Using Captions in Microsoft Word - Proofread My Papers Academic Blog

Using Captions in Microsoft Word - Proofread My Papers Academic Blog Using Captions in Microsoft Word The â€Å"Caption† options in Microsoft Word allow you to label images, diagrams, charts, illustrations and figures so your reader can quickly identify what they mean, as well as enabling use of the â€Å"dynamic† list functions offered by Microsoft Word. As such, using captions can help make sure your written work is clear, professionally presented and easy to follow. None of this is much good unless you know how to use captions, though, so strap in and we’ll run you through the basics. Adding Captions Adding a basic caption to an existing image/chart in your document is pleasingly straightforward: Right click on your image and select â€Å"Insert Caption†¦Ã¢â‚¬  from the menu In the pop-up window, choose how you want to label the image (e.g., Figure, Table, etc.) and whether you want it to appear above or below the image Add text that describes the image (e.g., â€Å"Figure 1: Experimental Apparatus†) and click â€Å"OK† This will make a caption appear in the chosen position. If you want to add a caption to something in the document other than an embedded image, position the cursor where you want to caption to appear and either: Go to the â€Å"References† tab and select â€Å"Insert Caption,† then follow the instructions above, or: Select the â€Å"Caption† option from the Styles menu and type; this creates captions without a â€Å"Label,† giving you more control over how they’re presented Setting Caption Style Microsoft Word comes with a default â€Å"Caption† style, but you can modify this through the â€Å"Styles† menu. If you want to set your own caption style, simply: Click on the arrow in the bottom right of the â€Å"Styles† menu on the â€Å"Home† tab to open the â€Å"Styles† sidebar Right click on â€Å"Caption† and select â€Å"Modify†¦Ã¢â‚¬  to open a new window In the pop up window, select the font/formatting options you require for your captions If you want to use different caption styles for different captions or in different parts of your document, you can do this by: Clicking on the â€Å"New Style† button on the â€Å"Styles† sidebar Selecting â€Å"Caption† under the â€Å"Style Based On† option Choosing a name for your new style (e.g., â€Å"Caption 2†) and selecting the font/formatting options required Using Captions As well as labeling your charts and images, using the â€Å"Caption† options in Microsoft Word means you can add a dynamic list of charts/figures to your document. This is quicker than creating a list manually, and you can update dynamic lists at the touch of a button, thereby ensuring they remain accurate even if you amend captions later on. To use this function: Position the cursor where you want the list to appear Go to the â€Å"References† tab and select â€Å"Insert Table of Figures† Choose the caption label type (e.g., Figure, Table, None) Click â€Å"OK† If you’re using more than one caption style, you can even create separate lists for different label types.

Physical chemistry Essay Example | Topics and Well Written Essays - 2000 words

Physical chemistry - Essay Example An understanding of the Le Chateliers principle and catalysis is essential for proceeding with this study. Increase in temperature: Exothermic reaction favours reactants, as the heat is absorbed to counterbalance the increase in temperature. Endothermic reaction favours products as the absorbed heat facilitates a larger amount of reactants to convert to products (Atkins & de Paula, 2006). Change in reactant concentration: An increase in concentration of a reactant in a dynamic equilibrium causes the reaction to favour products, as the excess reactant reacts with other reactants. A decrease in concentration of a reactant favours the reverse reaction as the products are converted to reactants in order to balance the decrease in reactant concentration. (Clark, 2002; Morrison & Boyd, 1992) Change in product concentration: A decrease in product concentration favours the forward reaction to balance the decrease. An increase in product concentration favours the reverse reaction. (Atkins & de Paula, 2006) Change in pressure: Increasing the pressure of a system at equilibrium causes changes in the partial pressures of reactants and products. The rate constant is independent of the change in pressure of a system, but depends on ratio of partial pressures of the reactants and products. The reaction moves in the direction where number of moles is less. (Atkins & de Paula, 2006) A catalyst accelerates a chemical reaction without undergoing a net chemical change. The catalyst reduces the energy of activation by altering the path of reaction to avoid the rate determining step, which is the slowest step in a reaction (Atkins & de Paula, 2006). For example, decomposition of hydrogen peroxide, which is a slow reaction at room temperature, requires activation energy of 76 kJ/mol. In the presence of iodide ions, this activation energy drops to 57 kJ/mol and rate constant

Global Business Essay Example | Topics and Well Written Essays - 750 words - 3

