Resource Management - Basics

A resource is a source or supply from which benefit is produced. Typically resources are materials, energy, services, staff, knowledge, or other assets that are transformed to produce benefit and in the process may be consumed or made unavailable. Benefits of resource utilization may include increased wealth, meeting needs or wants, proper functioning of a system, or enhanced well being. From a human perspective a natural resource is anything obtained from the environment to satisfy human needs and wants.

Definition of Economic Resources

Economic resources are the factors used in producing goods or providing services. In other words, they are the inputs that are used to create things or help you provide services. Economic resources can be divided into human resources, such as labor and management, and nonhuman resources, such as land, capital goods, financial resources, and technology.

Importance of Economic Resources

An economy is a system of institutions and organizations that either help facilitate or are directly involved in the production and distribution of goods and services. Economic resources are the inputs we use to produce and distribute goods and services. The precise proportion of each factor of production will vary from product to product and from service to service, and the goal is to make the most effective use of the resources that maximizes output at the least possible cost. Misapplication or improper use of resources may cause businesses, and even entire economies, to fail.

Resource Management

Definition : The process of using a company's resources in the most efficient way possible. These resources can include tangible resources such as goods and equipment, financial resources, and labor resources such as employees.

Resource management is the efficient and effective deployment and allocation of an organization’s resources when and where they are needed. Such resources may include financial resources, inventory, human skills, production resources, or information technology. Resource management includes planning, allocating and scheduling of resources to tasks, which typically include manpower, machines, money and materials. Resource management has an impact on schedules and budgets as well as resource leveling and smoothing.

In order to effectively manage resources, organizations must have data on resource demands forecasted by time period into the future, the resource configurations that will be required to meet those demands and the supply of resources, again forecasted into the future. Forecasts should be as far out as is reasonable. Resource leveling, as it relates to inventory, is a resource management technique aimed at keeping the stock of resources on hand level, reducing both excess inventories and shortages. In project management, resource leveling is scheduling decisions, which are driven by resource management concerns, such as limited resource availability. As opposed to leveling, resource smoothing may not delay the project completion date, only particular activities within their float.

Many organizations use professional services automation software tools to make resource management tasks more efficient and effective. The automated tools may include time-sheet software and employee time tracking software, which calculate skill sets, experience and workload in selecting the most skilled employee in an organization to handle any specific project. This enables the organization to forecast future staffing requirements prior to project implementation.

Architecture of India : Different styles

Architecture of India India is the home of one of the most ancient civilization. The heritage of India is almost 5000 years old. Previously Hinduism was the main religion in this country but gradually comes Muslims, Buddhists, Jain and Christians and they helped this country to become the motherland of a proud heritage. India is truly a land of monuments. With this flow of civilization we can find different temples, mosque and other monuments throughout the country. The monumental heritage of India dates back to 3500 BC to 1500 BC, where one of the most extensive urban civilizations in the history of man grew up in the Valley of Indus River and its tributaries. This civilization consisted of a network of cities spread over an area of a million square miles. Mohenjo Daro and Harappa (both now in Pakistan) were the most important among several walled cities renowned for their well planned streets, covered drains, great baths. The buildings of Mohenjo Daro and Harappa are the oldest examples of subcontinental architecture. Other examples are Kalibangan at Rajasthan, Lothal in Gujrat and Ropar in Punjab. The monuments of India could be divided in few categories. HINDU ARCHITECTURE Hinduism is the oldest religion which prevailed throughout India. We can find heritage monuments of Hinduism every nuke and corner of the country. Hindu temples are mainly two types – 1. Mandap shaped and 2. Meru shaped. Mandap shaped temples are largely found in south India in which the temples are built as a tent. Meru shaped temples are mainly found in central and northern India. The temple is built in the shape of meru – the sacred mountain. The top is pointed towards to the space representing moksha. Both the types follow a basic structure which is almost same throughout India. The Parts of Temple. Gate (Gopuram):- in every temple we find four gates in four directions. The main gate always faces towards east or west. These gates are decorated with beautiful sculptures. Platform (Mandap):- it is the platform in front of the main part of the temple with numerous pillars supporting the ceiling. The doorway slab: - it is the boundary line between the platform and Garbha Griha. Garbha Griha: - it is the main part of the temple built in the center of premises. The front wall has the carved doorway and the other three walls have small windows. In the center part there is a small platform where the main statue of God is placed. It is like a small room decorated with sculptures inside. The Path: - the Garbha Griha I surrounded by path to go round it. The Top: - the top of Garbha Griha is called shikhara. Water Tank: - to wash hand and feet to refresh almost in all temples one water tank is found. BUDDHIST ARCHITECTURE The earliest monumental heritage was Buddhist stupas. A number of them were built in the Ganges valley in the northwest and the Deccan plateau, between 230 BC and 500 AD. These monuments are known as stupas, built in the memory of Lord Buddha were earlier used probably as burial tombs, but by 200 BC they had became dome shaped and letter becoming taller and more magnificent with different style and character related to its religion. Stupa is a domed mount near the summit of which is inset a chamber containing relics of Buddha. The summit was crowned with a small enclosure, Sinside which were set up fires of honorific. A sailing with one or more gates enclosed the structure and the preaching hall ‘chaitya’. Perhaps the pillar was aligned with it. The most famous ‘stupas’ are at Sanchi and at Bodh Gaya where Buddha achieved the enlightenment. In the South the ‘stupa’ at Amravati and Nagarjunkonda are more decorated. The ‘stupa’ of Surnath is of 7th century. INDO-ISLAMIC ARCHITECTURE The Muslims brought in the culture which has left a tremendous influence on India’s art and architecture. With the passage of time, a genuine Indo-Islamic style of architecture emerged. This school combined various influences - both indigenous and imported. It consists of tombs, miners, masjids, forts and palaces. Tombs are built in the memory of the Sultan and their families. The most famous of them is the Taj Mahal built by Shahjahan in the memory of Mumtaj Mahal. It is a magnificent tomb built in marble the basic structure of Islamic architecture are towering arches set in the rectangular surface, on the four sides. A huge bulk drum raised on a drum crowns the central area. Four minarets are in the four corners. The straight sides, pointed arcades of five to seven arcs are the main characteristics of miners. It is a kind of tower. The forts and palaces are the examples of luxury and grandeur. Characteristics of Muslim architecture: - the Muslim monuments are huge and show the splendid grandeur and luxury of their patron. They are mostly built in red stone which imparts solidity to the construction. Muslim architecture introduced for the first time in India the arches. The use of miners added slimness to the huge buildings. Use of gardens around the buildings added beauty. Jharokhas are again one of the main features of Muslim architecture. Jharokhas are the delicate stone nets decorated with flora or geometrical designs. The use of precious stones demonstrated their luxury inscriptions of calligraphy from Holy Quran added delicacy and decoration to the Islamic Architecture. At the beginning the Muslim architecture was purely Persian but the later constructions is influenced by Hindu architecture. The Indo-Islamic architecture is a beautiful synthesis of Persian and Hindu architecture. GOTHIC ARCHITECTURE During the British period, massive gothic architecture of the west was introduced to India. The best known British architect to work in India was Sir Edwin Lutyens, who was responsible for the master plan of New Delhi. He created an acceptable combination of mainly Mughal features and the western concepts. The Portuguese settlements at the western coast produced an architecture that was distinctly Gothic in character.

