Cyberbullying An Act Of Aggressive Act - 1466 Words

Bullying can be define as an act of aggressive act that is intentional, Taking force upon someone who cannot defend themselves from an individual or group. Cyberbullying is nearly the same thing as bullying but is done online, using electronic devices such as phones, emails, and social networks. Cyberbullying can happen in many different ways , through phone calls, text messages, blogs, pictures and more. The availability of internet makes it easier for bullying to take place in the long run this can cause numerous problems. The effects of bullying can cause suicides, depression and isolation. Daily around the world kids are getting bullied . Frightened and unable to say what is going on to anyone. There has been novels , movies and†¦show more content†¦Cyberbullying happen 24/7 on phones , laptops , tablets and many other technology things that young people use today. Cyberbullying takes away your privacy, sharing it with others. Four in ten teens have experienced online bullying; girls are twice as likely to be victims and criminals of cyberbullying (Phillips). Girls are more likely to engage in social sabotage of other people (Phillips). Girls have the mindset of trying to be better than others and are willing to do anything to advance them. Boys are more likely to bully girls and other males who are not as confident (Phillips). Boys whether bullying these type of people so things would not happen to them. Cyberbullying is mostly done by 15 and 16 year olds (Phillips). This is age group when teens uses technology heavily. The more people post on social sites and the more they share their information the easier it may be to get attacked by a cyberbully. Cyberbullying is real and often more frightening than face to face bullying (Phillips). Similar to stalking victims can often feel helpless and isolate and ashamed, and not willing to share with friends or parents about what is going on (Shpantzer). The groups feared that they will be restricted from electronic devices if they told parents or that they might overreact (Phillips). This should not keep anybody from telling someone how someone is treating them. Studies have indicated that the number of youth

Religion-Effect of Dispossession on Aboriginals Free Essays

Religion Discuss the connection between the dreaming and the land rights movement. Aboriginal spirituality is determined by the dreaming. The dreaming is a complex concept of fundamental importance to Aboriginal culture, embracing the creative era long past of the ancestral beings as well as the present and the future. We will write a custom essay sample on Religion-Effect of Dispossession on Aboriginals or any similar topic only for you Order Now The Dreaming’s importance to the aboriginal people is emphasised through it providing for the obligations and responsibility of the aboriginal people, and furthermore accounting for their past, present, and future. The dispossession of land of the aboriginal people has led to various problems, including psychological and social issues experienced by communities and individuals, who in the past, have been forcibly removed from their land, their ‘home’. The Land Rights Movement is a movement targeted at recognising the issue of dispossession and progressing towards a. Thus Land Rights Movement, a movement based on the claims by the Aboriginal and Torres Strait Islander peoples to repossession and compensation for white use of their lands and sacred sites, became the resolution. The motivation of this movement was ultimately base upon Aboriginal peoples reliance on a sense of spirituality connected to the land. As the movement strengthened, so too did the awareness of the effect of the dispossession, leading to an increase in the movement itself, and also enforcing the Aboriginal people’s sense of spirituality. Essentially, it becomes evident that the importance of the Dreaming was ultimately the reason for, and motivation behind the Land Rights movement. Thus it is needless to say that the Dreaming is fundamental to the Lands Rights Movement. Analyse the importance of the Dreaming for the land rights movement Land rights are of critical importance in relation to Aboriginal spirituality, because the Dreaming is inextricably connected with the land. Therefore the dispossession of Aboriginal native land is also the dispossession of Aboriginal spirituality. The link between the Dreaming, land and afterlife holds significance spiritual importance to the Aboriginal peoples as the