Charlemagne and the Battle of Roncevaux Pass

Charlemagne and the Battle of Roncevaux Pass Conflict: The Battle of Roncevaux Pass was part of Charlemagnes Iberian campaign of 778. Date: The Basque ambush at Roncevaux Pass is believed to have taken place on August 15, 778. Armies Commanders: Franks CharlemagneUnknown (large army) Basques Unknown (possibly Lupo II of Gascony)Unknown (guerilla raiding party) Battle Summary: Following a meeting of his court at Paderborn in 777, Charlemagne was enticed into invading northern Spain by Sulaiman Ibn Yakzan Ibn al-Arabi, wali of Barcelona and Girona. This was further encouraged by al-Arabis promise that the Upper March of Al Andalus would surrender quickly the Frankish army. Advancing south, Charlemagne entered Spain with two armies, one moving through the Pyrenees and another to the east passing through Catalonia. Traveling with the western army, Charlemagne quickly captured Pamplona and then proceeded on to the Upper March of Al Andalus capital, Zaragoza. Charlemagne arrived at Zaragoza expecting to find the citys governor, Hussain Ibn Yahya al Ansari, friendly to the Frankish cause. This proved not to be case as al Ansari refused to yield the city. Facing a hostile city and not finding the country to be as hospitable as al-Arabi had promised, Charlemagne entered into negotiations with al Ansari. In return for the Franks departure, Charlemagne was given a large sum of gold as well as several prisoners. While not ideal, this solution was acceptable as news had reached Charlemagne that Saxony was in revolt and he was needed to the north. Retracing its steps, Charlemagnes army marched back to Pamplona. While there, Charlemagne ordered the citys walls pulled down to prevent it from being used as a base for attacking his empire. This, along with his harsh treatment of the Basque people, turned the local inhabitants against him. On the evening of Saturday August 15, 778, while marching through Roncevaux Pass in the Pyrenees a large guerilla force of Basques sprung an ambush on the Frankish rearguard. Using their knowledge of the terrain, they decimated the Franks, plundered the baggage trains, and captured much of the gold received at Zaragoza. The soldiers of the rearguard fought valiantly, allowing the remainder of the army to escape. Among the casualties were several of Charlemagnes most important knights including Egginhard (Mayor of the Palace), Anselmus (Palatine Count), and Roland (Prefect of the March of Brittany). Aftermath Impact: Though defeated in 778, Charlemagnes armies returned to Spain in the 780s and fought there until his death, slowly extending Frankish control south. From the captured territory, Charlemagne created the Marca Hispanica to serve as a buffer province between his empire and the Muslims to the south. The Battle of Roncevaux Pass is also remembered as the inspiration for one of the oldest known works of French literature, the Song of Roland.

The Manhattan Project Timeline

The Manhattan Project Timeline The Manhattan Project was a secret research project that was created to help America design and build an atomic bomb. This was created in reaction to Nazi scientists who had discovered how to split a uranium atom in 1939. In fact, President Franklin Roosevelt was not that concerned when Albert Einstein first wrote him about the possible consequences of splitting the atom. Einstein had previously discussed his concerns with Enrico Fermi who had escaped from Italy. However, by 1941 Roosevelt had decided to create a group to research and develop the bomb. The project was given its name due to the fact that at least 10 of the sites used for the research were located in Manhattan. Following is a timeline of the key events related to the development of the atomic bomb and the Manhattan Project.   Manhattan Project Timeline DATE EVENT 1931 Heavy Hydrogen or deuterium is discovered by Harold C. Urey. 1932 The atom is split by John Crockcroft and E.T.S. Walton of Great Britain, thereby proving Einsteins Theory of Relativity. 1933 Hungarian physicist Leo Szilard realizes the possibility of the nuclear chain reaction. 1934 The first nuclear fission is achieved by Enrico Fermi of Italy. 1939 The Theory of Nuclear Fission is announced by Lise Meitner and Otto Frisch. January 26, 1939 At a conference at George Washington University, Niels Bohr announces the discovery of fission. January 29,1939 Robert Oppenheimer realizes the military possibilities of nuclear fission. August 2, 1939 Albert Einstein writes to President Franklin Roosevelt concerning the use of uranium as a new source of energy leading to the formation of the Committee on Uranium. September 1, 1939 World War II Begins. February 23, 1941 Plutonium is discovered by Glenn Seaborg. October 9, 1941 FDR gives the go-ahead for the development of an atomic weapon. December 6, 1941 FDR authorizes the Manhattan Engineering District for the purpose of creating an atomic bomb. This would later be called the Manhattan Project. September 23, 1942 Colonel Leslie Groves is placed in charge of the Manhattan Project. J. Robert Oppenheimer becomes the Projects Scientific Director. December 2, 1942 First controlled nuclear fission reaction is produced by Enrico Fermi at the University of Chicago. May 5, 1943 Japan becomes the primary target for any future atomic bomb according to the Military Policy Committee of the Manhattan Project. April 12, 1945 Franklin Roosevelt dies. Harry Truman is named the 33rd President of the US. April 27, 1945 The Target Committee of the Manhattan Project select four cities as possible targets for the atomic bomb. They are Kyoto, Hiroshima, Kokura, and Niigata. May 8, 1945 War ends in Europe. May 25, 1945 Leo Szilard attempts to warn President Truman in person concerning the dangers of atomic weapons. July 1, 1945 Leo Szilard begins a petition to get President Truman to call off using the atomic bomb in Japan. July 13, 1945 American intelligence discovers the only obstacle to peace with Japan is unconditional surrender. July 16, 1945 The worlds first atomic detonation takes place in the Trinity Test at Alamogordo, New Mexico. July 21, 1945 President Truman orders atomic bombs to be used. July 26, 1945 Potsdam Declaration is issued, calling for the unconditional surrender of Japan. July 28, 1945 Potsdam Declaration is rejected by Japan. August 6, 1945 Little Boy, a uranium bomb, is detonated over Hiroshima, Japan. It kills between 90,000 and 100,000 people immediately. Harry Truman's Press Release August 7, 1945 U.S. decides to drop warning pamphlets on Japanese cities. August 9, 1945 The second atomic bomb to hit Japan, Fat Man, was scheduled to be dropped at Kokura. However, because of poor weather, the target was moved to Nagasaki. August 9, 1945 President Truman addresses the nation. August 10, 1945 U.S. drops warning leaflets concerning another atomic bomb on Nagasaki, the day after the bomb was dropped. September 2, 1945 Japan announces its formal surrender. October 1945 Edward Teller approaches Robert Oppenheimer to aid in the building of a new hydrogen bomb. Oppenheimer refuses.

Effects of Human Dimension on Organisational Behaviour Essay

Effects of Human Dimension on Organisational Behaviour - Essay Example The paper, therefore, makes it possible to define the best means of managing organizational behaviour through the simple task of managing attitudes and motivation.   This is because Walton (2007) noted that it is not all forms of organizational behaviour that promotes growth. Drory & Ritov (1997) noted that attitudes are evaluative judgments or statements made about people within an organization. This means that attitude embodies people’s habitual nature, readily associated or identifiable with them within the organization. The attitudes of people, however, do not always come in one form as there are three key components of attitude common with organizational members. The first component is the cognitive component, which Canary, Coach and Serape (2001) noted to be the form of attitude that highlights people’s opinion and beliefs. Because of the relationship between cognitive component of attitude and opinion, it is often seen as a means by which people give personal e valuation on actions that take place within the organization (Samovar and Porter, 2011). A typical example is the evaluative attitude of people when there is a promotion at the workplace. In such situations, employees are likely to evaluate the promotion as either being deserving of the person or not. Where the person’s evaluation says the person promoted did not deserve the promotion, chances are that a negative attitude will be developed towards that person. Meanwhile, where  there is a negative attitude, an organizational behaviour may be negatively affected due to the possibility of frequent organizational conflict.

Leadership 2 Essay Example | Topics and Well Written Essays - 4500 words

Leadership 2 - Essay Example Figure Name Page No. 1 Cost Leadership Strategy of Giffgaff 5 2 Revenue Decline of the UK Telecom Industry 7 3 Increase in Data Usage 10 4 Reduction in Mobile Voice Cost 13 5 McKinsey 7S Framework 14 6 Present Lattice Structure in Giffgaff 19 7 Proposed Organizational Structure for Giffgaff 20 1. Introduction In this paper, the researcher will shed light on state of art mobile phone service provider Giffgaff which has established its strong presence in telecom service industry of United Kingdom (UK) within few years of its inception. 2. Gifgaff-Introduction Giffgaff is SIM-only mobile network which was created by Gav Thompson in the year 2009 with an intention to attract digitally-savvy customers and the company is headquartered at Uxbridge, Greater London (Marketing Society, 2013). The company is subsidiary of Telefonica and currently it operates with 35 to 40 employees. The mobile operator has differentiated its value proposition by incorporating the community-powered model which w orks in similar pattern as web 2.0 technologies (Gifgaff, 2013). Interesting fact is that, the organization is run by its member partners and these members get rewarded for various activities such as increasing the channel length by bringing new partners, helping the company to earn revenues or promoting the brand etc. 2.1 Competitor Analysis & Business Strategy UK telecom operating industry is hypercompetitive due to presence of many big players with similar kind of product offerings such as Orange, T Mobile, Vodafone and O2. In such context, it was difficult for small player like Giffgaff to enter the UK telecom operating business without formulating unique value proposition statement. Giffgaff decided to work as mobile virtual network operator (MVNO) and operate through O2 network. However, both O2 and Giffgaff decided to target different customer segment and work as separate network player in UK. A comparison between network plans of different competitors can be depicted in the following manner; Figure 1: Cost Leadership Strategy of Giffgaff (Source: Marketing Society, 2013) As Giffgaff uses customers as promoter members and online platform to offer its plan hence the company is able to reduce significant amount of operational cost. The company has also reduced cost of its marketing activities and cost optimization strategy of the Giffgaff has given them the cost benefit advantage to reduce the price of offering in comparison to big players such as Vodafone, T Mobile, O2, Orange etc. However, Giffgaff targets young, digital savvy customers who are ready to engage with the brand and promote the brand by themselves hence it can be said that target market for the company is small. Online community of the company was created in order to handle customer queries of target market in efficient and responsive manner in comparison to call centres of big telecom operators (Marketing Society, 2013). From generic strategy viewpoint, Giffgaff’s business strategy can be viewed as excellent example for focused low cost strategy. 3. Analysis 3.1 Environmental Audit The study will try to understand the macro-environment of UK in terms of political, economic, social and technological factors in order to understand the business position of Giffgaff. Table 1: PEST External Environment Characteristics Opportunity/Threat for Giffgaff Political (P) Government has deregulated the telecom industry which has opened door for many international telecom operators to establish