Tourism Product

Definition:

"The products which satisfy tourist’s leisure, pleasure or business needs at places other than their own normal place of residence are known as Tourism Product. " Product in its generic sense can be thing, a place, a person, an event, or an organization which satisfies the needs of a person. The product which is offered should have an intrinsic value for the customer. Therefore, a product is an offering having some need satisfying capacity. This product can be exchanged with some other value, so that there accrues a mutual satisfaction for both the supplier as well as the receiver of the product. A Product could therefore be defined by its three characteristic: 1. The product must be offered 2. It should satisfy some need or needs of the buyer 3. It should be exchanged for some value. Very often the product can be a thing like the ethnic garments of Rajasthan or marble status from Jabalpur. It can also be like a place like Mumbai or Goa. It could be an organization like the World Wildlife Federation (WWF) or FOREX department of a travel agency. Yet again, it can be a person like snake charmer, dancer, a guide or a fictitious character like Walt Disney’s Mickey Mouse. Events are also tourism products like Snake Boat Race of Kerala or the Elephant Festival of Jaipur or the Kite Festival at Ahmedabad. Products of tourism also encompass activity. This could be paragliding or scuba diving or trekking.

We can divide products into tow categories: 1) Tangible products like car, TV or microwave oven and 2) Intangible products like banking, health service. Therefore, tourism products are intangible products or service having the following distinct characteristics: (i) Intangibility (ii) Inseparability (iii) Perishability (iv) Variability (v) Absence of Ownership (vi) Customer participation 

1. Intangibility: - services can not be touched or seen. What can be seen is their effect. A guide’s comment can be heard. While a travel agent provides a ticket from place A to place B. the ticket is just a piece of paper, only an entry pass for using the service. An airline provides the service of transportation. What we only can see is the aircraft which carries passenger from one place to another. The intangible characteristic poses problems of understanding and evaluating services. The services are promises which can be evaluated after or during use and not before. The difference between the products and services are products are first produced then sold and then consumed. But services first sold then produced and consumed simultaneously.

2. Inseparability: - It is not possible to separate services from the person providing the service. A guide or an interpreter has to be present to provide the service. 

3. Perishability: - Services can not be stored. Fro example hotel rooms not occupied for one particular day are lost for that day. If tourists do not do not come to see the Taj Mahal the view is lost for that day. 

4. Absence of ownership:-when a person buy a car, the ownership of the car is transferred to him but when that person hire a taxi he only buy the right to be transported to a pre-determined destination at a pre-determined price. Hotel rooms can be used but not owned by the guest. So services can be bought for consumption but the ownership remains with the person or the organization which is providing the service. 

5. Variability: - services are people based products. Services are inseparable from the person who offers it. They are produced and offered by individuals. Due to this, quality of service differs from person to person, and from time to time with the same individual. Therefore services can not be standardized. Another reason for variability of services is involvement of the guest or customer in the process of service production, delivery and consumption system. 

6. Participation of Customer: - in the service delivery system (selling – production – consumption) the customer is involved almost at every stage. A per son who wants to fly from CCU to DEL may ask any one else to book the ticket on flight but that person needs to be present on the flight physically. Otherwise the service for that particular person can not be produced and hence can not be consumed.

Classification of Tourism Products:

1. Natural: beaches, forests, mountains, lakes, deserts.

2. Man Made: fairs, festivals, monuments, paintings.

3. Symbolic: Marine Park, sanctuaries, water sports.

Needs satisfied by Tourism Products: Pleasure, recreation: festivals, wildlife, sports Relaxation, leisure: beaches, hill stations Health: Yoga, Spas Education: heritage, culture Business: conference, convention Special Interest: adventure sports

Folklore and Tourism

Tourism and Folk Dance: Conceptual Developments

Heritage tourism, as a cultural tourism segment, is “the evocation of the past and inherently about visions or understanding of the present, and a key justification for the preservation of both material cultures and traditional practices, in what they can tell contemporary communities or tourists about themselves and others. It is something of a paradox of modernity that at the same time that relentlessly seeks modern people, also hankers after something older, more authentic, or traditional”

Folklore, and its various expressions, namely folk dance, is considered as an intangible cultural heritage3(ICH) or living heritage, built over the triple conjunction of the conceptual framework: folk, nation5 and tradition6. The relationship of folklore with tourism, places it in a touristification process, as a reality in accordance to the post-modern, post-fordist and globalized society we live in.

However, tourism, as an economic activity, must appropriate culture, and namely this kind of heritage – simultaneously traditional and living, in a context “where Economics, Culture and Space are symbiotic of each other” (Santagata 2004). With the recognition that tourists are changing trying to achieve deeper and more meaningful experiences by changing their role – engaging in volunteer tourism or creative tourism, it is important to be aware that folk dance is loosing its traditional role in local/regional communities. But, in post-modernity, it’s not only the memory that is in a loosing risk, identity is too. Recognising identity as a non neutral and evolutionary process,

Folklore, as a body of expressive culture, has been developed as part of the 19th century ideology of romantic nationalism. It was linked with a sense of belonging and cohesion related to a particular local/regional community and to a particular place. In that perspective it was an element of the spirit of place. However, in post-modernity, the tendency is to use folklore with consumption ends, a context in which we explore the relation between folkloric dance and cultural tourism. In post-modernity, folk dance tends to be involved in a touristification process and many of its intrinsic characteristics are getting lost in time.

