Why We International Students Need For Share Our Stories

Why We International Students Need to Share Our Stories Once there was a girl named Grace, who came from a very poor Christian family in Africa. It was hard for her family to get the basic needs such as food, clean water to drink or bathe, payment for rent, and clothes. As time went by, her family saw God working in their life, meaning they started getting the basic needs, and when Grace finished her secondary school, she got an opportunity to go and study at a university in America. She was very excited for this opportunity because she knew that it would open many opportunities for her and her whole family. Thus, when she arrived to the university in America, everything was amazing for her, and she thought it was a dream. As a result, she†¦show more content†¦These stories will benefit others, even if some people might not respond well. Now let’s explore why international students have the right to write an autobiographical essay. First of all, we know that not everyone gets the opportunity to go study in a university, and those who study in American universities somehow seem to have the same life experiences or lifestyle. So, when an international student enters into this new stage of life, we become very afraid because we realize that we are different from the rest of the people around us. Our first reaction is to isolate ourselves, or â€Å"self-segregate,† as Pamela Leong said in â€Å"Coming to America† (Leong 468). This self-segregation occurs due to language and cultural barriers. Because of these barriers, we see that the solution would be to just associate ourselves with the people who look like us or who are experiencing the same situation as we are and not associate with the American students who are around us. Having this reaction is normal. Unfortunately, it is not a healthy practice because isolation can cause depression, or sadness in a person’s life and also there is always a reason why people are put in a certain place. As a result, I urge my fellow international students to practice being themselves and share their stories to the people around them because it is the healthiest way to live in the community. After all, every single person is called to live in a community—a community where not everyone is the

The Global Financial Crisis Hits The World Economy

Going global was common for almost every company out there, until the year 2008 when the global financial crisis hits the world’s economy. The global economy since then entered into a new phase of globalization, known as ‘guarded globalization’. Developing nations began defending their local industry, and became more cautious when allowing multinational companies to operate in its soil (Bremmer 2014). They heightened their national security, recognizing the importance of more sectors and taking measurements to prevent multinational companies from entering the country. They are now swayed into promoting their domestic and stated owned businesses. Prices of goods were affected, for example Pfizer. It is worth to take note that the escalation†¦show more content†¦Ã¢â‚¬Å"Globalization also means the growing integration of markets and nation-states and the spread of technological advancement. A high globalization speed may also generate opportunities for specu lation, uncertainty, and risk† (Martens Raza 2010, p. 281) Free trade for goods and labor are encouraged across borders. These economic and social developments had improved the global economy thus improves standard of living and human development (Martens Raza 2010). Firms should look out for global market opportunities to expand their business into various markets and also to estimate the demand for products and services in various economies. There are many markers that could indicate favorable opportunities for companies to export, invest, source or partner in foreign markets, and these could be promising mixtures of circumstance, locations and timing (Cavusgil et al. 2014). Firms can carry out a global market opportunity assessment to analyze a market’s suitability to the firm. There are six tasks for the global market opportunity assessment. Firstly is the organizational readiness to globalize. This could gauge a firm’s preparedness to conduct international business with an initial assessment, which includes its financial resources and management’s commitment. Secondly is the suitability of products and services for foreign market. Products that sell well in the domestic market might not be suitable to sell in other marke ts, so firms need to determine how

India on its way to become manufacturing hub Free Essays

