The Bhagavad Gita Essay Example for Free

The Bhagavad Gita Essay An individual should perform his duty even if such performance is imperfect rather than performing some other person’s duty with perfection. Each individual has unique abilities and characteristics. These qualities are termed as the swabhava or nature of that individual person. Moreover, the form of his external life is based on his swabhava which ultimately becomes his swadharma. The normal life of humans and their duties are based on their samskara or behavior and their karma or fate. The Swabhava and swadharma of humans are the consequence of their deeds in their previous births, which are naturally bestowed upon them, and determine their present status. They constitute the inner nature of humans which is known as their prakriti (Bhagavad Gita Commentary, Swami Nirmalananda Giri). The Bhagavad Gita teaches the ways and means of attaining freedom from earthly desires and material issues. However, in order to attain such freedom one should not forsake the performance of one’s fundamental duties or swadharma. One should try to attain the divine freedom, while performing one’s duties without any deviation and with complete dedication. The central theme of the Bhagavad Gita states that an individual shall perform his bounden duty without seeking the result that comes from performing that duty. This is essential for purifying the heart. This is a very important requirement to attain liberation or Moksha. The Bhagavad Gita consists of the teachings of Lord Krishna to prince Arjuna during the battle of Kurukshetra (Srimad-Bhagavad-Gita, Swami Swarupananda). Lord Krishna specified three principal paths for humans. These are the Path of Action or Karma Marga, the Path of Knowledge or the Dhyana Marga, and the Path of Devotion or the Bhakthi Marga. Any one of these paths lead the aspirant to God, and are meant for achieving divinity and moksha. The Bhagavad Gita was granted by God, and it was stated by Lord Krishna that human birth was an invaluable. Accordingly, a human being should utilize this birth to attain liberation. Therefore, every human being must attempt to reach God and to attain moksha, in this birth itself. Consequently, humans should refrain from the earthly desires and develop detachment for worldly matters (BASIC PRINCIPLES OF THE BHAGAVAD GITA ). He motivated Prince Arjuna to perform his duty without any indecisiveness. He also exhorted Arjuna to discharge his duty as a Kshatriya or member of the warrior caste, in other words He directed Arjuna to follow the Dharma of a Kshatriya. This constitutes the swadharma of an individual, which directs that person to attain moksha. Although one has performed one’s duty imperfectly, it is deemed to have been performed. One should not perform another person’s duty, as this constitutes a sin, irrespective of the perfection attained while doing so. Thus, swadharma has been given greater prominence in the Bhagavad Gita (Verse 46, Chapter XVIII. The Bhagavada Gita). According to it, one should not abandon one’s swadharma, which is both internal as well as external. The internal variety of swadharma is perceived by the performer, while the external swadharma is enjoined upon a person by the society in which the performer lives. Moreover, the Varnasrama Dharma or caste system, establishes the swadharma of an individual. As such, the temperament and attainments of a person derive from that person’s parents; hence, birth plays an important role in determining the swadharma of a person. This is borne out by the science of genetics. It is mandatory for human beings to perform their swadharma. Children inherit the qualities of their parents, and these constitute their swadharma (SWADHARMA). Attraction towards material issues implies that a person is deviating from the right path. Worldly matters bind humans to several births and deaths. Those who are attached to them will have to born again and again. This cycle of births and deaths continues till the person detaches himself from worldly matters. The Lord declares that humans have to surrender the fruit of their actions to Him, if they wish to reach Him. One must refrain from desires as they generate anger on being unfulfilled. Anger in turn, results in jealousy. Therefore, desires are the root cause for all evils. The quintessence of the Bhagavad Gita lies in the understanding that a person’s existence is principally in order to perform one’s duty or karma. Therefore, all the persons on earth are under a duty to perform the karma that falls to their lot; and while doing so they have to follow the principles of dharma or righteousness. One should uphold dharma and preserve it. It is the most important thing to remember, that while performing karma one should not await the result. What is required is surrender of the result of the action to God. This is clearly stated in the hymn Narayanayethi Samarpayame, which connotes that everything is to be surrendered to Lord Narayana, the ultimate and the supreme (BASIC PRINCIPLES OF THE BHAGAVAD GITA ). The Bhagavad Gita says that one should perform one’s duty without anticipating the fruits of the results and without attachment. Performance of duty with detachment is an easy way to reach the ultimate goal of life, moksha. It is the only scripture that proclaims the philosophy of Karma Yoga. This philosophy was not described anywhere, prior to the Bhagavad Gita. Karma Yoga is devotion without selfishness. The Bhagavad Gita described it in a simple and beautiful manner; and it had been expounded by Lord Krishna, who had upheld the notion of unselfish devotion for the common good of all. He had stated that altruism was the ultimate worship and ultimate spiritual reality. The practice of altruism bestows grace upon the practitioner, and subsequently, it develops into faith, which is the only way to witness the absolute truth. An individual would be elevated mentally if he helps others. This is an immediate effect of helping others, and such an individual would achieve perfection in all matters. The intellect and senses of a person are responsible for attachments and detachments towards material things and material issues. Therefore, the senses must be controlled and no one should fall prey to their wiles. The intellect and the senses act as barriers to spiritual development and the attainment of divinity. Consequently, one should be devoid of them to attain self – realization. Self – analysis is based on the intuition and intellect of the people. Thus, people should develop their intellect and intuition. Meditation is the only means for developing intuition and intellect. The former is a powerful method of yoga practice or yoga sadhana, which guides people and helps them to succeed in their attempt to attain moksha. Individuals must discover their swabhava by practicing swadharma, which engenders peace and harmony in their lives (Bhagavad Gita Commentary, Swami Nirmalananda Giri). People should ascertain their swadharma through their intellect. Self – analysis, or self – introspection are instrumental in perceiving one’s swadharma. This method is termed as swadhyaya, which had been propounded by Maharishi Patanjali in his great work The Yoga Sutras. Self – analysis is the only method to determine the duties of humans. The best way to achieve such self – analysis is by practicing yoga, which is an important component of Hindu tradition and which allows people to lead a meaningful life (Bhagavad Gita Commentary, Swami Nirmalananda Giri). Works Cited BASIC PRINCIPLES OF THE BHAGAVAD GITA . 14 June 2008. 15 September 2008 http://groups. yahoo. com/group/gita-talk/message/1353. Bhagavad Gita Commentary, Swami Nirmalananda Giri. 15 September 2008 http://www. atmajyoti. org/hi_gita_commentary_30. asp. Srimad-Bhagavad-Gita, Swami Swarupananda. 1909. 15 September 2008 http://sacred-texts. com/hin/sbg/sbg03. htm. SWADHARMA. 03 February 2006. 15 September 2008 http://www. advaita-vedanta. org/archives/advaita-l/2006-February/037531. html. Verse 46, Chapter XVIII. The Bhagavada Gita. n. d.