land is the resting place for all aboriginal beings. Furthermore each Aboriginal community is connected with the land through their spiritual totems. Specific areas of Aboriginal communities’ have important spiritual meaning for those particular groups of aboriginal people-these are known as sacred sites. What’s caratagoried in ever aboriginal sacred site is the connection to the Dreaming and aboriginal mythology. There are special responsibilities attached to sacred sites such as important ceremonies like weddings and it could be a place of death for an aboriginal elder. The identity of an Aboriginal person is inextricably linked to the land and hence the land is like a mother for the people. How to cite Religion-Effect of Dispossession on Aboriginals, Essay examples

Business Analysis Project Operation

Question: Discuss about the Business Analysis Project Operation. Answer: Introduction In order to execute the business operation in a strategic way, a Business Analysis Plan (BAP) is highly required (Simon-Moya and Revuelto-Taboada, 2016). The prime benefits of the business analysis plan are to offer a clear business analysis approach and an opportunity to the project manager. According to the opinion of Venables (2007), a proper BAP helps to increase the business credibility, so that the business analyst could make more accurate estimates for the project. The current study attempts to evaluate the business analysis plan for the automobile company Volkswagen. While conducting the study financial analysis, strategic analysis of the firm has been analysed by the research associate. Furthermore, a strategic recommendation provided in the study indicates that Volkswagen needs some modification to rectify the strategic errors in the competitive market. Purpose The purpose of the study is to analyse the business plan of Volkswagen with the competitors like BMW and the Merchedez Benz. The analysis of the business plan is highly required to lead the success of the business operation for preserving a sustainable market position. Case context of analysis As per the report of the Automobile sector, the automobile industry is continuously developing in nowadays. The robust growth of the automobile technologies influences the companies to uphold the new technological advancement in the product and business plan. Thus, Venkatesh (2013) stated that the automakers are continuously trying to enable the potential ability as per the product trends. The idea of the autonomous vehicles is too futuristic to represent new developments and enormous opportunities to the global automotive market (Hilman and Mohamed, 2011). Thus, the present situation of the auto industry has inspired the scholars to select the automobile industry in the currents study context. Adding to this, the issues of Volkswagen and the deprived market condition of the firm has influenced the researcher to elect the specific firm. Besides that, it has been speculated that BMW and the Mercedes Benz have a competitive market position across the world. Hence, these two companies h ave chosen for conducting the comparative analysis. Moreover, the growing trend of the automobile industry is the prime reason to select the specific case context for the critical and comparative analysis. Key issues The strategic management issue is considered one of the key issues for the brand Volkswagen. The emission of the air pollutants was happening globally, which indicates a critical strategic issue occurring from the managements end. In the words of Mansouri (2016), the pollutants also involved smog-inducing Nitrogen Oxides, which contributes major respiratory problems and even premature deaths. The lack of strategic alignment has disrupted the innovation of Volkswagen, and the firm failed to manage the climate risk along with the social equity into the overall corporate strategy. Thus, the lack of proper regulation, financial controllability, adequate audit, a disintegration of balance score card and lack of reliance on good governance can be considered the major issues of the brand Volkswagen. Ration related to the chosen companies According to the given case study, it has been observed that Volkswagen has currently faced a crucial situation regarding earning revenue, due to the carbon emission issue with the models. This is one of the major points to select the company to understand the fundamental reason of key issues and the proper mitigation action. Considering the view of Eapen and Annamalai (2014), the leading companies BMW and Mercedez-Benz