This has to do with two major aspects. The first one is the use of folk-dance as an entertainment performance oriented to tourist consumption. In the tourist industry, destinations appear as an answer to the expectations of the experience the tourist wishes to live. Folklore groups have then a tendency to acquire the shape of the tourist experience since it is not possible to perform a show without a relationship between actors and public. Any folk-dancing played today will never be a retake of the original because it has been adapted to the needs of new publics, and consequently it gains new uses, functions and values.

The second one concerns the characteristics of resident population that is urban or urbanized to a considerable extent. Consequently, it is embodied in a globalization process that eventually leads to the disintegration of local cultures. This process is related to cultural homogenization and the prevalence of mainly Western consumer culture in which everything is evaluated in terms of its market value. In this context, university students revealed some lack of interest about this kind of dancing showed in the low frequency in their attendance to folklore performances.

Places and local communities are also their cultural past which should be valued it in the present, as our respondents point out. It is our belief that only through a participated cultural and territory planning and management it will be possible to value cultural identity and consequently value the tourist experience. Planning and management should lay on a local/regional cultural dynamic concerned with educational values based on the various expressions of art. Regarding folk dance, it should be recognized that once it is closely linked to many other expressions such as music, rituals, festivities, musical instruments, objects, artefacts, ornaments, to promote the folk dance knowledge is to promote knowledge about identity.

In this context, folk dance valorisation, as a touristic resource, should be rethought over so that not only young people but also the ones of other age fringes might integrate this expression of the popular culture as their own more than for the others. This demands several educational dynamics.

Tourism Marketing

Marketing Concept Marketing is a human activity directed at satisfying needs and wants through exchange process. According to the British Institute of Management “Marketing is the management function which organizes and directs all those business activities involve in assessing and converting customers purchasing power into effective demand for a specific product or service and in moving the product or service to the final customer or user so as to achieve the profit target or other objectives set by the company.” Marketing are based on two principles: 1} fulfilling the community’s needs for goods and services, determining the consumer’s needs and meeting them. 2} the company must make a reasonable profit while satisfying the needs of the customer. There are three important aspects of marketing concept. 1) Customer Orientation: - this concept indicates mainly to more customers’ participation and profit making. 2) Dual-core Marketing: - this concept indicates that the first job of marketing is to identify the need of the buyer and then increase those wants through different type of promotion. 3) Integrated Marketing: - not only consumer orientation in enough but the company need to develop their infrastructure to provide best of the services. Facilities of marketing concepts:- It can give a proper view of the market. Then it will be easier to divide the market in different segments which will allow setting best promotional activity. It can help to identify the potential buyer. It can show the way to more profit through customer orientation. It also helps to identify the way to develop the quality of products or services. Marketing Process Market analysis Market research Market segmentation Product formulation Pricing Place of distribution Promotional activity the 5th ‘P’ – People, Process and Physical Factors

Sustainable Tourism

Tourism is the world’s largest industry. Although it is a “smokeless industry”, it has environmental implications. Expanding tourism has the great capacity to pollute the environment. The environmental resources exploited for tourism attract tourists because of their outstanding beauty, recreational possibilities or cultural interest. The environmental amenities which attract tourists have tended to be taken for granted. But in every tourist spot there is a carrying capacity for tourists, which will vary with the fragility of the area and with the nature of the tourist activity. Of all the modern industries, tourism has the greatest need to protect the environment of the places of natural and cultural importance – be it a monument, sanctuary or a beach.

Sustainable tourism is a kind of approach to tourism meant to make the development of tourism ecologically supportable in the long term. The very importance of sustainable tourism lies in its motives to conserve the resources and increase the value of local culture and tradition. Sustainable tourism is a responsible tourism intending to generate employment and income along with alleviating any deeper impact on environment and local culture. Definition:-

“Sustainable Tourism Development is a systematic process of change in which the exploitation of resources, the direction of investment, the orientation of technology development and institutional changes are made consistent with present needs and without compromising the ability of future generation to meet their own need.” Characteristics of Sustainable Tourism Sustainable Tourism tries to maintain the importance of local culture and tradition. Sustainable Tourism is informatory, as it doesn’t only let tourist know about the destinations but it also helps locals to know about the culture and civilisation of tourists. This kind of tourism is aimed to conserve the resources of destinations. Sustainable Tourism seeks deeper involvement of locals, which provide local people an opportunity of employment. Any development without proper planning and control, without any thought given to the environmental factors can in fact prove to be disastrous. As many agencies are involved in tourism development, coordination is very necessary among the agencies concerned. In order to develop a sustainable tourism, some key areas to consider include: sound financial planning for environmental management sensitivity to cultural and social dynamics efficient management, training and customer service consideration and inclusion of all concerned offices long term vision and good joined-up governance marketing and communications programs to showcase the positive elements Relationship between Ecotourism and Sustainable tourismEcotourism basically deals with nature based tourism, and is aimed “to conserve the environment and improves the well-being of local people”. On the other hand, sustainable tourism includes all segments of tourism, and has same function to perform as of ecotourism – to conserve the resources and increase the local cultural and traditional value. Though the goals of ecotourism and sustainable tourism are much similar, but the latter is broader and conceals within itself very many aspects and categories of tourism. Conclusion: Sustainable tourism is about refocusing and re-adapting. A balance must be found between limits and usage so that continuous changing, monitoring and planning ensure that tourism can be managed. This requires thinking long-term (10, 20+ years) and realising that change is often cumulative, gradual and irreversible. Economic, social and environmental aspects of sustainable development must include the interests of all stakeholders including indigenous people, local communities, visitors, industry and government.

Role of media in tourism

The role that the media is playing in the various aspects of life is becoming increasingly greater each day, especially in spheres like social interaction, and cultural and educational aspects of our life. As archaeological monuments can articulate the traditions, customs and heritage of the past, the media can in its turn clarify today's values and civilizations of the different countries and hence attempt to correct any widespread erroneous information. Both the media and archaeological monuments have messages and missions with various dimensions. The media contributes greatly in activating tourist attractions.

Before discussing the role of the media as an instrument in tourism policy, it should be noted that, broadly speaking, the relationship between tourism and the media is one of inclusion. When speaking of tourism policy that focuses on specific areas of tourism, the media become a mediator between tourism and society, meaning that they mediate in a process of conveying tourism products from the producers to the consumers.