Little Woman, Small World Essay -- Literary Analysis

In a small world, there is not much choice for a simple woman. Throughout history, women often are portrayed as the weaker sex. As a result of this assumption, women try to disassociate themselves from this custom and be more independent with their lives. One of John Steinbeck’s most accomplished short stories, â€Å"The Chrysanthemums,† a story which concerns a married couple and examines Elisa’s dissatisfaction with her life. The story takes place in the Salinas Valley of California in December at Henry Allen’s ranch in the foothills. Elisa is a woman whose life is narrow, unexciting and limited in what she can become by geography and opportunity. She is feeling trapped in a life of servitude and is suppressing a yearning for more. Therefore, Elisa takes a bold step towards her own providence. In â€Å"The Chrysanthemums,† by Steinbeck, Elisa is portrayed as feminine, subservient, and conservative, but through the reality is that she is instead a masculine, frustrated, and sensual being who wants more out of life than her husband Henry offers her. Her portrayal shows her dissatisfaction in life. First characteristic of Elisa is found in a traditional feminine role, working in her garden; however, the narrator describes her appearance using words associated with manliness. For example, her gardening clothes conceal her femininity with a â€Å"man’s black hat†¦clodhopper shoes†¦a big corduroy apron†¦and heavy leather gloves† (460). Her description does not focus on her feminine characteristics, and she could easily be mistaken as a man from the distance. Elisa is gardening and tending her flowers which symbolize of her femininity, but contradicting this femininity is her strength. Steinbeck illustrates Elisa’s energy as she works in the garden t... ... Works Cited Akers, Tim, ed. Vol. 6. Short Stories for Students. Detroit: The Gale Group, 1999. 59-82. Print. Mazzeno, Laurence W., ed. Vol. 2. Masterplots The Big Sky- The Confidential Clerk. 4th ed. Pasadena California: Salem Press, 2011. 1011-12. Print. Palmerino, Gregory J. "Steinbeck's 'The Chrysanthemums'." Explicator 62.3 (2004): 164-167. MLA International Bibliography. EBSCO. Claire Carney Library. Schultz, Jeffrey D, and Luchen Li. Critical Companion to John Steinbeck: A Literary Reference to His Life and Work. New York: Facts On File, 2005. Print. Steinbeck, John. "The Chrysanthemums." Literature Approaches to Fiction, Poetry, and Drama. Ed. Robert DiYanni. Second ed. Boston: New York University, 2008. 459-66. Print. Timmerman, John H. The Dramatic Landscape of Steinbeck's Short Stories. Norman: University of Oklahoma Press, 1990. 173-79. Print.