Global Business - Essay Example Therefore, an American multinational corporation (MNC) finds itself in a situation whereby its research teams have to translate their strategies to match the Chinese language and culture. The businesses venturing into China have to define strategies for overcoming the communication barrier. For example, MNCs find difficulties in establishing relations with the Chinese since it is a Western culture to shake hands and engage on persuasive and lengthy speeches whereas their Chinese counterparts rarely shake hands in greetings, and they approve business deals by observing the identified merits. Moreover, expanding into China requires a business to learn the value of relationships with stakeholders. In Chinese culture, businesses establish strong relationships with stakeholders, an aspect that receives minimal significance in the west. According to the Chinese society, stakeholders pursue belongingness, and would resent those organizations that fail to honor their presence and involvement. Business relationships in the Chinese context are deeper than the rapport established between businesses and clients in the western context. Therefore, this can pose a challenge for new businesses that seek to expand into this region because they have to earn the art of establishing business relationships that can measure up to the level expected in Asia (Wong, 2008). This means gaining a better understanding of business partners away from the formal settings in informal settings such as dinner parties. This translates to the fact that the sealing of business deals takes longer in china b ecause a business must invest more time in creating proper acquaintance with partners. Organizations should adapt to the change in favor of the Chinese market and this would contribute to profitable returns (Jiang &Stening, 2006). Asians also honor different occasions and may use different colors to represent them. For instance, the Chinese use the red color to

The Virgin Mary Essay Example | Topics and Well Written Essays - 1250 words

The Virgin Mary - Essay Example The Virgin Mary has a great many aspects in the world of Christianity because of her humility, piety and role as the mother of the Savior of humanity. Yet, in Protestantism, she would be quite different in her portrayal than she would be in Catholicism. Yes, she is still seen as the Virgin Mary, but in quite a different light. In the Roman Catholic Churches, Mary is the pre-eminent saint and the focus of much popular devotion. "This article explores historical and modern Christian beliefs about Mary (known as "Mariology"), which includes such doctrines as the Immaculate Conception of Mary, the Virgin Birth of Christ, the perpetual virginity of Mary, the Assumption of Mary, Mary as "Theotokos," and Mary as Coredemptrix and Mediatrix". (1. Religion Facts) The Virgin Mary plays a prominent role in some of the Gospels; these would include the birth stories of Jesus found in the books of Mark in chapters one and two, as well as the book of Luke in chapters one and two. Within the text of the Gospel of Luke, The Virgin Mary would have been part of the tribe of Judah within the lineage of David. In her first appearance in the Gospel of Luke, when an angel appears to her, Gabriel, where she is told that she, through the power of the Holy Spirit, will give birth to the Son of God. The Gospel of Luke in actuality goes no further in describing Mary at all, withholding credentials and more of her worthiness to be the Mother of God. Gaventa, in Religion Facts: Just the Facts in the World's Religions, points this out in many locations throughout the piece. "Really, Luke tells us nothing about her," Gaventa said. Gaventa goes further in saying that no credentials are given to make us think Mary would actually be worthy of being chosen by God. Or that what happens in the story is that Mary is chosen entirely by God's own initiative. This would be an excellent example of what Protestants would emphasize as being part of God's divine grace or God's initiative. "Mary, regardless of this unfathomable news, was engaged to Joseph and Mary, according to all accounts, humbly accepts the fact that she will give birth to the Son of God." (2. Religion Facts) The reason it is considered Immaculate Conception and delivery was the fact that the hymen would have remained intact dur ing labor and delivery, an unheard of capacity. This information was first divulged within the treatises of Gnostic Ascension of Isaiah in the late 1st Century and would also have been found in the late 2nd century Protoevangelium of James. When Mary was a young woman engaged to Joseph, the Angel Gabriel announced to her that she would give birth to a son that would be born of the Holy Spirit. Mary humbly accepted her divinely-appointed role, saying, "May it be unto me as you have said." She then conceived and gave birth to Jesus while remaining a virgin (Lk 1:31f; Mt 1:20, 23). Mary gave birth in a way as to avoid labor pains and leave her hymen intact. This was first found in the Gnostic Ascension of Isaiah (late 1st century), 1 and also found in the late 2nd century Protoevangelium of James. Christian writers in the earliest writings including Clement of Alexandria of the 3rd Century would have

Tesco Retail Business Analysis