Media communications technologies are imperative for frontline investments for sustainable globalised tourism development indicators. The powerful effects of media communications can bring sweeping changes of attitudes and behaviour among the key actors in local, national and global tourism for peace, security and sustainable development. The social, cultural, economic, political and environmental benefits of tourism would usher in monumental and historic changes in the country. As the verdict goes, the media has a social responsibility to enhance the blending of local, national and international cultural values for enriched politics, society and economy. Public communications strategy based on access to quality information and knowledge will drive the new global tourism through partnership initiatives such as: peace and security, conflict resolutions for eco tourism, quality tourism, Joint ventures, technology transfer, etc.

Development in communication is one of the best ways to go in developing eco tourism. This strategy involves the planned communication component of programmes designed to change the attitudes and behaviour of specific groups of people in specific ways through person to person communication, mass media, traditional media or community communication. It is aims at the delivery of services and the interface between service deliverers and beneficiaries where people are empowered to by informed choice, education, motivation and facilitation effecting the expected changes. This can be done by media advocacy targeting all key stakeholders involved in the tourism industry. Effective use of communication techniques can barriers and promote better uses participatory message design which combines both traditional and modern media. Like: The internet granted the freedom enjoyed by print media and common carriers such as letters, mails, and cable to the public media. Through audio streaming it is possible to enhance the reach of radio signals to any part of the world. The internet’s vast capacity enables each media house to exhaustively investigate and publish in depth analyses. Internet radio is not limited to audio as pictures, images, digital files and graphics are accessible to the users. Advertisers and their audiences can easily interact via the internet broadcasts.

The media have a crucial role to play in putting emerging destinations. The relationship between tourism and the media is vital and complex. Tourism is highly dependant on media reporting because the vast majority of travel decisions are made by people who have never seen the destination first hand for themselves. When there is bad news or a crisis the impact on tourism can be devastating. Tourists are scared away from destinations caught in the glare of round-the-clock disaster coverage, causing communities dependent on tourism to lose their source of livelihood.

Tour Brochure

Tour Brochure is a small booklet or pamphlet, often containing promotional material or product information about destinations or travel services. A brochure (also referred to as a pamphlet) is a type of leaflet. Brochures are most commonly found at places that tourists frequently visit, such as museums, major shops, and tourist information centers. Another type of brochure is interpersonal brochures, which are brochures based on other people. The two most common brochure styles are single sheet, and booklet (folded leaflets) forms.

The most common types of single-sheet brochures are the bi-fold (a single sheet printed on both sides and folded into halves) and the tri-fold (the same, but folded into thirds). A bi-fold brochure results in four panels (two panels on each side), while a tri-fold results in six panels (three panels on each side).

Brochures are often printed using four color process on thick gloss paper to give an initial impression of quality. Businesses may turn out small quantities of brochures on a computer printer or on a digital printer, but offset printing turns out higher quantities for less cost. Compared with a flyer or a handbill, a brochure usually uses higher-quality paper, more color, and is folded.

Despite the ubiquity of travel information on the Internet, many people still turn to the traditional travel brochure when preparing their vacations or business trips. Travel brochures provide a wealth of information about specific locations, all in an easy-to-read, colorful, handy booklet that you can throw into your suitcase and take with you wherever you go. The Internet offers many deals and discounts as well as reviews from fellow travelers about hotels, destinations and airlines, but it's hard to beat the portability and ease of the travel brochure.

Portability: Travel brochures have the advantage of being small and portable enough to fit into a purse, backpack or suitcase. Even a big stack of brochures can lay flat and be bundled up into a neat package to take along with you on your next vacation. When you're having breakfast at your hotel restaurant and wondering how to spend your day, it's much easier and more convenient to pull out those handy brochures and browse through them as you plan your vacation itinerary.

Ease of Storage and Filing: A great advantage of collecting travel brochures is the opportunity to store them for future reference. For example, when you cross the state line at an interstate highway, you will often find a state "welcome center." It typically has a collection of travel brochures, maps and other useful information about the state and its most popular destinations. If you're in Colorado, you'll find maps and information about the Rocky Mountains, Colorado National Monument, Estes Park, Aspen, Vail and other must-see sights. In Texas, you can browse photographs and maps of Big Bend National Park, Fredericksburg, Austin/Hill Country, and other tourist hotspots. Even if you're just driving through, collect the brochures that interest you and file them away for the future. You might find yourself in Northern California and need some quick tips on where to go and what to see. An added bonus: you'll never need to pay for a map.

Convenience: There may come a time when you'll find yourself in a location unexpectedly and don't know where to go or what to see. If you're on a business trip and didn't have much time to plan your itinerary for the off-hours, the travel brochures available at local tourist information centers, visitor’s bureaus and even the lobby of your hotel will come in handy. Browse through the stacks and pick up the ones that catch your attention. Whether you love shopping, antiquing, river rafting, cruising, hiking or even balloon riding, you'll probably find plenty of things to occupy your time. Brochures allow vacationers who prefer a more spontaneous approach to set their itinerary as they go. If you'd rather spend your time enjoying your vacation and less time actually organizing it, travel brochures are the way to go.

Tour Guide and their Role

The terminology of a tour guide its self can be defined as : a person who is hired to conduct a traveler or tourist and point out objects of interest ( general sense of term ). The other definition, state that a tour guide is a person employed , either directly by the traveler, an official or private tourist or organization or a tours and travel agency, to inform, direct and advise the tourist before and during his journey ( the tourist point of view ).

According to the definition of a tour guide, we know that duty and responsibility of a tour guide include all activities related to the tourist activities started from tourist arrival to a country, tour activities until departure activities. In this case off course according to the tour package which is ordered and reserved by a tourist. If we talk about tourist, actually it can be divided into individual tourist ( more familiar with terminology FIT or free individual tourist ) and group tourist ( more familiar with terminology GIT or group inclusive tourist ). In giving this category, we can use an instrument type of transportation is used by tourist. For example, if we use private car, we can say that it is an individual tourist. But if we use bus with many capacities ( 28 seats, 40 or 45 seats, and 54 seats ) we can say that they are group tourists. In this case, actually many consideration, to determine a certain tourist included in individual or group. For example, according to the airliner rules : a total of passenger can be said as a group if fulfill number of passengers are 15 person or more. Even the airliner policy of group category is changed, from 15 persons to 20 person. And this policy is different between one airliner and other airliner.