is creating more new models to attain the concentration of the middle-class customers. This factor has made the situation more exciting as BMW and Mercedes-Benz are luxury car makers for the upper level of customers. Thus, these two car companies have chosen for analysing the individual business plan in the current study context. Key issues: Financial analysis Revenue analysis and forecast Volkswagen Group Malaysia is a subsidiary of Volkswagen AG, established on 16th February 2006. The headquarters is situated at Wisma in Kuala Lumpur, supported by a 150 strong workforce. According to Millipore (2007), Volkswagen AG is one of the largest car manufacturers in the world, selling 9million (Approximate) vehicles worldwide. The brand includes passenger cars, like Audi, Bentley, Porsche, Bugatti and Ducati to name a few. Volkswagen also caters to the low-end customers with flexible price cars and offers other financial services. The revenue of Volkswagen has increased in the year 2015 by a margin of 5%. The increase in revenue is partly due to globalisation and catering to both high-end and low-end customers. The following table can further elaborate the increase in revenue: Volkswagen revenue table Particulars 2015 2014 Change Absolute Relative Sale of vehicle 139990 134627 5363 4% Sale of genuine parts 14625 13642 983 7% Used vehicles and third party product 11106 10090 1016 10% Engine, power trains and parts deliveries 8763 10021 -1258 -13% Power engineering 3769 3728 41 1% Sale of Motorcycles 564 458 106 23% Leasing business 20085 16384 3701 23% Interest and similar income 6755 6375 380 6% Other sales revenue 7635 7133 502 7% Total revenue 213292 202458 10834 5% Graphically the growth of revenue is shown in Table 1: Table 1: Volkswagen revenue table (Source: www.forbes.com, 2016) Revenue of BMW: BMW Malaysia is a joint venture between BMW AG and Sime Darby Berhad. BMW covers a significant portion of Malaysian automobile market. The dealership network comprises 31 outlets in various cities in Malaysia. The revenue of BMW has increased considerably in the year 2015 by a margin of 15% that is 10% more than Volkswagen (Volkswagen growth in revenue 5% in FY 2015). To put BMW in a better financial state and ensures a firm market share (Nepram et al. 2011). The revenue growth of BMW can be shown graphically in table 2: Figure 1: Revenue of BMW (Source: www.bmw.in, 2016) Revenue of Mercedes Benz: Mercedes-Benz is a global automobile manufacturer. Mercedes-Benz is a division of the German company Daimler AG. Benz is known for its luxury vehicles, buses and trucks. The revenue growth of Mercedes-Benz is vigorous and stable, matching that of BMWs. Edwards (2012). States that the growth of income of Benz exceeds Volkswagens revenue growth by 10%. The above statement can be explained further in Table 3: Figure 2: Revenue of Mercedes Benz (Source: www.mercedes-benz.co.in, 2016) Market share growth The Malaysia Automotive Association (MAA) monitors the sales data and market share for all automobile company within its authorised range. Vehicles are ranked according to their sales in units, and the portion of the market it occupies. Volkswagen Volkswagen is currently ranked at 12th position with 6,405 unit's sales. The market share of Volkswagen is currently behind BMW and Mercedes-Benz, which are at 11th and 10th place respectively, according to the number of units sold by the companies. Volkswagen currently occupies 1% of the total market share in Malaysia. BMW BMW is ranked presently at 11th position with 7,515 unit's sales. The market share of BMW is low compared to Mercedes-Benz, which is at 10th position, with the highest number of units sold compared to Volkswagen and BMW. BMW currently occupies 1.1% of total market share in Malaysia. Mercedes Benz Mercedes-Benz is ranked at 10th place with 11,034 units sales. Benz occupies the highest percentage of market share in Malaysia, with 1.7% market share. The market share is due to high goodwill, aggressive marketing, and customer satisfaction. The market share of Volkswagen is in the lowest position compared to BMW and Mercedes-Benz, owing to increased competition, changing customer preferences, etc. Profit margins The main objective of an organisation is to earn a profit. The viability and sustainability of a company depend on its ability to earn a profit. To earn shareholders interest, the company's financial statement must show a promise of growth, profitability and stability. Kim et al. (2010) state that, according to the appendix given