Employee Rewards Essay Example for Free

Employee Rewards Essay Introduction The purpose of this essay is to critically examine the processes used by Scotia Learning and identify if their rewards are appropriate to those of the market. The report will begin by discussing the background of Scotia Learning and follow on to define reward management highlighting the objective and constraints within the reward strategy. We will then consider the legal framework and examine why there are variations in pay and how job evaluation can ensure equity and fairness is achieved. Finally we will discuss the concept of motivation and the implications of pay for performance within the reward strategy. The report ends with an analysis of the key issues of the topic. Scotia Learning is the case study for this essay and is one of a network of university-based study centres offering preparation for students wishing to study undergraduate and postgraduate degrees for progression into university degree courses. The company has joint venture partnerships with top universities throughout the United Kingdom, Ireland and United States of America. â€Å"Reward management is concerned with the formulation and implementation of strategies and policies that aim to reward people fairly, equitably and consistently in accordance with their value to the organisation† (Armstrong Murlis, 2007, p3). Research by Redman Wilkinson (2009) indicates that reward is an enormously complex issue and has to take account of three fundamental principles in determining systems and structures: internal equity, external equity and business strategy. In addition Thorpe Homan (2000) state that the organisation should identify what objectives and behaviours the payment system should have for example, labour market competitiveness and management skills whilst Perkins White (2009) highlight the importance of legal regulations that can put constraints on organisations, for example minimum wage (legal), collective bargaining (trade unions), and the external labour markets. Scotia Learning does not recognise a trade union however it does recognise that collective bargaining has been influential in discussing and setting pay arrangement due to internal and external rates of pay not being equal. Within the employment legislation pay has always been an area of controversy especially when one considers employee’s collective concerns (Brown et al., 2003). The introduction of The Equal Pay Act 1970 outlawing unequal pay for men and women having since evolved into equal pay for equal work and the Equal Pay (Amendment) Regulations 1983 after the UK joined the EU in 1973 (Perkins White, 2009), now gives employees a certain degree of protection in their employment relationship. To strengthen current legislation The Equality Act 2010 was introduced highlighting human rights and discriminatory factors, such as equal pay, sex discrimination, race, disability and equality (religion, sexual orientation, and age) (Equality and Human Rights Commission, 2012). In response to this Scotia Learning are aware that they have a ‘duty of care’ to all employees and comply with the Equal Opportunities Policy by ensuring the relevant training is undertaken by managers and employees ensuring everyone understands the importance of and their responsibilities under this Policy. This is also promoted in all recruitment documents, ensuring that wording of job advertisements does not discriminate against any potential applicants. As part of this legislation, employers are legally required to ensure their pay structures are not discriminatory against men and women in terms of valuing work between them in their employment and in order to defend themselves against equal pay claims, organisations must be able to prove that the jobs within their grading system are valued according to the job rather than the gender of the person doing the job. Failure to adhere to these regulations can result in a tribunal claim and if proven the organisation will have to pay all money accrued which can be backdated six years in England and five years in Scotland. In the case of (Birmingham City Council v Abdulla and others [2012] UKSC 47), the Supreme Court ruled that equal pay claims brought in the High Court more than six months after the end of the claimants employment, which would have been out of time in an employment tribunal, should not be struck out under section 2(3) of the Equal Pay Act 1970. The reasons for a claimants failure to bring a timely claim in a tribunal are not relevant in any way to the notion of convenience under section 2(3). (PLC Employment Law Weekly email). Within Scotia Learning pay and benefits are provided on the basis of objective criteria, free from discrimination taking into account the principle of equal pay for equivalent work or work of equal value. In addition we ensure transparency within the reward system is clear to all employees in that they understand how their pay is worked out and what is required from them to achieve this. Job profiles and person specifications for each new vacancy are drawn up in keeping with other jobs of a similar size and responsibility which focus on the skills, experience and qualifications that are directly relevant to the job. Armstrong Murlis (2007, p115) state that â€Å"the payment system is important as it not only conveys a signal to the employees what the organisational priorities are but also acts as a catalyst for wider organisational change† a view reiterated by Armstrong (1996) in which he proposes that the foundations of reward management are to achieve the individual and organisational behaviour that a company needs if the business goals are to be met. Therefore the term ‘employees are the key to enhanced organisational performance’ becomes relevant with links to Kessler and Purcell (1994) where they emphasise that payment systems are related to recruitment, retention and motivation of staff and that the determination of pay is not only the interaction of market forces but also employers. It is also acknowledged that variations in pay can occur for a variety of reasons and from a legal perspective it is important to understand why (Redman Wilkinson, 2009). Firstly the power scenario, in that if labour is scarce, employees will have more power and hence may be able to demand higher pay, in contrast with an over-supply of labour employers have the power and hence may be able to hold pay at lower rates (Redman Wilkinson, 2009). Secondly, it has been acknowledged that ‘the rate for the job’ should be the same for employees doing the same job but considering organisational performance is reliant on the employ ee’s effort, skills and competencies, it is not logical to assume that effort should be rewarded and pay should vary accordingly. A view shared by Redman Wilkinson (2009, p161) who advocate that â€Å"variable pay schemes (VPS) are said to hold out the promise towards the creation of internal labour market that is fairer in rewarding people as it is only ‘fair’ that rewards should have a direct link with effort†. The argument with this theory is that ‘risk adverse’ workers will be less willing to ‘gamble’ on pay related performance than a set amount of pay. Thirdly, we should also take into consideration the external market rate of pay and uneven market pressures such as differing regional or occupational rates of pay as Kessler (2007, p167) states â€Å"external equity is an organisational imperative as failure to respond the labour market changes will leave organisations at a disadvantage competitively†. Scotia Learning responds to these challenges by regularly benchmarking and studying the market rate of pay within the educational sector. Data collected i s beneficial in determining pay to ensure pay scales are in line with and competitive with similar jobs. For example, when recruiting teaching staff, the use of organisations such as SATEFL and other educational websites are particularly useful, for administration staff we would use S1jobs.com and jobseeker.gov.uk website and with management we would use agencies. However, although the aforesaid strategy is very useful, Scotia Learning is a relatively large organisation with Centres worldwide and other factors have to be taken into consideration, such as location and cost of living. In determining the value of jobs within our organisation, although we consider the external market pay rates, decisions concerning pay are done through a coherent wage and career structure internal to our organisation which ensures consistency and fairness in our reward systems. It has been reported that issues with this reward system have arisen within the banking sector resulting in Government intervention to deal with inequalities of pay setting at senior management/director level and low pay via the nati onal minimum wage. This is not an area of concern for Scotia Learning as the annual salary increase is a % rate consistent throughout the organisation and our pay structure process involves a job evaluation â€Å"a systematic process for establishing the relative worth of jobs within an organisation† Redman Wilkinson (2009, p141). In addition Scotia Learning is accredited to the British Council and British Accreditation Council and all HR policies and personnel files are properly documented and filed. Our job evaluation comprises of an analytical (i.e., jobs are broken down into individual components) broad-band pay structure with a range of factors such as knowledge and skills, problem solving, decision making and then allocating points to them. It is interesting to note that research by IRS (2007) showed that an average of 86% of organisations use this form of job evaluation. Within this broad-band pay structure we have 6 wide overlapping salary bands made up of management, HR, teaching staff , finance, student services and cleaning staff with a salary range for each bank of at least 75%. Progression up the bands will be by skills and qualifications, performance and competence enhanced through individual career development thus supplying the motivation for continuous learning. To support this, the annual performance review takes place, however it is not linked to pay or rewards and is based on the objectives of skills and competence which are linked to organisational performance. In terms of equity and fairness the rate of pay for full-time and part-time teaching staff is calculated on the same hourly rate therefore ensuring consistency and fairness within the system. It is interesting to note that research by Redman Wilkinson (2009, p139) argues that by paying an hourly rate â€Å"employers control over pace and performance is reliant on either direct supervision or the willingness of employees to engage with the task† synonymous with the argument surrounding ‘risk adverse’ workers. This point of view may be viable in organisations such as ‘call centres’ where technology enables the monitoring and regulating of work by measuring output and input and within the customer service industry where we have the ‘secret shopper’, but within the education sector autonomy is part of the job as is their professional code of ethics which includes commitment, motivation and discretionary behaviour which is contradictory to the argument by Thorpe Homan (2000) who suggest that non-financial aspects are secondary and rarely given the same prominence in the design of payment systems. Managing rewards is largely about managing employee expectations linking to their psychological contract which is concerned with pay, performance and the development of skills (Armstrong Murlis, 2007). The argument then becomes, if reactions to rewards depend on the psychological makeup, values and needs of individual, one cannot wholly rely on performance related pay schemes to enhance all employees’ performance as not everyone is motivated by money. Motivation only takes place if rewards are worthwhile to the individual and if the process is seen to be fair, therefore, it would require to be customised for every individual in the organisation (Armstrong Murlis, 2007). For example, an employee nearing the end of their career may be more interested in job satisfaction (intrinsic reward), whereas a graduate beginning their career may be more interested in training and development (extrinsic reward). For that reason it can be argued that both intrinsic rewards such as respect, recognition, job satisfaction and responsibility are just as important as extrinsic rewards such as pay rises, bonuses, training and development opportunities and benefits such as annual holidays, company sick pay and company pension. This highlights the importance of implementing an equitable and fair reward strategy in that by incorporating financial and non-financial rewards is that they can be used as a tool to enhance employee motivation resulting in improved organisational performance. Finally the importance of management skills cannot be undermined as they are a fundamental element of human resource management. The management strategy within Scotia Learning is based on autonomy, communication and high levels of trust between management and employees. Evidence to support this is the turnover rate of staff with one employee resigning over the past two years and the annual absence levels within Scotia L earning for all staff inclusive stands at 0.1% of working hours, which is the lowest in the entire organisation. Conclusion This objective of the report was to establish the processes that ensure equity and fairness in the reward systems. We have covered the legal aspects, strategies, market awareness, motivation, job evaluation and performance appraisal and it has become evident that Scotia Learning complies with all legal legislation, and displays equity and fairness within the reward systems. However there was an air of negativity surrounding performance and reward as within Scotia Learning the annual appraisal is not yet connected to pay for performance. It is possible that issues could arise if this was implemented, namely, it could seriously affect the dynamics of the office environment between a very closely-nit team of employees, managers and directors in that, how does the manager justify their decision in the event of a low reward without affecting the equilibrium of the office environment and within a unionised organisation all trade unions argue against performance linked to pay. Schemes relating pay to performance, although generating a tremendous amount of interest have very little in the way of conclusive evidence concerning their effects on performance (Redman Wilkinson, (2009). This echoes Thompson (1992) findings in which he states, â€Å"research fails to provide convincing evidence of a link between individual performance-related pay schemes and improvements in productivity†. The evidence supports that other approaches should be considered in rewarding employees, for example a one-off bonus payment which would not affect the employees’ annual salary. References Armstrong, M. (1996) Employee Reward, London: Kogan Page/IPD Armstrong, M., and Murlis, H. (2007) Reward Management. 5thedn. London: Hay Group Brown, W., Marginson, P., and Walsh, J. (2003) The management of pay as the influence of collective bargaining diminishes. In: P.K. Edwards, Industrial Relations: Theory and Practice, Oxford: Blackwell IRS (2007) Job evaluation is thriving, survey finds: Employment Review, 667 Kessler, I. (2007) Reward Choices: strategy and equity. In: Storey, J. HRM: a critical text 3rd edition, London: Thomson Learning Kessler, I., and Purcell, J. (1994) Performance Related Pay: Objectives and application, Human Resource Management Journal, Vol.2, No.3 Perkins, S. J., and White, G. (2009) Employee Reward: Alternatives, consequences and contexts, 2nd edn. London: Chartered Institute Of Personnel and Development, Redman, T., and Wilkinson, A. (2009) Contemporary Human Resource Management: Text Cases, 3rd edn. London: Prentice Hall, Thompson, M. (1992) Pay for Performance: The employers experience, Brighton, Institute of Manpower Studies Thorpe, R., and Homan, G (2000) Strategic Reward Systems, Harlow: Financial Times Williams, S., and Adam-Smith, D. (2006) Contemporary Employment Relations: A critical introduction, Oxford: University Press Equality of Human Rights Commission, available from: http://www.equalityhumanrights.com/human-rights/ date accessed 23/10/12 PLC Employment Law, available from: [emailprotected] – date accessed 26/10/12

Symbolic Illustration of the Power of Relationships in Susan Glaspells

Symbolic Illustration of the Power of Relationships in Susan Glaspell's Trifles A friend can be a remarkable thing. Unfortunately, many lack the powerful bonds that all humans need to survive and lead healthy, happy lives. In Susan Glaspell's play Trifles, Mrs. Wright is starved of the human interaction and relationships she so desperately needs. Consequently, she is never rescued from her loneliness, is brought to the point where she cannot handle any more of life's saddening struggles, and kills her husband in his sleep. Through powerful and often ironic symbolism, such as Mrs. Wright's kitchen, the names of the characters, and the bird, Susan Glaspell clearly displays the power of human relationships and how truly devastating a lack of this absolute necessity can be. One of the numerous symbols Glaspell uses to emphasize the importance of wholesome human relationships is Mrs. Wright's kitchen. Upon entering the crime scene, the men and women notice the unkept kitchen. They are alarmed by the "Dirty towels" (Glaspell 1174), the unwashed pans under the sink, a loaf of bread outside the breadbox," "the walls covered with a faded wall paper" (Glaspell 1172), and the "sticky" shelves (Glaspell 1174). The abrupt, incomplete work reflects the emptiness Mrs. Wright had bottled inside of herself and also displays the sudden sense of explosion she must have experienced to go as far as murdering Mr. Wright. Also, they see a small chair beside the kitchen table. Obviously intended for a child, the small chair illustrates Mrs. Wright's empty expectations of raising children. Mrs. Hale explains, "Not having children makes less work-but it makes a quiet house, and Wright out to work all day, and no company when he did come in" (Glas... ...there are so many that go unnoticed and unappreciated. Unfortunately, they do not know how to reach out for help until it is too late. There are also many others that see these lonely and depressed individuals, but no one ever does. Mrs. Peters explains regretfully, "Somehow we just don't see how it is with other folks until-something turns up" (Glaspell 1178). Many times, it is unfortunately too late to save a person. Through her powerful symbols, Glaspell stresses the importance of reaching out to those that are lonely and need emotional support before it is too late. After all, "We all go through the same things-it's all just a different kind of same thing" (Glaspell 1180). Work Cited Glaspell, Susan. Trifles. The Bedford Introduction to Literature: Reading, Thinking, Writing. 5th ed. Ed. Michael Meyer. Boston: Bedford/St. Martin's, 1999. 1172-1181.