Total of participants of a tour, have influence for facilities and services that is offered and given to the tourist. Beside that some step in giving service also different although in general there is not different in service. It is caused all of company which related to the tourist industry focus in client satisfaction so they never differ between individual or group tourist on condition that the tourist is satisfied. Talk about tourists, it can be divided into domestic and foreign tourist. A domestic tourist can be defined that all persons who do traveling to tourist objects either part of them or whole tourist objects that spread out in a region, city, province or country of tourists them self. A foreign tourist can be defined that all persons who do traveling to tourist objects either part of them or whole tourist objects that spread out in a region, city, province or country out of tourists them self ( or with a simple term : tourists who visit tourist object which is in other country ). Either this domestic or foreign tourist, constitute a main aspect in developing a tourism industry with all components related such as transportation, accommodation, tourist object, tours and travel agency and others.

A tour guide as a part of a travel agency also a tourist object, have great roles in developing tourism in any scale either in regional or national. A tour guide has duty to inform about tourist objects and any point of interest in certain regions which spread out in whole country. In this case, he is also as a front liner in developing tourism who is expected to give the best services to the tourists so that they are feel satisfied and have willing to come back to this tourist object in other time. It is hoped that they can come back to the tourist destination not only come alone but also invite their friends, families or colleagues as a prove that they are really satisfied and impressed with the tourist destination that they visit. This is a real duty of a tour guide and this is not an easy duty but a heavy duty.

Role of tour Guide Tour guides are referred as tourist guides in some country. A tour guide is a person who guides the visitors in the language of their choice. He leads a group of people around the museum, town, and important venue. Guides are representative of the cities for which they are qualified and they interpret the culture and heritage of the area. Guide helps travelers to understand the culture of the region and the way of life its inhabitants. On one hand their role is to promote the cultural and natural heritage and on other hand making the visitors aware of its importance. Guide provides full information about the features and history of the location. As the importance of places is known by the guide, he will educate and narrates you all the local stories, history and culture as and when the location comes. The importance is placed on the guide's knowledge; he will try his best to explain you in language you know. While traveling to next location guide entertain you, and gives you relevant information about the place where you will land up next. On visiting any historical place, a guide with complete knowledge of that place is required. So that he narrate the history of that place in detail. If you move without a guide you will not come to know anything about the place and you will not understand what you are seeing and what does it means. Guide answers all your questions and you can gain lot of knowledge from him. Many times it happens that we ignore small things, but always a small thing contains a big story, so only guide can educate us about the place. Before going for a trip you can ask your friends and relatives about the place who have been there. But to get the whole insight information it is better to appoint a guide. A guide helps you to know about the climatic condition, culture, language, specialty of the place and also helps us to buy the famous thing available there.

Product Life Cycle

Product Life Cycle (PLC) The idea of the Product Life Cycle was first developed in 1965 by Theodore Levitt in an article entitled “Exploit the Product Life Cycle” published in the Harvard Business Review on 1 November 1965. For a business, having a growing and sustainable revenue stream from product sales is important for the stability and success of its operations. The Product Life Cycle model can be used by consultants and managers to analyse the maturity stage of products and industries. Understanding which stage a product is in provides information about expected future sales growth, and the kinds of strategies that should be implemented.

Product Life Cycle model: The “Product Life Cycle” is the name given to the stages through which a product passes over time. The classic Product Life Cycle has four stages: 1} Market introduction stage. 2} Growth stage. 3} Mature stage. 4} Saturation and decline stage

1 Market introduction stage At the market introduction stage the size of the market, sales volumes and sales growth are small. A product will also normally be subject to little or no competition. The primary goal in the introduction stage is to establish a market and build consumer demand for the product. There may be substantial research and development costs incurred in getting a product to the market introduction stage, for example, thinking of the product idea, developing the technology, determining the product features and quality level, establishing sufficient manufacturing capacity, preparing the product branding, ensuring trade mark protection, etc. Marketing costs may be high in order to test the market, launch and promote the product, develop a market for the product, and set up distribution channels. The market introduction stage is likely to be a period of low or negative profits. As such, it is important that products are carefully monitored to ensure that sales volumes start to grow. If a product fails to become profitable it may need to be abandoned.

Some of the considerations in the introduction stage include:

Product development: research and development of the basic technology and product concept, determining the product features and quality level.

Pricing: should penetration pricing or a skimming price strategy be used? A skimming price strategy might be appropriate where there are very few competitors.

Distribution: distribution might be quite selective until consumer acceptance of the product can be achieved.

Promotion: marketing efforts are aimed at early adopters, and seek to build product awareness and to educate potential consumers about the product.

Features: - 1. Costs are high 2. Slow sales volumes to start 3. Little or no competition - competitive manufacturers watch for acceptance/segment growth losses 4. Demand has to be created 5. Customers have to be prompted to try the product 6. Makes no money at this stage

2 Growth Stage If the public gains awareness of a product and consumers come to understand the benefits of the product and accept it then a company can expect a period of rapid sales growth, enter the “Growth Stage”. In the Growth Stage, a company will try to build brand loyalty and increase market share. Profits are driven by increased sales volume (due to growth in market share as well as an increase in the size of the overall market). Profits might also be driven by cost reductions gained from economies of scale, and perhaps more favourable market prices. Competition in the Growth Stage remains low, although new competitors are expected to enter the market. When competitors enter the market a company might be subject to price competition and increase its marketing expenditure.

Some of the considerations in the Growth Stage include:

Product improvement: product quality might be improved, additional features and support services added, and packaging updated.

Pricing: if consumer demand is high the price might be maintained at a high level.

Distribution: distribution channels might be added as consumer demand increases.

Promotion: promotion is aimed at a broader audience. A company might spend a lot of resources on promotion during the Growth Stage to build brand loyalty.

Features: - 1. Costs reduced due to economies of scale 2. Sales volume increases significantly 3. Profitability begins to rise 4. Public awareness increases 5. Competition begins to increase with a few new players in establishing market 6. Increased competition leads to price decreases

3 Maturity Stage When a product reaches maturity, sales growth slows and sales volume eventually peaks and stabilises. This is the stage during which the market as a whole makes the most profit. A company’s primary objective at this point is to defend market share while maximising profit. In this stage, prices tend to drop due to increased competition. A company’s fixed costs are low because it is has well established production and distribution. Since brand awareness is strong, marketing expenditure might be reduced, although increased marketing expenditure might be needed to retain market share and fight increasing competition. Expenditure on research and development is likely to be restricted to product modification and improvement, and perhaps research into improved production efficiency and product quality.

Some considerations for the mature product market include:

Product differentiation: increased competition in the mature product market means that a company must find ways to differentiate its product from that of competitors. Strong branding is one way to do this.