below, Volkswagen has suffered a major loss in the FY 2015 by a margin of 109%. The main reason for suffering such a loss can be attributed majorly to the increase of operating expense, which are, false interpretation of foreign currency hedging derivatives that has adversely impacted the profitability of Volkswagen. A loss arising from foreign exchange activities is another major cause that has impacted Volkswagen negatively. Termination of agreements has impacted the profitability table adversely, and earning loss on disposal of noncurrent assets is another major factor for suffering a loss in the FY 2015. The above explanation can be graphically represented below as: Figure 3: Profit Margin Volkswagen (Source: www.forbes.com, 2016) The loss from operating expenses can be explained in details in Table 2. Volkswagen Loss from operating expense Particulars 2015 2014 Change Absolute Relative Valuation allowances on receivables and other assets 1674 1150 524 46% Loss from foreign currency hedging activities 5083 1003 4080 407% Foreign exchange loss 3260 1972 1288 65% Expense from cost allocation 695 566 129 23% Expense from termination of agreement 502 193 309 160% Losses on disposal of noncurrent asset 106 105 1 1% Misc. and other expense 8853 2004 6849 342% Total Profit or Loss 20173 6993 13180 188% Table 2: Volkswagen Loss from operating expense Profit Margin of BMW: The profit margin of BMW has increased 6% in FY 2015, since last year, which is good, compared to Volkswagen, which suffered a loss, by a margin of 109% (FY 2015). This is a result of better administrative and operating activities. The profit margin can be graphically represented in the table below: Figure 4: Profit Margin of BMW (Source: www.bmw.in, 2016) Profit of Mercedes Benz: Mercedes-Benz is one of the leading automobile companies in the global market. Benz has a profit margin of 25% in the FY 2015. This is majorly due to low operating expenses (52%) and increased interest income (17%). Volkswagen is in a weak position compared to Mercedes-Benz, simply because in the FY 2015, Volkswagen earned a loss of 16095million, compared to Mercedes Benz that earned a profit of 2571million in the same year. The profit margin of Mercedes Benz can be graphically represented in table below: Figure 5: Profit of Mercedes Benz (Source: www.mercedes-benz.co.in, 2016) Price earnings ratios PE ratio of the firm in 2015 is negative. It shows pessimistic view about the firm. However, the PE remains positive in the previous years. The appendix below shows the PE ratio for last five years. Debt level (gearing ratio) Volkswagen is heavily dependent on loans. BMW and Mercedes-Benz also have debt burden in their overall capital structure. However, Volkswagen is not able to manage the finance cost burden as the firm suffers a loss in FY2015. Cash and any other ratio that are specific to industry ) Current Ratio for Volkswagen AG for 2014 and 2015 is computed to be 1.00 and 0.98 respectively. This shows that the firm's liquidity position is at par with standard industry margin. On the other hand, the same for BMW stands at an average of 0.95 in 2014 and 2015. However, Daimler group enjoys superiority in this segment as the same is approximately 1.17 in last two years. Key issue: Strategic analysis Market and competitor analysis (Porters five forces) Competitive Rivalry: In the Malaysian automotive market, the competitive rivalry is moderate for the brand Volkswagen (De Munck and Ferreras, 2013). In the words of Fitzpatrick et al. (2015), the automotive sector has a greater competitive rivalry in the affordable family car domain. It has been identified that affordable cars have the most significant potential to capture target customers in the Malaysian market. At the same time, for the brand BMW and Mercedes-Benz, the competitive rivalry is same as each other. The government intervention to launch proficient hybrid vehicle is also increasing competitive rivalry for all three brands Volkswagen, BMW and Mercedes-Benz. Threat of New Entrant: The new entrant has a higher risk in the Malaysian premium automotive sector (Grundy, 2006). The current recession in the economy is creating troubles on firms like Volkswagen, BMW and Mercedes-Benz to attain lesser sales volume as compared to the project sales value. On the other hand, the market condition of Volkswagen is crucial due to the ethical and operational issues met by the firm (Mansouri, 2016). At the same time, the threat of new entrant has been found lesser for both the competitors, Mercedes-Benz