India as WorldS Manufacturing Hub For long, Taiwan and China have been at the outsourcing manufacturing boom in Asia. So much so, that 80% of toys sold in the US are made in China. But things are slowly working in favor of India. We will write a custom essay sample on India on its way to become manufacturing hub or any similar topic only for you Order Now India is on its way to become a major contract manufacturing hub. There is a huge opportunity In manufacturing waiting to be tapped. A new India Is transiting from a third world country status to a league of developed nations. It Is the world’s third-largest repository for foreign direct investment (FDA), after China and America. Goldman Sash’s Report (Brazil, Russia, India, and China – BRICE major players), projects India as a potential winner ahead of China and would overtake U. S. A. And China by 2025 in terms of Real GAP. India- Past Present The ass’s, ass’s and ear ass’s: There was dominance of Public Sector across industry. The market was mainly governed by sellers with limited competition. There existed closed Economy with negligible presence of multinationals. GAP growth was below 4% (Hindu rate of growth) and primarily agriculture based. India post 1991 and counting: 100% FDA in most sectors has seen Pepsi, Coke, Shell, Ford, GM. Suzuki.. Toyota, Ames, Citibank, GE, Microsoft, Pfizer, Innovation, ASK, Merck operation in India (availability of world class products). A new India is transiting from a third world country status too league of developed nations. Current Scenario: Indian’s manufacturing sector Is gaining momentum and has been ranked fourth In terms of textiles, tenth in leather and leather products etc. Government of India, to promote exports and make India a manufacturing hub, has taken various initiatives including the development of Special Economic Zones. Major global companies have already invested in India to name a few like Samsung, LAG, Suzuki, Soda Auto, Philips re among the some who have already invested and most of the global giants have stated the process to enter In India STRENGTH: The country has become a manufacturing outsourcing destination because of cheap labor, talented and knowledgeable workforce, supportive governmental policies, improved quality control measures, world-class technology and consistent economic growth. The most promising sectors for India are auto components, pharmaceuticals, electronic hardware, apparel, foot ware, toys and specially chemicals. Cost of employing engineers – essential to manufacturing services – is en-third to one-fifth lower in India than in industrialized nations such as the UK and the US There is adequate availability of manpower and skills. WEAKNESS: India is growing by leaps and bounds but there is a major problem of unemployment. There is an immediate need to generate 10 million Jobs per year. And above all, due to multi party rule, India need to accommodate political ideology with economic reality (reservation, labor law reforms). Growth has been urban centric. Rigidity in labor laws is also contributing to higher capital intensive. Population increase of about 100 million in last 5 years, which has seen about 50 lion new Jobs, is largely in the unrecognized sector. Transaction costs are high due to capacity constraints at ports resulting in delays. Opportunities: India has become a growth destination for several global companies. Organizations are becoming increasingly competitive on the efficiency and flexibility of their supply chains and not merely on their product features and quality. They have realized that being technology driven and updated is the key to compete in the global market. Fastest growing sectors: Automotive: The Indian automobile sector currently generates revenues of $34 billion a year; Auto sector could grow to $145 billion by 2016. India has gradually become a sourcing hub for auto companies worldwide. Among the companies outsourcing from India are General Motors, Ford, Daimler Chrysler, Handy, Fiat, Toyota, Delphi, Invariants, Visited, Cummins and Caterpillar. Healthcare Pharmacy: Indian’s Pharmacy market ranks 4th in the world in volume and 13th in domestic consumption value. Indian pharmacy market estimated at US$ 3. 8 billion ranks 12th in value terms and accounts for around 1% of the global market. Expected to grow at 12-14% p. A. , as against the global average of 6-8%. At the current pace of growth, IIS$ 2 billion industry by 2012. Construction: The Indian construction industry grew by 5. 5 % to reach a value of $35 billion in 2006. The sector will continue to grow at a CARR of 6. 5% to reach $38 billion by 20011 representing an increase of 35. % since 2004. India accounts for 4. 