Pricing: prices may be reduced because of increased competition. Firms in the market should be careful not to start a price war.

Distribution: distribution intensifies and incentives may be offered to encourage preference to be given over competing products.

Promotion: promotion will focus on emphasising product differences and creating/maintaining a strong brand.

Features: - 1. Costs are lowered as a result of production volumes increasing and experience curve effects 2. Sales volume peaks and market saturation is reached 3. Increase in competitors entering the market 4. Prices tend to drop due to the proliferation of competing products 5. Brand differentiation and feature diversification is emphasized to maintain or increase market share 6. Industrial profits go down

4 Saturation and decline stage A product enters into decline when sales and profits start to fall. The market for that product shrinks which reduces the amount of profit available to the firms in the industry. A decline might occur because the market has become saturated, the product has become obsolete, or customer tastes have changed. A company might try to stimulate growth by changing their pricing strategy, but ultimately the product will have to be re-designed, or replaced. High-cost and low market share firms will be forced to exit the industry.

As sales decline, a company has three strategy options: · Hold: maintain production and add new features and find new uses for the product. Reduce the cost of manufacturing (e.g. move manufacturing to a low cost jurisdiction). Consider whether there are new markets in which the product might be sold. · Harvest: continue to offer the product, reduce marketing expenditure, and sell possibly to a loyal niche segment of the market. · Divest: Discontinue production, and liquidate the remaining inventory or sell the product to another firm.

Some considerations for a declining market include:

Product consolidation: the number of products may be reduced, and surviving products rejuvenated.

Price: prices may be lowered to liquidate inventory, or maintained for continued products.

Distribution: distribution becomes more selective. Channels that are no longer profitable are asked out.

Promotion: Expenditure on promotion is reduced for products subject to the Harvest and Divest strategies.

Features: - 1. Costs become counter-optimal 2. Sales volume decline or stabilize 3. Prices, profitability diminish 4. Profit becomes more a challenge of production/distribution efficiency than increased sales.

It is claimed that every product has a life cycle. It is launched; it grows, and at some point, may die. A fair comment is that - at least in the short term - not all products or services die. Jeans may die, but clothes probably will not. Legal services or medical services may die, but depending on the social and political climate, probably will not. Even though its validity is questionable, it can offer a useful 'model' for managers to keep at the back of their mind. Indeed, if their products are in the introductory or growth phases, or in that of decline, it perhaps should be at the front of their mind; for the predominant features of these phases may be those revolving around such life and death. Between these two extremes, it is salutary for them to have that vision of mortality in front of them. However, the most important aspect of product life-cycles is that, even under normal conditions, to all practical intents and purposes they often do not exist (hence, there needs to be more emphasis on model/reality mappings). In most markets the majority of the major brands have held their position for at least two decades. The dominant product life-cycle, that of the brand leaders which almost monopolize many markets, is therefore one of continuity. In the criticism of the product life cycle, Dhalla & Yuspeh state: ...clearly, the PLC is a dependent variable which is determined by market actions; it is not an independent variable to which companies should adapt their marketing programs. Marketing management itself can alter the shape and duration of a brand's life cycle. Thus, the life cycle may be useful as a description, but not as a predictor; and usually should be firmly under the control of the marketer. The important point is that in many markets the product or brand life cycle is significantly longer than the planning cycle of the organisations involved. Thus, it offers little practical value for most marketers.

Cash Flow and Fund Flow

Cash flow simply means a factual presentation of cash inflows and outflows. This will give a clear picture of cash and cash equivalents movement during a period of time. Cash flow statement shows the actual cash flow of a company. This summaries the data of cash or cash related activities only. On the other side fund flow is broader term which never confine to cash movements only but this will show the sources & application of funds and its movements over a period of time. The major key aspect of fund flow is its working capital presentation. Business operations can easily be analysed through pointing out the movements of working capital. The key decisions of management which affect capital structure can be planned by utilising data presented in fund flow statement through making a comparison of working and fixed capital which will enable progressive growth in prospective environment. Funds flow statements shows that where the funds have been generated & where they have been utilised. Thus a fund means current assets & currents liabilities of company. If current assets are more that current liabilities that working capital of a company will be increased & if current liabilities are more that current Assets it will be decrease. Thus fund flow shows the reason of change in working capital. This is a statement of sources & uses of application of funds. The sources are funds from operation, sale of fixed assets, issue of share capital & debenture, on operating receipts.

Management information system

Definition: {1} “An 'MIS' is a planned system of the collecting, processing, storing and disseminating data in the form of information needed to carry out the functions of management. In a way it is a documented report of the activities those were planned and executed.”

{2} “ It is a computer system designed to help managers plan and direct business and organizational operations.

{3} “ MIS refers broadly to a computer-based system that provides managers with the tools for organizing, evaluating and efficiently running their departments.

When information systems are designed to provide information needed for effective decision making by managers, they are called management information systems. MIS is a formal system for providing management with accurate and timely information necessary for decision making. The system provides information on the past, present and project future and on relevant events inside and outside the organization. It may be defined as a planned and integrated system for gathering relevant data, converting it in to right information and supplying the same to the concerned executives. The main purpose of MIS is to provide the right information to the right people at the right time. The Concept of management information systems originated in the 1960s and become the byword of almost all attempts to relate computer technology and systems to data processing in business. During the early 1960s, it became evident that the computer was being applied to the solution of business problem in a piecemeal fashion, focusing almost entirely on the computerization of clerical and record – keeping tasks. The concepts of management information system were developed to counteract such in efficient development and in effective use of the computer.

The MIS concept is vital to efficient and effective computer use in business of two major reasons:

[1] It serves as a systems framework for organizing business computer applications. Business applications of computers should be viewed as interrelated and integrated computer – based information systems and not as independent data processing job.

[2] In emphasizes the management orientation of electronics information processing in business. The primary goal of computer based information systems should be the processing of data generated by business operations.

An MIS provides the following advantages.

1. It Facilitates planning: MIS improves the quality of plants by providing relevant information for sound decision – making. Due to increase in the size and complexity of organizations, managers have lost personal contact with the scene of operations.

2. In Minimizes information overload: MIS change the larger amount of data in to summarized form and there by avoids the confusion which may arise when managers are flooded with detailed facts.

3. MIS Encourages Decentralization: Decentralization of authority is possibly when there is a system for monitoring operations at lower levels. MIS is successfully used for measuring performance and making necessary change in the organizational plans and procedures.