and BMW, due to the innovative product offerings at a competitive pricing strategy. Threat of Substitutes: The threat of the substitutes is high for Volkswagen in the Malaysian automotive market. The product innovativeness and additional features are getting improved by the competitors. The profit before tax of Volkswagen has been found negative due to the lack of synergy between the invested money and the overall revenue earned in the individual financial year. In this context, Kirstein (2010) stated that the threat of substitute is comparatively lesser for the brand Mercedes-Benz and BMW, due to the introduction of innovative car models in a cheap pricing strategy. Buyer Power: The buyer power is greater for the brand Volkswagen in the Malaysian market. The brand recognition has become weak in the name due to its sustainability issues. On the contrary, Mohan (2012) stated that due to the introduction of C-Class car along with other cheap model cars have enabled BMW reducing the power of the Malaysian buyers towards the brand. Also, Mansouri (2016) also stated that Mercedes-Benz has also increased the revenue up to 15% in the Malaysian luxury car market. Thus, it can be said that the buyer power in the luxury car segment is lesser for the Mercedes-Benz and BMW, as compared to the brand Volkswagen. Supplier Power: The supplier power is greater in the Malaysian luxury car market for the brand Volkswagen. As the current brand value of Volkswagen is comparatively lesser than other rivals, the supplier imposes greater power to the brand. On the contrary, Fitzpatrick et al. (2015) stated that since the name recognition of Mercedes Benz and BMW is higher in the Malaysian automotive market. Thus, the power of the suppliers of those brands will also be lesser. Therefore, the overall competitive analysis indicates that the market growth of Volkswagen could be at a crucial position in the Malaysian luxury automotive market. Operations and organisations (Balance-score card) Financial perspective: Parameters Current scenario Measures Initiatives Operating Expenses The operating expense of Volkwagen is (188%) (Mays, 2015). However, the expense margin of BMW is (6%) and Merchedez Benz is (52%). Volkswagen is targeting to make reduction the operating expenses ratio in the next financial quarter (Jullien and Pardi, 2013). The management of the firm has increased the selection criteria of the recruitment process to improve the employee efficacy. Revenue Growth In the FY 2014, the brand has experienced a market share of 22% (Parente and Geleilate, 2015). In 2015, the revenue margin has dropped up to 5%. However, the revenue margin of both BMW and Merchedez Benz are 15%. Volkswagen is trying to increase the revenue margin by 6% in 2017. The management of the brand has increased the product measures and the reduced the price margin to convince the major segments of the Malaysian market. Customer perspectives: Parameters Current scenario Measures Initiatives Product dimensions Volkswagen has introduced various product dimensions like The New Jetta, The Cross Touram, The Sharan, etc. According to Jullien and Pardi (2013), the Malaysian customers projected better response towards the car models of the competitors. More research and development actions are undertaken to understand the accurate customer criteria regarding the premium car segments. Customer relationship The enterprise has managed to maintain a significant relationship with the customers. The customer retention ratio of Volkswagen is 47% and 57% is for Mercedes-Benz (www.4wheelsnews.com, 2016). Improving the production process to limit the CO2 emission. BMW is improving its CRM (Customer Relationship Measures). Internal Business Process: Parameters Current scenario Measures Initiatives Productivity The Volkswagen has experienced a sudden drop in the profit margin by 1.8% of sales within the first three months of 2014 (www.forbes.com, 2015). The management wants the enterprise to have a 6% profit margin, which is almost double than its 2013 profit margin of 2.9%. The revenue of BMW and Mercedes-Benz is 15%. All the brands have introduced the lean operational process in the production process. Manufacturing Distinction The manufacturing process includes the steps like, body shop, paint shop and assembly room. Reducing the production based errors. Similarly, a control measure is places in each of the work stations to review the manufacturing process step by step. Employee learning and growth: Parameters Current scenario Measures Initiatives