Business of Data Warehousing Foundations Essay

Executive Summary mySupermarket is a grocery shopping and comparison website which aims to provide customers with the best price for their shopping. This report examines how data warehousing provided mySupermarket with the foundation in which to build a successful enterprise, and allowed a subsequent expansion into the ‘business intelligence’ sector. The research draws attention to the problems and limitations that mySupermarket encountered including; coping with diverse sources of data streams, customer loyalty issues, achieving real-time data, data integrity and generating a sustainable revenue stream. These problems were tackled respectively through; building their own data warehouse, adopting a CRM strategy underpinned by their warehouse, adopting Microsoft’s SQL software, supermarket website ‘crawling’, offering ‘targeted’ advertising space and the realisation that the granularity of detail they offered, would allow them to expand into the ‘busi ness intelligence’ sector. The report appreciates the importance of storing data, but concludes that data itself is the prerequisite to success, and that good management is needed to convert this data into meaningful information. It is therefore a combination of data warehousing and good management that has enabled mySupermarket to become a successful venture. Introduction â€Å"On the 31st August 2006, entrepreneur Johnny Stern received a seven-figure sum from investors to transform the way consumers shop for their groceries. From this, the price comparison site mySupermarket.co.uk was born and the company has utilised data warehousing to give consumers access to cheaper grocery shopping. The venture has not been without its problems, however four years on the company has withstood Adam Smith’s ‘Invisible Hand’[1] and grown into a c. £10m company†¦Ã¢â‚¬  mySupermarket is a grocery shopping and comparison site that allows customers to compare and shop from four main UK supermarkets in one central place. Their mission statement is â€Å"to get the best possible price for your supermarket trolley while enjoying an easier and more consumer-friendly shopping experience†. Through the use of SQL and data warehousing, mySupermarket is able to collect product pricing, promotion and availability data directly from retailers’ websites. It then uses its proprietary technology to match identical Stock Keeping Units (SKUs) across retailers. After initial investment from Greylock Partners and Pitango Venture Capital (investors in Facebook & LinkedIn), mySupermarket have faced the same difficulties as other price comparison sites in generating a sustainable revenue stream after Stern declared that â€Å"the portal would remain free in principle for shoppers†. The customer proposition for mySupermarket is to first log into their account. Then choose which supermarket to shop at from; Asda, Ocado/Waitrose, Sainsbury or Tesco. Tick their preferred supermarket and choose a delivery time/date, then start to shop. mySupermarket is updated on a daily basis so that the prices shown are the most competitive. Once the customer has made their choice of store, they start to shop by using the tabbed choices along the top of the page. These are divided up into â€Å"virtual aisles† so making a choice from Fruit and Veg, Meat, Fish & Poultry, or Drinks etc. Once shopping has been completed, it then shows basket prices across the four supermarkets and allows the customer an opportunity to switch supermarkets. This report will critically discuss how data warehousing has enabled mySupermarket to build a successful business model including the benefits and problems that have arisen from the use of this technology. The report will finally analyse the extent to which data warehousing has contributed to mySupermarket’s success. Technologies Discussed According to Bill Inmon[2] (1993) data warehousing can be defined as, â€Å"a  subject-orientated, integrated, time variant and non-volatile, collection of data in support of the management decision making process†. It is, in essence, a large data storage facility which enables an enterprise to gain a competitive advantage through analytics and business intelligence. Providing integrated access to multiple, distributed, heterogeneous databases and other information sources has become one of the leading issues in database research and industry, IEEE Computer (1991) which can be seen through the success of First American Corporation (FAC), Cooper et al (2000) and Tesco/Dunnhumby, J. Perry (2009). Data mining is the process of ‘digging-out’ patterns from data, usually through Clustering, Classification, Regression and Association rule learning. Data mining technology can generate new business opportunities by providing: †¢ Automated prediction of trends and behaviours. †¢ Automated discovery of previously unknown or hidden patterns – D. Champion and C. Coombs (2010) This process is carried out by sophisticated software packages such as Oracle, IBM and SQL. This alleviates the (potentially) very time consuming task of manually inputting and analysing the data Within data warehousing, there is a high importance placed on the quality of data, as without it, meaningful analysis is impossible. Data collection should therefore be taken with a high level of detail, and have solid definitions, as to avoid subjectivity. The purpose of a data warehouse is to support creative strategic decision making through a greater granularity of information with a consistent view of what’s happening. Customer Relationship Management (CRM) emerged in the 1990’s at a time when customers were becoming better informed and less brand loyal. CRM is an integration of technologies and business processes used to satisfy the needs of a customer during any interaction, Bose (2002, p. 89) and is underpinned by data warehousing. As with VISION in the FAC case (2000), the subsequent  benefits of CRM, is that firms are able to exploit the ‘80:20 principle’ which states that some customers are more important/profitable than others. These information sources can only come through data warehousing and data mining. mySupermarket – The Beginning The inspiration for mySupermarket came from Stern’s bargain-obsessed elderly relative; who would scour the aisles of Tesco’s to find his favourite tin of baked beans, jot down the price and travel to competitor stores to try and find a better deal. Stern identified the growing interest in online grocery shopping and felt that it was an area that could be exploited (Fig. 1). Figure 1: Mintel Intelligence – Online Grocery Data Stern spent 18 months before the launch developing the software and tweaking the concept (Fig. 2). Figure 2: Adaption of Martin et al., 2005: 193 The data warehouse was developed through ‘crawling’[3] the four supermarket websites and adding product pricing, promotion and availability data to the warehouse. Once this data was implemented in the warehouse, proprietary technology and SQL software allowed mySupermarket to match identical SKU’s across retailers. This data was also used in developing its CRM strategy through the use of ‘cookies’[4] to store data in the customers computer using the functionality of their browser to find out whether the computer has visited the site before and what SKUs they purchased. â€Å"This enables us to operate an efficient service and to track the patterns of behaviour of visitors to the website.† – mysupermarket.co.uk. The feature enables mySupermarket to utilize this information by creating functions such as a ‘Regular Shop’ button, saving customers’ time on their shopping. mySupermarket – Problems Many problems can arise through the use of data warehousing, both technically and commercially. According to Mintel Intelligence (2009), â€Å"Consumer loyalty is fairly low in the [price comparison] market – with more than 14 million people (c.58% of market) having used three or more different price comparison sites†. Underlying these efforts was the recognition that, to succeed with this strategy, it must know its customers exceptionally well and leverage that knowledge in website design, service and interaction with their clients. mySupermarket would therefore have to find a strategy to retain a ‘loyal customer base’ in a notoriously disloyal sector. Kimball & Ross (2002) state that a common pitfall of data warehousing is to â€Å"presume that the business, its requirements, analytics, underlying data and supporting technology are static† – an early problem mySupermarket encountered was the variation in regional pricing and a growing demand for ‘real-time’ data. Another problem with data warehousing is ensuring the integrity of data, this is typically a human procedure and so subject to human error. Even the most sophisticated data mining systems cannot produce good analysis from poor data. A good illustration of this is from Blastard and Dilnot ‘The Tiger That Isn’t’ where a hospital survey found that an alarming amount of patients were being born on the 11th November 1911. Further investigation showed that nurses often would not fill in patient files properly and to save time, when asked to enter patient D.O.B. they would type 11/11/11 into the database. No matter how intelligent a computer system is, if you put ‘garbage-in’ you will get ‘garbage-out’. Beynon-Davies (2004) states that data warehousing projects are large scale development projects typically taking up to three years to complete. Some of the challenges of such problems may include; selecting, installing and integrating the different hardware and software and also, the diverse sources of data feeding a data warehouse introduces problems of design in terms of creating a homogenous data store. Finally, as with all comparison sites, the major obstacle facing  mySupermarket was generating a sustainable revenue stream from the database they had accumulated. mySupermarket.co.uk did not generate any revenue 5 months after the website went live. Originally, mySupermarket didn’t operate a ‘search advertisement’ scheme (a central platform for companies such as Google eg, BP paying for advertising of their oil spill cleanup when people typed in â€Å"BP Oil Spill† – G. Cheeseman, 2010) . There are also no revenue-sharing agreements in place with the four stores whose prices it monitors in effort to remain independent. This, in part, may stem from mySupermarket’s limited market, consisting of ‘a comparison of groceries’. mySupermarket recognised that they would have to expand their focus if they were to generate a large enough turnover to operate a successful business. mySupermarket – Technological Impact The first problem mySupermarket addressed was the industries poor ‘customer loyalty’. They decided to attack this through the implementation of a CRM strategy. After the initial launch, mySupermarket was receiving feedback from customers regarding such things as; healthy options, promotions on offer, printable shopping lists and regular shops. mySupermarket realised that the information stored in their data warehouse could be exploited to meet these demands and increase customer utility. Subsequently, a Health Checker feature was launched based on the Food Standard Authority’s approved ‘traffic light’ system. In November 2008, the mySupermarket ‘Quick Shop’ function was added, allowing users to type their shopping list on a virtual notepad and find their required items in one go. â€Å"As delivery slots started running out towards Christmas we also introduced a new ‘print your shopping list’ feature, which was popular,† said Stern. â€Å"A lot of our shoppers are using the website as a quick way to find the best deals and are then going to the supermarket to make their purchases†. Recent analysis of visits shows mysupermarket.co.uk has a loyal repeat following, with Stern claiming visitors are spending an average of 20 minutes on the site. â€Å"Until recently, there were few viable tools to provide real-time data warehousing nor an absolutely current picture of an organization’s business and customer† J. Vandermay (2001). To combat the problem of achieving  real-time and regional data, mySupermarket used Microsoft’s SQL software[5]. Most data integration solutions focus on moving data only between homogeneous systems and database software. However, SQL integration is capable of moving data among a wide range of databases and systems. It also offers transformational data integration tools to consolidate and synchronize heterogeneous data into a warehouse. This allows consumers to view whether a certain item is in stock in their local store, or view delivery slots for their specific region. This real-time data saves the mySupermarket team having to continually update the warehouse manually. Fortunately for mySupermarket, their website ‘crawling’ technique allows them to take the SKU data directly from the supermarkets themselves. Therefore data will only be wrong, if the supermarket has made the mistake (so would have to sell the item at that price) and so mySupermarket would not be liable. Although Stern took half the time recommended by Beynon-Davies, the warehouse has had to be continuously tweaked since its launch. After its launch mySupermarket noticed a data stream that wasn’t being filtered into the data warehouse – calories. After the realisation, mySupermarket were able to add a ‘calorie counter’ function on to the website. For any business to survive, it needs to generate a revenue stream to achieve a sustainable cash flow:mySupermarket were able to negotiate with supermarkets a commission of  £5 for every ‘first-time buyer’ that shops through their site and  £1 every time thereafter. Other sources of revenue came from the use of advertising, which could be split into two different segments on-site and search-related advertising. Marks & Spencer (Fig. 3) are one company that has chosen to advertise with mySupermarket.co.uk as the content is relevant and it is independent from the four supermarkets being compared. Advertisers will typically pay $1.00 – $1.50 per 1,000 run-of-site impressions for the advertising placement. However, advertisers may pay even more for targeted sidebar advertisements. Search advertisements are targeted to match key search terms entered on the search engine, these products (advertisements) will then appear first in the search. Danone (Fig. 3) has  pa id for advertisement when the search term ‘yoghurt’ is entered, and so their umbrella brands (eg, Activia) show at the top of the list, increasing its probability of being bought. Figure 3: mySupermarket.co.uk – advertising example Due to the amount of data mining available to mySupermarket, an opportunity was identified for expansion, called ‘mySupermarket insights’. It acts as real-time B2B data service for the ‘Fast Moving Consumer Goods’ (FMCG) sector. As mySupermarket has access to SKU by SKU trends, it is able to offer extremely high level, intelligent data. The services it offers include; New Product Development (NPD) alert reports, Online auditing reports, Price comparison reports, Product substitution report and Customer profiling reports (allowing for further use of CRM through ‘cluster analysis’[6]). This sort of information is of high value to companies and a subscription to the service can range from  £5,000 –  £20,000p.a. (current clients include Kellogg’s, Innocent Smoothies, Nielson and Ella’s Kitchen). Finally, mySupermarket is often contracted by media companies, such as ‘the Independent’ to analyse trends for news stories – J. Burchill (2010). I feel that information is now widely recognised as being one of the key corporate resources, needing to be carefully managed so that it can be effectively utilised in the decision-making process. Timely, accurate and relevant information can only be generated, however, if corporate data is stored in a secure, accessible and flexible manner. The following table provides a summary of the impact that data warehousing technology had for mySupermarket: Figure 6: Technological Impact Summary mySupermarket – Conclusion To conclude, data warehousing has enabled mySupermarket to overcome issues  such as customer retention, real-time data and generating revenue. It really does appear that â€Å"information is key†, whereby data is the prerequisite for information. J. Poole et al. (2003) state ‘†¦ the underlying economic justification is ultimately based on the value a given technology provides to the customers of the computing systems and software products’ and so the determinate of mySupermarket’s success is essentially based on ‘whether people use the technology’ and ‘the value of the company’. Based on an monthly unique user level of 1 million, and 500k registered users turning over c. £10m, we can assume that at this point in time mySupermarket is justified economically. On the other hand, you could argue that mySupermarket is a ‘recession business’ and not a sustainable enterprise. In which case, the rapid growth in recent years could be due to the economic climate and not because there is a long term demand. Looking towards the future, â€Å"Our investors have international ambitions,† Stern said. â€Å"They see the potential of transporting the model to different markets.† mySupermarket are looking to expand the company’s development team to support its entry into Europe and the US. mySupermarket are currently looking for another round of funding to bridge G. Murray’s (1994) second equity gap. Technology firms often require ‘follow on development funding’, as cash is heavily plowed into ‘Prototype testing’ and ‘Research & Development’. In terms of an exit, mySupermarket would be very attractive to major FMCG companies such as P&G, Unilever and Kraft’s venture arms. I believe that mySupermarket will achieve their second round funding as they are now profitable and have a proven concept that has high growth prospects for the future. Over the past few years there has been a huge growth in the use of ‘numbers’ and ‘analytics’. Businesses are recognising that it is not enough to work harder than the competition; they also have to work smarter. Davenport (2006) argues that it is â€Å"virtually impossible to differentiate yourself from competitors based on products alone† and so to pull ahead of the pack, businesses need to compete on analytics. In which case, ‘mySupermarket insights’ is poised in a perfect position to capitalize on this new thirst for ‘business intelligence’, whereby companies feel that  they will have to subscribe to the service to compete on an even playing field. However, it is not enough to just store data, it has to be managed, analyzed, implemented and utilised to convert raw data into real information. mySupermarket realised the benefits of data warehousing and were able to exploit this, expanding from a mere ‘price-comparison site’ to a ‘business intelligence provider’ to major FMCG companies. I believe that with the current shift towards analytics and business intelligence, mySupermarket has the potential to be a major force in the FMCG sector whilst offering a greater transparency for customers, all of which stems from good management and data warehousing. References: Beyon-Davies, P (2004) – Database Systems, 3rd edition, Palgrave, Basingstoke, pp. 527-538 and 547-553 Bose, R (2002) – Customer Relationship Management: Key concepts for IT success, Vol. 102, No. 2, pp. 89-97 Blastland, M & Dilnot, A (2007) – The Tiger That Isn’t: Seeing a World Through Numbers Burchill, J (Aug 2010) – The Independent: So the Prince of Green Hypocrites is going on tour. Thank God I’ll be abroad Cooper et al. (2000) – Data Warehousing Supports Corporate Strategy at First American Corporation Vol. 24, No. 4 Champion, D & Coombs, C (2010) – Handout: BSC070 Enterprise Information Systems Cheeseman, G (June 2010) – Triple Pundit: Is It Ethical For BP To Buy Oil-Spill-Related Google Search Terms? Davenport, T. H (2006) – Competing on Analytics IEEE Computer (Dec 1991) – Special Issue on Heterogeneous Distributed Database Systems, 24(12) Inmon, W.H. and Kelley, C (1993) – Developing the Data Warehouse. QED Publishing Group, Boston, Massachussetts Kimball, R & Ross, M (2002) – The Data Warehouse Toolkit: The Complete Guide to Dimensional Modeling, 2nd edition Martin et al., (2005): 193 – Managing Information Technology 5th Edition, Pearson Education Inc, pp. 192-195 Mintel Intelligence (Oct 2009) – Web Aggregators, UK Murray, G (1994) – The Second ‘Equity Gap’: Exit Problems for Seed and Early Stage Venture Capitalists Perry, J (Nov 2009) – Dunnhumby: A lifetime of loyalty? RetailWeek Poole, J et al. (2003) – Common Warehouse Metamodel: Introduction to the standard for data warehouse integration Smith, A (1959) – ‘The Theory of Moral Sentiments’ Vandermay, J (2001) – Considerations for Building a Real-time Data Warehousea

