaigealach decision for the mortgagee to take to take possession of the property the mortgagor lives in

Health promotion Essay Example | Topics and Well Written Essays - 1000 words

Health promotion - Essay Example As a nurse, I can help in implementing this change for life campaign to help individuals from my branch client group to positively influence their holistic life as follows: First, I will help in educating these individuals on the importance of changing their life so that they can live a holistic healthy life. Many individuals do not observe health measures simply because they are ignorant on the importance living a healthy life. Creation of awareness by shading light on the health related effects and benefits if living health will act as a motivation factor for these individuals to accept this campaign of change for life (Pender 2008). Considering the stages of change model, the readiness of individuals to change or accept to change their living habits towards health promoting behaviors is the first step that will help implement this initiative of change for life. As a nurse, I will engage in public education and promotional strategies to influence these individuals to make the decis ion to adopt health promoting living standards. I will also ensure that the motivation strategies are maintained constant so that these individuals can also maintain the changes geared towards promoting their health (Scriven 2005). I will also apply the health belief model of promoting health in order implement the initiative through encouraging the individuals to believe and focus on the recommended health promoting behaviors in order to curd health related risks and help in prevention or management of susceptible health problems. The key concept of this strategy is to enhance self efficacy among these individuals and encourage them to make efforts towards adhering to the requirements of this campaign. On interpersonal level, I will apply the social learning theory to help in implementation of the change for life campaign to promote health among these individuals. In this aspect, I will encourage the individuals to teach their fellow friends and family members on the importance of the program so that they can also participate and enjoy the benefits. Encouraging interaction between these individuals will help them to share ideas and learn the prospects of the change for life campaign. I will also involve in implementing this initiate from a community level by applying community organization health promotion theory. This theory is geared towards ensuring the whole community is actively participating in the change for life campaign. I will empower the community in which these individuals live to emphasize active participation of its members for the general promotion of health in the community and as a strategy to help solve health and social problems under consideration (Scriven 2005). I will formulate and impose processes and strategies that will enhance the adoption of policies and programs of the campaign. Through problem definition, action initiation and change implementation, I will be able to enhance adoption of these policies and programs for the success of the whole change for life initiative. Through the concepts of relative advantage, complexity and compatibility of the initiative, I will shade light on how various ideas, social practices and products of the initiative can be speared within these individuals so that each and every member has access to the provisions of the initiative (Taylor 2004). Since each and every individual would like to feel health and strong after the above initial introduction stages, the real challenge comes imposing the living habits and changes

Sri Lanka: Agriculture, Technology and Culture

Sri Lanka: Agriculture, Technology and Culture TRADITIONAL AGRICULTURAL TECHNOLOGY Sri Lanka has had an innovative agricultural technology. Sri Lanka has had a rich agricultural technology. Because we can found new methods and new instrument for agricultural works now a days.   farmers can save time and they can doing their work instantly by using these method and instrument, however I think there Is complex agricultural system in Sri Lanka now a days because so meny artificial things are used for agriculture works. As example machines, chemichals ect. But modern agricultural methods are having adverse effect on envioronment and crops Agribusiness is the most imperative segment of the Sri Lankan economy. Despite the fact that its commitment to the total national output declined considerably amid the previous 3 decades (from 30 percent in 1970 to 21 percent in 2000), it is the most vital wellspring of work for most of the Sri Lankan workforce. Around 38 percent of the aggregate work compel was occupied with horticulture in 1999. In the subsistence part, rice is the principle harvest and cultivating rice is the most essential monetary action for most of the general population living in rustic ranges. Amid the most recent 5 decades the rice part developed quickly and yield dramatically multiplied, coming to the most elevated at any point yield of 2.9 million metric tons in 1999Increments in the region under development, and enhanced efficiency because of the modernization of farming are the fundamental explanations behind an expansion underway. The restoration of Sri Lankas broad antiquated water system arrange and g igantic new interest in development and support of water system framework prompted to a substantial increment in the zone under rice development. Between 1960-2000, the range used to develop rice expanded 6 times to 546,249 hectares. The modernization of cultivating techniques, for example, the utilization of high-yielding seeds, tractors, and synthetic manures additionally prompted to expanded profitability in the rice division. Between 1960-1999, rice yield per hectare multiplied from 1,877 kilograms to 3,672 kilograms. Notwithstanding rice, different other nourishment yields are created for neighborhood utilization. They incorporate yams, beats, grains, vegetables, and natural products. A large portion of these products are developed in family gardens, aside from potatoes and sugar. Sugar stick is developed in the dry zone, and Sri Lanka delivers just 15 percent of what it devours locally. The significant manor harvests of tea, elastic, and coconuts keep on figuring unmistakably in the economy of Sri Lanka; notwithstanding, the commitment of these business yields to GDP declined from 11.5 percent in 1970 to 5 percent in 2000. Tea, the unmistakable product of the manor division, develops in many parts of the wet zone, and specifically in the focal slope nation. Sri Lanka is renowned for its top notch dark tea, and is the biggest provider on the planet. In 1999, 269.3 million kilograms of tea (95 percent of aggregate tea generation) was sent out, procuring US$621 million in outside trade. The United Kingdom, Russia, and the Middle East are the real fare markets The second significant business product is elastic, developing in the edge and valley nation of the wet zone inside. Of 159,000 hectares under development, around 80 percent was being tapped (gathered) and in 1999, 96.6 million kilograms of elastic were delivered. A sizable extent of elastic creation is utilized as a part of the residential assembling segment (56 percent in 1999) and the rest of traded. In 1999 fare income added up to US$33 million. China is generally the significant purchaser of Sri Lankan elastic. The execution of this part has been liable to precariousness because of ominous developments in world costs. Rivalry from manufactured elastic makers has created elastic costs to drop. Be that as it may, with rising petroleum costs (the real element for engineered elastic) there is a possibility at world elastic costs to move forward. Antiquated Sri Lanka was an independent, flourishing horticultural economy the staple nourishment, rice, was developed in broad paddy fields, while vegetables, greens, grains and oats were developed in rain-encouraged grounds called Chenas. Chena is viewed as the most seasoned type of development in Sri Lanka, stretching out as far back as 5000 years in Sri Lankan history. Chena development was a customary practice and old Sri Lankans guaranteed that the earth was unharmed simultaneously. The methods used to develop a chena relied on upon a scope of factors including the atmosphere, way of soil and other ecological and topological elements of the territory. Chena development was fundamentally polished by men; be that as it may, ladies and youngsters additionally broadened their guide in different courses, for example, shielding crops from striking winged animals and creatures. Old, conventional ceylon agriculturists emphatically trusted in numerous religious and profound customs and practices. For example, agriculturists trusted that the individual who starts development of a Chena ought to be drained of contaminations, called Kili in the Sinhala dialect. It was additionally standard of Chena cultivators to petition their religious confidence before they start development. A solid proclivity to soothsaying likewise guaranteed that development initiated on a promising day and time Chena was developed all in all; every town had one chena plot which was partitioned into individual shares among the villagers. The insight behind this joint effort was a result of craving to secure the encompassing timberland. On the off chance that every villager was permitted to clear their own plot of land for development, the timberland would soon vanish. In this way the town would by and large select one range of land for development and share the yield. Navadali Hena is chena arrive made by clearing an untouched timberland territory, setting it ablaze and developing it instantly after. Navadali truly means new ash, which can be discovered plentifully all through the Navadali Hena. As the region has not been worked beforehand, a Navadali Hena is exceedingly fruitful and acquires a high return of yield. Be that as it may, ranchers avoid developing an excessive number of this kind of chena as it requires clearing new woods arrive therefore prompting to lessening in timberland cover. The woods starts to re-develop in the deserted Navadali Hena arrive following a couple of months. At the point when the trees have achieved the normal length of a grown-up people arm, the semi-wild is cleared and set ablaze for development. This sort of chena land is called Ath Danduwa Hena, Ath Dandu signifying a safe distance. A woodland which comprises of medium-sized trees is known as a Mukalana. Hence Mukalana Hena is a kind of chena developed by clearing the medium and little measured trees of a Mukalana woods. Once a land becomes infertile as a result of repeated tilling, it is abandoned by the farmers. This abandoned chena is still tilled by feeble, sick or old farmers who cannot extend their support to the collaborative chena cultivation as it is a strenuous activity. Hen Kanaththa does not produce an abundant crop, but it is sufficient for the survival of these farmers. Generally, antiquated chena cultivators cooperatively chose the kind of chena to be developed, regardless of whether it ought to be Navadali Hena, Mukalan Hena, or Ath Danduwa Hena. Once a choice is made, they would choose a proper land range; rough zones were regularly kept away from and zones with a spring were favored. Vee Bissa is one of the more prominent creations of antiquated agriculturists. It was utilized to store paddy for both utilization and for development. Contingent upon the sort and nature of paddy, diverse sorts of Vee Bissas were set up, for example, the Ma Vee Bissa, Vadimal Vee Bissa and Bala Vee Bissa. Among alternate sorts of paddy stockpiles, Piduru Bissa, Waruva, Veniya and Pesa were well known with the old and conventional agriculturists. The Vee Bissa was held with high see in antiquated society as it was an unmistakable sign of a mans riches and impact. The quantity of Vee Bissas claimed by a man was thought about in engagement propositions too. Numerous customs are taken after when setting up a Vee Bissa. It was set up at the passageway of the house far from the terrace and toilets, maintaining a strategic distance from spots with high moistness or consistent water leakage. A sufficiently bright and dry place is the perfect area