4. It brings Co ordination: MIS facilities integration of specialized activities by keeping each department aware of the problem and requirements of other departments. It connects all decision centers in the organisation.

5. It makes control easier: MIS serves as a link between managerial planning and control. It improves the ability of management to evaluate and improve performance. The used computers has increased the data processing and storage capabilities and reduced the cost.

6. MIS assembles, process, stores, Retrieves, evaluates and disseminates the information.

Types of Information Management Systems

Document management system (DMS) The DMS is focused primarily on the storage and retrieval of self-contained electronic data resources in the document form. Generally, The DMS is designed to help the organizations to manage the creation and flow of documents through the provision of a centralized repository. The workflow of the DMS encapsulates business rules and metadata.

Content management system (CMS) The CMS assist in the creation, distribution, publishing, and management of the enterprise information. These systems are generally applicable on the online content which is dynamically managed as a website on the internet or intranet. The CMS system can also be called as ‘web content management’ (WCM).

Library management system (LMS) Library management systems facilitate the library technical functions and services that include tracking of the library assets, managing CDs and books inventory and lending, supporting the daily administrative activities of the library and the record keeping.

Records management system (RMS) The RMS are the recordkeeping systems which capture, maintain and provide access to the records including paper as well as electronic documents, efficiently and timely.

Digital imaging system (DIS) The DIS assists in automation of the creation of electronic versions of the paper documents such as PDFs or Tiffs. So created Electronic documents are used as an input to the records management systems.

Learning management system (LMS) Learning management systems are generally used to automate the e-learning process which includes the administrative process like registering students, managing training resources, creating courseware, recording results etc.

Geographic information system (GIS) The GIS are special purpose, computer-based systems that facilitate the capture, storage, retrieval, display and analysis of the spatial data.

Intrapreneurship

What is Intrapreneurship?

Intrapreneurship is the practice of entrepreneurship by employees within an organization.

Difference between an entrepreneur and an intrapreneur:

An entrepreneur takes substantial risk in being the owner and operator of a business with expectations of financial profit and other rewards that the business may generate. On the contrary, an intrapreneur is an individual employed by an organization for remuneration, which is based on the financial success of the unit he is responsible for. Intrapreneurs share the same traits as entrepreneurs such as conviction, zeal and insight. As the intrapreneur continues to expresses his ideas vigorously, it will reveal the gap between the philosophy of the organization and the employee. If the organization supports him in pursuing his ideas, he succeeds. If not, he is likely to leave the organization and set up his own business.

Example of intrapreneurship: A classic case of intrapreneurs is that of the founders of Adobe, John Warnock and Charles Geschke. They both were employees of Xerox. As employees of Xerox, they were frustrated because their new product ideas were not encouraged. They quit Xerox in the early 1980s to begin their own business. Currently, Adobe has an annual turnover of over $3 billion.

Features of Intrapreneurship: Entrepreneurship involves innovation, the ability to take risk and creativity. An entrepreneur will be able to look at things in novel ways. He will have the capacity to take calculated risk and to accept failure as a learning point. An intrapreneur thinks like an entrepreneur looking out for opportunities, which profit the organization. Intrapreneurship is a novel way of making organizations more profitable where imaginative employees entertain entrepreneurial thoughts. It is in the interest of an organization to encourage intrapreneurs. Intrapreneurship is a significant method for companies to reinvent themselves and improve performance. In a recent study, researchers compared the elements related to entrepreneurial and intrapreneurial activity. The study found that among the 32,000 subjects who participated in it, five percent were engaged in the initial stages of a business start-up, either on their own or within an organization. The study also found that human capital such as education and experience is connected more with entrepreneurship than with intrapreneurship. Another observation was that intrapreneurial startups were inclined to concentrate more on business-to-business products while entrepreneurial startups were inclined towards consumer sales. Another important factor that led to the choice between entrepreneurship and intrapreneurship was age. The study found that people who launched their own companies were in their 30s and 40s. People from older and younger age groups were risk averse or felt they have no opportunities, which makes them the ideal candidates if an organization is on the look out for employees with new ideas that can be pursued.

Entrepreneurship appeals to people who possess natural traits that find start ups arousing their interest. Intrapreneurs appear to be those who generally would not like to get entangled in start ups but are tempted to do so for a number of reasons. Managers would do well to take employees who do not appear entrepreneurial but can turn out to be good intrapreneurial choices.

Organisation

What is An Organisation???

When a group of people work together to achieve specific target, the context in which they work is referred to as an Organisation. Organisations can be small, involving only a few people in one location or they can involve thousands of people scattered through out the world. They can be very simple in structure, or they can be extremely complex. What separates organizations from other activities is that organizations usually operate within a defined structure and have a socialization process that is determined by the people who control them. Organizations can also be defined in terms of the products and services they offer to consumers. For example, corporations such as Ford Motors and the American Ex-press Corporation provide us with both products and services. General Motors builds and sells cars while American Express provides us with credit cards and financial ad-vice. Each is an organization but they are vastly different in what they do. Another way to define an organization is by the particular roles individuals playing them. This type of definition implies that understanding what an organization is depends on knowing how and where individuals fit into the organization.

Definition of Organisation:

An organization is a social arrangement which pursues collective goals, which controls its own performance, and which has a boundary separating it from its environment. The word itself is derived from the Greek word Organon meaning tool. It’s a “Social unit of people systematically arranged and managed to meet a need or to pursue collective goals on a continuing basis.” All organizations have a management structure that determines relationships between functions and positions, and subdivides and delegates roles, responsibilities, and authority to carry out defined tasks. Organizations are open systems in that they affect and are affected by the environment beyond their boundaries.

An organization is defined by the elements that are part of it, its communication, its autonomy and its rules of action compared to outside events. In sociology "organization" is understood as planned, coordinated and purposeful action of human beings to construct or compile a common tangible or intangible product. Sociology distinguishes the term organization into planned formal and unplanned informal (i.e. spontaneously formed) organizations. By coordinated and planned cooperation of the elements, the organization is able to solve tasks that lie beyond the abilities of the single elements. The price paid by the elements is the limitation of the degrees of freedom of the elements. Advantages of organizations are enhancement, addition and extension. Disadvantages can be inertness and loss of interaction.