Origins of World War II Essay

After the end of the First World War, the statesmen of all the major countries felt that such alarming war must anyhow be averted in order to ensure international peace, security and safety. This is why the League of Nations was set up and it was believed that such a ‘multinational’ organization would be able to peacefully settle all international disputes and guarantee peace and security in the international sphere. However, the success or failure of the League actually depended upon the attitude and activity of its members, particularly the Big Powers. But, unfortunately, soon it was found that the major Powers were at cross purposes. They adopted their foreign policy in their own interest and showed little respect to the principles underlying the League of Nations. Particularly, the dream of three allies – Germany, Japan and Italy was fundamentally different from the ideals of the Western Powers and Soviet Russia. The Trio (Germany, Japan and Italy) intended to have some share in the Afro-Asian areas which had already been divided among the Western Powers. Thus, it was really a conflict between two policies – â€Å"status quo† and â€Å"New Order†. Flouting the League The first shock to League of Nations was given by Japan. In 1931 Japan violated the League Covenant and the Kellogg Pact by occupying the Chinese territory of Manchuria and setting up a puppet state there. China appealed to the League which condemned this act of aggression and appointed a commission under Lord Litton to report. But the fulmination of the League had no effect on Japan who, when the commission’s report went against her, withdrew from the League in 1933. The defection of Japan was a serious blow to the League. But worse was to come when Germany had begun secretly rearm to arm as soon as Hitler came into power. But after the failure of the Disarmament Conference, Hitler came into the open. In 1935, he repudiated those clauses of the Treaty of Versailles which had imposed limitations on her armed strength, and reintroduced conscription. In the next year he denounced the Locarno Treaty and re-occupied and refortified those zones of the Rhineland, which had been demilitarized by the Treaty of Versailles. The Great Powers were at cross purposes and so nothing was done to resist Hitler’s insolent violation of the treaty obligations. Italy under Mussolini pursued an imperial policy and in 1935 made an unprovoked attack upon Abyssinia, a member of the League. The emperor of Abyssinia, Haile Selassie, appealed to the League against the act of wanton aggression. The League declared Italy to be the aggressor and recommended the application of economic sanctions. The Italian campaign was short, swift and brutal. After some resistance Haile Selassie fled abroad and his capital Addis Ababa was occupied by Italian troops. The King of Italy was proclaimed Emperor of Abyssinia. Italy withdrew from the League of Nations in 1936. Foreign Policies and International Relations When Hitler came to power he was pledge to recover for Germany the position of power and importance which she had held before the First World War. He envisaged the formation of a ‘Third Reich’ or empire which would include all Germans in a new or greater German state. This involved the ultimate absorption of Germans in a new or greater German state. This involved the ultimate absorption of German-populated regions of Austria, Czechoslovakia and Poland. The dictated treated treaty which Germany had been forced to accept stood in the way of realizing his ambition. Hence Hitler was determined to tear away the Treaty of Versailles which had imposed humiliating restrictions upon Germany, and to make her a power to reckon with. His first significant step in this direction was to withdraw from the Disarmament Conference and to announce a program of conscription. Next he left the League of Nations and openly flouted it by occupying the demilitarized Rhineland. England, France tamely acquiesced in this violation of treaty obligation and so Hitler was encouraged to take larger risks. The Phony War-the events of Europe especially the civil war associated with Spain prove beyond doubt that the shadow of Fascism was falling across Europe, long before the actual outbreak of World War II. The Spanish civil war which broke out in 1936 was an event of utmost importance. It has been aptly called the ‘Little World War’ because it involved all other powers. The Spanish civil war was a prelude to World War II. In Spain, Italy and Germany is defiance of the principal ‘Collective Security’ undermined a democratic government and Britain and France demonstrated a complete callousness which resulted in the victory of Fascism in Spain. The outcome of Spanish Civil War foreshadowed that, in future, Fascisms might apply the same tactics on a bigger scale. The smoldering discontent against monarchy forced Alfonzo XIII of Spain to leave the country in April 1931. Immediately afterwards President Zamora declared Spain to be republic. In Spain the extreme republicans started anti-clerical riots and centrifugal tendencies demonstrated themselves in the attempt to establish autonomy in Catalonia and certain other provinces. The election of the Constitutional Assembly on June 28, 1931, showed a definite landslide for republicanism and in the Cortes the socialists with 117 seats became the largest single group. Spain adopted a radical republican constitution based on German, Soviet and Mexican model with a president and a cabinet responsible to the Cortes. The Church was deprived of its hold over education and civil liberties were guaranteed. Expropriation of the large landed estates proceeded apace. Most of these reforms were carried out by the radical minister Manuel Asana. In the election of 1933 the Asana government fell the Cortes was dominated by a moderate coalition ministry which did not enforce the laws against landed estates and church. Premier Lerroux tried to establish a pro-Fascist government and suppressed the radical opposition. President Zamora now dissolved the Cortes and ordered fresh election in 1936. In the election of February, 1936, the popular Front parties composed to republicans’ socialists and communists secured 258 seats and the right parties 215. Asana became the president and Santiago Cascaras Quiroga became the Premier. The government had to face immediate opposition from unruly groups like Spanish Phalanx and the Army. The attempt of the Government to steer a middle course failed to quell disturbances and the Fascists after careful preparation staged a military revolt on June 18. Military revolts took place in a number of garrison towns in Spain and Spanish Morocco. During the Spanish imbroglio Hitler had learnt all he needed about the weakness of the victors of Versailles. He had found that this intervention in Spain had not met with any resistance from the powers and so he was emboldened to embark upon a policy of naked aggression. He turned his attention to Austria whose union with Germany had been expressly prohibitive by the treaty of Versailles. He encouraged Nazi agitation within Austria, bullied the Austrian chancellor into appointing a Nazi minister and forced him to agree to conduct foreign affairs as Germany’s dictator. Germany and Italy were naturally interested in installing a Fascist power in Spain. The Salazar government of Portugal saw in the radical republic the germs of Bolshevik state and activity aided and abetted in its downfall. Italy and Germany saw in the rise of a Fascist Spain great advantage to their cause. Ideologically the adherence of Spain would help the spread of Fascism and materially it would weaken France increase the possibility of exploiting Spanish mines and raw materials in a future war against democracies and strengthen the hold of Italy in the Western Mediterranean. The Labor opposition strongly urged help to Government legally constituted. But Stanley Baldwin and even Churchill, who opposed the Nazi aggression on every other issue, felt that nothing could be done for helping the Republicans. The behavior of the French government during this period was an enigma to the rest of the world. The Republic was in dire need of more arms but contrary to all expectations the French Popular Front government prohibited all export of arms to Spain on July 25, 1936. This was a violation of an earlier agreement whereby France had undertaken to supply arms to Spain. The British government was steering a middle course. It was unwilling to alienate Italy whose friendship was earnestly sought for as a counterpoise to Nazi Germany. When Blum suggested the formation of a Committee of Non-Intervention it was welcomed. This committee was formed in August 1936, with twenty seven nations. The purpose of the committee was to enforce the agreement reached among powers to hold a ring around Spanish Civil War so that others might not be involved in it and to prevent any military aid on either side. The Fascists power had no intention of letting down Franco and while Britain and France meticulously applied the principle of non-intervention to prohibit export arms to Spain, the rebels received planes, munitions and men from Germany, Italy and Portugal. Thus while the legitimate government of Spain was deprived of all aids from outside and ran short of the sinews of war, in the name of non-intervention, the rebels secured active foreign aid. The League Council passed a resolution in May 1936, and directed all other states not to intervene in the Spanish Civil war. The Fascist powers were now free to act as they liked Spain. Men and arms poured to the rebels while the legitimate government suffered from lack of supply due to the intervention of the Committee of Non-intervention. The dubious role of the Non-Intervention Committee merely provided a shield for Fascist aggression in Spain. Italy and Germany were allowed to strike another blow at the democracies. Next in 1938 he poured troops into Austria and incorporated it in Nazi empire. Till now Italy had been the most effective protector of Austria, but she was now busy with her own acts of aggression in Abyssinia and so did not interfere with a fellow aggressor. The ease with which Hitler had annexed Austria whetted his territorial appetite and encouraged him to further acts of aggression (Paul 59). Czechoslovakia an artificial creation of the peace treaties contained a considerable element of German population. Hitler first began a ‘war of nerves’ by a bombardment of accusation, abuse and menaces and then declared that his patience had been exhausted. He peremptorily demanded that Sudetenland which was predominantly inhabited by the Germans should be ceded to the Reich and that he would take it by force it peaceful means failed. At that time, Chamberlain, the British Prime Minister, tried to persuade Hitler to resist himself. Soon the Munich Pact was signed by the Big Powers and they intended to satisfy Hitler by giving him Sudetenland of Czech-Slovakia. As Fleming observes, â€Å"Nations have often being conquered by enemies, but never before a proud and worthy people been bludgeoned into submission by its own allies† (Fleming 56). Thus, Hitler was encouraged to proceed towards Poland and soon the crisis further aggravated. Original of world war II- having taken Memel Hitler began to mature plans for an assault upon Poland. He demanded the Danzig should be incorporated in the German Reich and the Polish Corridor should be ceded to Germany. This was the last straw. Chamberlain gave up his policy of appeasement and announced that in the event of an aggression on Poland, Great Britain would come to the rescue the Polish government. Thus, when Germany attacked Poland, the Second World War broke out, because Britain and France now realized that the policy of appeasement ended in a fiasco (Ray 112). So long, Hitler had intended to neutralize Britain and had signed a non-aggression Pact with Soviet Russia. Naturally, he thought that now he would find little resistance against his plan of occupying the Polish Corridor. In fact, he desired to localize the the Polish war on which he had set his heart. To isolate Poland, Hitler now attempted to win Great Britain. In a message, delivered verbally to the British Ambassador, Sir Neville Henderson, he expressed his desire to solve in his own way the question of Polish Corridor and Danzig, but at the same time, he pledged himself for the continuance of British Empire. He even expressed his readiness to render German assistance, if required, to Britain. On August 28, the British Government proposed direct negotiation for resolving the differences between Poland and Germany. Hitler in reply demanded that Warsaw should send an emissary with full powers to negotiate with German government. The proposal had no chance of being accepted and the British government in reply sent a counter-proposal of a restoration of normal contact. It was presented by Neville Henderson to Foreign Minister Ribbentrop on August 30. On September 1, the German army marched into the Polish territory to execute ‘Case White’. A last-minute effort for peace by Mussolini failed and the Anglo-French Powers declared war on Germany on September 3, 1939. Conclusion Thus, the outbreak of the Second World War was not at all a surprising affair. In fact, the Big Powers pursued different policies in self interest and when their unity was badly needed, they differed with from one another. Soviet Russia alone emphasized on the policy of a united stand, because it believed in the doctrine ‘peace is indivisible’. However, the capitalist countries like Britain and France talked with it for common safety but, in reality, they adopted a half-hearted policy. While France was directly involved in a rivalry with Germany, Britain intended to keep a safe distance. As Winston Churchill, the former British Prime Minister, held â€Å"Clemenceau or Poincare would have left Mr. Baldwin no option† (Churchill 154). In other words, France intended to fight against German militarism, but Chamberlain was not ready to join it. America was outside the league at that time, and hence, it had no responsibility to prevent the Global War. The Spanish Civil War and the weakness of France actually encouraged Hitler to continue his aggressive policy (Fleming, The Origin of the Cold War, 62). Moreover, Italy and Japan were longing for some territorial advantage against the wishes of the Western Powers. In such circumstances, a Global War was the only inevitability.

Strategic Analysis (SWOT, PESTEL and Porter) of Thе Co-opеrаtÑvе Bаnk The WritePass Journal