Training and development The management includes various vocational training sessions to its employees. BMW is presently training an approximate figure of twenty thousand young employees in all the vocational training. Volkswagen includes an advancement program for the women employees. Hiring professing trainer. Improving the innovativeness through RD The brand has managed to introduce a diversified range of new products within an affordable price margin. In 2016, Volkswagen has introduced two car models, Polo GTi and Volkswagen Tiguan, which has received a huge customer response (www.volkswagen-poznan.pl, 2016). The management has increased the investment on the RD team. The similar approach is taken by BMW and Mercedes-Benz Limitations of Financials models and conventional analysis Limitation of financial models The limitation in analysing financial performance is that the financial analysis is based on historical data. The data is not current; that is the future performance of an organisation cannot be stated for sure, it can only be assumed. One of the major limitations of financial statement is that it is based on assumptions. Limitation of conventional analysis The conventional models are highly controversial by nature (Avlonitis and Indounas, 2007). The attributes evaluated in the methods might not be applicable for all the brand types. Therefore, an exclusive belief on the model might result to an unauthentic conclusion. The industry scenario of each of the firms are different, therefore, the entrepreneurs require understanding the acute framework that mitigate with the brand criteria. Conclusion The firm suffers from loss. Its market capitalisation through huge, loan burden does not allow the firm to manage much of its current assets. The overall outlook in the long run through looks positive, initial and current outlook of the company in 2015 does not seem to be much more investor friendly. The overall market competitiveness analysis shows that the market reputation of Volkswagen is lesser compared to the rivals like Mercedes-Benz and BMW. The competitive rivalry, buyer power and the supplier power all three factors are higher for the brand Volkswagen. Thus, the strategic alignment needs to be revised to improve the current market potential of the brand Volkswagen. However, the sustainability issue of the Volkswagen might get resolved in the future in accordance with the improvement of itsstrategic management process. Recommendations Out of the calculation mentioned above and analysis, it is inferred that Volkswagen AG though suffers a loss in the current year, however, its viability in future in strong. Sustainability is not an issue for this automobile giant. Though, a few key performance indicators show a negative trend, however, the future outlook remains bright. However, investors are encouraged to buy the shares of the Volkswagen as the market price as comparatively low as of now. Since the price fluctuates heavily, investors who are interested in short-term prospect, should not go for the shares of the firm. Growth is not an issue in the long run and hence long-term outlook remain solid and strong enough for the firm. Training and Development Programme The goal of the Volkswagen group is to identify and elevate the performance measures in the globally competitive market. Thus, the firm needs to develop the leadership competence, personnel management and the international development programme. It has been speculated that the vocational and professional training programme provided by the management of the firm would help to boost up the employee performance (Hanifah and Mohamed, 2011). In this regards Venkatesh (2013) also added that advancement of women employee would help the firm to increase the revenue margin as the company has less focus in the segment women creativity. As per the report of the different scholars, the particular advancement of female talent is one of the integral elements for the personnel development programme. According to the opinion of Simon-Moya and Revuelto-Taboada (2016), the advancement women training and development programme would help the Volkswagen group to systemise the overall operation. The voice modulation factor of women, which is highly attractive rather than the men segment would also be helpful for the firm to convince the customers. Adding to this, it has been observed that the revenue of the competitors of Volkswagen such as BMW and Mercedes-Benz is 15% respectively in the current financial year. On the other