Role of organisation:

Most of us don’t realize the importance that organizations play in our lives, but they continually affect us, as you will see. Although there are many people who work alone, most of us work with others. We are usually conceived in the most basic of all organizations — the family. Our birth usually takes place in another organizational environment — the hospital. We are certainly affected throughout our lives by a large organizational structure called “government” that passes laws to keep us organized and collects taxes to pay for services. And, during our lifetimes, a majority of us spend our time studying, working, and playing in organizations. For example, most of our formal learning takes place in an educational organization, such as the University of Kolkata; we may work for organizations like Microsoft, KPMG, Proctor and Gamble Corporation, or the US Bank; and we play in organizations such as the YMCA, the tennis club, or the local softball league. Obviously, it is impossible to list all of the ways in which organizations affect us. It is important, however, for you to realize that organizations play a dominant role in our lives. If we were to ask, what single activity fills most people’s time more than anything else? The answer besides sleep for most is the dreaded four-letter word: WORK.

Organizational context, an idea:

The organizational context refers to the scope of an entity, such as

} parent organization (organization owning one or more entities)

} enterprise (an entire organization)

} division or department (a sub-organization within the overall organization)

} work unit (a sub-sub-organization)

} Work role (one person’s job or part of a job).

Management Strategy

How do we define the management strategy? The most common definition of management strategy can be: “Management strategy is a future oriented conception in which the relationship between the industry and the environment is described and it forms the guiding principles for the people in the industry for decision making.” It is obvious that the state of affairs with regard to the management strategy like the number of years for which the strategy has been planned, how minutely it has been described and for what level of people it forms the guiding principles etc., varies from industry to industry. However, it plays a fixed role towards the behaviour of each industry.

The problem of management strategy cannot be divided into formulation of strategy and the implementation of strategy. In the present day industry, particularly in the large industry, the formulation of strategy is no more the job of the strategy making staff only. As the diversification of jobs progresses and the operations also becomes more complicated. It can be considered that the formulation of strategy takes birth from the cooperative and joint working of all the members which constitute the organization in the industry.

The concept of management strategy The concept of management strategy is being used at least with two meanings. One is the strategy which results from the concrete behaviour. It points out to the chain of behaviours which are actually implemented. The people outside the organization can normally understand the strategy of this type. Another type of strategy is the conception for the future. This concern the broader plan related to the future of the industry as well as its operations.These two types of strategies may not necessarily always match. However, it is also true that the two types of strategies are mutually linked to each other. There is always some sort of conception in the background of any behavioural action. Further, various unforeseen matters and the new ideas also come into existence in natural manner and are linked to the behavoiur.The worthiness of management strategy is ultimately evaluated on the basis of result of a chain of actions. Therefore, it may, probably not be proper to evaluate the conceptual strategy on the face of it alone. However, the conceptual strategy plays a very important role in the organization. The concept provides a chance to guide the behaviour. Because of the existence of the concept, the behaviours change or new behaviours come into existence. Further, when all the people in an organization believe in the common concept, the behaviour as decided by different departments and the behaviour as decided at the time of any difference of opinion has a multiplying effect. In fact, it may be appreciated that the conceptual strategy is basically responsible for introducing, coordinating and synchronising the behaviour in the organization. The term management strategy can refer to the conceptual strategy.

In today’s society, various organisations like industry, hospitals and Government offices etc. are performing the activities with specific purposes. One has to adapt to the surrounding environment for the continuous sustenance of the organisational set up. However, the change in the present day social environment is very severe and is full of uncertainly.The long existence of the organisation itself as well as their further expansion cannot be accomplished just through the daily routine type decision making. In fact, it has become important to detect the opportunities and the threats from the changes and develop the capability to handle these opportunities and threats. Management strategy forms the key for such capabilities.Management strategy is applicable not only to the industry. It has become equally important for the Government offices, hospitals and schools. However, most of the study which has been carried out with regard to the management strategy deals with analysis of industry. Industry has to face very severe competition on day-to-day basis and the standards regarding the evaluation of its results are also very clearly defined.

Contents of Management Strategy The management strategy deals with relationship between industry and the environment. What types of decisions are required to decide this relationship? It is necessary to decide regarding the 4 areas mentioned below in order to determine the management strategy: [1] Definition of Domain[2] Operation Portfolio [3] Resource Development[4] Competitive Strategy

Definition of the Domain : First of all it is very important to decide what importance the future operations of an enterprise in order to decide the relationship between industry and environment. This also amount to drawing the long term composition of how the industry shall adapt itself to the environment. This is the definition of domain. Zone of survival as the definition of domain is the base for deciding the other definitions.It is said that the failure of Railways Industry in America was because of mistaken definition of domain. The American Railways Industry can be called as pilot representative of large industry. However, the Railway Industry thought that its work is only that of the railway operation rather that the transportation works. As a result, it failed to match the rapidly increasingly demand from the transportation sector.

Domain specifies the work area in which the operational activities of an enterprise are carried out or it is expressed as a concept covering all such operations. On the other hand, the definition of domain for the American industry relatively market oriented and it includes many elements which are close to the successful factors in the market. “IBM means Services” can be called as domain of IBM (the IBM operation is not to sell the machines but to sell the functions of the products).

Operation Portfolio : The operation portfolio is a table of operations or the overall structure while carrying out the operational activity in the industry. Normally, it is necessary to decide about the following two selections to determine the operation portfolio.[1] Which fields are to be included in the portfolio (deciding the composition of the portfolio).[2] How to handle the patterns given by the multiple numbers of operations (deciding the structure of portfolio).While deciding the operation portfolio, the attention of individual operation fields are important, but it is more important to consider how much total effect can generated through all the combinations of various operations.

Resource Development : Once the operation fields, which constitute the domain, have been decided, next it becomes important to decide about the necessary accumulation and distribution of resources required to meet the composition in each field. This composition is the resource development strategy.The management resource can be divided into substantive resources (human beings, articles, money) and the informative resources (technology, know-how, and brand image). In the case of substantive resources, it is the distribution which is more important than the accumulation of resources. A proper distribution matching the discriminate preferential order for every operational field is the key factor. On the other hand, it is the accumulation rather than the distribution which is more important in the case of information resources and its key factor is the organizational learning.

Competitive Strategy : Competitive strategy is the decision for establishing the competitive preferential order in each operational field. The basic topics in this connection are to understand the actual state of competition in the industry and market segment and the segment position of one’s own company as well as to come into competitive preferential order through the combination of management resources through this understanding. The competitive strategy is basically of three types, viz. cost leadership, discrimination and concentration.The above discussed four aspects are closely related to each other. Therefore, the coordination of four decisions becomes an important topic management strategy.