Tesco Retail Business Analysis Tesco is one of the largest food retailers in the world, operating around 2,318 stores and employing over 326,000 people. As well as operating in the UK, it has stores in the rest of Europe and Asia. It also provides online services through its subsidiary, Tesco.com. The UK is the companys largest market operating under four banners: Extra, Superstore, Metro and Express. Tesco sells approximately 40,000 food products in its superstores, as well as clothing and other non-food lines. The companys own-label products are at three levels, value, normal and finest. Own brand accounts for approximately 50% of sales. As well as convenience produce, many stores have gas stations. The company has become one of Britains largest petrol independent retailers. Other retailing services offered in the UK include Tesco Personal Finance and Tesco.com. Tesco Personal Finance is a joint venture with the Royal Bank of Scotland. It has over 3.4 million customers, and provides various financial products and services. The company has operations in the rest of Europe, including the Republic of Ireland, Hungary, Poland, Czech Republic, Slovakia, and Turkey. In Asia, the company operates in Japan, Malaysia, South Korea, Taiwan, and Thailand. Tescos Republic of Ireland business operates in the region of 82 stores, and around 60 stores in the Hungarian market. Tescos Polish operations include former HIT operated stores. It operates around 66 hypermarkets and supermarkets in this country. In the Czech Republic and Slovakian markets, Tesco operates 22 and 23 hypermarkets respectively. Tesco also operates stores in Asia, including Thailand, South Korea, Malaysia and Taiwan. The company operates 64 stores in Thailand and 28 stores in the South Korean Market, while in the Taiwanese and Malaysian markets it has three stores in each nation. HISTORY: Tesco was originated in the markets of Londons East End, where in 1914, war veteran Jack Cohen began to sell groceries. The brand name of Tesco first appeared on packets of tea in the 1920s. Tesco was an amalgamation of the initials of T.E. Stockwell, a partner in the firm of tea suppliers, and the first two letters of Cohen. The first Tesco store was founded in 1929 in Burnt Oak, Edgware. Following the success of self service stores in the US, Mr. Cohen opened the first Tesco self-service store in St. Albans in 1948. Gradually the business expanded from stores to supermarkets, and by the early 1960s, Tesco had become a familiar household name, selling household goods and clothing. In 1974, the company set up petrol stations at its major sites, selling fuel at competitive prices. In 1979, the companys annual turnover reached  £1 billion for the first time. In the 1990s Tesco continued to tighten its grip on the UK with more store openings and an aggressive marketing campaign in an attempt to overtake Sainsburys as the UKs leading grocer. In 1992, the company launched is slogan every little helps, followed by the Tesco Value range in 1993. This was followed by the launch of the Tesco Club card scheme in 1995, helping Tesco to overtake rival Sainsburys as the UKs largest food retailer. 1996 saw the retailer introduce its first 24-hour store while it also expanded overseas opening shops in Poland, the Czech Republic, and Slovakia. In 1997 Tesco appointed Sir Terry Leahy as chief executive. Tesco.com was launched in 2000 and the supermarket continued to expand its range of products, which now includes clothes, electrical and personal finance products. In 2004 Tesco entered the broadband market. Two years ago, in 2006, the retailer announced ambitious plans to open stores in the US under the name Fresh and Easy and funded by existing resources. Tesco now operates in 13 countries. Today it reported that group sales were  £51.8bn in the year to February 23 2008. Pre-tax profit rose to  £2.8bn. In 2008 the retail giant took its conquest of the UK one step further by buying up some rival Somerfield stores on remote islands in Scotland, giving Tesco a presence in every single postcode area in the country. As it stands there is only one postcode in the UK in Harrogate in North Yorkshire which does not have a Tesco. MAJOR PRODUCTS AND SERVICES: Tesco is the largest food retailer in UK, operating around 2,318 stores worldwide. Its Products and services include: ENVIORMENTAL ANALYSIS What Is an Environmental Analysis? Environmental analysis is relatively qualitative and involves the identification of and analysis of environmental variables, which affect the business. Definition: Environmental Analysis Environmental analysis for a business looks at the factors inherent in a businesss environment that may have some impact thereof. This type of analysis is relatively qualitative and involves the identifying, scanning, analyzing and forecasting of the environmental variables. Some frameworks of environmental analysis have received large amounts of attention in the world of business management literature, such as SWOT analysis and PESTEL analysis. Why Environmental Analysis? Environmental analysis will help you understand what is happening both inside and outside your organization and to increase the probability that the organizational strategies you develop will appropriately reflect your organizational environment. Three Levels of Organizational Environment In order to perform an environmental analysis, you must thoroughly understand how organizational environments are structured. For purposes of environmental analysis, you can divide the environment of your organization into three distinct levels: internal environment, operating