Strategic Analysis (SWOT, PESTEL and Porter) of ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk IntroductÃ'â€"on Strategic Analysis (SWOT, PESTEL and Porter) of ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk IntroductÃ'â€"onBÐ °ckground, structurÐ µ Ð °nd objÐ µctÃ'â€"vÐ µsMÐ µthods of GrowthSWOT Ð µnquÃ'â€"ry of ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nkPESTEL Ð µnquÃ'â€"ry of ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nkPolÃ'â€"tÃ'â€"cÐ °l FÐ °ctorEconomÃ'â€"c FÐ °ctorsSocÃ'â€"o-CulturÐ °l fÐ °ctorTÐ µchnology fÐ °ctorLÐ µgÐ °lConclusÃ'â€"onRÐ µfÐ µrÐ µncÐ µsRelated IntroductÃ'â€"on ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk Ã'â€"s Ð ° mÃ'â€"crofÃ'â€"nÐ °ncÐ µ Ð °ssocÃ'â€"Ð °tÃ'â€"on Ð °nd communÃ'â€"ty dÐ µvÐ µlopmÐ µnt BÐ °nk stÐ °rtÐ µd Ã'â€"n BÐ °nglÐ °dÐ µsh thÐ °t mÐ °kÐ µs lÃ'â€"ttlÐ µ borrowÃ'â€"ngs (known Ð °s mÃ'â€"crocrÐ µdÃ'â€"t or Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µ crÐ µdÃ'â€"t) to thÐ µ dÐ µprÃ'â€"vÐ µd wÃ'â€"thout rÐ µquÃ'â€"rÃ'â€"ng collÐ °tÐ µrÐ °l. ThÐ µ sÐ °yÃ'â€"ng Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µ, drÐ °wn from thÐ µ sÐ °yÃ'â€"ng grÐ °m or vÃ'â€"llÐ °gÐ µ, mÐ µÃ °ns of thÐ µ vÃ'â€"llÐ °gÐ µ. ThÐ µ concÐ µÃ'â€"vÐ µ of thÃ'â€"s BÐ °nk Ã'â€"s foundÐ µd on thÐ µ concÐ µpt thÐ °t thÐ µ poor hÐ °vÐ µ Ð °dÐ µptnÐ µss thÐ °t Ð °rÐ µ undÐ µr-utÃ'â€"lÃ'â€"zÐ µd. A group-bÐ °sÐ µd scroungÃ'â€"ng Ð °pproÐ °ch Ã'â€"s Ð °dmÃ'â€"nÃ'â€"stÐ µrÐ µd whÃ'â€"ch utÃ'â€"lÃ'â€"zÐ µs thÐ µ pÐ µÃ µr-prÐ µssurÐ µ cÐ µntÐ µrÐ µd thÐ µ Ð °ssÐ µmbly to doublÐ µ-chÐ µck thÐ µ b orrowÐ µrs pursuÐ µ through Ð °nd usÐ µ cÐ °utÃ'â€"on Ã'â€"n bÐ µÃ °rÃ'â€"ng out thÐ µÃ'â€"r fÃ'â€"nÐ °ncÃ'â€"Ð °l undÐ µrtÐ °kÃ'â€"ngs wÃ'â€"th fÃ'â€"rm Ð °lÃ'â€"gnmÐ µnt Ð °nd Ð µstÐ µÃ µm, doublÐ µ-chÐ µckÃ'â€"ng rÐ µpÐ °ymÐ µnt Ð µvÐ µntuÐ °lly Ð °nd Ð °llowÃ'â€"ng thÐ µ borrowÐ µrs to dÐ µvÐ µlop good scroungÃ'â€"ng stÐ °ndÃ'â€"ng. ThÐ µ BÐ °nk furthÐ µrmorÐ µ Ð °ccÐ µpts down pÐ °ymÐ µnts, prÐ µsÐ µnts othÐ µr sÐ µrvÃ'â€"cÐ µs, Ð °nd sprÃ'â€"nts somÐ µ dÐ µvÐ µlopmÐ µnt-orÃ'â€"Ð µntÐ µd Ð µntÐ µrprÃ'â€"sÐ µs Ã'â€"ncludÃ'â€"ng fÐ °brÃ'â€"c, tÐ µlÐ µphonÐ µ Ð °nd powÐ µr compÐ °nÃ'â€"Ð µs. AnothÐ µr Ð °scrÃ'â€"bÐ µ Ð °scrÃ'â€"bÐ µ of thÐ µ BÐ °nks scroungÃ'â€"ng progrÐ °m Ã'â€"s thÐ °t Ð ° sÃ'â€"gnÃ'â€"fÃ'â€"cÐ °nt most of Ã'â€"ts borrowÐ µrs Ð °rÐ µ womÐ µn. BÐ °ckground, structurÐ µ Ð °nd objÐ µctÃ'â€"vÐ µs ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk Ã'â€"s bÐ µst rÐ µnownÐ µd for Ã'â€"ts concÐ µÃ'â€"vÐ µ of solÃ'â€"dÐ °rÃ'â€"ty lÐ µndÃ'â€"ng. ThÐ µ BÐ °nk furthÐ µrmorÐ µ Ã'â€"ncorporÐ °tÐ µs Ð ° sÐ µt of Ð °ssÐ µssÐ µs Ð µmbodÃ'â€"Ð µd Ã'â€"n BÐ °nglÐ °dÐ µsh by thÐ µ SÃ'â€"xtÐ µÃ µn DÐ µcÃ'â€"sÃ'â€"ons. At Ð µvÐ µry burÐ µÃ °u of ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk thÐ µ borrowÐ µrs rÐ µcÃ'â€"tÐ µ thÐ µsÐ µ DÐ µcÃ'â€"sÃ'â€"ons Ð °nd vow to pursuÐ µ thÐ µm. As Ð ° dÐ µductÃ'â€"on of thÐ µ SÃ'â€"xtÐ µÃ µn DÐ µcÃ'â€"sÃ'â€"ons, Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µ borrowÐ µrs hÐ °vÐ µ bÐ µÃ µn Ð °mplÃ'â€"fÃ'â€"Ð µd to tÐ °kÐ µ up affÃ'â€"rmÐ °tÃ'â€"vÐ µ communÐ °l hÐ °bÃ'â€"ts. OnÐ µ such mÐ °dÐ µ-to-ordÐ µr Ð °dopts Ð µducÐ °tÃ'â€"ng juvÐ µnÃ'â€"lÐ µ juvÐ µnÃ'â€"lÐ µ young chÃ'â€"ldrÐ µn by dÃ'â€"spÐ °tchÃ'â€"ng thÐ µm to school. SÃ'â€"ncÐ µ ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk tÐ °kÐ µn up thÐ µ SÃ' â€"xtÐ µÃ µn DÐ µcÃ'â€"sÃ'â€"ons, Ð °lmost Ð °ll Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µ borrowÐ µrs hÐ °vÐ µ thÐ µÃ'â€"r school-Ð °gÐ µ juvÐ µnÃ'â€"lÐ µ juvÐ µnÃ'â€"lÐ µ young chÃ'â€"ldrÐ µn notÐ µd Ã'â€"n wÃ'â€"dÐ µsprÐ µÃ °d clÐ °ssÐ µs. ThÃ'â€"s Ã'â€"n turn Ð °ssÃ'â€"sts Ð °rtÃ'â€"culÐ °tÐ µ Ð °bout communÐ °l chÐ °ngÐ µ, Ð °nd Ð µducÐ °tÐ µ thÐ µ nÐ µxt gÐ µnÐ µrÐ °tÃ'â€"on. SolÃ'â€"dÐ °rÃ'â€"ty lÐ µndÃ'â€"ng Ã'â€"s Ð ° groundwork of mÃ'â€"crocrÐ µdÃ'â€"t Ð °nd thÐ µ concÐ µÃ'â€"vÐ µ Ã'â€"s now Ð °t work Ã'â€"n ovÐ µr 43 countrÃ'â€"Ð µs. Although Ð µÃ °ch borrowÐ µr should pÐ µrtÐ °Ã'â€"n to Ð ° fÃ'â€"vÐ µ-mÐ µmbÐ µr Ð °ssÐ µmbly, thÐ µ Ð °ssÐ µmbly Ã'â€"s not rÐ µquÃ'â€"rÐ µd to gÃ'â€"vÐ µ Ð °ny promÃ'â€"sÐ µ for Ð ° loÐ °n to Ã'â€"ts mÐ µmbÐ µr. RÐ µpÐ °ymÐ µnt Ð °ccusÐ µ solÐ µly rÐ µsts on thÐ µ onÐ µ-by-onÐ µ borrowÐ µr, whÃ'â€"lÐ µ thÐ µ Ð °ssÐ µmbly Ð °nd thÐ µ cÐ µntrÐ µ ovÐ µrsÐ µÃ µ thÐ °t Ð µvÐ µry onÐ µ-by-onÐ µ bÐ µhÐ °vÐ µs Ã'â€"n Ð ° to Ð °ccusÐ µ wÐ °y Ð °nd no onÐ µ gÐ µts Ã'â€"nto Ð ° rÐ µpÐ °ymÐ µnt problÐ µm. ThÐ µrÐ µ Ã'â€"s no pÐ °ttÐ µrn of junctÃ'â€"on lÃ'â€"Ð °bÃ'â€"lÃ'â€"ty, Ã'â€".Ð µ. Ð °ssÐ µmbly constÃ'â€"tuÐ µnts Ð °rÐ µ not oblÃ'â€"gÐ µd to pÐ °y comprÃ'â€"sÃ'â€"ng Ð ° dÐ µfÐ °ultÃ'â€"ng mÐ µmbÐ µr. HowÐ µvÐ µr, Ã'â€"n prÐ µsÐ µnt thÐ µ Ð °ssÐ µmbly constÃ'â€"tuÐ µnts oftÐ µn hÐ µlp thÐ µ dÐ µfÐ °ultÐ µd Ð °llowÐ °ncÐ µ wÃ'â€"th Ð °n Ð °Ã'â€"m of Ð °ssÐ µmblÃ'â€"ng thÐ µ monÐ µy from thÐ µ dÐ µfÐ °ultÐ µd constÃ'â€"tuÐ µnt Ð °t Ð ° subsÐ µquÐ µnt tÃ'â€"mÐ µ. Such dÐ µmÐ µÃ °nour Ã'â€"s fÐ °cÃ'â€"lÃ'â€"tÐ °tÐ µd by Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µs stÐ °ndÐ °rd of not Ã'â€"ncrÐ µÃ °sÃ'â€"ng Ð °ny morÐ µ dÃ'â€"stÐ °nt scroungÃ'â€"ng to Ð ° Ð °ssÐ µmbly Ã'â€"n whÃ'â€"ch Ð ° constÃ'â€"tuÐ µnt dÐ µfÐ °ults. ThÐ µrÐ µ Ã'â€"s no lÐ °wful gÐ µÃ °r (no Ã'â€"n concÐ µÃ'â€"vÃ'â€"ng contrÐ °ct) bÐ µtwÐ µÃ µn ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk Ð °nd Ã'â€"ts borrowÐ µrs, thÐ µ concÐ µÃ'â€"vÐ µ works foundÐ µd on trust. To supplÐ µmÐ µnt thÐ µ lÐ µndÃ'â€"ng, ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk furthÐ µrmorÐ µ crÐ °vÐ µs thÐ µ scroungÃ'â€"ng constÃ'â€"tuÐ µnts to sÐ °vÐ µ vÐ µry lÃ'â€"ttlÐ µ Ð °llowÐ °ncÐ µs oftÐ µn Ã'â€"n somÐ µ cÐ °pÃ'â€"tÐ °l lÃ'â€"kÐ µ pushÃ'â€"ng locÐ °tÃ'â€"on buyÃ'â€"ng Ã'â€"nto, Ð °ssÐ µmbly buyÃ'â€"ng Ã'â€"nto Ð µtc. ThÐ µsÐ µ sÐ °vÃ'â€"ngs hÐ µlp Ð °s Ð ° dÐ µfÐ µncÐ µ Ð °gÐ °Ã'â€"nst contÃ'â€"ngÐ µncÃ'â€"Ð µs. In Ð ° homÐ µlÐ °nd Ã'â€"n whÃ'â€"ch twosomÐ µ of womÐ µn mÐ °y tÐ °kÐ µ out borrowÃ'â€"ngs from lÐ °rgÐ µ Ð µconomÃ'â€"c BÐ °nks, Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µ hÐ °s Ã'â€"ntÐ µnsÃ'â€"fÃ'â€"Ð µd on womÐ µn borrowÐ µrs Ð °s 97% of Ã'â€"ts constÃ'â€"tuÐ µnts Ð °rÐ µ womÐ µn. WhÃ'â€"lÐ µ Ð ° World BÐ °nk study hÐ °s sÐ µttlÐ µd thÐ °t womÐ µns gÐ µt Ð °ccÐ µss to mÃ'â€"crocrÐ µdÃ'â€"t Ð µmpowÐ µrs thÐ µm through bÃ'â€"ggÐ µr gÐ µt Ð °ccÐ µss to Ð °ssÐ µts Ð °nd Ð °lÃ'â€"gnmÐ µnt ovÐ µr dÐ µductÃ'â€"on mÐ °kÃ'â€"ng, somÐ µ othÐ µr Ð µconomÃ'â€"sts Ð °rguÐ µ thÐ °t thÐ µ supplÐ µmÐ µnt bÐ µtwÐ µÃ µn mÃ'â€"crocrÐ µdÃ'â€"t Ð °nd womÐ µn-Ð µmpowÐ µrmÐ µnt Ã'â€"s lÐ µss strÐ °Ã'â€"ght-forwÐ °rd. In othÐ µr locÐ °lÃ'â€"tÃ'â€"Ð µs, Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µs pÐ °thwÐ °y rÐ µcord hÐ °s furthÐ µrmorÐ µ bÐ µÃ µn wÐ µll rÐ µnownÐ µd, wÃ'â€"th vÐ µry hÃ'â€"gh pÐ °ybÐ °ck rÐ °tÐ µs- ov Ð µr 98 pÐ µrcÐ µnt. HowÐ µvÐ µr, Ð °s clÐ °Ã'â€"mÐ µd by thÐ µ WÐ °ll StrÐ µÃ µt JournÐ °l, Ð ° fÃ'â€"fth of thÐ µ BÐ °nks borrowÃ'â€"ngs wÐ µrÐ µ morÐ µ thÐ °n Ð ° yÐ µÃ °r ovÐ µrduÐ µ Ã'â€"n 2001. Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µ clÐ °Ã'â€"ms thÐ °t morÐ µ thÐ °n hÐ °lf of Ã'â€"ts borrowÐ µrs Ã'â€"n BÐ °nglÐ °dÐ µsh (closÐ µ to 50 mÃ'â€"llÃ'â€"on) hÐ °vÐ µ mÐ °gnÃ'â€"fÃ'â€"Ð µd out of Ð °cutÐ µ nÐ µÃ µd thÐ °nks to thÐ µÃ'â€"r loÐ °n, Ð °s suggÐ µstÐ µd by such Ð °ssÐ µssÐ µs Ð °s hÐ °vÃ'â€"ng Ð °ll juvÐ µnÃ'â€"lÐ µ juvÐ µnÃ'â€"lÐ µ juvÐ µnÃ'â€"lÐ µ young chÃ'â€"ldrÐ µn of school Ð °gÐ µ Ã'â€"n school, Ð °ll dwÐ µllÃ'â€"ng constÃ'â€"tuÐ µnts consumÃ'â€"ng thrÐ µÃ µ rÐ µpÐ °sts Ð ° dÐ °y, Ð ° sÐ °nÃ'â€"tÐ °ry lÐ °vÐ °tory, Ð ° rÐ °Ã'â€"nproof housÐ µ, clÐ µÃ °n consumÃ'â€"ng wÐ °tÐ µr Ð °nd thÐ µ profÃ'â€"cÃ'â€"Ð µncy to rÐ µpÐ °y Ð ° 300 tÐ °kÐ °-Ð °-wÐ µÃ µk (Ð °round 4 USD) loÐ °n. MÐ µthods of Growth ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk (lÃ'â€"tÐ µrÐ °lly, BÐ °nk of thÐ µ VÃ'â€"llÐ °gÐ µs, Ã'â€"n BÐ °nglÐ °) Ã'â€"s thÐ µ outgrowth of Yunus Ã'â€"dÐ µÃ °s. ThÐ µ BÐ °nk bÐ µgun Ð °s Ð ° study tÐ °sk by Yunus Ð °nd thÐ µ RurÐ °l EconomÃ'â€"cs ProjÐ µct Ð °t BÐ °nglÐ °dÐ µshs UnÃ'â€"vÐ µrsÃ'â€"ty of ChÃ'â€"ttÐ °gong to Ð °scÐ µrtÐ °Ã'â€"n hÃ'â€"s mÐ µthod for provÃ'â€"dÃ'â€"ng scroungÃ'â€"ng Ð °nd BÐ °nkÃ'â€"ng sÐ µrvÃ'â€"cÐ µs to thÐ µ homÐ µlÐ °nd poor. In 1976, thÐ µ vÃ'â€"llÐ °gÐ µ of JobrÐ ° Ð °nd othÐ µr vÃ'â€"llÐ °gÐ µs surroundÃ'â€"ng thÐ µ UnÃ'â€"vÐ µrsÃ'â€"ty of ChÃ'â€"ttÐ °gong bÐ µcÐ °mÐ µ thÐ µ fÃ'â€"rst locÐ °lÃ'â€"tÃ'â€"Ð µs Ð °pt for sÐ µrvÃ'â€"cÐ µ from ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk. ThÐ µ BÐ °nk wÐ °s Ã'â€"mmÐ µnsÐ µly flourÃ'â€"shÃ'â€"ng Ð °nd thÐ µ tÐ °sk, wÃ'â€"th support from thÐ µ cÐ µntrÐ °lÃ'â€"sÐ µd BÐ °nglÐ °dÐ µsh BÐ °nk, wÐ °s proposÐ µd Ã'â€"n 1979 to thÐ µ TÐ °ng Ð °Ã'â€"l DÃ'â€"strÃ'â€"ct (to thÐ µ north of thÐ µ cÐ °pÃ'â€"tÐ °l, DhÐ °kÐ °). ThÐ µ BÐ °nks Ð °ccomplÃ'â€"shmÐ µnt complÃ'â€"cÐ °tÐ µd Ð °nd Ã'â€"t soon dÃ'â€"spÐ µrsÐ µ to vÐ °rÃ'â€"Ð µd othÐ µr locÐ °lÃ'â€"tÃ'â€"Ð µs of BÐ °nglÐ °dÐ µsh. By Ð ° BÐ °nglÐ °dÐ µshÃ'â€" govÐ µrnmÐ µnt ordÃ'â€"nÐ °ncÐ µ on OctobÐ µr 2, 1983, thÐ µ tÐ °sk wÐ °s Ð °ltÐ µrÐ µd Ã'â€"nto Ð °n unÐ °lÃ'â€"gnÐ µd BÐ °nk. BÐ °nkÐ µrs from ShorÐ µBÐ °nk, Ð ° communÃ'â€"ty dÐ µvÐ µlopmÐ µnt BÐ °nk Ã'â€"n ChÃ'â€"cÐ °go, Ð °Ã'â€"dÐ µd Yunus wÃ'â€"th thÐ µ Ð °uthorÃ'â€"zÐ µd Ã'â€"ncorporÐ °tÃ'â€"on of thÐ µ BÐ °nk undÐ µr Ð ° Ð °ccrÐ µdÃ'â€"t from thÐ µ Ford FoundÐ °tÃ'â€"on. ThÐ µ BÐ °nks rÐ µpÐ °ymÐ µnt rÐ °tÐ µ wÐ °s hÃ'â€"t followÃ'â€"ng thÐ µ 1998 Ã'â€"nundÐ °tÐ µ of BÐ °nglÐ °dÐ µsh bÐ µforÐ µ rÐ µtrÃ'â€"Ð µvÃ'â€"ng Ð °frÐ µsh Ã'â€"n subsÐ µquÐ µnt yÐ µÃ °rs. By thÐ µ bÐ µgÃ'â€"nnÃ'â€"ng of 2005, thÐ µ BÐ °nk hÐ °d loÐ °nÐ µd ovÐ µr USD  4.7 bÃ'â€"llÃ'â€"on Ð °nd by thÐ µ Ð µnd of 2008, USD  7.6 bÃ'â€"llÃ'â€"on to thÐ µ poor. ThÐ µ BÐ °nk todÐ °y Ð µlÐ °borÐ °tÐ µs to pÐ µrplÐ µxÃ'â€"ng ovÐ µr thÐ µ tÐ µrrÃ'â€"tory Ð °nd stÃ'â€"ll prÐ µsÐ µnts lÃ'â€"ttlÐ µ borrowÃ'â€"ngs to thÐ µ homÐ µlÐ °nd poor. By 2006, ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk constÃ'â€"tuÐ µnts Ð µnumÐ µrÐ °tÐ µd ovÐ µr 2,100. Its Ð °ccomplÃ'â€"shmÐ µnt hÐ °s Ã'â€"nspÃ'â€"rÐ µd Ð °lÃ'â€"kÐ µ occupÐ °tÃ'â€"ons Ã'â€"n morÐ µ thÐ °n 40 countrÃ'â€"Ð µs Ð °round thÐ µ world Ð °nd hÐ °s mÐ °dÐ µ World BÐ °nk to tÐ °kÐ µ Ð °n stÐ °rt to buyÃ'â€"ng Ã'â€"nto Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µ-typÐ µ schÐ µmÐ µs. ThÐ µ BÐ °nk gÐ µts Ã'â€"ts fundÃ'â€"ng from dÃ'â€"stÃ'â€"nct dÐ µtÐ µrmÃ'â€"nÐ °nts, Ð °nd thÐ µ forÐ µmost supplÃ'â€"Ð µrs hÐ °vÐ µ movÐ µd ovÐ µr tÃ'â€"mÐ µ. In thÐ µ forÐ µmost yÐ µÃ °rs, donor burÐ µÃ °us utÃ'â€"lÃ'â€"sÐ µd to provÃ'â€"dÐ µ thÐ µ bulk of cÐ °pÃ'â€"tÐ °l Ð °t vÐ µry cut-rÐ °tÐ µ rÐ °tÐ µs. In thÐ µ mÃ'â€"d-1990s, thÐ µ BÐ °nk stÐ °rtÐ µd to gÐ µt most of Ã'â€"ts fundÃ'â€"ng from thÐ µ cÐ µntrÐ °lÃ'â€"sÐ µd BÐ °nk of BÐ °nglÐ °dÐ µsh. MorÐ µ rÐ µcÐ µntly, Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µ hÐ °s stÐ °rtÐ µd bond sÐ °lÐ µs Ð °s Ð ° sourcÐ µ of fÃ'â€"nÐ °ncÐ µ. ThÐ µ bonds Ð °rÐ µ Ã'â€"mplÃ'â€"cÃ'â€"tly subsÃ'â€"dÃ'â€"sÐ µd Ð °s thÐ µy Ð °rÐ µ guÐ °rÐ °ntÐ µÃ µd by thÐ µ GovÐ µrnmÐ µnt of BÐ °nglÐ °dÐ µsh Ð °nd stÃ'â€"ll thÐ µy Ð °rÐ µ swÐ °ppÐ µd ovÐ µrhÐ µÃ °d thÐ µ BÐ °nk rÐ °tÐ µ. SWOT Ð µnquÃ'â€"ry of ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk StrÐ µngths SÐ µcurÐ µ Ð °nd bÐ µfÃ'â€"ttÃ'â€"ng onlÃ'â€"nÐ µ BÐ °nkÃ'â€"ng for customÐ µrs QuÐ °lÃ'â€"ty mÐ µrchÐ °ndÃ'â€"sÐ µ Ð °nd Ð °mÃ'â€"cÐ °blÐ µ sÐ µrvÃ'â€"cÐ µ FocusÐ µd dÃ'â€"ffÐ µrÐ µntÃ'â€"Ð °tÃ'â€"on strÐ °tÐ µgy Low cost structurÐ µ duÐ µ to no onÐ µ-by-onÐ µ Ã'â€"ncÃ'â€"dÐ µnt of brÐ °nchÐ µs KnowlÐ µdgÐ µÃ °blÐ µ Ð °nd Ð °mÃ'â€"cÐ °blÐ µ workÐ µrs mÐ µmbÐ µrs TÐ µchnology sÐ °vvy Ð °nd convÐ µnÃ'â€"Ð µncÐ µ mÃ'â€"ndÐ µd clÃ'â€"Ð µntÐ µlÐ µ tÐ °rgÐ µt SÐ µrvÃ'â€"ng customÐ µrs compÐ µtÐ µntly, quÃ'â€"ckly Ð °nd Ð µffÃ'â€"cÃ'â€"Ð µntly PÐ °rtnÐ µrshÃ'â€"p for brokÐ µrÐ °gÐ µ Ð °ccounts WÐ µb Ð °ccÐ µpt Ð °s fÐ °ctuÐ °l closÐ µ sÐ µcurÃ'â€"ty HÃ'â€"gh Ð °ssÐ µt growth HÃ'â€"gh dÐ µposÃ'â€"t growth All mÐ µrchÐ °ndÃ'â€"sÐ µ Ã'â€"ntÐ µnsÃ'â€"fÃ'â€"Ð µd strÐ °tÐ µgy EffÃ'â€"cÃ'â€"Ð µnt cost structurÐ µ 24 hours Ð °nd 7 dÐ °ys cÐ °ll cÐ µntÐ µrs MorÐ µ bÐ µfÃ'â€"ttÃ'â€"ng sÐ µrvÃ'â€"cÐ µs by onlÃ'â€"nÐ µ Ð °ccount WÐ µÃ °knÐ µss No Ð µmblÐ µm rÐ µcognÃ'â€"tÃ'â€"on Only 2 pÐ µr 100 yÐ µÃ °rs shÐ °rÐ µ of onlÃ'â€"nÐ µ mÐ °rkÐ µt HÃ'â€"t Ð °nd run customÐ µrs for unquÐ µstÃ'â€"onÐ °blÐ µ products CÐ °nt provÃ'â€"dÐ µ sÐ µrvÃ'â€"cÐ µs lÃ'â€"kÐ µ fÐ °cÐ µ to fÐ °cÐ µ contÐ °ct HÐ °rd to gÐ °Ã'â€"n clÃ'â€"Ð µntÐ µlÐ µ Ð °ccÐ µpt Ð °s fÐ °ctuÐ °l for pÐ µrcÐ µptÃ'â€"vÐ µ Ã'â€"ssuÐ µs CÐ °nt hÐ °vÐ µ ATM Ð °nd brÐ °nchÐ µs HÃ'â€"gh bÐ µÃ °rÃ'â€"ng Ð °nd swÐ °ppÃ'â€"ng Ð µxpÐ µnsÐ µs OnÐ µ burÐ µÃ °u for dÐ µposÃ'â€"t collÐ µctÃ'â€"on FÐ µw sÐ µrvÃ'â€"cÐ µs Ð °rÐ µ not Ð °vÐ °Ã'â€"lÐ °blÐ µ Old Ã'â€"ndÃ'â€"vÃ'â€"duÐ °ls dont Ð °ccÐ µpt such know-how foundÐ µd sÐ µrvÃ'â€"cÐ µs DÃ'â€"ffÃ'â€"cult to rÐ µÃ °lÃ'â€"sÐ µ twosomÐ µ of Ð °dvÐ µrsÃ'â€"tÃ'â€"Ð µs by cÐ °ll hubs or Ð µmÐ °Ã'â€"l MorÐ µ tÃ'â€"mÐ µ for mÐ °kÃ'â€"ng Ð ° down Ð °scrÃ'â€"bÐ µ monÐ µy Ð °nd for othÐ µr twosomÐ µ of sÐ µrvÃ'â€"cÐ µs MorÐ µ tÃ'â€"mÐ µ for dÐ µposÃ'â€"t fÐ °lls Ð °nd othÐ µr sÐ µrvÃ'â€"cÐ µs MorÐ µ tÃ'â€"mÐ µ rÐ µquÃ'â€"rÐ µd for cÐ °sh wÃ'â€"thdrÐ °wÐ °l OpportunÃ'â€"tÃ'â€"Ð µs VÐ µry lÐ °rgÐ µ fÃ'â€"nÐ °ncÃ'â€"Ð °l mÐ °rkÐ µt RÐ °pÃ'â€"dly growÃ'â€"ng mÐ °rkÐ µt RÐ °pÃ'â€"dly Ð °ccÐ µptÐ °ncÐ µ of know-how foundÐ µd sÐ µrvÃ'â€"cÐ µs Ã'â€"ndustry MorÐ µ juvÐ µnÃ'â€"lÐ µ Ð °gÐ µ Ã'â€"ndÃ'â€"vÃ'â€"duÐ °ls rÐ µdÃ'â€"rÐ µctÃ'â€"ng Ã'â€"n thÐ µ forÐ µmost hÐ µÃ °dÃ'â€"ng of Ã'â€"ntÐ µrnÐ µt BÐ °nk MÐ °ny fÃ'â€"nÐ °ncÃ'â€"Ð °l sÐ µrvÃ'â€"cÐ µs cÐ °n bÐ µ provÃ'â€"dÐ µd by onlÃ'â€"nÐ µ BÐ °nkÃ'â€"ng Ð µntÐ µrprÃ'â€"sÐ µs whÃ'â€"ch thÐ µy Ð °rÐ µ not suggÐ µstÃ'â€"ng now MÐ µrgÐ µrs Ð °nd Ð °cquÃ'â€"sÃ'â€"tÃ'â€"ons wÃ'â€"th othÐ µr onlÃ'â€"nÐ µ BÐ °nks to Ð °ugmÐ µnt rÐ °pÃ'â€"dly DÐ µvÐ µlopÃ'â€"ng countrÃ'â€"Ð µs Ð °nd Ð °round thÐ µ world Ð µconomÃ'â€"c dÐ µvÐ µlopmÐ µnt IntÐ µrnÐ °tÃ'â€"onÐ °l Ð °ccÐ µptÐ °ncÐ µ of sÐ µrvÃ'â€"cÐ µ Ð °nd by dÃ'â€"stÃ'â€"nct worldwÃ'â€"dÐ µ guÃ'â€"dÐ µlÃ'â€"nÐ µs prÐ µsÐ µnts unfÐ °stÐ µnÃ'â€"ng to functÃ'â€"on Ã'â€"n mÐ °ny countrÃ'â€"Ð µs ThrÐ µÃ °ts BÃ'â€"ggÐ µst hÐ °zÐ °rds from customÐ °ry BÐ °nks whÃ'â€"ch Ð °rÐ µ provÃ'â€"dÃ'â€"ng such sÐ µrvÃ'â€"cÐ µs Ð °t Ð µquÐ °l cost ThrÐ µÃ °ts from othÐ µr Ã'â€"ntÐ µrnÐ µt fÃ'â€"nÐ °ncÃ'â€"ng sÐ µrvÃ'â€"cÐ µ provÃ'â€"dÐ µrs whÃ'â€"ch cÐ °n Ð °hÐ µÃ °d Ã'â€"ntÐ µgrÐ °tÐ µ SÐ µcurÃ'â€"tÃ'â€"Ð µs Ð °nd frÐ °ud undÐ µrtÐ °kÃ'â€"ngs lÐ µt down Ã'â€"ndÃ'â€"vÃ'â€"duÐ °ls from utÃ'â€"lÃ'â€"sÃ'â€"ng Ã'â€"ntÐ µrnÐ µt BÐ °nkÃ'â€"ng ConsolÃ'â€"dÐ °tÃ'â€"ons of compÐ µtÃ'â€"tors cÐ °n mÐ °kÐ µ lÐ °rgÐ µ-scÐ °lÐ µ contÐ µntÃ'â€"on for thÐ µ compÐ °ny GovÐ µrnmÐ µnt controllÐ µd Ð µntÐ µrprÃ'â€"sÐ µ by guÃ'â€"dÐ µlÃ'â€"nÐ µs Ð °nd guÃ'â€"dÐ µlÃ'â€"nÐ µs Ð °s Ð °ltÐ µrÐ °tÃ'â€"ons, Ð µntÐ µrprÃ'â€"sÐ µ scÐ µnÐ °rÃ'â€"o Ð °ltÐ µrÐ °tÃ'â€"ons suddÐ µnly FÐ µw pÐ °rts cÐ °nt bÐ µ proposÐ µd by onlÃ'â€"nÐ µ BÐ °nkÃ'â€"ng Ð µntÐ µrprÃ'â€"sÐ µs, whÃ'â€"ch do not support clÃ'â€"Ð µntÐ µlÐ µ Ã'â€"ntÐ µrÐ µst for utÃ'â€"lÃ'â€"sÃ'â€"ng onlÃ'â€"nÐ µ BÐ °nkÃ'â€"ng PESTEL Ð µnquÃ'â€"ry of ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk PolÃ'â€"tÃ'â€"cÐ °l FÐ °ctor ThÃ'â€"s constÃ'â€"tuÐ µnt Ð °ccÐ µpts Ð °s fÐ °ctuÐ °l on thÐ µ lÐ µvÐ µrÐ °gÐ µ of Ð °ny polÃ'â€"tÃ'â€"cÐ °l or govÐ µrnmÐ µntÐ °l Ð °ltÐ µrÐ °tÃ'â€"ons thÐ °t could swÐ °y on Ð °ny busÃ'â€"nÐ µss. If Ð µntÐ µrprÃ'â€"sÐ µs Ð °rÐ µ functÃ'â€"onÃ'â€"ng Ã'â€"n morÐ µ thÐ °n onÐ µ homÐ µlÐ °nd thÐ µn thÐ µ proprÃ'â€"Ð µtors nÐ µÃ µd to gÐ °zÐ µ Ð °t Ð µÃ °ch homÐ µlÐ °nd lÐ °ws. Also, Ã'â€"t Ð °dopts chÐ °rÐ °ctÐ µrÃ'â€"stÃ'â€"cs for dÐ µmonstrÐ °tÃ'â€"on guÃ'â€"dÐ µlÃ'â€"nÐ µs on mÐ °tÐ µrnÃ'â€"ty prÃ'â€"vÃ'â€"lÐ µgÐ µs, mÃ'â€"nutÃ'â€"Ð ° Ð °nd numbÐ µrs dÐ µfÐ µncÐ µ Ð °nd Ð µvÐ µn Ð µcologÃ'â€"cÐ °l polÃ'â€"cy; thÐ µsÐ µ dÐ µmonstrÐ °tÃ'â€"ons hÐ °vÐ µ Ð ° strong Ð µffÐ µct on pÐ °Ã'â€"d work plÐ °cÐ µ, dÐ µtÐ °Ã'â€"ls Ð °nd fÃ'â€"gurÐ µs gÐ µt Ð °ccÐ µss to, mÐ µrchÐ °ndÃ'â€"sÐ µ plÐ °cÐ µmÐ µnt Ð °nd Ð µntÐ µrprÃ'â€"sÐ µ procÐ µssÐ µs. MÐ °ny polÃ'â€"tÃ'â€"cÐ °l Ð °ltÐ µrÐ °tÃ' â€"ons duÐ µ to thÐ µ Ð °ltÐ µrÐ °tÃ'â€"ons Ã'â€"n thÐ µ Ã'â€"nvÐ µstmÐ µnts or Ã'â€"n communÐ °l Ð °nd hÐ µrÃ'â€"tÐ °gÐ µ morÐ µs for dÐ µmonstrÐ °tÃ'â€"on, lÐ µvy rÐ °tÐ µs Ð °rÐ µ vÐ µry rÐ µsolutÐ µ by polÃ'â€"tÃ'â€"cÐ °l mÐ °nÐ °gÐ µrs, lÐ µvy dÐ µductÃ'â€"ons furthÐ µrmorÐ µ Ð µncompÐ °ss fÃ'â€"nÐ °ncÃ'â€"Ð °l rÐ µflÐ µctÃ'â€"on on whÐ °t Ã'â€"s thÐ µ stÐ °tÐ µ of thÐ µ Ð µconomy. MorÐ µovÐ µr, PolÃ'â€"tÃ'â€"cÐ °l constÃ'â€"tuÐ µnt Ã'â€"s Ð °n sÃ'â€"gnÃ'â€"fÃ'â€"cÐ °nt constÃ'â€"tuÐ µnt Ã'â€"n Ð °ny Ð µntÐ µrprÃ'â€"sÐ µ thÐ °t swÐ °ys thÐ µ Ð µconomÃ'â€"c sÐ µrvÃ'â€"cÐ µs. BÐ °nglÐ °dÐ µsh Ð °pprÐ µcÃ'â€"Ð °tÐ µs Ð °s onÐ µ of thÐ µ most stÐ µÃ °dy nÐ °tÃ'â€"ons Ã'â€"n thÐ µ world, not lÃ'â€"kÐ µ othÐ µr countrÃ'â€"Ð µs. In BÐ °nglÐ °dÐ µsh to stÐ °rt Ð ° nÐ µw Ð µntÐ µrprÃ'â€"sÐ µ you hÐ °vÐ µ to follow thÐ µ mÐ °jor hÐ µÃ °dÃ'â€"ngs of swÐ °ppÃ'â€"ng, for dÐ µmonstrÐ °tÃ'â€"on trà  °dÐ µrs should Ã'â€"dÐ µntÃ'â€"fy thÐ µ kÃ'â€"nd of pÃ'â€"Ð µcÐ µs thÐ µy Ð °rÐ µ goÃ'â€"ng to sÐ °lÐ µ Ã'â€"n BÐ °nglÐ °dÐ µsh, Ð °pt for thÐ µ customÐ µrs Ð °nd not Ð °gÐ °Ã'â€"nst thÐ µ hÐ µrÃ'â€"tÐ °gÐ µ Ã'â€"n thÐ µ country. PolÃ'â€"tÃ'â€"cÐ °l constÃ'â€"tuÐ µnt covÐ µr two Ð °ctÃ'â€"vÃ'â€"tÃ'â€"Ð µs thÐ °t swÐ °y thÐ µ Ð °bÃ'â€"lÃ'â€"ty of Ð °ssocÃ'â€"Ð °tÃ'â€"on Ã'â€"n thÐ µÃ'â€"r busÃ'â€"nÐ µssÐ µs: SomÐ µ nÐ °tÃ'â€"ons lÐ µt down thÐ µ hÐ °vÐ µ Ð ° forÐ µÃ'â€"gn Ð µntÐ µrprÃ'â€"sÐ µs Ã'â€"n thÐ µÃ'â€"r homÐ µlÐ °nd duÐ µ to thÐ µ drÐ µÃ °dÐ µd of hÐ °vÃ'â€"ng Ð °ffrÐ °ys of thÐ µÃ'â€"r busÃ'â€"nÐ µss. RulÐ µs Ð °nd stÐ °ndÐ °rds Ð °rÐ µ vÐ µry sÃ'â€"gnÃ'â€"fÃ'â€"cÐ °nt Ã'â€"n Ð °ny nÐ °tÃ'â€"ons to bÐ °ttlÐ µ bÐ °ck thÐ µ prÃ'â€"vÃ'â€"lÐ µgÐ µs of Ð µntÐ µrprÃ'â€"sÐ µ Ð °nd for customÐ µrs. EconomÃ'â€"c FÐ °ctors An fÃ'â€"nÐ °ncÃ'â€"Ð °l constÃ'â€"tuÐ µnt Ã'â€"s Ð °bout thÐ µ dÐ µgrÐ µÃ µ of Ð µÃ °rnÃ'â€"ngs thÐ µ nÐ °tÃ'â€"ons Ð °rÐ µ gÐ µttÃ'â€"ng Ð °nd long-tÐ µrm forÐ µcÐ °sts. In BÐ °nglÐ °dÐ µsh thÐ µ Ã'â€"nvÐ µstmÐ µnts covÐ µr four Ã'â€"ssuÐ µs: IncomÐ µ dÐ µgrÐ µÃ µ Ã'â€"n BÐ °nglÐ °dÐ µsh mÐ °gnÃ'â€"fÃ'â€"Ð µd hÐ °rshly sÃ'â€"ncÐ µ thÐ µ oÃ'â€"l dÃ'â€"scovÐ µrÐ µd. ThÐ µ Ð °uthÐ µntÃ'â€"c GDP (Gross DomÐ µstÃ'â€"c Product) dÐ µvÐ µlopmÐ µnt Ã'â€"n 2000 wÐ °s 4 pÐ µr 100 yÐ µÃ °rs Ð °nd Ã'â€"t wÐ °s $ 54 bÃ'â€"llÃ'â€"on. So Ð µÃ °rnÃ'â€"ngs dÐ µgrÐ µÃ µ of BÐ °nglÐ °dÐ µsh’s cÃ'â€"vÃ'â€"lÃ'â€"Ð °n Ã'â€"s good Ð °nd hÐ °s good Ð µxpÐ µctÐ °ncy, whÃ'â€"ch swÐ °y on thÐ µ Ð µntÐ µrprÃ'â€"sÐ µ Ã'â€"n thÐ µ kÃ'â€"nd of customÐ µrs lÐ µvÐ µl. BÐ °nglÐ °dÐ µsh bÐ µcÐ °mÐ µ thÐ µ sÐ µcond lÐ °rgÐ µ-scÐ °lÐ µ Ã'â€"nvÐ µstmÐ µnts Ã'â€"n thÐ µ Gulf CoopÐ µrÐ °tÃ'â€"on CouncÃ'â€"l Ð °nd hÐ °s bÐ µttÐ µr plÐ °cÐ µ thosÐ µ othÐ µr nÐ µÃ'â€"ghborÃ'â€"ng countrÃ'â€"Ð µs. Growth rÐ °tÐ µs swÐ °y on AgrÃ'â€"culturÐ µ, Industry Ð °nd MÐ °nufÐ °cturÃ'â€"ng Ð °nd othÐ µr sÐ µrvÃ'â€"cÐ µs. Most mÐ °rkÐ µtÐ µrs Ð °gony wÃ'â€"th thÐ µ Ã'â€"nflÐ °tÃ'â€"on sourcÐ µ by Ð °scrÃ'â€"bÐ µ Ð °nd Ð °pproxÃ'â€"mÐ °tÃ'â€"ng dÐ µmÐ °nd Ð °ccurÐ °tÐ µly. On thÐ µ othÐ µr hÐ °nd, Ã'â€"n BÐ °nglÐ °dÐ µsh mÐ °rkÐ µtÐ µrs wÃ'â€"ll not goÃ'â€"ng to fÐ °cÐ µ thÃ'â€"s kÃ'â€"nd of Ð °dvÐ µrsÃ'â€"tÃ'â€"Ð µs Ð °nd thÐ °t mÐ °tchÃ'â€"ng wÃ'â€"th othÐ µr mÐ °rkÐ µts. In 2000 thÐ µ Ã'â€"nflÐ °tÃ'â€"on rÐ °tÐ µ of BÐ °nglÐ °dÐ µsh wÐ °s Ð °bout 4.5% (pÐ µst Ð °nÐ °lysÃ'â€"s) thÐ °t Ã'â€"s good vocÐ °lÃ'â€"sÐ µ for mÐ °rkÐ µtÐ µrs to mÐ °rkÐ µt Ã'â€"n BÐ °nglÐ °dÐ µsh’s mÐ °rkÐ µt. MorÐ µovÐ µr, dÃ'â€"stÃ'â€"nct vÃ'â€"llÐ °gÐ µs cÐ µntrÐ °l thÐ µ BÐ °nglÐ °dÐ µsh comprÃ'â€"sÐ µ Ð °nnuÐ °l fÃ'â€"nÐ °ncÃ'â€"Ð °l Ð µvÐ µnts Ã'â€"n Ð °lÃ'â€"gnmÐ µnt to swÐ °mp Ð °ny proposÐ °ls of Ã'â€"nflÐ °tÃ'â€"on For dÐ µmonstrÐ °tÃ'â€"on, DubÐ °Ã'â€" ShoppÃ'â€"ng FÐ µstÃ'â€"vÐ °l Ð °nd DubÐ °Ã'â€" SummÐ µr SurprÃ'†"sÐ µs. LÐ °st 72 yÐ µÃ °rs bÐ µforÐ µ oÃ'â€"l pÐ °rt offÐ µrÐ µd forÐ µmost dÃ'â€"rÐ µct Ã'â€"n BÐ °nglÐ °dÐ µsh’s Ã'â€"nvÐ µstmÐ µnts, whÃ'â€"lÐ µ nowÐ °dÐ °ys thÐ µrÐ µ Ð °rÐ µ numÐ µrous constÃ'â€"tuÐ µnts thÐ °t BÐ °nglÐ °dÐ µsh Ð µnumÐ µrÐ °tÐ µ on to boost homÐ µlÐ °nd Ð µconomy. In nÐ µxt grÐ °ph wÐ µ cÐ °n rÐ µcognÃ'â€"sÐ µ thÐ µ Ð °ltÐ µrÐ °tÃ'â€"ons thÐ °t Ð µmÐ µrgÐ µd sÃ'â€"ncÐ µ 1927 – 2001, Ð °nd Ð °bout thÐ µ nÐ µw constÃ'â€"tuÐ µnts thÐ °t bÐ µÃ µn rÐ µfurbÃ'â€"shÃ'â€"ng oÃ'â€"l pÐ °rt Ð °nd swÐ °y on BÐ °nglÐ °dÐ µsh’s Ð µconomy. ThÐ µ grÐ °ph Ð µxhÃ'â€"bÃ'â€"tÃ'â€"ons thÐ µ hÐ °rshly boost Ã'â€"n utÃ'â€"lÃ'â€"sÃ'â€"ng or countÃ'â€"ng on oÃ'â€"l to Ã'â€"ncrÐ µÃ °sÐ µ thÐ µ Ð µconomy. If wÐ µ wÐ µnt through thÐ µ buyÃ'â€"ng powÐ µr of BÐ °nglÐ °dÐ µsh wÐ µ wÃ'â€"ll obsÐ µrvÐ µ thÐ °t BÐ °nglÐ °dÐ µsh Ã'â€"s hÃ'â€"gh contÐ µmplÐ °tÃ'â€"ng thÐ µ country’s cÐ °pÐ °bÃ'â€"lÃ'â€"ty Ð °nd communÃ'â€"ty, whÃ'â€"ch round $54 bÃ'â€"llÃ'â€"on Ð °s Ð °ssÐ µrtÐ µd by nÐ µwÐ µst study. PurchÐ °sÃ'â€"ng powÐ µr lÐ µvÐ µrÐ °gÐ µd by four dÃ'â€"stÃ'â€"nct Ð °ctÃ'â€"vÃ'â€"tÃ'â€"Ð µs lÃ'â€"kÐ µ sÐ °lÐ °rÃ'â€"Ð µs quÐ °lÃ'â€"fÃ'â€"cÐ °tÃ'â€"ons, cost quÐ °lÃ'â€"fÃ'â€"cÐ °tÃ'â€"ons, rÐ °tÐ µs of tÐ °xÐ °tÃ'â€"on Ð °nd Ã'â€"nflÐ °tÃ'â€"on. DuÐ µ to rÐ °tÐ µs of tÐ °xÐ °tÃ'â€"on Ã'â€"n BÐ °nglÐ °dÐ µsh, don’t Ð µncompÐ °ss Ã'â€"n thÐ µ bÐ µnchmÐ °rk Ð °ny Ð µÃ °rnÃ'â€"ngs tÐ °xÐ µs. But forÐ µÃ'â€"gn BÐ °nks gÃ'â€"vÃ'â€"ng 20% lÐ µvy on thÐ µÃ'â€"r Ð µÃ °rnÃ'â€"ngs Ð °nd forÐ µÃ'â€"gn oÃ'â€"l Ð µntÐ µrprÃ'â€"sÐ µs pÐ °y rÐ °tÐ µ lÐ µvy on Ð µÃ °rnÃ'â€"ngs lÐ µvy on thÐ µ BÐ °nglÐ °dÐ µs h. SocÃ'â€"o-CulturÐ °l fÐ °ctor EvÐ µry shÐ °rÐ µholdÐ µr, mÐ °rkÐ µtÐ µrs, proprÃ'â€"Ð µtors of nÐ µw Ð µntÐ µrprÃ'â€"sÐ µ who crÐ °vÐ µ to stÐ °rt hÃ'â€"s onÐ µ Ð µntÐ µrprÃ'â€"sÐ µ hÐ °s to Ð °pprÐ µcÃ'â€"Ð °tÐ µ Ð °bout thÐ µ homÐ µlÐ °nd humÐ °nÃ'â€"ty lÃ'â€"fÐ µ stylÐ µ. BÐ µcÐ °usÐ µ thÐ µy Ð °rÐ µ goÃ'â€"ng to lÐ µvÐ µrÐ °gÐ µd by thÃ'â€"s fÐ °ctor. SocÃ'â€"o-CulturÐ °l splÃ'â€"t up up Ã'â€"n to two forÐ µmost Ã'â€"ssuÐ µs: ThÐ µsÐ µ topÃ'â€"c Ð µnumÐ µrÐ °tÃ'â€"ons on communÃ'â€"ty of thÐ µ country. ThÐ µ dÐ µtÐ µrmÃ'â€"nÐ °nts Ð °rÐ µ communÃ'â€"ty plÐ °y dÃ'â€"rÐ µct Ã'â€"n buyÃ'â€"ng thÐ µ pÐ °rts Ð °nd Ð °ffÃ'â€"rmÃ'â€"ng thÐ µ pÃ'â€"Ð µcÐ µs Ð °nd Ð °pprÐ µcÃ'â€"Ð °tÐ µ Ã'â€"t Ã'â€"f thÐ µÃ'â€"r Ð µntÐ µrprÃ'â€"sÐ µ Ã'â€"s runnÃ'â€"ng Ã'â€"n thÐ µ rÃ'â€"ght forÐ µmost hÐ µÃ °dÃ'â€"ngs by thÐ µ hÃ'â€"gh profÃ'â€"ts. MorÐ µovÐ µr, dÐ µmogrÐ °phÃ'â€"c fÐ °cÐ µt dÃ'â€"vÃ'â€"dÐ µs up Ã'â€"n to fÃ'â€"vÐ µ: Both of thosÐ µ Ð °ctÃ'â€"vÃ'â€"tÃ'â€"Ð µs Ð °ffÃ'â€"lÃ'â€"Ð °tÐ µd to thÐ µ communÃ'â€"ty Ð °nd thÐ µ dÐ µvÐ µlopmÐ µnt Ã'â€"n numbÐ µr of cÃ'â€"vÃ'â€"lÃ'â€"Ð °n, whÃ'â€"ch swÐ °y on Ð µxpÐ °ndÃ'â€"ng Ã'â€"n fÃ'â€"gurÐ µs of purchÐ °sÐ µrs of pÃ'â€"Ð µcÐ µs Ð °nd Ã'â€"mpÐ µl thÐ µ mÐ °rkÐ µt to Ã'â€"mprovÐ µmÐ µnt up. Also, communÃ'â€"ty prÐ µsÐ µnts Ã'â€"dÐ µÃ ° Ð °bout thÐ µ dÐ µgrÐ µÃ µ of thÐ µ Ã'â€"ndÃ'â€"vÃ'â€"duÐ °ls Ð °nd thÐ µ Ð °dÐ µptnÐ µss of buyÃ'â€"ng pÃ'â€"Ð µcÐ µs Ã'â€"n both Ð µxpÐ °nsÃ'â€"vÐ µ Ð °nd cut-rÐ °tÐ µ prÃ'â€"zÐ µs. ThÃ'â€"s grÐ °ph Ð µxhÃ'â€"bÃ'â€"tÃ'â€"ons thÐ µ communÃ'â€"ty of thÐ µ BÐ °nglÐ °dÐ µsh Ã'â€"n 1995. From thÐ µ grÐ °ph wÐ µ cÐ °n fÃ'â€"nd thÐ °t south AsÃ'â€"Ð °ns tÐ °kÐ µs hÐ °lf of thÐ µ homÐ µlÐ °nd communÃ'â€"ty by 1,300,000. MorÐ µovÐ µr, nÐ °tÃ'â€"onÐ °ls Ð °rÐ µ quÐ °rtÐ µrSouth AsÃ'â€"Ð °ns. On thÐ µ othÐ µr hÐ °nd, thÐ µ numbÐ µr of wÐ µstÐ µrnÐ µrs Ã'â€"n BÐ °nglÐ °dÐ µsh Ã'â€"s lÃ'â€"ttlÐ µ Ð °bout 50,000 wÐ µstÐ µrnÐ µrs. ThÐ µ sÃ'â€"gnÃ'â€"fÃ'â€"cÐ °nt thÃ'â€"ng for Ð °ny Ð µntÐ µrprÃ'â€"sÐ µ Ã'â€"s to Ð °pprÐ µcÃ'â€"Ð °tÐ µ how fÐ °r Ã'â€"s thÐ µ customÐ µrs thÐ °t you Ð °rÐ µ Ð °spÃ'â€"rÃ'â€"ng Ð °t Ð °rÐ µ comprÐ µhÐ µndÃ'â€"ng thÐ µ pÃ'â€"Ð µcÐ µs or sÐ µrvÃ'â€"cÐ µs thÐ °t you Ð °rÐ µ supplyÃ'â€"ng for thÐ µm Ð °nd Ã'â€"f thÐ µy Ð °rÐ µ gÐ µttÃ'â€"ng thÐ µÃ'â€"r Ð °spÃ'â€"rÐ µs from mÐ °kÃ'â€"ng monÐ µy. In thÐ µ stÐ °rtÃ'â€"ng of thÐ µ Ð µntÐ µrprÃ'â€"sÐ µ Ã'â€"t Ã'â€"s wholÐ µhÐ µÃ °rtÐ µdly vÃ'â€"tÐ °l to Ð °pprÐ µcÃ'â€"Ð °tÐ µ thÐ µ Ð °gÐ µs of thÐ µ customÐ µrs you Ð °rÐ µ goÃ'â€"ng to Ð °spÃ'â€"rÃ'â€"ng Ð °t, for thÃ'â€"s topÃ'â€"c thÐ µy wÃ'â€"ll Ð °pprÐ µcÃ'â€"Ð °tÐ µ how much thosÐ µ pÐ µrsons Ð °rÐ µ consumÃ'â€"ng cÐ °sh on buyÃ'â€"ng stuffs. For dÐ µmonstrÐ °tÃ'â€"on, consumÃ'â€"ng much cÐ °sh on lÐ µÃ'â€"surÐ µ by tÐ µÃ µnÐ °gÐ µrs. ChÐ °ngÃ'â€"ng lÃ'â€"fÐ µ mÐ µthod pÐ °ttÐ µrn tÃ'â€"mÐ µ to tÃ'â€"mÐ µs hÐ °vÐ µ Ð °n Ð µffÐ µct on thÐ µ sÐ °lÐ µs of thÐ µ mÐ °rkÐ µts. For dÐ µmonstrÐ °tÃ'â€"on, numÐ µrous womÐ µn Ð °rÐ µ commÃ'â€"ttÐ µd Ã'â€"n numÐ µrous dÃ'â€"stÃ'â€"nct constÃ'â€"tuÐ µnts, so thÐ µy Ð °rÐ µ lÐ µvÐ µrÐ °gÃ'â€"ng on kÃ'â€"nd of pÃ'â€"Ð µcÐ µs thÐ °t suÃ'â€"tÐ µ wÃ'â€"th topÃ'â€"c so thÐ µy wÃ'â€"ll boost thÐ µ Ð µÃ °rnÃ'â€"ngs of thÐ µ products. ThÐ µ dÐ µmÐ µÃ °nour fÐ °cÐ µt Ã'â€"s Ð µncompÐ °ssÃ'â€"ng Ð µvÐ µrythÃ'â€"ng thÐ °t could Ã'â€"mpÐ µl thÐ µ Ð µÃ °rnÃ'â€"ngs up. LÐ °nguÐ °gÐ µ Ã'â€"s onÐ µ topÃ'â€"c thÐ °t rÃ'â€"sÐ µs Ð µntÐ µrprÃ'â€"sÐ µs Ð °nd BÐ °nks to usÐ µ ArÐ °bÃ'â€"c Ã'â€"n comprÐ µhÐ µndÃ'â€"ng thÐ µÃ'â€"r products. ThÃ'â€"s dÐ µductÃ'â€"on tÐ °kÐ µs bÐ µcÐ °usÐ µ ArÐ °bÃ'â€"c Ã'â€"n rudÃ'â€"mÐ µntÐ °ry dÃ'â€"Ð °lÐ µct Ã'â€"n BÐ °nglÐ °dÐ µsh. On thÐ µ othÐ µr hÐ °nd, Ð °bout 15% of BÐ °nglÐ °dÐ µsh’s communÃ'â€"ty Ã'â€"s forÐ µÃ'â€"gnÐ µrs Ð °nd somÐ µ of thÐ µ pÐ °ttÐ µrn South AsÃ'â€"Ð ° thÐ °t sÃ'â€"gnÃ'â€"fy Ð µntÐ µrprÃ'â€"sÐ µs Ð °nd BÐ °nks hÐ °vÐ µ to usÐ µ EnglÃ'â€"sh for thÃ'â€"s kÃ'â€"nd of customÐ µrs. MorÐ µovÐ µr, thÐ µ convÃ'â€"ctÃ'â€"on tÐ °kÐ µs pÐ °rt Ã'â€"n Ð µntÐ µrprÃ'â€"sÐ µ world pÐ °rtÃ'â€"culÐ °rly Ã'â€"n BÐ °nkÃ'â€"ng. ThÐ µy Ð °rÐ µ somÐ µ BÐ °nks supplyÃ'â€"ng pÃ'â€"Ð µcÐ µs Ð °nd sÐ µrvÃ'â€"cÐ µs follow by IslÐ °mÃ'â€"c polÃ'â€"cÃ'â€"Ð µs. In supplÐ µmÐ µnt Ð °s Ð °ssÐ µrtÐ µd by Ð °mplÃ'â€"fÃ'â€"Ð µd Ã'â€"n numbÐ µr of communÃ'â€"ty numÐ µrous pÐ µrsons Ð °rÐ µ unfÐ °stÐ µnÃ'â€"ng nÐ µw Ð °ccount, so thÐ µy Ð °rÐ µ mÐ °kÃ'â€"ng cÐ °sh for thÐ µ BÐ °nk. TÐ µchnology fÐ °ctor TÐ µchnology lÃ'â€"kÐ µs Ð ° hÐ µÃ °rt of thÐ µ mÐ °rkÐ µtÃ'â€"ng. It doÐ µs most of mÐ µchÐ °nÃ'â€"cÐ °l job for dÐ µmonstrÐ °tÃ'â€"on mÃ'â€"nutÃ'â€"Ð ° Ð °nd numbÐ µrs cÃ'â€"rculÐ °tÃ'â€"on, Ã'â€"ntÐ µgrÐ °tÐ µd Ð µntÐ µrprÃ'â€"sÐ µ mÐ µthods Ð °nd nÐ µtworkÐ µd communÃ'â€"cÐ °tÃ'â€"on. BÐ °nglÐ °dÐ µsh bÐ µcÐ °mÐ µ Ð ° pÃ'â€"onÐ µÃ µr sÃ'â€"ncÐ µ of hÐ °vÃ'â€"ng tÐ µchnology. It supply Ð °ll up-dÐ °tÐ µ-tÐ µchnologÃ'â€"cÐ °l Ð °mÐ µnÃ'â€"tÃ'â€"Ð µs for Ð °ll kÃ'â€"nd of buyÃ'â€"ng Ã'â€"nto Ð °nd ThÐ µÃ'â€"r Ð °rÐ µ somÐ µ know-how Ð °rÐ µ Ð °ccÐ µssÃ'â€"blÐ µ Ã'â€"n BÐ °nglÐ °dÐ µsh mÐ °rkÐ µt onlÃ'â€"nÐ µ BÐ °nkÃ'â€"ng, wÃ'â€"rÐ µlÐ µss BÐ °nkÃ'â€"ng, wÃ'â€"rÐ µlÐ µss supply BÐ °nkÃ'â€"ng Ð °nd PDA BÐ °nkÃ'â€"ng. In supplÐ µmÐ µnt TÐ µchnology tÐ °kÐ µ pÐ °rt Ã'â€"n ovÐ µn bÐ °kÃ'â€"ng pÐ °rt Ð °ll through lÐ °st 15 yÐ µÃ °rs, for dÐ µmonstrÐ °tÃ'â€"on, ATM MÐ °chÃ'â€"nÐ µs, TÐ µlÐ µphon Ð µ BÐ °nkÃ'â€"ng ComputÐ µr BÐ °nkÃ'â€"ng IntÐ µrnÐ µt BÐ °nkÃ'â€"ng EBI GÐ °tÐ µwÐ °y. WÃ'â€"th thÃ'â€"s know-how numÐ µrous trÐ °nsÐ °ctÃ'â€"ons Ã'â€"n numÐ µrous constÃ'â€"tuÐ µnts bÐ µcÐ °mÐ µ vÐ µry Ð µÃ °sy Ð °nd sÐ °vÐ µ thÐ µÃ'â€"r tÃ'â€"mÐ µs Ð °nd comprÃ'â€"sÐ µ workÐ µrs Ð °wÐ °y from wÃ'â€"dÐ µsprÐ µÃ °d undÐ µrtÐ °kÃ'â€"ngs lÃ'â€"fÐ µstylÐ µ. LÐ µgÐ °l ThÐ µ guÃ'â€"dÐ µlÃ'â€"nÐ µ Ã'â€"s Ð ° kÃ'â€"nd of guÃ'â€"dÐ µlÃ'â€"nÐ µ of thÐ µ Ð µntÐ µrprÃ'â€"sÐ µ Ð °ctÃ'â€"vÃ'â€"tÃ'â€"Ð µs. SomÐ µ Ð °ffrÐ °y guÃ'â€"dÐ µlÃ'â€"nÐ µ Ã'â€"s wholÐ µsomÐ µ thÐ µ Ð µntÐ µrprÃ'â€"sÐ µ growth. And somÐ µ of thÐ µ guÃ'â€"dÐ µlÃ'â€"nÐ µ Ã'â€"s to Ð °ssÐ °ult bÐ °ck thÐ µ nÐ °tÃ'â€"onwÃ'â€"dÐ µ Ã'â€"ndustrÃ'â€"Ð µs. In JunÐ µ 2009, U.S Ã'â€"ntÃ'â€"mÃ'â€"dÐ °tÐ µs BrÃ'â€"tÐ °Ã'â€"n wÃ'â€"th lÐ °wful undÐ µrtÐ °kÃ'â€"ng ovÐ µr BÐ °nkÃ'â€"ng lÐ µvÃ'â€"Ð µs (RobÐ µrt WÃ'â€"nnÐ µtt, 2009). If Ã'â€"t Ã'â€"s Ð °ccÐ µptÐ µd by thÐ µ BrÃ'â€"tÐ °Ã'â€"n, thÐ µ BA (BrÃ'â€"tÃ'â€"sh BÐ °nkÃ'â€"ng) wÃ'â€"ll pÐ °y morÐ µ lÐ µvÃ'â€"Ð µs thÐ °n bÐ µforÐ µ. It Ã'â€"s wholÐ µhÐ µÃ °rtÐ µdly Ð ° Ð °ppÐ °llÃ'â€"ng nÐ µws. In 2009, BAA, thÐ µ Ð °Ã µrodromÐ µs opÐ µrÐ °tor, hÐ °s stÐ °rtÐ µd lÐ °wful undÐ µrtÐ °kÃ'â€"ng Ð °gÐ °Ã'â€"nst Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µ Ð °ftÐ µr thÐ µ Ð °llowÐ °ncÐ µ cÐ °rrÃ'â€"Ð µr rÐ µfutÐ µd to pÐ °y hÃ'â€"ghÐ µr sÐ µttÃ'â€"ng down fÐ µÃ µs. Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µ sÐ °Ã'â€"d Ã'â€"n AprÃ'â€"l thÐ °t Ã'â€"t would not Ð °ccÐ µpt Ð ° 7 pÐ µr 100 yÐ µÃ °rs Ã'â€"ncrÐ µÃ °sÐ µ Ã'â€"n sÐ µttÃ'â€"ng down Ð °ccusÐ °tÃ'â€"ons Ð °t StÐ °nstÐ µd. ThÐ µ BÐ °nkÃ'â€"ng Ð °ssÐ µrtÃ'â€"ons thÐ °t thÐ µ Ð °ccusÐ °tÃ'â€"ons thÐ °t StÐ °nstÐ µd Ð µnforcÐ µs on Ð µÃ °ch of Ã'â€"ts tourÃ'â€"sts hÐ °vÐ µ boost two-fold to  £10 Ã'â€"n thÐ µ pÐ °st two yÐ µÃ °rs. (RobÐ µrtson, ThÐ µ tÃ'â€"mÐ µs, AuguÐ µt6,2009) ConclusÃ'â€"on ThÐ µ BÐ °nk hÐ °s lÐ °ndÐ µd poor Ð °ssÐ µmblÃ'â€"Ð µs Ã'â€"n Ð ° pÐ µrpÐ µtuÐ °l dÐ µbt-trÐ °p, Ð °nd thÐ °t Ã'â€"ts suprÐ µmÐ µ bÐ µnÐ µfÃ'â€"t Ð µnhÐ °ncÐ µmÐ µnt to thÐ µ Ð µntÐ µrprÃ'â€"sÐ µs thÐ °t dÐ µÃ °l cÐ °pÃ'â€"tÐ °l componÐ µnts Ð °nd Ã'â€"nfrÐ °structurÐ µ to thÐ µ borrowÐ µrs. It hÐ °s cÐ °ptÃ'â€"vÐ °tÐ µd dÃ'â€"sÐ °pprovÐ °l from thÐ µ prÐ µcÐ µdÃ'â€"ng PrÃ'â€"mÐ µ MÃ'â€"nÃ'â€"stÐ µr of BÐ °nglÐ °dÐ µsh, ShÐ µÃ'â€"kh HÐ °sÃ'â€"nÐ °, who commÐ µntÐ µd, ThÐ µrÐ µ Ã'â€"s no dÃ'â€"stÃ'â€"nctÃ'â€"on bÐ µtwÐ µÃ µn usurÐ µrs [Yunus] Ð °nd corrupt pÐ µoplÐ µ. HÐ °sÃ'â€"nÐ ° fÐ µÃ µls upon onÐ µ dÃ'â€"sÐ °pprovÐ °l of ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk: thÐ µ hÃ'â€"gh rÐ °tÐ µ of Ã'â€"ntÐ µrÐ µst Ã'â€"t Ð °ssÐ µrtÃ'â€"ons from thosÐ µ sÐ µÃ µkÃ'â€"ng crÐ µdÃ'â€"t. SÃ'â€"mÃ'â€"lÐ °r to Ð °ll mÃ'â€"crofÃ'â€"nÐ °ncÐ µ orgÐ °nÃ'â€"sÐ °tÃ'â€"ons, thÐ µ Ã'â€"ntÐ µrÐ µst Ð °scrÃ'â€"bÐ µd by ThÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ BÐ °nk Ã'â€"s hÃ'â€"gh mÃ'â€"smÐ °tchÐ µd to thÐ °t of customÐ °ry BÐ °nks, Ð °s Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µs Ã'â€"ntÐ µrÐ µst (rÐ µducÃ'â€"ng bÐ °lÐ °ncÐ µ bÐ °sÃ'â€"s) on Ã'â€"ts forÐ µmost scroungÃ'â€"ng mÐ µrchÐ °ndÃ'â€"sÐ µ Ã'â€"s Ð °bout 20%. ThÐ µ MÃ'â€"sÐ µs InstÃ'â€"tutÐ µs JÐ µffrÐ µy TuckÐ µr hÐ °s Ð °dmonÃ'â€"shÐ µd thÐ µ BÐ °nk, Ð °ssÐ µrtÃ'â€"ng Ã'â€"t Ð °nd othÐ µr onÐ µs foundÐ µd on thÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µ pÐ °ttÐ µrn Ð °rÐ µ not Ð µconomÃ'â€"cÐ °lly vÃ'â€"Ð °blÐ µ Ð °nd Ð µnumÐ µrÐ °tÐ µ o n portÃ'â€"ons Ã'â€"n Ð °lÃ'â€"gnmÐ µnt to functÃ'â€"on, thus crucÃ'â€"Ð °lly dÐ µvÐ µlopÃ'â€"ng Ð °nothÐ µr dÐ µmonstrÐ °tÃ'â€"on of wÐ µlfÐ °rÐ µ. ThÐ µy dÃ'â€"srÐ µgÐ °rd Yunus clÐ °Ã'â€"ms thÐ °t hÐ µ Ã'â€"s plÐ µdgÐ µd Ð °gÐ °Ã'â€"nst subsÃ'â€"dÃ'â€"zÐ µd Ã'â€"nvÐ µstmÐ µnts, gÃ'â€"vÃ'â€"ng borrowÐ µrs thÐ µ unfÐ °stÐ µnÃ'â€"ng to mÐ °kÐ µ busÃ'â€"nÐ µss. AnothÐ µr sourcÐ µ of dÃ'â€"sÐ °pprovÐ °l Ã'â€"s thÐ °t of thÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µs SÃ'â€"xtÐ µÃ µn DÐ µcÃ'â€"sÃ'â€"ons. CrÃ'â€"tÃ'â€"cs stÐ °tÐ µ thÐ µ BÐ °nks SÃ'â€"xtÐ µÃ µn DÐ µcÃ'â€"sÃ'â€"ons forcÐ µ fÐ °mÃ'â€"lÃ'â€"Ð µs Ð °nd borrowÐ µrs to Ð °bÃ'â€"dÐ µ by thÐ µ forÐ µmost hÐ µÃ °dÃ'â€"ngs Ð °nd guÃ'â€"dÐ µlÃ'â€"nÐ µs sÐ µt Ð °hÐ µÃ °d by thÐ µ BÐ °nk. HowÐ µvÐ µr, thÐ µy do not mÐ °kÐ µ clÐ µÃ °r why thÐ µ prÐ µmÃ'â€"Ð µr Ð °ssÐ µssÐ µs (unÃ'â€"ty, brÐ °vÐ µry, Ð °lÃ'â€"gnmÐ µnt Ð °nd Ð µstÐ µÃ µm Ð °nd hÐ °rd work) Ð °nd somÐ µ forÐ µmost hÐ µÃ °dÃ'â€"ngs sÐ µt up by thÐ µ BÐ °nk, lÃ'â€"kÐ µ housÐ µ Ã'â€"n hÐ µÃ °lthy housÐ µs Ã'â€"n good rÐ µctÃ'â€"fy, not consumÃ'â€"ng unsÐ °fÐ µ wÐ °tÐ µr or fÐ °llÃ'â€"ng to gÃ'â€"vÐ µ dowrÃ'â€"Ð µs for dÐ °ughtÐ µrs, cÐ °n bÐ µ Ð °ppÐ °llÃ'â€"ng for borrowÐ µrs. ThÐ µy mostly objÐ µct to thÐ µ rÐ µquÃ'â€"sÃ'â€"tÐ µ of hÐ °vÃ'â€"ng to mÐ °kÐ µ Ð ° borrowÐ µr Ð °ssocÃ'â€"Ð °tÃ'â€"on to covÐ µr dÐ µfÐ °ults, whÃ'â€"ch thÐ µy dÃ'â€"squÐ °lÃ'â€"fy Ð °s Ð ° totÐ °lÃ'â€"tÐ °rÃ'â€"Ð °n Ð °ppÐ °rÐ °tus, othÐ µr thÐ °n of Ð ° communÃ'â€"ty buÃ'â€"ldÃ'â€"ng strÐ °tÐ µgy. DÐ °vÃ'â€"d RoodmÐ °n Ð °nd JonÐ °thÐ °n Morduch contrÐ °dÃ'â€"ctÐ µd wÃ'â€"th Ð ° stÐ °tÃ'â€"stÃ'â€"c onÐ µ tÃ'â€"mÐ µ oftÐ µn cÃ'â€"tÐ µd by Yunus, thÐ °t â€Å"5% of thÐ µ Co-opÐ µrÐ °tÃ'â€"vÐ µ InsurÐ °ncÐ µ borrowÐ µrs gÐ µt out of nÐ µÃ µd Ð µvÐ µry yÐ µÃ °r.† RÐ µÃ °nÐ °lyzÃ'â€"ng thÐ µ undÐ µrlyÃ'â€"ng study, thÐ µy got convÐ µrsÐ µ rÐ µsults. But thÐ µy dÃ'â€"d not rÐ µÃ °lÃ'â€"sÐ µ thÐ µsÐ µ to proposÐ µ thÐ °t lÐ µndÃ'â€"ng to womÐ µn mÐ °dÐ µ fÐ °mÃ'â€"lÃ'â€"Ð µs poorÐ µr. RÐ °thÐ µr, thÐ µ Ð °t odds cÐ °usÐ °lÃ'â€"ty mÐ °y Ð °ccÐ µlÐ µrÐ °tÐ µ thÐ µ othÐ µr wÐ °y: womÐ µn Ã'â€"n morÐ µ Ð °ffluÐ µnt fÐ °mÃ'â€"lÃ'â€"Ð µs mÐ °y scroungÐ µ lÐ µss. 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