hand, Volkswagen has earned only 5% profit margin, which is very low compared to the rival groups (www.volkswagen.co.in, 2016). Thus, the firm needs some potential strategic planning to increase the revenue margin. Hence, women advancement training programme would be a significant contribution to creating a dedicated team effort for the betterment of the company. Reference: 2015, B.A. (2015) Home. Available at: https://www.bmw.in/en/index.html?bmw=sea_in_BMWBrand_Google_sngclid=CjwKEAjw3Nq9BRCw8OD6s4eI5HASJABsfCIaSNKS1GAq1CDdQP_JiQH4UsXx2IopZmkuk3W0fMaxixoCun3w_wcB (Accessed: 19 August 2016). Avlonitis, G.J. and Indounas, K.A. (2007) An empirical examination of the pricing policies and their antecedents in the services sector,European Journal of Marketing, 41(7/8), pp. 740764. Car production(no date) Available at: https://www.volkswagen-poznan.pl/en/car-production (Accessed: 19 August 2016). Christian, A. (2016)VW brand plans $6.8 billion savings and productivity boost to improve margin. Available at: https://www.4wheelsnews.com/auto/vw-brand-plans-6-8-billion-savings-and-productivity-boost-to-improve-margin-32261.html (Accessed: 19 August 2016). De Munck, J. and Ferreras, I. (2013) Restructuring processes and capability for voice: Case study of Volkswagen, Brussels, International Journal of Manpower, 34(4), pp. 397412. Eapen, M. and Annamalai, S. (2014) A study on job satisfaction among employees in an automobile sales and service company, Prabandhan: Indian Journal of Management, 7(1), p. 15. Edwards, S. (2012). Revenue management: Maximising revenue in hospitality operations. Journal of Revenue and Pricing Management, 12(1), 9495. Fitzpatrick, B.D., Nguyen, Q.Q.A. and Cayan, Z. 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(2013) Structuring new automotive industries, restructuring old automotive industries and the new geopolitics of the global automotive sector,International Journal of Automotive Technology and Management, 13(2), p. 96. Kim, H. S., Brorsen, B. W., Anderson, K. B. (2010). Profit margin hedging. American Journal of Agricultural Economics, 92(3), 638653. Kirstein, R. (2010) Volkswagen vs. Porsche: A power-index analysis, International Journal of Corporate Governance, 2(1), p. 1. Mansouri, N. (2016) A case study of Volkswagen unethical practice in diesel emission test, International Journal of Science and Engineering Applications, 5(4), pp. 211216. Mays, K. (2015) New products [New Products],IEEE Microwave Magazine, 16(8), pp. 102108. Mercedes (no date) Welcome to the official website of Mercedes Benz India. Explore the information on the range of vehicles. Available at: https://www.mercedes-benz.co.in/content/india/mpc/mpc_india_website/enng/home_mpc/passengercars.html (Accessed: 19 August 2016). Mohan, A.V. (2012) Internal and external resources for enhancing innovation capabilities an exploratory study based on cases from the Malaysian automobile sector, Asian Journal of Technology Innovation, 20(sup1), pp. 2947. Nepram, D. (2011). State-level value added tax and its revenue implications in India: A panel data analysis. Margin: The Journal of Applied Economic Research, 5(2), 245265. Parente, R.C. and Geleilate, J.M.G. (2015) Developing new products in the automotive industry: Exploring the interplay between process clockspeed and supply chain integration,Industrial and Corporate Change, 25(3), pp. 507521. Simon-Moya, V. and Revuelto-Taboada, L. (2016) Revising the predictive capability of business plan quality for new firm survival using qualitative comparative analysis, Journal of Business Research, 69(4), pp. 13511356. Speculations, G. (2015)Volkswagen earnings review: Revenues and profits are up, but core performance remains weak. Available at: https://www.forbes.com/sites/greatspeculations/2015/08/03/volkswagen-earnings-review-revenues-and-profits-are-up-but-core-performance-remains-weak/#2617d55b7a4a (Accessed: 19 August 2016). Strong revenue growth for Millipore (2007). Membrane Technology, 2007(4), 2. Venables, M. (2007) On a roll [automobile industry], Manufacturing Engineer, 86(2), pp. 1819. Venkatesh, R. (2013) Contemporary marketing or temporary marketing? An analysis of present day relationship marketing of Indian organizations, Indian Journal of Marketing, 43(1), p. 31. Volkswagen Ameo - test drive | Volkswagen India (2016) Available at: https://www.volkswagen.co.in/en/models/ameo0/ameo-offer.html?tc=sem-ameo-july16-ameo-ind-google-search textadskw=paidutm_term=101_aamkwid=s|pcrid|98835854433|pkw|volkswagen|pmt|e|pdv|c| (Accessed: 19 August 2016).