environment, and general environment. COMPETITORS ANALYSIS What Is a Competitors Analysis? Competitive analysis is the practice of analyzing the competitive environment in which your business operates (or wishes to operate), including strengths and weaknesses of the businesses with which you compete, strengths and weaknesses of your own company, demographics and desires of marketplace customers, strategies that can improve your position in the marketplace, impediments that prevent you from entering new markets, and barriers that you can erect to prevent others from eroding your own place in the market. Definition: Competitors Analysis Competitors Analysis also called competitive analysis, the process of identifying the performance and marketing strategy of competitive brands or products in the marketplace. In order to plan an effective marketing strategy, marketers need to know about the competitive environment and to find out all they can about competitors products, prices, communication channels quality, and service so as to determine areas of competitive advantage and disadvantage. Why Competitors Analysis? Some businesses think it is best to get on with their own plans and ignore the competition. Others become obsessed with tracking the actions of competitors (often using underhand or illegal methods). Many businesses are happy simply to track the competition, copying their moves and reacting to changes. Competitor analysis has several important roles in strategic planning: To help management understand their competitive advantages/disadvantages relative to competitors To generate understanding of competitors past, present (and most importantly) future strategies To provide an informed basis to develop strategies to achieve competitive advantage in the future To help forecast the returns that may be made from future investments (e.g. how will competitors respond to a new product or pricing strategy? Questions to ask What questions should be asked when undertaking competitor analysis? The following is a useful list to bear in mind: Who are our competitors? What threats do they pose? What is the profile of our competitors? What are the objectives of our competitors? What strategies are our competitors pursuing and how successful are these strategies? What are the strengths and weaknesses of our competitors? How are our competitors likely to respond to any changes to the way we do business? ANALYSIS OF THE MARKETING OPERATION What Is an Analysis OF THE MARKETING OPERATION? Marketing Operations is the function responsible for marketing performance measurement, strategic planning and budgeting, process development, professional development, and marketing systems and data. Definition: Analysis OF THE MARKETING OPERATION The purpose of the Marketing Operations function is both to increase marketing efficiency and to build a foundation for excellence by reinforcing marketing with processes, technology, metrics, and best practices. Marketing operations enables an organization to run the marketing function as a fully accountable business. Marketing operations is about performance, financial management, strategic planning, marketing resource, and skills assessment and management. Why Analysis OF THE MARKETING OPERATION? The marketing operations plan is designed to identify where we are as a district now and where we are going. It is a usable planning document that reviews the past years production and identifies strong points and problem areas. The operations plan is designed to accomplish the following: Stimulates thinking to make better use of available resources Reduces crisis management Assigns responsibilities and schedules work Improves communications within the command Coordinates and unifies efforts Facilitates control, monitoring, and evaluation of results Provides source marketing information for current and future reference Facilitates progressive advancement toward a goal ANALYSIS OF THE MARKETING STRATEGIES What Is an ANALYSIS OF THE MARKETING STRATEGIES? Marketing strategy is a method of focusing an organizations energies and resources on a course of action which can lead to increased sales and dominance of a targeted market niche. A marketing strategy combines product development, promotion, distribution, pricing, relationship management and other elements; identifies the firms marketing goals, and explains how they will be achieved, ideally within a stated timeframe. Marketing strategy determines the choice of target market segments, positioning, marketing mix, and allocation of resources. It is most effective when it is an integral component of overall firm strategy, defining how the organization will successfully engage customers, prospects, and competitors in the market arena. Definition: ANALYSIS OF THE MARKETING STRATEGIES Marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage. A marketing strategy should be centred on the key concept that customer satisfaction is the main goal. Why ANALYSIS OF THE MARKETING STRATEGIES? A marketing strategy can serve as the foundation of a marketing plan. A marketing plan contains a set of specific actions required to successfully implement a marketing strategy. For example: Use a low cost product to attract consumers. Once our organization, via our low cost product, has established a relationship with consumers, our organization will sell