for setting up a Vee Bissa. The materials expected to set up a Vee Bissa were gathered from their environment and the prompt wilderness. Each progression during the time spent setting up a Vee Bissa guaranteed the protection of the nature of paddy seeds. The Vee Bissa is bolstered by four sections made of stone or wood. The base is lifted a couple meters over the ground to evade any contact with soil and water that may influence the paddy. The body of the Vee Bissa is produced using an exceptional sort of earth got from ant colony dwelling places. Once these layers of dirt become scarce, dairy animals excrement is then covered along within the Vee Bissa to keep creepy crawlies from nourishing on the paddy. Red ant colony dwelling place earth was normally utilized because of its sticky nature and high porosity. This dirt goes away quicker when contrasted and other mud sorts and does not bring about breaks. The dry earth does not assimilate water promptly. The put away paddy gets ventilation through the minor pores show in the dirt and the oval shape encourages uniform ventilation all through the Vee Bissa. The Vee Bissa is secured with a Piyassa which shields the seeds by keeping water from going into it while likewise giving shade to the Vee Bissa. This keeps the paddy from being influenced by growths. A layer of Margosa forgets would be spread over the top layer of paddy once the Vee Bissa is topped off to shield it from unsafe creepy crawlies. Beside putting away paddy for utilization, agriculturists likewise put away them for development purposes. The germination force of paddy seeds are all around ensured in a Vee Bissa. At present, agriculturists are confronted with numerous issues concerning the capacity of paddy. These issues were never experienced by antiquated and customary ranchers as the Vee Bissa permitted them to store paddy for expanded periods without it getting spoilt. There is no hardware or innovation today that can coordinate to the Vee Bissa as far as having the capacity to save the germination force of paddy. Todays ranchers utilize capacity compartments made of concrete while putting away paddy, be that as it may it is far fetched on the off chance that they are equipped for ensuring the germination control as proficiently as a Vee Bissa. A Nagula is utilized to furrow the land before paddy is developed. Furrowing relaxes the dirt encouraging great ventilation and water supply to the dirt, while additionally devastating weeds and boosting microbial action. Old and conventional ranchers of Sri Lanka utilized distinctive sorts of Nagulas -, for example, the Sinhala Nagula, Yakada (Iron) Nagula, and Kakulan Nagula in light of the development of the land and example of development. Sri Lankan ranchers normally utilized Sinhala Nagula for furrowing. The handle of a Nagula is identify Nimun Kurulla or the Nagul Atha. The handle is settled to a grasp called Nimun Mita. The Vakkote is the piece of a Nagula that hollows the ground out. The Nagula is dragged along the ground by its stem, Pathakadaya which is attached to a wooden bar or burden (Viyagaha) by a harmony called an Amuthu Bana. The Viyagaha is put on the neck of bulls. The Amuthu Bana is usually made of deer or sambar deer skin, or from crude skin of a coconut shaft or skins of trees, for example, Lihiniya or Nava. An edge is made in the Viyagaha to grasp the Nagula. A stick called Kewita is utilized to drive the working bovines (bull, cow, wild oxen) while furrowing. Once the field is furrowed, the bovines are discharged from the Nagula quickly, and showered in the Boradiya Mankada of the Vewa (water system tank), and nourished diverse areas of a water system tank is utilized for various purposes, the Boradiya Mankada of a tank is utilized to bathe working creatures. Sri Lankan ranchers of old had extraordinary regard for the instruments and creatures they utilized as a part of their cultivating exercises. In this manner, once their working creatures are dealt with, they would wash and clean the Nagula also, and hang it on their Vee Bissa (a capacity structure used to store paddy). A Nagula is never continued the ground and a sloppy Nagula is never utilized for furrowing the next day. A Kumbura or Ketha is the arrive on which agriculturists develop paddy. Rice is the staple nourishment of Sri Lanka and in that capacity, paddy development is given most extreme significance in the agribusiness business. Antiquated and customary ranchers were independent in rice creation and old Ceylon is said to have been among the principal paddy exporters on the planet. Paddy generation in the nation prospered amid the rule of Sri Lankan lords, who cultivated and sustained creation in different ways including, most remarkably, the supply of water through the development of extensive scale water system tanks Ceylon was famously known as The Great Barn of the East amid the rule of King Parakramabahu who is eminent for his pressure driven development and redesign in help of agribusiness. Kurulupaluwa is one of numerous philanthropic techniques rehearsed by antiquated agriculturists. A great part of the farming practices of old worked concordantly with nature, instigating almost no (these were reversible) to no harm to the earth and untamed life. There are two sorts of Kumburu: Godakumburu and Madakumburu. Godakumburu are developed without a changeless water supply, rather paddy is developed here with the guide of rain water. These sorts of Kumburu were not well known among ranchers, because of the unconventionality of precipitation. Madakumburu were significantly more famous as these had a perpetual water supply by method for a water system tank or stream. See Sama is the way toward frightening and get ready land before paddy development, which is done utilizing a Nagula (furrow) and bulls. See Sama was performed ceremoniously amid the reign of rulers in a celebration called Vapmagula. Numerous religious ceremonies were likewise seen by conventional and antiquated agriculturists before nerve racking initiated. When frightening is finished, paddy seeds are sown or saplings are planted in the ground. No chemicals or poisons were utilized to improve the dirt of paddy fields. Antiquated and conventional agriculturists utilized compost, fallen leaves and rotted roughage to treat their property. These natural composts enhanced microbial movement in soil. The yield from this technique for treatment was high and missing of unsafe poisons. Poru Gama is the way toward leveling the paddy field with the utilization of bulls and an apparatus known as the Poruva. Poru Gama is by and large done fourteen days subsequent to nerve racking and treating paddy fields. This procedure guarantees that there is uniform water spill out of one Liyadda to another. Bovines (bulls, bullock, cows) who help the rancher in the many phases of paddy development are a significant resource for him. Along these lines, agriculturists treat their working creatures with most extreme love and care. They are never incited damage by the Kewita (a stick used to drive and direct the bovines) amid See Sama, Poru Gama and so on. The creatures are never over-worded and are given a lot of nourishment, water and rest in an opportune way. Toward the finish of a working day, the bovines would be washed and cleaned and given scavenge. The creatures are never utilized the whole day (they are just worked around 5 to 6 hours a day) and are never worked under a brutal sun (this was particularly amid the day and at twelve). A wooden fence called the Danduvata, made by stacking and tying fallen and trimmed tree stems and branches, is set up around the whole Kumburuyaya to keep wild creatures from assaulting crop. Moreover, a scarecrow (Pambaya) is raised and a Takeya (a harsh chime sort protest) is hung to drive off flying creatures and small creatures. Agriculturists would keep watch over their Kumbura for the duration of the day and night in unpleasant cut watch hovels called Pela to pursue away assaulting creatures. Sri Lanka has encountered many changes in the course of the most recent century which has significantly affected customary rice cultivating in the nation. An adjustment in the atmosphere can be viewed as the island has confronted a diminishment of precipitation and an expansion in air temperature in specific ranges of the nation. Moreover, arrive utilized for vegetation has been put to different uses bringing about lost 50 for every penny of timberland cover. The populace has additionally expanded by 15 million in a land region of 6.54 million hectares throughout the most recent 60 years. Event of cataclysmic events, for example, dry spells, surges, violent winds, avalanches, pestilences, and so on., has made life troublesome for individuals to run about with their exercises. Conventional reasonable horticulture moving towards present day innovation escalated mode is somewhat to be reprimanded for these catastrophic events. Customary agriculturists who assembled involvement and abilities over hundreds of years, figured out how to support yields under unfavorable cultivating conditions utilizing locally accessible assets. A review led by the creator with the support of Future in Our Hands, during2007 2010 in the Moneragala region, explored how customary rice cultivating and the related environment confronted the test of dry spell and developing issues of present day cultivating by following adapting methodologies from the past. Customary framework honed by ranchers incorporates: i) development of conventional rice assortments; ii) utilization of natural composts (straw, green excrement, cow waste, poultry fertilizer, fluid manure and so on.); iii) administration of filters out hand weeding, mechanical weeding, and water administration; iv) administration of bug and maladies by rehearsing Kem krama (ceremonies), keeping up bio-differing qualities, and utilizing bio-pesticides; and v) administration of accessible water without prompting to dampness push. A review was completed in 16 towns, where a few agriculturists honed customary cultivating and some others embrace present day cultivating. The fundamental contrasts found in present day cultivating contrasted with conventional cultivating were that the agriculturists utilized: i) new enhanced rice assortments; ii) Inorganic composts (urea, muriate of potash and triple super phosphate); iii) Weedicides; iv) Pesticides; and v) pre-booked water system. These two cultivating frameworks were surveyed by utilizing different markers, for example, profitability of land, work, capital, and seed, input cost and net return per unit weight of grains. Comes about demonstrated that the customary rice cultivating when embraced for a couple seasons could endure dry season conditions, diminish soil saltiness, and enhance soil P, K and natural matter and some physical properties. In addition, cost of generation diminished while work and capital profitability expanded. The framework enhanced its ability to control bugs with no extra measure. Discoveries are abridged in the table beneath. In lavish tropical Sri Lanka, paddy development took profound root, changing into the backbone of the islanders and setting the pace for a national culture decorated with expound ceremonies revolved around the readiness of the fields and the collecting of the grain. Sri Lankas unbelievable gathers once brought it notoriety as the Granary of the East. Chronicled records disclose to us that paddy was developed in Anuradhapura in 161 BC and thrived there until 1017 AD. Today, it is developed over the Island. As society developed, exercises and individuals near the heart of paddy development rose to unmistakable quality. By keeping the Island nourished, the goviyas or paddy ranchers rose the progressive system of the Sinhalese cast framework, raised by illustrious support in light of the fact that, all things considered, they satisfied the general populations craving as were meriting regard. Paddy development was a mutual joint effort including both the land-owning ranchers and the sharecroppers or ande goviyas, who worked exclusively and by and large, from the seeding toà ¢Ã¢â€š ¬Ã‚ ¨the reaping, under the direction of shrewd and climate beaten seniors. The development cycle was a high purpose of their social life. Everybody contributed. History specialist, Dr Ananda Coomaraswamy writes in Medieval Sinhalese Art, Extraordinary Chiefs were not afraid to grasp the furrow. The larger part of town society were carried into close touch with the dirt and with each other by cooperating in the fields; even the experts used to drop their apparatuses to do a share of the field work when need was, as at sowing or reap time Divine mediation was sort to secure favors for an abundant collect, and assurance from the components and from infection. At initially, it was the divine forces of the people religions of the land that the ranchers swung to. After the landing of Buddhism in Sri Lanka in 250 BCE, Buddhist customs took unmistakable quality and these society practices were consolidated under its umbrella. The customs varied from place to put. In the low nation, for instance, a function was held to secure the support of the Gara Yakka, à ¢Ã¢â€š ¬Ã‚ ¨a evil presence accepted to bring about inconvenience in the event that he is not sought. In Anuradhapura, a function was held to thank the Aiyanayaka deiyo, a diety related with the supply, denoting the vital association between the agrarian individuals and their water. Old Sri Lanka had a great water powered biological community. Progressive rulers fabricated expound water frameworks to flood the land, gather water, and nourish the paddy fields, specking the scene with man made repositories. The cadence of the Islands paddy development cycles blended with the storm rains: the upper east rainstorm watered the Maha or significant yield cycle, which begins with seeding in October-November for havesting in February and March; and the southwest rainstorm watered the Yala or minor product cycle planted over April and May for reaping in August-September. 