7% of the Asia- Pacific construction and engineering market. Retail: Indian retail industry ranked second most attractive retail destination by AT Carney. The total domestic retail market is currently estimated to be over IIS$ 330 billion and is growing at a rate of 4-6 % in real terms. Organized sector accounts for Just 2 % of he market (I. E. IIS$ 4 billion)- expected to grow four-fold to IIS$ 15 billion by 2012. There are 12 million retail outlets in India out of which 9 lack are in the organized sector. Computer hardware: The rapid growth of software exports has attracted thousands of people into the industry and has stimulated the demand for computers. Sales of personal computers rose by 20% in 2004-05, to MN. Import liberation’s and the entry of foreign manufacturers has transformed this industry, which, until five years ago, was tiny and dominated by a few Indian manufacturers. The ease of importing components as nurtured hundreds of unbranded assemblers, which command 62% of the market. Biotechnology: Huge potential from large base of skilled technical personal and the lower costs. Number of biotechnology firms in India has increased exponentially over the years. Developing biotech based therapeutic products takes 10-15 years and costs $ 500 million to $1 billion. Similar product development cost in India is $ 250 million or even lower. Opportunity for new investments is estimated to be in the $ 1. 5 to $ 2 billion range. Food processing: India – One of the largest food producers of the world. Output of the organized segment – IIS$ 34,827 million. Marine and Spices together contribute more than 70% of export earnings. Investment requirement is around IIS$ 15 billion. The Indian scientific and research talent – a knowledge source that can be tapped for advantage. Steel: India produced 31. Mm tones of crude steel in 2004-05, making it one of the ten largest steel producers in the world. Landscapes demand from China as well as strong domestic demand, particularly by consumer -durables and automotive manufacturers and the construction sector are the key drivers of production growth. Around 40% of output is produced in integrated steel plants; the remaining comes from mint-plants, of which over 180 exist, almost all in the private sector. Light Engineering: The size of Indian Light Engineering industry is estimated at US $ 7 billion. In India, the light engineering industry has a diverse industrial base with significant unrecognized market. The exports from the light engineering industry in India mainly consists of structured steel products; motorcycles, cycles and auto components; machine tools; fans, filters and pumps; and metal machine tool parts. The products veered under the engineering industry are largely used as input to the capital goods industry. Textiles: Textiles account for around one -fifth of total export earnings. Because the government discriminated for decades against integrated textile mills, with the aim of helping cottage handloom, most mills closed down. Production in the textile industry is based on a decentralized system with continuing small-scale reservation for many items. The industry has a natural competitive advantage in terms of a strong and large multi-fiber base, abundant cheap skilled labor and presence cross the entire value chain of the industry ranging from spinning and weaving to the final manufacture of garments. Threat: India faces competition from other developing countries, especially China. Continuous Quality Improvement is need of the hour as there are different demand patterns all over the world. Presence of Quota system leads to rigidity in Export Demand. International labor and Environmental Laws do not strike trade-off between demand and supply. Power crises and the virtuous growth cycling manufacturing sector needs immediate attention. Large informal sector, poor irking condition and low wages pose equal threat to the growth of economy in India. Inclusion of social (Labor) issues in trade dialogues generally found in exports (e. G. Child labor). High corruption and inadequate environmental safety norms affect sustainability. INDIAN’S PROSPECTS: The nations who are competitive with India are facing some or the other predicaments. Brazil is uncomfortable with force inflows and so has given its manufacturing base. Its reluctance was evident in the imposition of a 2 per cent transaction tax on capital flows. Russia is a basket case and unless oil recovers to tu ning heights, internal demand is unlikely to resurface any time soon; hence, it has very little potential to attract firms to set up shop. China is not a trusted partner; investors have learnt that China makes it easy to get in but difficult to operate. The lack of protection of hard-earned PR is a major issue in China. Restrictions on borrowing from local banks for working capital can also work as a disadvantage. Reason for optimism of the world towards Indian market: Large intellectual capital base Annual additions to the stock of science and engineering graduates Demand side – Expanding domestic market Total number of households to increase from 188. 2 million in 2001-02 to 221. Million by 2009-10 Benefits to Indian people due to the changing industrial scenario: Enterprises In Wealth Creation Government In Revenue And Employment Employees In Development And Increase In Standard Of Living Customers – Value For Money (Choice, Affordability And Speed) From an Indian industry perspective, the emerging situation may drive three trends. Within the next year or two, India should witness growth in demand and h ence capacity in manufacturing. The driver will be higher internal demand and, in a short while, the needs of customers overseas. In three or five years, India will have to develop contract manufacturing skills. A supplier must be able to make the components he or she is good at, source components and parts, assemble and test to deliver directly to the manufacturer. This cannot happen in China as the reliability of many firms, except those that have moved with their partners form Singapore or Malaysia, is suspect. In the long term, Indian manufacturers will have to develop and build, design and development partnerships. Many entrepreneurs are considering investments in small power plants to beat the lack of electricity. How to cite India on its way to become manufacturing hub, Papers