additional, higher-margin products and services that enhance the consumers interaction with the low-cost product or service. A strategy consists of a well thought out series of tactics to make a marketing plan more effective. Marketing strategies serve as the fundamental underpinning of marketing plans designed to fill market needs and reach marketing objectives. Plans and objectives are generally tested for measurable results. A marketing strategy often integrates an organizations marketing goals, policies, and action sequences (tactics) into a cohesive whole. Similarly, the various strands of the strategy , which might include advertising, channel marketing, internet marketing, promotion and public relations can be orchestrated. Many companies cascade a strategy throughout an organization, by creating strategy tactics that then become strategy goals for the next level or group. Each one group is expected to take that strategy goal and develop a set of tactics to achieve that goal. This is why it is important to make each strategy goal measurable. Marketing strategies are dynamic and interactive. They are partially planned and partially unplanned. PESTLE ANALYSIS OF TESCO: POLITICAL Following the European Integration and Free Trade Agreements, the market has opened up for British Companies to invest in Eastern Europe. Tesco already has 60 Hypermarket store in Hungary. Lidl is uncompromisingly fighting to maintain its market share with an aggressive pricing strategy. ECONOMIC the Retail sector is fairly recession prawn and also very sensitive to changes in interest rates. Since the events of September 11th the world economies have suffered heavily, stocks plummeted and prices are at all time lows. The world economy is however, now on the up post September 11th. Consumers are optimistic and the retail industry is once again booming. SOCIAL changes in consumer taste and lifestyle represent both opportunities and threats for the industry. Opportunities in terms of new market and consumers, however, there are added threats in terms of alternative established Swedish national retailers (foreign company bias). TECHNICAL Changes in retailing methods as such clothes sales via the Internet is now a common place in retailing. Paperless operation, the management and administration of the company are undertaken on IT systems, which are accessed through secure servers; provide flexibility in the running of the business. As Sweden is at the forefront of technological advancement with national companies like Ericsson, Tesco would enjoy the comprehensive logistics and distribution channels already in place. LEGAL National legislation for health and safety both in terms of consumer rights and also in terms of production of own natural renewable resources for making clothes. ENVIRONMENTAL The renewable source of resources used in production, namely cotton and wool are environmentally friendly. The threats are in terms of legal consequences for livestocks in terms of health and safety. TESCOS STRATEGIC OPTIONS: GENERIC STRATEGIES: Generic Strategies are characterised by an individual retailers response to the industry structure. For a giant retailer, such as Tesco, to obtain a sustainable competitive advantage they should follow either one of three generic strategies, developed by Porter. The first strategy of cost leadership is one in which Tesco can strive to have the lowest costs in the industry and offer its products and services to a broad market at the lowest prices. This strategy will be based on the Tescos ability to control their operating costs so well that they are able to price their products competitively and be able to generate high profit margins, thus having a significant competitive advantage. If Tesco uses another strategy of differentiation, than it has to try to offer services and products with unique features that customers value. Tesco will be able to create brand loyalty for their offerings, and thus, price inelasticity on the part of buyers. Breadth of product offerings, technology, special features, or customer service are popular approaches to differentiation. The last strategy of focus can be either a cost leadership or differentiation strategy aimed toward a narrow, focused market. In pursuing a cost leadership strategy Tesco focuses on the creation of internal efficiencies that will help them withstand external pressures. Therefore, it appears reasonable to think that Tesco will have frequent interactions with the governmental/regulatory and supplier sectors of the environment MARKET OBJECTIVES AND STRATEGIES IMPLEMENTATION Strategy frameworks and structuring tools are key to assessing the business situation. Risk and value trade-offs are made explicit, leading to concrete proposals to add value and reduce risk. Explicit plans for action, including effective planning need to be developed by Tesco as the strategic alternative. From the generic strategies discussed above, Tesco is likely to employ two strategic options that are also likely to be primary market objectives of focus on market development though partnerships and diversification through new product development. Market Development Strategy: Joint Developments and Strategic Alliances By entering new markets like China and Japan it can serve as a key growth driver of the companys revenues and expansion strategy. Tescos