70% of the Islands rice gather originates from the previous, and the rest from the last mentioned. The ranchers honed two fundamental types of development: dry seed and wet-bed, the last being the more common. One strategy for dry seed development is known as kekulama, when the land to be developed was guaranteed from the backwoods, and alternate as vee hena if the land was under the moving or hena development technique, where the initial step is the earth being furrowed, left to settle for a couple days, and after that seeded with dry sprouted seeds. Just certain areas of land were dry seeded, and whatever is left of the land was set up for wetland development, to be done when the tanks were overflowing with water. Couple of occasions in Sri Lanka are attempted without counseling a celestial prophet who decides the favorable time for an effective result. Along these lines critical exercises like furrowing, seeding, sifting and reaping were started at propitious circumstances. One of the main demonstrations was for the ranchers to clear, clean and secure the conduits, pathways and regions. That finished, the gifts of the divine beings were secured with a pledge or guarantee, fixed by tying up a coin in a bit of new white fabric and joining it to the branch of a holy nuga tree close to the water source. The conduit entryway was opened, discharging water into the fields, the minute reported with the lighting of fireworks. At that point started the working and furrowing of the earth. Before, wild oxen were utilized to furrow the land, though today, tractors have set a considerable lot of these creatures out into the wild. The seedlings are then planted, with the primary seedling formally situated in the focal point of the field by the senior agriculturist. Areas of land at two closures of the field were left unsown ridiculous and creepy crawlies to appreciate. Watch cottages or pela are set up high over the ground to keep watch over the green abundance. The watchers had a à ¢Ã¢â€š ¬Ã‚ ¨clear perspective of the whole field. Flames are made to keep damaging creatures away. To remain wakeful, the watchers would sing pel kavi, melodies of the watch hovel. Gradually, the fields would turn a brilliant cocoa. Reap time was a period of cheering, to be commended in melody. The men cut the paddies and the ladies assembled them into bundles, which they conveyed upon their heads to the kamatha or sifting floor. In Folk Songs of Lanka, Carlton Samarajiwa states, the kamatha is a holy place in Sinhala society culture: it symbolizes the peak of an entire rural season furrowing the fields, sowing the seed, weeding and transplanting, and procuring the collect. The kamatha and the customs related with the action of sifting the paddy have over the eras gained their very own sacredness. Normally, there are kamath kavi, or sifting melodies, to be joyously su ng: Budun vandina velaavayi Kiri uthurana velaavayi Kola madavana velaavayi Kamatha pirena velaavayi The principal cuttings of rice are a festival. A stately pot of drain is set on a wood fire and permitted to bubble over, in a custom called kiri itirima that symbolizes plenitude. Drain rice is cooked with the grains of the main reap and offered to the Buddha and to the gods, and the rest of shared among those present. Bits of the primary rice are offered to the Buddha and taken in parade to the sanctuaries. It is a valuable minute that joins the land, and its abundance with the diligent work of its kin and their divine beings.

Opposing Viewpoints in Kurt Vonneguts Slaughterhouse-Five Essay

Opposing Viewpoints in Kurt Vonnegut's Slaughterhouse-Five The Allied firebombing of Dresden has been called the worst and most unnecessary air raid in military history. The German city was home to no military bases or stations, but on February 13, 1945, death rained down from the air on nearly 135,000 people, most of them civilians, compared to the 74,000 deaths caused by the atom bomb dropped on Hiroshima (Novels 270). Kurt Vonnegut, Jr. was a Allied prisoner of war during this raid, hidden underground in an abandoned slaughterhouse. After surviving the war, Vonnegut came home to the United States to become an author. Though he had published several books before Slaughterhouse Five, this book became his most famous and best-selling book. Slaughterhouse Five was Vonnegut's breakthrough work because he finally addressed the most distressing and pivotal point in his life, the Dresden firebombing (Novels 270). Vonnegut writes in the first chapter that he was once given advice against writing an anti-war novel, because "...there would always be wars, [and] that they were as easy to stop as glaciers" (Vonnegut, Slaughterhouse 3). However, rather than writing an anti-war novel, Vonnegut writes a response to the tragedy of war through the eyes of a soldier (Novels 272). Vonnegut narrates the story of Billy Pilgrim, a soldier who went through the same experiences as Vonnegut did. Narrating the story of someone else allows Vonnegut distance and separation from the painful events at Dresden (Harris). Through Billy's story, Vonnegut introduces opposing ideas throughout his novel, creating tension between conflicting forces and philosophies. The opposing ideas in Slaughterhouse Five are differing views of time, and inco... ...s, it is the one that states war is stupid, pointless, and cruel, yet it is inevitable. Works Cited Harris, Charles B., "Time, Uncertainty, and Kurt Vonnegut Jr.: A Reading of 'Slaughterhouse Five,'" Farmington Hills: Gale Group. October, 2001. http://galenet.galegroup.com/servlet/DC/ Reed, Peter J., "Authenticity and Relevance: Kurt Vonnegut's Slaughterhouse Five," Farmington Hills: Gale Group. October, 2001. http://galenet.galegroup.com/servlet/DC/ Schatt, Stanley, Kurt Vonnegut, Jr., Farmington Hills: Gale Group. October, 2001. http://galenet.galegroup.com/servlet/DC/ "Slaughterhouse Five" Novels For Students. Vol. 3 1998 ed. Vonnegut Jr., Kurt. Fates Worse Than Death. New York: G. P. Putnam's Sons, 1991 ---, Palm Sunday. New York: Delacorte Press, 1981 ---, Slaughterhouse Five. New York: Dell Publishing, 1969

History of Indian Pharma Industry

CHAPTER: 1 INTRODUCTION History of Indian Pharma Industry The  Pharmaceutical industry  in  India  is the world's third-largest in terms of volume and stands 14th in terms of value. According to Department of Pharmaceuticals,  Ministry of Chemicals and Fertilizers, the total turnover of India's pharmaceuticals industry between 2008 and September 2009 was  US$21. 04 billion. While the domestic market was worth US$ 12. 26 billion. Sale of all types of medicines in the country is expected to reach around  US$19. 22 billion by 2012. Exports of pharmaceuticals products from India increased from US$6. 3 billion in 2006-07 to US$8. 7 billion in 2008-09 a combined annual growth rate of 21. 25%. According to  PricewaterhouseCoopers  (PWC) in 2010, India joined among the league of top 10 global pharmaceuticals markets in terms of sales by 2020 with value reaching US$50 billion. Some of the major pharmaceutical firms including  Sun Pharmaceutical,  Cadila Healthcare  and   Piramal Healthcare. The  government  started to encourage the growth of drug manufacturing by Indian companies in the early 1960s, and with the Patents Act in 1970. However, economic liberalization in 90s by the former Prime Minister  P.V. Narasimha Rao  and the then  Finance  Minister,  Dr. Man Mohan Singh  enabled the industry to become what it is today. This patent act removed composition  patents  from food and drugs, and though it kept process patents, these were shortened to a period of five to seven years. The lack of patent protection made the Indian market undesirable to the multinational companies that had dominated the market, and while they streamed out. Indian companies carved a niche in both the Indian and world markets with their expertise in reverse-engineering new processes for manufacturing drugs at low costs.Although some of the larger companies have taken baby steps towards drug innovation, the industry as a whole has been following this b usiness model until the present. India's  biopharmaceutical  industry clocked a 17 percent growth with revenues of Rs. 137 billion ($3 billion) in the 2009-10 financial year over the previous fiscal. Bio-Pharma was the biggest contributor generating 60 percent of the industry's growth at Rs. 8, 829 crore, followed by bio-services at Rs. 2, 639 crore and bio-Agri at Rs. 1, 936 crore. The number of purely Indian Pharma companies is fairly low.Indian Pharma industry is mainly operated as well as controlled by dominant foreign companies having subsidiaries in India due to availability of cheap labor in India at lowest cost. In 2002, over 20,000 registered drug manufacturers in India sold $9 billion worth of formulations and bulk drugs. 85% of these formulations were sold in India while over 60% of the bulk drugs were exported, mostly to the United States and Russia. Most of the players in the market are small-to-medium enterprises; 250 of the largest companies control 70% of the Ind ian market.Thanks to the 1970 Patent Act, multinationals represent only 35% of the market, down from 70% thirty years ago. Most Pharma companies operating in India, even the multinationals, employ Indians almost exclusively from the lowest ranks to high level management. Mirroring the social structure, firms are very hierarchical. Homegrown pharmaceuticals, like many other businesses in India, are often a mix of public and private enterprise. Although many of these companies are publicly owned, leadership passes from father to son and the founding family holds a majority share.In terms of the global market, India currently holds a modest 1-2% share, but it has been growing at approximately 10% per year. India gained its foothold on the global scene with its innovatively engineered generic drugs and active pharmaceutical ingredients (API), and it is now seeking to become a major player in outsourced clinical research as well as contract manufacturing and research. There are 74 U. S. FDA-approved manufacturing facilities in India, more than in any other country outside the U. S, and in 005, almost 20% of all Abbreviated New Drug Applications (ANDA) to the FDA are expected to be filed by Indian companies. Growths in other fields notwithstanding, generics are still a large part of the picture. London research company Global Insight estimates that India’s share of the global generics market will have risen from 4% to 33%. The Indian pharmaceutical industry has become the third largest producer in the world and is poised to grow into an industry of $ 20 billion in 2015 from the current turnover of $ 12 billion. The Indian pharmaceutical industry is a success story. 