Origin Company for Australia Pacific LNG -myassignmenthelp.com

Question: Discuss about theOrigin Company for Australia Pacific LNG. Answer: Introduction This paper presents a comprehensive formal report for a stakeholder (potential investor) that interprets the annual report of an Australian company (Origin Energy) and makes appropriate recommendations. The core business of Origin Energy is to natural gas exploration and production, energy retailing, electricity generation and Australia Pacific LNG. Origin Energy has a diverse exploration portfolio. This entails the Cooper, Surat and Bowen basins in the Central Australia. It also include the Otway as well as Bass basins in the Southern Australia. The company further has interest in Perth Basin alongside Browse in Western Australia. Origin further operates externally in Kupe gas field in Taranaki basin of NZ. Origin holds interest in NZs Canterbury basin. Besides the companys local gas operations; Origin works with ConocoPhillips alongside Sinopec in Australian Pacific LNG. This is a joint venture that deliver the largest Australian coal seam gas (CSG) to the LNG export project in Que ensland. Origins energy retailing has approximately 4.217.0 million customers. It services both huge energy customers and residential alongside small business market. Origin commodities offering encompass natural gas, electricity and LPG. The company is also leading provider of the low-carbon products like GreenPower, solar PV and Green Gas. Origin also operates one of the countrys hugest power generation portfolios with 6010.0 of capacity. The firm is further active in renewable energy. The firm has spent many years to developing in this arena. As a potential investor who needs to invest in Origin Energy, this paper needs to provide key analysis of its financial performance, financial position and the cash-flow management. The investor needs to know the profitability, cash management and liquidity of the Origin Energy and well as detailed understanding of the , companys performance and management of the company. This will include P/E ratio = (Market Price/Earnings per share), Earning per sha re ratio = (Profit after tax/No. of ordinary shares), dividends per share ratio = (Total dividends of the year/total number of ordinary shares) *100, dividends yield percentage = (dividends per share/market per share) *100, profitability and liquidity ratios to get an overall view of how the company is performing. Profitability, cash management and liquidity The earning per share of the company can be categorized as diluted and basic. The basic EPS for year June, 2015, June 2016 and June 2017 are given as (0.52), (0.37) and (1.27) whereas the diluted EPS for the same years are given as (0.52), (0.37) and (1.27) same as the basic ones. The EBITDA for the same years are presented as 475, 426 and (1,178). The dividend for the last three years have also been presented as 0.48, 0.11 and no dividend in 2017. The dividend payout ratio is given as 116.3 in 2015 and there was no dividend in 2016 and 2017. The dividend yield percentage for the last three years have been given as 4.39, 5.64 and 1.7 for 2014, 2015 and 2016. In terms of profitability, the EBT margin for the company for the past four years are given as 5.15, -4.62, -6.18 and -15.21. The ROE has been given as ratio has been given as 3.97, -5.03, -4.33 and -17.19. The return on invested capital for 2014 through 2017 include 4.16, -1.79, -1.28 and -8.63. In terms of cash flow ratios, the free cash flow/net income from 2014 to 2017 include 2.56, -0.15, -1.21 and -0.39. The free cash flow/sales percentage for the same period included 9.35, 0.86, 5.98 and 6.38. In terms of liquidity/financial health, the current ration from 2014 to 2017 include 0.97, 1.62, 1.24 and 1.3 while quick ratio include 0.86, 0.48, 0.92 and 0.71. The financial leverage include 2.32, 2.62, 1.99 and 2.21 whereas the debt/equity ratio for 2014 to 2017 include 0.67, 0.93, 0.66 and 0.74. Companys performance, management of the company The financial results of the company has not been performing well in the last three years. As reflected in the analysis, it is clear that Origin is not promising for the investment. There has been a decline trend in most of the ration as indicated