interests in Japan are likely to continue growing in due course, as Asian markets are showing an increase in consumer spending and increased trend towards retailing. These new markets are also demographically high opportunity markets. In the case of Tesco, one of the suggested strategic options is in international alliances with the local retailers in Asian markets. It will be considered as a method of development and may be formed to exploit current resources and competence. By entering into joint ventures or partnerships, in order to gain a larger economy of scale and larger market presence, Tesco will draw on the extensive local knowledge and operating expertise of the partner whilst adding its own supply chain, product development and stores operations skills to deliver a better shopping experience to customers. However, given the huge scale, potential and complexities of these markets, Tesco may feel that being the first mover is not necessarily an advantage. The success of the partnership will be related to three main success criteria: sustainability, acceptability and feasibility. Sustainability will be concerned with whether a strategy addresses the circumstances in which the company is operating. It is ab out the rationale of this expansion-market development strategy. The acceptability relates to the expected return from the strategy, the level of risk and the likely reaction of stakeholders. Feasibility will be regarded to whether Tesco has the resources and competence to deliver the strategy. CONCLUSION The success of the Tesco shows how far the branding and effective service delivery can come in moving beyond splashing ones logo on a billboard. It had fostered powerful identities by making their retailing concept into a virus and spending it out into the culture via a variety of channels: cultural sponsorship, political controversy, consumer experience and brand extensions. In a rapidly changing business environment with a high competitors pressure Tesco have to adopt new expansion strategies or diversified the existing in order to sustain its leading market position in an already established retailing market. The company must constantly adapt to the fast changing circumstances. Strategy formulation should therefore be regarded as a process of continuous learning, which includes learning about the goals, the effect of possible actions towards these goals and how to implement and execute these actions. The quality of a formulated strategy and the speed of its implementation will therefore directly depend on the quality of Tescos cognitive and behavioural learning processes. In large organizations as Tesco strategy should be analysed and implemented at various levels within the hierarchy. These different levels of strategy should be related and mutually supporting. Tescos strategy at a corporate level defines the businesses in which Tesco will compete, in a way that focuses resources to convert distinctive competence into competitive advantage.

Color Imagery in Sir Gawain and the Green Knight :: essays papers

Color Imagery in Sir Gawain and the Green Knight Sir Gawain And The Green Knight I believe that the color imagery in Sir Gawain And The Green Knight represents nature, as a force that man has little control over. This is evident during the journey of Sir Gawain, and later, his shame in front of King Arthur's court. Nature does as it will in ways that can not be controlled by man. The best they can do is to acknowledge the fact that it is happening. They had no control whatsoever, and therefore, were subject to it's, at times, ferocity. This is similar to the ferocity displayed by the Green Knight. The Green Knight worked under his own set of rules, and like a growing tree, man had, and still has, no control over when the tree would leaf or bloom, or how long it's branches would grow. The Green Knight, like nature, has to be understood before it can be dealt with, and even then, you are not guaranteed success. You need to know how he thinks, and play your cards right, in order to come out of the fight successfully. At first Sir Gawain was on the right path, but throughout his journey, he became sidetracked and due to that, he brought shame unto himself, and to the court of King Arthur. The story begins with a New Year's feast at Arthur's court in Camelot. All the knights and ladies gather to exchange gifts, and to eat and be merry. Everyone is laughing and having a good time, while Arthur amuses them with stories of courageous knights. The first course is served, and the guests are about to eat, when a knight, dressed totally in green, rides into the dining hall. The knight is very large, well-dressed, and imposing. It seems that he has come in peace, due to the absence of his armor and shield. The Green Knight's connection to nature is emphasized when he is presented holding a "holly bob...That is goodliest in green when groves are bare"(206-7). His closeness to nature is also apparent when the color of the knight is described as "green as the grass"(235). The Green Knight has a challenge, and he demands to speak to the head of the court. King Arthur, being the head of the court, answers the call of the Green Knight. The Green Knight proceeds to tell Arthur that it is his court who are the best and most noble knights in the land, and he has come here with a challenge.