00 000 people are employed in this sector, in some 12 000 firms. 2 900 of them are large scale units, following a recent article by Pradeep Aggrawal and P. Saibaba in the renowned Economic and Political Weekly of Mumbai (29 September 2001). In the pre- and post-production sector, a further 2. 5 mil lion jobs are thought to be involved. Compared to the general price index, drug prices have risen much less in the last 15 years and remain far below average. â€Å"Worldwide, India is a  country of very low drug prices while producing high quality medicines†, Nihchal H.Israni, president of the Indian Drug Manufacturers’ Association (IDMA), states proudly. Self-sufficiency with regard to pharmaceutics exceeds 90 percent – in spite of the policy of a more open economy pursued by India since 1991. The secret of this success is the Indian Patents Act 1970. India had entered independence with the patent system of the British  colonial masters, enacted in 1911. This secured the Indian market for the British industry. Prior to 1970, multinational  companies dominated the Indian market with a share of 85%, pharmaceutics were largely imported whereas local production remained minimal.Section 83 of the Patents Act 1970 states â€Å"that patents are granted to enco urage inventions and to secure that the inventions are worked in India on a  commercial scale and to the fullest extent and not to enable patentees to enjoy a monopoly for the importation†. At the turn of the century, the share of multinationals had declined to a share of 40 percent of India’s market, including a substantial share of local processing by multinationals. 45 of the larger scale production units belong to multinational  companies. The â€Å"architect† of the patent law of 1970, S.Vedaraman, then director of the Indian Patent Office, summarizes the spirit of the law as follows: â€Å"We are not against patents. And we are prepared to pay decent license fees. But we in India cannot afford monopolies. † Since then, India has done without product patents for pharmaceutics, with the exception of production processes that may be patented for seven years. In addition, the law allowed for  compulsory licenses granted by the state, in the case of a patent holder not granting voluntary licenses on fair  conditions. India profited from a large section of well-qualified experts who made good use of the new opportunities.These moves did not find much favor with the multinational Pharma-industry. It should not be forgotten, though, that in many industrial  countries, the protection of inventions through patents was only developed in the last 30 years. The Swiss pharmaceutical industry in particular fought the enactment of a patent law at the end of the 19th century, in order to be able to imitate foreign drugs, such as Aspirin. In the German Reichstag (Parliament) Switzerland was  considered a â€Å"state of robber barons†, in France a â€Å"country of counterfeiters†.Product patents for medical drugs have only been known in Switzerland since 1978. It is very clear whose interest they serve. Technology exporters profit from patent protection, which shields them from low-cost  competition. Technology importe rs – in other words, most of the developing  countries – want access to technical innovations as freely and cheaply as possible, i. e. no patent protection which creates monopolistic barriers. Indeed it was in this way that the economic development of Japan, Korea and Taiwan was able to thrive, due to the beneficial absence of patents.The Cipla philosophy has for decades been to promote the principle of relying on one’s own strength. â€Å"For India, this means striving for a high degree of self-sufficiency in vital areas of health and nutrition, and for our business practice, it means aiming for the fulfillment of the needs of the Indian population, the use of indigenous raw materials and of local personnel†, says Cipla managing director Y. K. Hamied. This philosophy,  combined with technical expertise, must have been the reason that the Indian  Council for Medical Research suggested to Cipla in 1990 that the AIDS drug Zidovudine be produced locall y.Due to the state investing its limited means in prevention, the market remained small. In India, approximately US$ 2 million is turned over yearly for AIDS drugs. Of this, Cipla has a share of about 80 percent. This is only a small percentage of Cipla’s total turnover of more than US$ 210 million. Indian Pharma industry is very interested in the export of its pharmaceutics. Developing  countries are an important market for Indian manufacturers because they produce high quality products at very  competitive prices. But free trade is hampered by national and international patent rules.For a patent does not only constitute the sole right to produce a product but also to import it. Despite these barriers, India’s drug exports exceeded in the year 2000 for the first time US$ 1. 5 billion. The success story of the pharmaceutical sector is part of a wider but less known â€Å"economic miracle†: India achieved average rates of economic growth for the last 20 years of six percent annually. Major Pharmaceutical Companies in India: In the list of top pharmaceutical companies in India it is not the Indian companies but also the MNCs that are becoming the part of the race.Indian pharmaceutical market in 2008 was $7,743m and if compared to year 2007 it was 4% more than that. It is expected that Indian pharmaceutical market will grow more than the global pharmaceutical market and will become $15,490 million in 2014. Today Indian pharmaceutical industry is the second most fastest growing industry displaying the revenue of Rs 25,196. 48 crore and growth of 27. 32 percent. Top pharmaceutical companies in India are also acquiring the small companies worldwide to further expand the market. Injections, tablets, capsule; syrups are the products of Pharma companies in India.Looking back into history reveals that it was in 1930 when the first pharmaceutical company in India came into existence in Kolkata. It is called the â€Å"Bengal Chemicals and Pharmac eutical Works†. This Indian company is still there and today it is the part of five drug manufacturing companies that are owned by the government. Till the period of 60 years the pharmaceutical industry in India was overshadowed by the foreign drug manufacturing companies but with the Patent Act in 1970, the whole scenario of pharmaceutical companies in India had changed since then.With this the Indian market was more open to Indian pharmaceutical companies than the MNCs. So with this pharmaceutical companies in India started to grow in number At present there is a cut throat competition among top pharmaceutical companies in India with the native as well as MNCs. But there are certain issues that are concerning the growth of Pharma companies in India. These are: ? Mandatory licensing and failure of new pattern system. ? Regular power cuts and inadequate infrastructure. ? Restricted funding. ? Regulatory hindrances that lead to the delays in the launch of new drug or Pharma pro duct. Too many small as well as big pharmaceutical companies and excessive competition. Top 10 Pharmaceutical Companies in India |Rank |Company Name |Turnover Amount |Remarks | |1. |Ranbaxy |4198. 96 | | |2. |Dr. Reddy Lab. |4162. 25 | | |3. |Cipla |3763. 72 | | |4. |Sun Pharma |2463. 9 | | |5. |Lupin labs |2215. 52 | | |6. |Aurobindo Pharma |2080. 19 | | |7. |Galxo Smithkline |1773. 41 | | |8. |Cadila Healthcare |1613. 00 | | |9. |Aventis |983. 80 | | |10. IPCA Laboratories |980. 84 | | COMPANY PROFILE Medley is a global pharmaceutical company operating since 1969 from Mumbai, India. Since launch, the company consolidated its position with a strong marketing infrastructure. In the year 1976, a formulation plant with modern facility was set up at Aurangabad followed by a couple of units placed at Daman and Jammu. Medley has state of the art facilities maintaining high quality standards at every further stage in manufacturing process with strict adherence to the Good Manufacturing Pr actices.Medley Pharmaceuticals Limited is a multidivisional and multi location organization with strong presence in Pharmaceutical formulations. The specialties include Hematinics, Anti ulcerants, Anti bacterial, Pain management, Gynecology & cardiovascular drugs. We specialize in Iron preparations, our mega brand being R. B. Tone Syrup. We also have many 1st time in India brands to our credit like Dompan (Domperidone & Pantoprazole), O2 (Ornidazole & Ofloxacin), Tazocef (Tazobactum & ceftriaxone) & Osmium K2 (1st brand of Vitamin K27 combination in India)Medley ranks amongst the top 40 pharmaceutical companies in India as per ORG IMS. Medley believes that quality is a continuous process and not an isolated stage in the process. They have an extensive distribution network across the country with 5 Depots, 17 C/Fs & over 1500 Stockiest which caters to the retailers. Research & Development The inbuilt quality of products is assured through scientific way of product development at R&D scale, transfer of technology from lab scale to mass production, analytical method development, stability studies and process validation.Our current thrust is towards development of innovative dosage forms in the areas of tablets, syrups, aerosols & other types of herbal formulations found in India. We believe that only through integrity one can provide the best medicine to patients whose well being is valued the most as per the company perspective. Medley has established state of the art R&D centers at Daman and Mumbai equipped with the latest ultra modern instruments. These R&D centers have highly experienced team of scientists having post graduate & doctorate degrees in the field of pharmacy & chemistry.The R&D centre established at Daman has received approval of Department of Science and Technology, Govt. of India in 2006. WORLDWIDE OPERATIONS [pic] Medley has set its eyes on becoming a truly global pharmaceutical company over the next decade. Medley's products reach 26 countrie s with significant presence in Asia, Africa, Middle East, Russia and CIS Medley intend to enhance its International presence based on its policy of â€Å"Integrity in Medicines† and quality of products. Medley already has setup the office in UK and tied up with partner in USA and SA.Medley is aggressively working on finalizing its business tie-ups in Brazil. Medley has dynamic team and representative office in Vietnam, Myanmar, Cambodia, Sri Lanka, Kenya, Russia and Kazakhstan. The dynamic field force promotes its specialty formulations. Around 514 formulations are registered in 26 countries. Today International business contributes 12% of Medley sales, but expected to grow substantially in the next three years. We have three manufacturing facilities, two at Daman and one at Jammu which strictly follows WHO GMP guidelines.All our manufacturing facilities are the state of art manufacturing units for oral and liquid section. The Daman Facility is MHRA-UK approved. One of our fa cilities at DAMAN is certified for Good Manufacturing Practices (GMP) Conforming to INTERNATIONAL STANDARDS by Competent Regulatory Authorities in Uganda, Sudan, Tanzania, Malawi, Ethiopia, and Yemen. Medley is now preparing for the South Africa. This initiative of Medley would help strive for the growth and to serve the world community. COLLABORATION Collaboration is Key to Our Success:-Collaboration, cooperation and partnership are the keys to our success. We are committed to working with our corporate partners to  offer our research, development, regulatory, manufacturing, marketing and sales expertise. Identifying good partners and managing long-term relationships is part of our company philosophy. Contract Manufacturing Why Medley for Contract Manufacturing? Medley understands the outsourcing requirements of its customers and transforms their needs into solutions. The pharmaceutical industry today is acing challenging business environment due to escalating R and manufacturing costs as well as delays in bringing new drugs to market. Other key factors impacting the industry include: †¢ Ever increasing demands to deliver lower cost of goods & improve customer supply performance †¢ Greater product complexity †¢ Ongoing regulatory compliance demands By using our contract manufacturing services you can access Medley's comprehensive technology portfolio for pharmaceuticals and the competence we have built up over decades.Knowledge, modern technology and creativity combined with clear and well-defined communication procedures between our teams of experts and customers & above all consistency, world class quality & delivery ahead of time are the key factors for achieving optimum solutions that will surely exceed your expectations. Complete confidentiality and protection of client intellectual property is the heart of the Medley culture. In-Licensing We look at partnering and collaborating as an important strategic approach that will complement our growth in India and international markets.We believe in brand building & are leaders in various therapeutic segments with 3 brands featuring in top 300 (IMS-Health). Our extensive distribution network with more than 1500 stockist’s, 6 depots & 16 C&F’s backed by 40 years of marketing experience & strong field force of over 1500 representatives enables us to achieve the leadership position in various therapeutic segments. We use collective experiences and resources that have been proven to work at the highest levels of efficiency to help brands better succeed.Our core areas of marketing expertise include the gastroenterology, cardiovascular, dialectology, gynecology & Orthopedic therapy areas. We seek to establish a long term, mutually rewarding relationship based on exclusive marketing rights business model, as well as co-marketing or strategic alliances for co-development including clinical trials of products for necessary regulatory approvals. Out-Licensing Our form ulation development expertise enables us to develop generic products which are bioequivalent. We seek out-licensing opportunities for our generic formulations for global markets.Our Global Services †¢ Formulation development †¢ Contract manufacturing of generic formulations for European market †¢ Analytical method development and validation †¢ Extensive QC capabilities (Micro, Chemical, ICH Stability) †¢ Packaging and shipping Company vision [pic] MILESTONES 1. First manufacturing operation in  Aurangabad in 1976 for tablets,  capsules and liquid orals. 2. Second unit established in  1992 at Daman  for liquid orals. 3. Third unit at  Daman established in 1998  for tablets and capsules which was later dedicated to Cephalosporin formulations. 4.Fourth unit established at  Daman in 2000  for large volume liquid orals. 5. Fifth unit established at  Daman in 2002  for tablets and capsules complying with international regulatory requirements. 6 . Medley was accredited as  ISO – 9001:2000  companies during the year 2003, by  American Quality Assessors (AQA). 7. Largest Brand R. B. Tone  is number 2 in haematinic segment as per ORG-IMS. Brand O2 launched in 2005  is number 1 in the anti diarrhoeal segment as per ORG-IMS. 8. A large manufacturing complex in  Jammu in 2005  spread over  12. 5 acres  of land. 9. State of the art  R&D centres established at Daman  which has eceived approval of Department of Science and Technology, Govt. of India in  2006. 10. Medley received the well deserved accolade  Ã¢â‚¬Å"WHO GMP Certificate†. INFRASTRUCTURE Daman Plant:- The plant is located on plot No. 18 & 19, Zari causeway road, Kachigam, Daman. This facility is located about 5 km away from Vapi railway station & about 179 km from Mumbai. The plot size is 7602 sq. mtrs, and the construction area is 7335 sq. mtrs. It has dedicated and segregated areas meeting current CGMP requirements for manufacturi ng of oral dosage forms – Tablets, Capsules & Liquid orals.Adequate areas for storage of Raw materials, Packing materials & finished products has been provided. The manufacturing capacity per annum in single shift is 5100 lac Tablets & capsules and 46 lac litres of liquid orals. The facility is WHO GMP and Schedule M GMP certified by the Indian FDA. The facility is also approved by National Drug Authority of Uganda, MOH Sudan, Tanzania, Malawi and Yemen. The Facility is MHRA-UK approved and scheduled for other highly regulated agencies MCC-SA and WHO-Geneva. Jammu Plant:- The plant is located at Lane-3, Phase I, SIDCO complex, Bari Brahman, Jammu.This facility is about 20 Kms away from the Jammu Airport. The plot size is 53115 sq. meter and total construction area is 15981 sq. meter. It has dedicated and segregated areas meeting current CGMP requirements for manufacturing of oral dosage forms – Tablets, Capsules & Liquid orals. Adequate areas for storage of Raw materia ls, Packing materials & finished products has been provided. The manufacturing capacity per annum in single shift is 8040 lac Tablets and capsules and 31. 80 lac liters of liquid orals. COMPANY PRODUCTS SUPRAKARESuprakare is the 2nd biggest division of Medley catering mainly to Orthopaedic & Gastroenterology segments. It is also the fastest growing division of Medley & has one of the most innovative and first time launches in the Indian Pharmaceutical Market like DOMPAN (Domperidone plus pantoprazole), Ostium K2 (1st brand of Vitamin K27 combination in India), Tazocef (Tazobactam plus Ceftriaxone), Acenac-N (Aceclofenac plus Pregabalin) to name a few. Today, all of them feature amongst the top 5 brands in their respective segments. Product table: Analgesic & |Analgesic & |Muscle Relaxant |Anti-Osteoporotic |Antibiotics |Digestive enzymes | |Anti-inflammatory |Antipyretic | | | | | |Acenac-P |Nimsaid-P |Colchico 4/8 Mg |Ostium K2 |Cefo L 50/100/200 |Xymex Syrup | |Acenac-SR |Nimsaid- P125/250 |Acenac-MR/Mr8 |Ostium K2 Forte |Cefo L Rediuse |Xymex MPS Tablets | | |Suspension | | | | | |Acenac-N | | | |Cefo LX 100 |Xymex Drops | |Eezflam | | | |Cefo LX 200 | | |Eezflam forte | | | |Tazocef 1. 125 | | NUTRAKARENUTRAKARE, A division of Medley Pharmaceutical is thriving since a decade and is by far the largest division of the company. Division is achieving newer heights through unique formulations & innovative ideas. Nutracare is the pioneer in Gynecology and Anti infective Segments and is known for the brands R. B Tone and O2 (First time launched in India) This features among the Top 300 Brands of Pharmaceutical Industry according to IMS ORG. †¢ O2 Tab is ranked 1st in its category in the Ofloxacin and Ornidazole Market †¢ O2 Suspension is ranked 2nd in its category in the Ofloxacin and Ornidazole Market †¢ R. B Tone is ranked 3rd in the Liquid Iron Market. Product table: Haematinics |Antibiotic Anti |Anti-ulcerants |Hepatoprotective |Antibiotics |Ant i-Cold | | |diarrhoeal | | | | | |R. B. Tone Syrup |O2 Tablets |Domrab |Trisoliv Syrup |Kefodime 50/100 DT |Oncet-CF Tablets | |R. B. Tone Capsules |O2H Tablets | | |Kefodime 200 |Oncet-CF Syrup | |R. B. Tone Forte |O2 Suspension | | |Kefodime Dry Syrup | | |R. B.Tone Drops |O2 Infusion | | |Ofoxin 200/400 | | |R. B. Tone Injection | | | |Ofoxin Suspension | | VAZOKARE Vazokare Division is catering into Life Style Segments – Cardiology and Dialectology. The division manufactures and markets the quality brands with the ultimate goal of delivering maximum possible benefits to all its customers. It also strives at its best in offering the premium quality medicines at the most economical price, thus serving the society. Vazokare proves its belief in innovation by launching the India’s first and only Glyceryl Trinitrate Spray in pen form.Our mission is to give access to the best healthcare products at the most affordable price. Product table: |Anti hypertensive |Anti-Angina l |Lipid Lowering |Anti-Diabetic |Drugs for neuropathy |Multivitamin | | | |Agent | | | | |Betabest XL 25/50 |GTN Pen |Atorin 5/10/20/40 |Gepride M1 |Mecobion P 75/150 |Mecobion OD | |Betabest AM 25 |GTN Spray |Atorin EZ |Gepride M1 |Mecobion OD | | |Encardil 2. /5/10 | |Atorin-F |Glucozid | | | |Telmed AM | | |Glucozid-M | | | |Nevol 2. 5/5 | | |Trizem 1/2 | | | NANOKARE It is the newest addition in the array of SBUs of Medley Pharmaceuticals. The Division is exploring the untapped potential to create newer horizons for the company. Medley's entry into the rural market is driven by the fact that we have a vast range of products which address disease conditions and health problems widely prevalent in rural areas.The division covers a realm of products in various therapeutic segments like anti-infective, Hematinics, anti diarrhoeal, anti ulcerants, calcium supplementation, anti cold. The Division currently is operating in Maharashtra & Madhya Pradesh, but soon has vision of spreading its tentacles pan India. Product table: |Haematinics |Analgesic and |Antibiotic |Anti-Ulecerants |Antibiotics |Multivitamin | | |Antipyretic |Antidiarrhoeal | | | | |R. B. Tone Syrup |Nimsaid-P |O2 Tablets |Dompan |Azirite 250/500 |Vistamina Tablets | |R. B.Tone Capsules |Nimsaid-P125/250 |O2H Tablets |Dompan OD |Azirite Suspension | | | |Suspension | | | | | | | |O2 Suspension | |Ofoxin 200/400 | | | | |O2 Infusion | |Cefo Suspension | | | | | | |Cefo LX 200 | | ZENKARE Within a short span of time division has made a good presence in Generic market. In Zenkare, at present, range of 300 products is available in various therapeutic segments. Introduction of new products will be done timely as per the market demand. COMPETITORS Mankind Pharma Mankind Pharma, the 8th  largest Pharmaceutical Company of India, was incepted in 1995 with a meager capital of? ?50 lakhs and 20 employees.Today, we are amongst the top 5 fastest growing Pharmaceutical companies of India with an employee base of more than 9000 and heading towards a turnover of   [pic]  2500 crores. We aspire to aid the community in leading a healthy life through two parallel objectives: formulating, developing & commercializing medicines and delivering affordable & accessible medication that satisfies urgent medical needs. Mankind is a fully integrated pharmaceutical company, with a comprehensive network of 62 C agents & 6000 Stockiest. With a pan India presence, our offerings span in Antibiotics, Antifungals, Gastrointestinals, NSAIDs, Anthelmintics, Cardiovascular, Dermal and Erectile Dysfunction categories.Our strong portfolio of businesses, geographies and products ranging from Pharma to popular OTC & FMCG brands – Unwanted72, PregaNews, Kustody, Adiction, Gas-O-Fast, Manforce Condoms and Kaloree1 provide us the strategic benefits of integration that allow us to perform best in an increasingly competitive market. With the thrust of making headway, in 2007 Mankind acquired Magnet Labs Pvt. Ltd. and marked its marketing presence in antipsychotic segment. In January 2010, Mankind acquired  Longifene, the former brand of UCB Belgium. We are further expanding the horizon of Serving Life  in Vietnam Philippines,  Myanmar and other regulated and semi-regulated markets by 2015.Today, after those tentative first steps, Mankind’s voyage is not only going strong but radiating new standards and that miniscule initial investment has grown by giant strides to crores of rupees in wealth for Mankind’s stakeholders. Having succeeded in garnering the trust of all, Mankind will continue to dream big on its path of novelty and eminence and millions of consumers will relish the results with contentment thereafter. Our Mission â€Å"To support a healthy & active lifestyle through our broad portfolio of Pharma, OTC & FMCG products† Our Vision â€Å"To be the No. 1 Pharma Company of India by 2015† 1. Mankind Pharma 2. Discovery Mankind 3. Life star Pharma 4. Special Mankind 5. Future Mankind 6.Magnet Labs Ranbaxy Pharma Ranbaxy Laboratories Limited (Ranbaxy), India's largest pharmaceutical company, is an integrated, research based, international pharmaceutical company, producing a wide range of quality, affordable generic medicines, trusted by healthcare professionals and patients across geographies. Ranbaxy today has a presence in 23 of the top 25 pharmaceutical markets of the world. The company has a global footprint in 43 countries, world-class manufacturing facilities in 8 countries and serves customers in 125. In June 2008, Ranbaxy entered into an alliance with one of the largest Japanese innovator companies, Daiichi Sankyo Company Ltd. to create an innovator and generic pharmaceutical powerhouse. The combined entity now ranks among the top 20 pharmaceutical companies, globally. The transformational deal will place Ranbaxy in a higher growth trajectory and it will emerge stronger in terms of its global reach and in its capabilit ies in drug development and manufacturing. Ranbaxy was incorporated in 1961 and went public in 1973. | | | Mission: Ranbaxy's mission is ‘enriching lives globally, with quality and affordable pharmaceuticals’. Financials: For the year 2011, the company recorded Global Sales of US $ 2. 