in the above analysis. For example, in terms of profitability, there has been a decreasing from the 2014 through 2017. The ROE percentages declined to negative values from +3.97 in 2014 to -17.19 in the year 2017. This is an indication of less performance and negative returns and hence the investor needs not to invest in the company. Also, in terms of the return on capital invested there has been a decreasing trend in from 2014 to 2017 from +4.16 in 2014 to -8.63 in 2017. This is a further justification that things are not well in Origin and hence it is not appealing for the potential investors (Henderson, Peirson, Herbohn and Howieson 2015). Also the interest coverage also show a declining trend between 2014 and 2017 from +2.65 to negative 2.75. Such decreasing trend was also noticed in net margin that decreased from +3.65 to -16.31 between 2014 and 2017. The asset turnover (average) and the return on assets also declined between the periods. Also, financial leverage (average) recorded a declining trend from 2014 to 2017 from positive 2.32 to 2.21. The firm is not also appealing for potential investment in terms of its financial performance. For example, the earnings per share showed a declining trend between 2014 and 2017 indicated by +0.4 in 2014 to -1.26 in 2017. This means that this trend will still continue and hence the potential investor will lose his investment in case he invests in the company. Also, the dividends showed a declining trend between the period with 2014, 2015 and 2017 figure being +0.49, +0.48, +0.1. This is a clear indication of the decrease in profitability of the firm and hence less dividends being paid. The dividend payout ratio also showed were rising between 2012 and 2015 at 75.9 and 116.3 but there were no dividend payout in the subsequent years through 2017. The operating cash flow also showed a declining trend and reduced from 2227 in 2014 to 1289 in 2017 while free cash flow per share were rising and decreasing between the periods. In terms of growth performance, the dividend yield percentage increased between 2014 (4.39) and 2015 (5.64) but sharply dropped to 1.70 in 2016. This was a clear indication of rough times ahead in the company and hence not advisable for any investment by the potential investor. The current market potential is as weak as can be seen from the analysis of key ratios. This can be demonstrated by the declining profitability of the firm. It is advisable that the potential investor need not to invest in the firm until some promising figures are realized which, however, do not seem to be the case any soon (Bjrnson, Hoydis, Kountouris and Debbah 2014). Origin, however, may have a future potential by when the returns on massive investments in the renewable energy picks up well. The company will still do better in the future by changing the strategies and ensuring that only better strategies are prioritized. The firms current business current business strategy is the integrated energy company that is operational throughout 3 segments of energy supply chain including natural gas as well as oil exploration and production, energy retailing as well as electricity generation. The company draws its strength via the integration-fuel integrated generated and the retailer. The firms strategic focus stays on competitive segments of Australian as well as New Zealand energy markets with potential opportunities in rapid growing energy market in the Asian region. Origin further seeks to deepen the integration within the business crossways energy supply chain to become more effective manger in terms of risks and create growth opportunities (Flammer 2015). I terms of CSR rating, Origin is rated 56 CSR rating compared to all the companies. The energy production means that the firm has to interact hugely with the environment. However, Origin undertakes to disclose the effects of its operation on the environment and what it is doing to minimize the risks to the community where it operates. However, the company has not disclosed all the non-financial information and this is critical to the potential investors since it determines the reputation of the company and hence profits. From the sustainability report, the firm has disclosed its developments in the renewable energy as measure to be sustainable and create the sustainable environment (Ngo, Larsson and Marzetta 2013). One of the major strength in the management of Origin relies on the existence of qualified and motivated staff. This is critical to the potential investor as this has a direct impact on the organization in future financial years. For example, the management team thrives to ensure that change the business model and strategy by ensuring that they engage in the production of green energy which will boost their efficiency. The potential investor is more concerned with the long-term viability of the business for continuous dividend payment. Therefore, with the qualified and determined Origin management team, it is expected that once the renewable