Leadership Quality of Kumar Mangalam Birla Essay

Are we doing everything we can to help people be the best they can be? † asked Birla in the Q203 issue of The Smart Manager. The question is close to his heart. Since he took over the reins at the Birla Group he has focused on fine tuning the group’s talent pool. If this meant taking hard decisions Birla did not shy away. More than 350 senior managers left the group. Some through natural attrition, others through counseling, leaving space for new faces and new talent. Management means attracting talented people, nurturing them, developing them, and giving them space,† asserts Birla, â€Å"decisions need to be made at every level and decisions need to be quick. So, we have to spot, incubate and groom talent at every level of the organization, because more people need to be making high quality decisions. † To build this culture in the group, Birla has created a system based on meritocracy. His HR initiatives fall under three broad heads: learning and relearning, performance management and organizational renewal. For example Gyanodaya, the group’s learning center falls in the first category. It helps in the transfer of best practices across group companies thus sharpening the group’s competitive edge. The training calendar is accessible to employees via Aditya Disha, the group wide intranet, and the teaching programs consist of a mix of classroom, outreach, and e-learning initiatives. Birla has also instituted The Organisational Health Survey (OHS) which tracks the satisfaction levels of 8,670 managers across the group. A direct result of such initiatives is that today his brand as an employer has enhanced significantly, allowing Birla to access to some of the best minds and talent available in the country. The group is considered among the top 20 preferred employers in Asia. For performance management Birla instituted the Aditya Birla Sun awards an annual internal awards system. Here each group company makes an open presentation on their successes and failures to a group of 400 managers drawn from different group businesses. This leads to information sharing and also encourages healthy competition in the group. Birla believes that star performers need appreciation and recognition. â€Å"It is very important for people who are doing well to be told they are doing well,† he says. He insists that performance levels jump considerably higher after a person/team receives an award. The Aditya Birla award is for teams while the chairman’s award is for individuals. A group company that has won numerous such awards is Hindalco. Birla has transformed Hindalco into a globally competitive non-ferrous metals company. The first step was to merge the copper division of Indo Gulf with Hindalco unifying the group’s non-ferrous metals business under one company with 40% market share. He acquired 74. 6 % equity stake in Indal for Rs 10 bn to make it a wholly owned subsidiary of Hindalco. This made him the largest producer of aluminum in India and today Hindalco-Indal command a 70% market share. Having made Hindalco competitive now Birla is pursuing market growth. He recently entered the Rs 2. 50 bn branded foil market. Within a year of launch Hindalco captured a 40% market share and put a robust distribution in place. Last year Hindalco launched of as many as five branded products. The launch of â€Å"Aura† Alloy Wheels in early 2002, uniquely positioned as â€Å"dress code for your car†, was followed by the launch of its kitchen utility range – Freshwrapp aluminium foil and Freshpakk semi-rigid containers, and Everlast roofing sheets. Hindalco also introduced â€Å"Al Planet†, a unique exhibition format highlighting products from the secondary aluminium industry. For organic growth Birla has embarked on an Rs18 bn brownfield expansion at Hindalco’s integrated complex in Renukoot to increase aluminum metal capacity from 100,000 TPA to 342,000 TPA. This will ensure Hindalco’s leadership position in the domestic market and improve its export markets as well. But while Birla was revamping Hindalco, a move towards untangling the cross-holdings among group companies, a legacy of the ‘licence raj’, was also initiated. He unified his diverse companies under the Aditya Birla Group head. â€Å"If one were to encapsulate it (the group strategy) in a single word – the dominant strategic theme over the past four years has been consolidation,† says Birla. The process was threefold. Birla rearranged the companies, consolidated market presence in the different industries and then went on an acquisition spree to further strengthen leadership position. The result is a streamlined group with all aluminium companies merged under Hindalco, cement companies under Grasim, copper companies under Birla Copper and textiles and garments under Indian Rayon. Losing some of its loss making divisions also made Indo Gulf a debt free fertilizer company. In the process the group’s revenues have risen from Rs 72 bn to Rs 270 bn in eight years. â€Å"Our strategy dictates that we get out of businesses where we are bit players and strengthen the businesses where we have clear competencies, so that we get to the top of the league or consolidate our position there, as the case may be. This leads to a sharper and tighter business portfolio with our firepower being better targeted,† says Birla. Birla began with Grasim in 1995. His first step was to move the cement division of Indian Rayon to Grasim, thereby integrating the cement holdings within the group. Then in 2003 he acquired the cement division of Larsen & Toubro for Rs 22 bn increasing Grasim’s total capacity to 31 MTPY. Today Grasim is the largest producer of cement in India and the seventh largest in the world. Similarly the copper division of Indo Gulf was divested and incorporated into Birla Copper. Then Birla increased the smelter capacity of Birla Copper from 100,00 to 150,00 MTPY and acquired two copper mines in Australia. Birla has been nicknamed the ‘non-ferrous general’ by the industry: his aluminium, copper, and carbon black units are ranked among the top three in their respective segments. Indian Rayon also saw dramatic changes in portfolio. Its cement division was demerged. Then it acquired Madura Garments, the apparels and garments division of Madura Coats for Rs 2. 