1 Bn. The Company have a balanced mix of revenues from emerging and developed markets hat contribute 47% and 46% respectively. In 2011, North America, the company's largest market contributed sales of US $ 791 Mn, Europe contributing US $ 297 Mn and Asia clocking sales. Strategy: Ranbaxy is focused on increasing the momentum in the generics business in its key markets through organic and inorganic growth routes. Growth is well spread across geographies with focus on developed and emerging markets. It is the company's constant Endeavour to provide a wide basket of generic and innovator products, leveraging the unique Hybrid Business Model with Daiichi Sankyo. In Japan, Daiichi Sankyo Espha Co. , Ltd. (DS Espha) will market generic drugs.As part of the Hybrid Business Model, Daiichi Sankyo will utilize Ranbaxy's strong manufacturing capabilities and expertise in developing generic medicines for the Japan and market them. The company will also increasingly focus in high growth potential segments like Vaccines and Biosimilars. These new areas will add significant depth to the existing product pipeline. R: Ranbaxy views its R capabilities as a vital component of its business strategy that will provide a sustainable, long-term competitive advantage. The company has a pool of over 1000 R scientists engaged in path-breaking research. Ranbaxy is among the few Indian pharmaceutical companies in India to have started its research program in the late 70's, in support of its global ambitions. A first-of-its-kind world class R&D centre was commissioned in 1994.Today, the company has multi-disciplinary R&D centers at Gurgaon, in India, with dedicated facilities for generics researc h and innovative research. The R&D environment reflects its commitment to be a leader in the generics space offering value added formulations and development of NDA/ANDAs, based on its Novel Drug Delivery System (NDDS) research capability. Ranbaxy's first significant international success using the NDDS technology platform came in September 1999, when the company out-licensed its first once-a-day formulation. Ranbaxy has developed the anti-malarial new drug, arterolane maleate + piperaquine phosphate that has been approved by the Indian Drug Regulator, Drug Controller General of India (DCGI) for manufacturing and marketing in India.In April 2012, the company launched India's first new drug, Synriam TM, for the treatment of uncomplicated Plasmodium falciparum malaria, in adults. Within Ranbaxy, there is a sharper focus on R&D of Generics, as the company is increasingly working on more complex and specialist areas. People: The Company’s business philosophy based on delivering v alue to its stakeholders constantly inspires its people to innovate, achieve excellence and set new global benchmarks. Driven by the passion of it's over 14,000 strong multicultural work force comprising of more than 50 nationalities, Ranbaxy continues to aggressively pursue its mission of ‘Enriching lives globally, with quality and affordable pharmaceuticals'. Piramal PharmaPiramal Enterprises is the flagship company of the Piramal Group and is a world leader in its various business verticals. It has a global footprint of over 100 countries, manufacturing bases in USA, Great Britain, Sri Lanka, China and Canada and a diversified workforce representing the Piramal Group’s diversified global portfolio. Recently, the UN Conference on Trade and Development’s World Investment Report 2011 ranked Piramal Enterprises CMO (contract manufacturing) business vertical as number five in the top 10 pharmaceutical contract manufacturers worldwide; and was awarded the number one position amongst all Indian CMOs. Drug discovery and research is an important part of the business.Piramal Enterprises aspires to be the first Indian company to discover, develop and launch its own NCE drug in the global market and has made steady progress towards that goal. The company has more than 115 issued patents and 395 pending patent applications in several countries. The patents and pending applications cover a wide variety of areas across multiple discovery and development programs including compositions of matter (NCEs and natural products), methods of treatment, biomarkers, diagnostics, pharmaceutical compositions, drug delivery systems, etc. Healthcare Information Management: In May 2012, Piramal Enterprises Ltd acquired Decision Resources Group (DRG), a US based company, which is an independent provider of decision support tools, analytics and research for the global healthcare industry.Considered to offer the â€Å"Gold Standard† in analysis according to many of its clients, DRG provides web-enabled insights and predictive analytics via a variety of high value reports, databases, tools and advisory services to the global bio-pharmaceutical, managed care and med-tech industries. DRG is focused on three main market segments: (1) The Bio Pharma business unit provides reports, databases and advisory services on drug utilization trends and forecasting in a variety of therapeutic areas; (2) The Market Access business provides database and analytical services that healthcare companies use to assess the current and future opportunity of their products’ acceptance into a market. (3) The Medical Technology business provides actionable insights and data on the medical device markets.Headquartered outside of Boston, DRG has a global presence with offices in Belgium, Canada, England and Japan. Indiareit is the real estate equity funding arm. It the largest Reit fund by AUM (assets under management) in India i. e. Rs 3800 crore by June, 2011. I t has domestic and offshore funds, and has recently raised funds from UK, Singapore and Dubai. PHL Finance Pvt Ltd. is the non-banking financial company (NBFC) that has recently formed to look into funding of real estate and infrastructure projects. Cipla Pharma Cipla was established in 1935 with the vision of making India self-reliant and self-sufficient in healthcare. Today, we are one of the world’s largest generic pharmaceutical companies with a presence in over 170 countries.We are renowned for making affordable, world-class medicines that meet the needs of patients across therapies. We also offer services like consulting, commissioning, plant engineering, technical know-how transfer and support. Since inception in 1935, caring has been at the core of everything we do at Cipla. For patients, caring is a promise that we will do whatever it takes to ensure they have continued access to the highest quality medicines at affordable prices; whether a disease affects millions o r just a few hundreds. To the medical fraternity, caring means the assurance of world-class medicines and support across multiple therapeutic areas.For business partners, caring brings the confidence of always getting world-class quality and competitive prices. For employees, caring manifests itself in a safe, equal-opportunities' workplace that fosters innovation for a healthier world. History: Cipla’s journey began in 1935 when our founder, Dr. K. A. Hamied, set up an enterprise with the vision to make India self-sufficient in healthcare. Over the past 77 years, we have emerged as one of the world’s most respected pharmaceutical names, not just in India but worldwide. We have 34 state-of-the-art manufacturing facilities that make Active Pharmaceutical Ingredients (APIs) and formulations, which have been approved by major international Regulatory Agencies.We have over 2000 products in 65 therapeutic categories; with over 40 dosage forms, covering a wide spectrum of di seases ranging from communicable, non-communicable, common and emerging diseases to even rare diseases. Our Research and Development (R&D) centre is focused on developing innovative products and drug delivery systems, giving the country and the world many ‘Firsts'. Today, we are one of the world’s largest generic pharmaceutical companies with a strong presence in over 170 countries. We maintain world-class quality across all our products and services. Whether it’s for millions or for just a few hundreds, our journey to care for all humanity continues. Milestones: 1. In 1935, our founder, Dr. K. A. Hamied set up Cipla to make India self-reliant in healthcare. 2.In 1939, Mahatma Gandhi visited Cipla and inspired our founder to make essential medicines for the country, and strive for self-sufficiency. During World War II, when India was dependent on imported medicines and there was an alarming shortage of life-saving drugs, we manufactured them for the country. 3. I n the 1960s, we pioneered API manufacturing in the country and helped lay the foundation for the bulk drug industry in India. 4. In 1970, we spearheaded the New Patent Law by which an Indian pharmaceutical company was allowed to manufacture a patented product as long as the process to manufacture it was changed. This enabled Indian companies for the first time to manufacture any medicines and make them available and ffordable for all Indians. 5. In 1978, we pioneered inhalation therapy in India with the manufacture of Metered-Dose Inhaler (MDI), at a time when the country stopped receiving imported supplies. Today, we have the world’s largest range of inhaled medication and devices. 6. In 1994, we launched Deferiprone, the world’s first oral iron chelator which revolutionized the treatment for thalassemia. For the first time patients with thalassemia had an option that was affordable, painless and convenient. 7. In 1996, we gave the world the first transparent dry powd er inhaler which was so simple and easy to use, it changed the face of inhalation therapy in India. 8.In 2001, we pioneered the access to HIV treatment by making antiretrovirals (ARVs) available at less than a ‘Dollar a Day'. The cost of treatment dramatically fell from $12,000 per patient per year to $300 per patient per year. This caused a revolution where HIV treatment became a reality for the world and millions of lives could be saved. 9. During the 2005 Bird Flu epidemic, we produced an anti-flu drug within a period of 2-3 months, which would have normally taken at least 3 years to develop. 10. In 2012, we made a breakthrough in reducing the prices of cancer drugs, thus making world-class medicines affordable and accessible to cancer patients. THE SEVEN WORST MISTAKES IN PHARMA LAUNCH (AND SECRETS TO AVOID THEM)In today’s Pharma environment, the product launch period has become critical. To set up a pattern for long-term sales and profits, products must make a big splash upon their introduction. But making this happen is a process that can be filled with uncertainty, confusion and frustration. Mistakes can set back years of effort and millions of dollars in expenses. Understanding the biggest mistakes Pharma marketers can make during launch can help savvy leaders prevent catastrophes, and plot a clear path towards profit. What are the biggest mistakes Pharma marketers make during pre-launch planning, and how can they be avoided? 