energy production is fully implemented the firm will starting improving in terms of its financial performance and profitability and this will attract the investors as the stock performance will improve (Minton, Taillard and Williamson 2014). Origin Energy has adopted various types of remuneration trends from last year to this year for the highest earners. For example, the firm is using the stock for its employees. This is essential as it motivates workers to work hard. Many employees are taking the stock option compensation and this can be attracted to the potential investors who would want to see the stock performance and the dividend payout ratio and yield rising. However, Origin pays less than other companies in terms variation in wages (Lewis, Walls and Dowell 2014). This is a critical concern to the investor as it might lead to staff turnover and hence making the company to lose its qualified and determined staff. The company also give non-wage benefits including the bonuses for better performers. The bonuses are means of motivation its workers and this creates an increasingly inspired workforce in the organization. The current management structure and ownership structure of the firm is under the oversight of the Board. Origin Energys Board is under the chairmanship of H. Kevin Mccann who is an independent non-executive. There are other 8 directors who help in run the Origin at the board levels (Gillingham, Rapson and Wagner 2016). Some board members are non-executive whiles others are executive directors. Apart from the Board, Origin has an executive management team under the executive General Manager Energy markets, Frank Calabria, group general counsel and company secretary, Andrew Clarke. Executive general manager major development project Andrew Stock and other five executive members. The institution ownership of Origin accounts for 18.57% while insider ownership account for 0.13%, the general public ownership accounts 80.94% and private accounts for 0.15%. Conclusion/Recommendation The main need for potential investor in Origin is to invest in the company stock/shares. But, as things stand now, Origin is not performing well and has not even paid the dividend in 2016. Therefore, it is recommended to the potential investor not to invest in Origin at the moment. There is a need to wait for the company to fully benefit from its potential integrated business strategy. Investment in the firm at the moment will make the potential investor lose. This is because Origin Energys profitability is declining as indicated by the negative profitability figures. For example, EBT margin for the company for the past four years are given as 5.15, -4.62, -6.18 and -15.21. The economic cause for lack of profitability is due to the 2.20 billon loss at the APLNG. That even led to the firm declaring no dividend in 2016/17. This means the firm is not profitable enough for the potential investor to invest. As has been acknowledged in the report, there has not been dividend paid out in 20 16 and the trend will not change in 2017 either. Therefore, the potential investor needs to look for new business with rising and predictable performance to invest their money in to get attractive returns on investment. Origin Energy is still in the process of adopting the renewable energy and this will bring more benefits to the firm once full integrated in its trio-business model. There is a promising future in the firm coupled with its strong Board of Management and the Executive Management. References Barbose, G.L., Goldman, C.A., Hoffman, I.M. and Billingsley, M., 2013. The future of utility customer-funded energy efficiency programs in the USA: projected spending and savings to 2025. Energy Efficiency, 6(3), pp.475-493. Bjrnson, E., Hoydis, J., Kountouris, M. and Debbah, M., 2014. Massive MIMO systems with non-ideal hardware: Energy efficiency, estimation, and capacity limits. IEEE Transactions on Information Theory, 60(11), pp.7112-7139. Flammer, C., 2015. Does corporate social responsibility lead to superior financial performance? A regression discontinuity approach. Management Science, 61(11), pp.2549-2568. Gillingham, K., Rapson, D. and Wagner, G., 2016. The rebound effect and energy efficiency policy. Review of Environmental Economics and Policy, 10(1), pp.68-88. Henderson, S., Peirson, G., Herbohn, K. and Howieson, B., 2015. Issues in financial accounting. Pearson Higher Education AU. Lewis, B.W., Walls, J.L. and Dowell, G.W., 2014. Difference in degrees: CEO characteristics and firm environmental disclosure. Strategic Management Journal, 35(5), pp.712-722. Minton, B.A., Taillard, J.P. and Williamson, R., 2014. Financial expertise of the board, risk taking, and performance: Evidence from bank holding companies. Journal of Financial and Quantitative Analysis, 49(2), pp.351-380. Ngo, H.Q., Larsson, E.G. and Marzetta, T.L., 2013. Energy and spectral efficiency of very large multiuser MIMO systems. IEEE Transactions on Communications, 61(4), pp.1436-1449.