6 bn in January 2000. This takeover gave Indian Rayon ownership of prominent brands — Louis Philippe, Van Heusen, Allen Solly, Byford, Peter England and San Frisco. This marked a dramatic change in focus for the commodity based group. Though a major player in textiles, Birla had not been able to impact the branded menswear market. Building brands from scratch takes time as well as money, and the easiest way was to acquire an established one. â€Å"The apparels business is one in which we want a leadership position. We will make a focused entry into the high-value, ready-to-wear segment. This acquisition as well as the acquisition of certain overseas brand rights has catapulted the group to the top of the league in the branded apparels market,† says Birla. Today after a long period of negative growth Madura Garments has reported a 14. % increase in revenues. As a part of the restructuring process he sold Mangalore Refinery and Petrochemicals to ONGC. â€Å"The exit from MRPL indicates our firm resolve to rationalized the Group’s portfolio of businesses with a view on the future, and also bears testimony of our commitment to a key group of stakeholders: our lenders,† says Birla. The other major restructuring at Indian Rayon was demerging the insulator business into a new JV with Japanese company NGK to sustain leadership position and to acquire a global marketing network for the insulator business. The consolidation initiative has allowed each company to emerge with a stronger balance sheet. The three largest companies in the group, Grasim, Hindalco, Indian Rayon, turned in a cumulative net profit of Rs 10. 55 bn in FY03, a jump of 2. 1% from FY02. Their combined sales increased to Rs 110. 45 bn in FY03, an increase of 36% over the previous year. The group’s overall revenues touched Rs 2,700 bn. Management style Birla is his father’s son, but he has gradually developed his own personal management style. Commonalities include performance orientation, a strict eye for detail, close attention to budgets. Differences include more informal interaction with managers from top to bottom; a greater gap between personal and office life; and a strong emphasis on financial performance. For example he has replaced the old Parta system, which focused only on production with the Cash Value Added method, which emphasizes profitability, asset productivity and growth. Birla is a firm believer in meritocracy. In his father’s time, there were several marwaris in top management. Today there are plenty of non-marwaris. He places a lot of emphasis on HR and hired Santrupt Mishra from Hindustan Lever to spearhead the groups HR initiatives. A 360 degree feedback program that allows managers to question even Birlas own leadership style and does away with the ‘babu culture’ prevalent in the group. But while on one hand Birla nurtures employees, on the other he is very careful about performance measures. Birla is equally adamant about strict adherence to policies and procedures that have been discussed and approved. For example he introduced a retirement policy, similar to the one Ratan Tata introduced over at the Tata  Group. While a cresendo of unhappiness was heard at Bombay House, peaceful silence reigned at Industry House. At Lever House, no doubt Vindi Banga is closely watching these events. Birla’s retirement policy saw 325 senior executives, between the ages of 62 and 65, step down after years of service. Though the policy was drafted in 2001, he took a year to implement. He then hired 190 young executives to infuse fresh and out of the box thinking in the group. â€Å"I think its been one of the most important decisions I’ve had to make,† says Birla. People skills are Birla’s biggest strength. He has the ability to get on with both the old guard and the new turks. Soft spoken and insistent Birla likes to be directly involved. For example he sends individual notes to employees regarding their performance. Debu Bhattacharya currently the managing director of Hindalco and another former Hindustan Lever employee says, â€Å"it won’t be an exaggeration to say that I joined this group because of Mr Birla. For somebody who is from a highly respected MNC in the country, going to an Indian business house, I had a lot of reservations. My reservations came from that perception of the group. But I was so overawed with his simplicity, his genuineness, and his ability to explain simple things without trying to sell the job. If I had to take that decision all over again I’d do the same. † For all this Kumar is a low profile person, with a sense of humor and the rare ability to laugh at himself. This ease spills into his business relationships. For example the stalemate between the houses of Tata and Birla is now history. Ratan Tata recently invited Birla to join the board of Tata Steel, and Birla just as easily accepted.