1. Focusing on Product, Forgetting Everything Else:Sure, a big part of launching a drug revolves around the drug itself – developing the chemical composition, submitting the drug for approval, ensuring formulary positioning, and more all focus on the physical product. But often lost in the mix is the customer and market. Long before a product is complete and ready for sale, you need a deep understanding of your customers and the market you are targeting. That means understanding, in-depth, some key points: ? Th e disease you are treating, including standards of care for that therapeutic area ? The people it affects. ? The needs of patients with the disease ? The needs of physicians treating these patients ? Key opinion leaders and professional associations in the therapeutic area ? Trends in patient access, managed care acceptance and reimbursement in the disease area Key regulatory milestones and requirements affecting the disease and the product To further know your market, you must also understand your product in terms of the competition that already exists, and that which is likely to develop before and after launch. Knowing how your product will stack up against other players in the marketplace points toward the true benefits of your drug for customers. Pre-launch planning should include some tough questions: ? How is your product better than the pharmaceuticals and intervention that already exist? ? How can an average customer, payer, physician or pharmacist differentiate between you r product and its competition? How will the product provide benefit that is different than other Pharma offerings? ? How will your competitors respond to your market entry? ? How will the competitive landscape change over time? Is this area going to explode with entries? Will generics infiltrate soon? 2. Working with the Wrong Team: A good product is important. But just as, if not more, important is the team guiding that product to market, and pushing it towards success. Instrumental in developing, marketing and selling the Pharma product is a team that boasts knowledge, experience and skills. Choosing this team is a delicate endeavor, and should combine leaders from all pay grades and units.While product managers, marketing directors and managers are often the go-to team members, chosen for their titles, successful product launches need a team with creativity, problem-solving ability and persistence, skills that can transcend titles. Businesses should therefore build launch teams b ased on experience and talent for the unique process of launch. 3. Working in Silos: For effective pre-launch planning, company departments must work together. Why is cross-functional work necessary for successful pre-launches? Consider product research and development, which can often take place in a vacuum. With a cross-functional team, R&D can learn the concerns and needs of marketers, incorporating new research points that can be instrumental in later positioning and sales.Of course, collaboration on this level can be a daunting prospect for Pharma companies, long organized by silos and strict division of tasks. Cross-functional collaboration is the pinnacle of marketing and pharmaceutical hopes, but what often happens in implementation is a crash and burn. Breaking the idea down into tactical steps, however, can ease the process from the very beginning: ? Establish and gather the pre-launch cross-functional team, including R&D, medical and regulatory affairs, and other division s of importance. For this team of leaders from these departments, the need to differentiate the ultimate product and create value must be explicitly stressed. ? Provide clear objectives for the team, as well as clearly assigned responsibilities.Everyone must understand his or her role in developing and capturing the product value. ? As key activities take place, particularly market research, review all findings with the team. ? Brainstorm and determine the needs of customers in the target area, including what is meaningful and valuable to physicians, patients and payers. ? Develop options for creating and demonstrating value to the customer base. Together, the team must brainstorm options, anticipating regulatory requirements, clinical development needs and marketing potential. Consider options also in terms of managed care organizations' perspectives, and how the company can alleviate any concerns. One collaborative partnership that is especially important to launch is that between marketing and sales. Most marketing communications people don't have a direct relationship with their sellers, and don’t understand the realities that the sellers face in everyday sales situations. Cooperative launch planning can ensure that the sales team has the pre-launch education to get new products off to a big bang, and all the materials and information they need to address target questions. 4. Rushing Launch: Everyone wants the competitive advantages of being first to the market, or first to address a unique need. But rushing product launch can come at the expense of long-term success.In attempts to speed along launch, many companies give short shrift to critical areas, and don’t try to accelerate more appropriate areas. The most-commonly skipped steps in a time crunch include primary research, business case development and cross-functional coordination, all of them crucial in best serving the market and customers. Companies can also neglect to devote enough t ime to marketing and sales tactics, brand positioning, pricing, operational support and other key decisions. Due diligence is essential in these areas, and can be tightly project-managed without losing time. An area that can be sped up rather easily, however, is one that many companies don’t think about.By investing more attention and energy into initial regulatory approval, and obtaining that approval as quickly, efficiently and comprehensively as possible, far greater value can be earned over a products life. Several regulatory means exist through which companies can look to accelerate market arrival. ? Priority Review: It offers an abbreviated priority review process for specific products that can demonstrate a key point: they serve a specific and notable unmet medical need. ? Orphan Drugs: This program offer market exclusivity for the drugs for rare diseases, but this period is offered only to the drug that receives market approval first.Applications for these orphan drug s are given greater levels of support and feedback from regulators, meaning approvals are accelerated. 5. Failure to Track, Assess and Learn: Launching a new product can be a very educational experience for all those involved. But without the means of measuring success, tracking activities, and learning from mistakes, all the lessons of launch can be forgotten, creating a missed opportunity to improve future launches. Companies should take advantage of credible metrics to measure success during the pre-launch period, and participate in a post-launch review. Companies can strengthen their processes, and set themselves up for future successes. 6. Using a One-Size-Fits-All Approach: Consistency is a critical business practice.But many companies can take this desire overboard, fitting every new product into the same mold, and eliminating the creativity and uniqueness of each product. One way to resist the cookie-cutter approach, and create a product that can be in it for long haul, is l ifecycle management. The key to better, customized product success far into the lifecycle is considering these types of strategies early, even in pre-launch. Product lifecycle management means more than plotting a counter-attack against generics. A true product lifecycle strategy is focused on maximizing the profitability of a product over its life. There are several ways to do this, and they figure prominently in the pre-launch period. Be Proactive. Start early, plan ahead, and prepare for any and all scenarios that will arise during a products life. ? Organize. Set up the cross-functional teams that will enable a comprehensive perspective and approach, whether or not these are official Lifecycle Management teams. Establish clear ownership and accountability for key actions, and defined lines of authority. More than anything, the team must include members that have the actual power and skills to drive action forward and make any necessary changes. ? Franchise Make plans for your sp ecific product, but also consider the possibilities for further expanding into the therapeutic area.A therapy franchise dominates this area through complementary products, and can be accomplished through solo efforts or licensing partnerships. ? Expand. Plan for current uses of the product, but also never stop thinking about the future uses and areas to expand into. ? Reformulate. Choose the best form of delivery that makes sense in today’s environment, but set the groundwork for new innovations. Scientists are advancing the art of formulation every day, so keep aware and keep focus on newer, patient-friendly methods of administration. Reformulation down the line is an important way of expanding a drugs usefulness and audience. ? Protect. Through the pre-launch period, the focus should be on speeding the product to approval to leverage the amount of patent exclusivity.During a products lifecycle, the team must study all regulatory trends and methods of maintaining patent prot ection. Prolonging the time before generic competition is an essential means of protecting the time and energy put into drug production. ? Switch. Think a successful OTC switch will be just the key for protection years down the line? Not without extensive planning that reaches back into the pre-launch period. Some experts contend the switch should be planned while the drug is still in clinical trials, and at a minimum of seven or eight years before action. ? Shut Down. Think you shouldn’t even consider the end of the line when you’re in pre-launch?Think again. Exit strategies should be planned and plotted. Far too often a product is allowed to limp along in its latter years, consuming valuable organizational and financial resources. Consider the long-term and the potential scenarios for actively managing the end-of-life phase, and pinpoint the cutoff point for when the product no longer delivers value. 7. Missing Out on the Secret Weapon of Analytics: No matter how muc h you plan ahead, new drug development is inherently risky in today’s environment. Increasingly, Pharma managers and marketers need a way to assess the potential of new products, and the likelihood of success upon launch.Analytics models can provide insight on what drives your target consumers, and help predict actual launch results. The Eularis Pre-Launch Analytics Systems, for example, have been implemented and worked successfully during both pre-launch and launch of numerous pharmaceutical brands. Due to effective pre-launch analytics and planning that created strong preparation for a successful launch, these products continue to be category leaders. For anyone involved in the pre-launch and lifecycle management of the product, analytics will provide significant assistance through the myriad problems and challenges that comes in this task. SWOT ANALYSIS OF MEDLEY PHARMA Strengths: 1.Strong growth in emerging market business in Suprakare division. 2. Introduction of Caramel & Zinc salt in Nutracare market that has very limited competition. 3. Co-operative and Experienced Sales team. 4. Price policy as compare to Competitors. 5. Brand value of Medley Pharma. Weakness 1. Limited presence in Indian market. 2. Weak in delivering new products in short time. 3. Lack of motivation factor among MR’s & distribution team. Opportunity 1. Capture the untapped Market 2. Can Increase their share in contract manufacturing. 3. Can improve the commission based dissatisfaction among sales team. 4. Can work on promoting brand in remote areas too. 5.Can also work on Generic market division too which is yet to launched. Threat 1. Stiff competition from many Indian and other global brands means limited market share growth. 2. Better range of new products by competitors’ at rapid speed. 3. High price & quality sensitivity of consumers. 4. Stringent patent regulations. CHAPTER: 2 RESEARCH METHODLOGY & OBJECTIVES OBJECTIVES OF THE STUDY 1. To study the possible hurdles for launching a new Pharma products. 2. To study the different competitors of Medley Pharma. 3. To study the brand value of Medley Pharma in market. 4. To study the perception and satisfaction level among Doctor’s & Druggists towards Medley Pharma. SIGNIFICANCE OF THE STUDY This research is helpful for the Medley Pharma in understanding the buying preferences of the Distributors with regard to: a) Price b) Quality c) Sales Commission ? This research is helpful for the Medley Pharma in understanding the role of the Advertising in establishing the market of the product. ? This research also helpful for Medley Pharma to improve their Distribution model. RESEARCH METHODOLOGY Research methodology is a way to systematically solve the researcher’s problem or it may be understood as a science of studying how research is done scientifically. It defines various steps that are adopted by a researcher in studying his research problem along with logic behind them. ? Steps t o be followed for Research process:- ? SAMPLING AND SAMPLE DESIGN:- SAMPLING:Sampling can be defined as the selection of some part of an aggregate or totality on the basis of which a judgment or inference about the aggregate or totality is made. In other words it is the process of obtaining information about an entire population by examining only a part of it. The process of sampling is used for various reasons- ? Sampling saves time and money. It is usually less expensive and produces results at faster speed. ? It provides more accurate information. ? It enables to estimate the sampling errors and thus assists in obtaining information concerning characteristics of population. ? It also enables greater speed of collection of data. The ultimate test of sample design is how well it represents the characteristics of the population it purports to represent.In measurement terms the sample must be valid which depends upon – ? Accuracy – It is the degree to which biasness is absent from the sample. ? Precision – It represents how well the sample represents the population in all respect. SAMPLE DESIGN: A sample design is a definite plan for obtaining a sample from the sampling frame. It refers to the technique or the procedure that is adopted in selecting the sampling units from which inferences about the population is drawn. Sampling design is determined before the collection of the data. Several decisions have to be taken in context to the decision about the appropriate sample selection so that accurate data is obtained and efficient results are drawn.Following questions have to be considered while sampling design:- ? What is the relevant population? ? What is the sampling frame? ? What is the type of sample? ? What sample size is needed? Sample Size: It indicates the number of individual who would be surveyed. Here the sample size is 102. Respondents: Doctors, Distributors, Retailers & Medical representatives of Medley Pharma. METHODOLOGY We we re supposed to operate from Medley Pharmaceuticals Ambala Division. We were made aware about all the products Medley was providing with a more stress on their core product Division i. e. Nutracare. Methodology – (OTJ-On the job) Methodology of the project starts with – In the first phase we are trained and they teach us different things about market. ? They provide the database of Distribution channel. ? Then after that we have to provide details of product & their USP’s. ? Then we have to visit the point to retrieve the information from the respondents. ? Maintaining records of feedback of respondent’s regular basis. Methodology – (OFTJ-Off the job) Exploratory research is a type of  research conducted because a problem has not been clearly defined. Exploratory research helps determine the best research design, data collection method and selection of subjects. Given its fundamental nature, exploratory research often concludes that a perceived  problem does not actually exist.Exploratory research often relies on secondary research such as reviewing available literature and/or data, or qualitative approaches such as informal discussions with consumers, employees, management or competitors, and more formal approaches through in-depth interviews, focus groups,  projective methods, case studies or pilot studies. The results of exploratory research are not usually useful for decision making  by them, but they can provide significant insight into a given situation. Although the results of qualitative research can give some indication as to the â€Å"why†, â€Å"how† and â€Å"when† something occurs, it cannot tell us â€Å"how often† or â€Å"how many. † Exploratory research is not typically generalized to the population at large. Exploratory Research Research is exploratory when you use no earlier model as a basis of your study. The most usual reason for using this approach is that you ha ve no other choice.Normally you would like to take an earlier theory as a support, but there perhaps is none, or all available models come from wrong contexts. Exploratory research means that hardly anything is known about the matter at the outset of  the project. You then have to begin with a rather vague impression of what you should study, and it is also impossible to make a detailed work plan in advance. Analysis in exploratory research is essentially Abstraction and Generalization: Abstraction means that you translate the empirical observations, measurements etc. into concepts; generalization means arranging the material so that it disengages from single persons, occurrences etc. and focus on those structures (in variances) that are common to all or most of the cases.According to Alasuutari, in qualitative analysis of empirical findings, you can distinguish two phases but these two overlap: †¢ Simplification of observations †¢ Interpretation of results (or â€Å"so lving the enigma†) In the simplification phase, the material is inspected from the theoretical point of view of the study project, and only the points relevant from this angle are noted. Details differing from

Did God Create The World or was it Created by Chance?

Many atheists argue that religious believers have blind faith ,but does it not take blind faith to believe that DNA and cells were created by chance. The DNA is too complicated to have just been created by chance. Think of the dictionary, if I told someone that I thought the dictionary was created by chance over billions of years ago you would think I was insane. Remember the second law of Thermodynamics- High Complexity equals low Entropy and Low Complexity equals high entropy. This means the more complex something is the more organised it will be. So in the beginning there was low complexity so must have meant high entropy or chaos, well then how was the earth created with such low complexity and such little apparent chaos. Also how does a DNA get created by chance if it comes from nothing. Years ago microscopes were useless and when you looked at a cell you would just see a blob. It could be easy to think that this blob came by accident. Which leads me to my second point how can something be created from nothing. In the beginning there was nothing and now according to many scientists there is everything. By everything I mean the earth and the universe. In living cells the catalysts are enzymes. In the 1980s there was another kind of enzyme found, this was the RNA molecule. The RNA molecule (which is also a carrier of genetic information and a catalyst) or ribozyme sped up the making of the basic DNA and protein. But even including this assuming a ribosome is 300 nucleotides long and every nucleotide has 4 types of different nucleotides on it the calculation would 4^300 which is a number far too great to have taken even 13 billion years to do let alone 4. 54 billion years. Other people besides creationist do not believe the Big Bang. Some people who want to deny God might say the ‘Intelligent Design Theory’ which states cells need a designer they are far too complex to have happened randomly. Think of it this way ‘Darwin’s Black Box’ which is a microscopic machine which was created to move the little flagellum a little bit took many years to create and was very complex it should be even harder to make everything else in the bacterium and to say it was created by chance would be preposterous. Opponents to Intelligent Theory Design hypothesise that there is a cluster of universes; more than our own observable universe. If our universe were one instance in a population of failed universes, then the fact that ours is fine-tuned for life would not be surprising. If this was true though and there were an infinite amount of universes then that means anything is possible. For example in one universe there could be an actual Easter Bunny living with an actual Father Christmas. So if this multiverse theory were to be true and there were many other parallel universes then that would leave an even bigger problem. Where are they? How do we know we are the ‘perfect’ planet. If this universe is fine-tuned and that is the reason why we are 19. 6 million kilometres from the sun or why gravity is not a little bit greater so the stars don’t become red-dwarfs. If they were red-dwarfs they would have been too cold to support life-bearing planets. All the rest of the planets are unfit for human life and this shows how unique the earth is which I believe must have taken a creator. Time is the creator of all things Well this is how it works we think to ourselves nothing is impossible, so the impossible become probable. The probable then becomes certain and the certain becomes reality. Spontaneous Generation is the theory that life came from inorganic materials but was proven wrong by Louis Pasteur. He wrote that you would need a parent cell to create another cell, it cannot just be formed just like that. Anyone who does believe in spontaneous generation have been deluded by their own poorly conducted experiments. Atheist prefer to hear that life came from inorganic substances instead of a creator or miracle. This makes sense because atheists believe that the universe just ‘popped’ into existence. One minute nothing, next minute everything. The earth also had to have been find tuned from the moments of its inception for it to be able to sustain life. And nothing was living in the beginning so there couldn’t have been any parent cell. This is thought of as Abiogenesis which the process by which living organisms are created from non-living things. This is obviously not true because there are no living things on earth that have come from non-living things. Why does science not know where the birds and butterflies migrate to? Why is we need maps and aids to help us fly our planes? How come a butterfly can fly to someplace it wants to get without any aid? Insects are very far down the evolutionary time scales. How does the most highly evolved life forms not have the capabilities of a simple butterfly. There are many things in nature we cannot replicate or improve upon. Things in nature are said to be the product of chance and time. Well what is time? How much does it weigh? What does it consist of? Time is not a thing. Time is a non-being. So you can add time to help you figure out the Big Bang Theory but in the end what existed first ,time or matter? Can time exist without matter? Things in nature are just too beautiful to be the outcome of a giant, random, nonsensical implosion. So according to atheists, if we leave chance and time to do its work on our computers ,will they just become the most high-flying, amazing piece of kits ever? NO, of course not. Birds can do all sorts of things,fly upside down, land on a thin piece of wire. Why can’t an aeroplane manoeuvre as well as a bird. If the bird just came by chance surely we could come with something much better than that. In 1953 Stanley Miller passed a spark through a chosen mixture of gases. What he found changed science forever. The gasses formed amino-acids. Amino acids which are the main ingredients in proteins. Proteins are what make up most of our body. In truth amino acids do link up together to form proteins but that is like saying bricks will come together to form a house . You would be missing important parts of the house like a door and a bathroom. This is the same for proteins ,they are far too complex to have been created just using amino acids. Some people also believe that there was a special protein which assembled itself by chance in a prebiotic environment. Prebiotic is the general term to refer to chemicals that induce the growth or activity of micro-organisms. Double Thinkers are also another sort of theory. It is the belief that God helped start evolution and the world. To Double Think actually means the acceptance of contrary opinions or beliefs at the same time, especially as a result of political indoctrination. In conclusion everything can’t start from one point of inception full of nothing. The Multiverse Theory is too extreme and crazy. To say that there are billions of other universes where something impossible in this universe is possible in another ,is too farcical to even consider. If we still believe in the Big Bang Theory then why is it still a theory and where does all the starting matter come from? ‘Our minds work in real time, which begins at the Big Bang and will end, if there is a Big Crunch – which seems unlikely, now, from the latest data showing accelerating expansion. Consciousness would come to an end at a singularity. ’-Stephen Hawking.