Lg Global Strategy Essay

This assignment focusses on LG’s Global Strategy looking into their operations in Brazil and India as well as researching minor parts of their efforts in Australia, China and the USA. LG (Lucky GoldStar) operates in the Consumer Electronics Industry on an international scale. The sources of information used for empirical evidence range from Academic journals and Interviews with LG Directors to information gathered from the LG press website and other academic online resources. To evaluate LG’s strategy one must access its worth, its usefulness and whether LG’s decisions and investments turned into tangible revenue. To understand LG’s Global Strategy success one must understand LG’s background. LG started in 1947 as a cosmetics cream manufacturer. LG expanded in to many industries in later years, eventually LG operated in the consumer electronics market. LG has turned into a very successful multinational company now, in the past two decades LG Electronics’ market share had grown at 22% from  £130 million in the 1980s to  £65 million the 1990s and  £7.1 billion by early 2005. LG owed much of its success to the South Korean Government’s incentive rich market it provided for the consumer electronics market. President Park Chung Hee of South Korea enacted the Economic Development Plan, which aimed to help the electronics industry by making it the national priority sector that would be developed. As a result, many western companies came to set up joint ventures, LG partnered with Philips, a European electronics company. LG-Philips became the largest manufacturer of flat screen TVs in world. By 2006, the group’s sales revenues massed up to $23 billion, making profits of $500 million. Of all of LG’s various revenue streams, LG Electronics provided 47% of the total revenue. LG knew they had to operate in the consumer electronics market internationally. LG was encouraged to invest in localized research and development by the Government making extensive amounts of research infrastructure. This particular point is one of the most important methods by which LG implemented a successful Global Strategy. During the mid-1980s over 120 private research institutes and 18 research consortia were created. (W. R. Shin and A. Ho, 1997.) Having high quality research and development infrastructure allowed LG to create a series of products that were tailored to the needs of South Korea. LG learnt from this episode that research and development created a competitive advantage for its products, and this was something they had to do in every countries across the globe instead of selling a set of standardized products. During the 1990s LG started a International Strategy that aimed to capitalize on the emerging BRIC economies (Brazil, Russia, India and China). LG started in Brazil by building a manufacturing plant in Manaus creating televisions and VCR’s to be sold around Brazil. The Government of Brazil offered low-tax rate incentives for businesses to build manufacturing plants in underdeveloped areas as well as subsidizing land for investors setting up operations. LG took full advantage of these incentives to establish themselves in Brazil. Brazil In the 1990’s had very high import tariffs, low brand recognition and had high competition in the grey goods market. In 1990, exchange rates plummeted making planning for businesses very difficult. Global players in Brazil decided to withdraw their operations or terminate them entirely. This provided a turning point for LG, they decided to expand their presence and create a strategy that would make Brazil a manufacturing hub for exports in South America and the USA. The fall in Brazils’s currency allowed LG to take on some low-cost advantages that make exporting very advantageous(Ramaswamy, K. 2007). LG was the largest exporter of electronic goods in South America. LG now tackled the areas of marketing and financial management to clamp down it presence in Brazil. LG wasn’t well recognized in Brazil so it needed to build some strong customer awareness. LG took advantage of the immense national popularity of football and started a branding campaign with sports events sponsorship. The LG sponsored a high ranking national football team in Sao Paolo(Ramaswamy, K. 2007), this brought immediate brand recognition to it’s products. LG now needed to transfer its brand recognition into tangible revenue though customizing it’s products to suit the needs of Brazilians. LG’s consumer electronics were a refreshing taste to Brazil’s market, LG gave most of its products a 3 year warranty pairing that with their promise of instant service if a customer’s product failed or broke-down. It used repair service vans able to reach a customer’s location in short time period. This helped ensure customers would receive a high level of quality and reliability from LG, this proved to be a worth-while competitive advantage over other competitors. LG’s efforts in Brazil certainly reflected a good example of a well implemented global strategy. They took advantages of the Governments tax incentives, furthermore LG filled the void in the consumer electronics market that was created by previous companies leaving when times got tough and created a strong marketing campaign. The best measure of their strategy’s success in Brazil is that in 2006 LG posted sales of  £1.2 billion, a 36% increase compared to the previous year. LG’s well implemented strategy in Brazil clearly led to market domination and a high profit. This was a strong international strategy, and LG adopted similar tactics in India. LG started operating in India when the Indian Government created advantageous market reforms allowing foreign companies to establish their own wholly owned subsidiaries in India. LG quickly took advantage of these reforms and created LGEIL (LGE India Ltd.) in 1997. LGEIL’s first factory was built in Greater Noida(40km from New Delhi), which manufactured washing machines, televisions, air conditioners and refrigerators. Mr Kwang-Ro Kim, Managing Director at the time said, â€Å"We knew it was important, for example, not to downgrade the Indian market and instead to treat it seriously as we would any developed market†, he goes on to explain â€Å"this meant preparing a preparing a full strategy and emphasizing good-quality products, the best technology, the best network and access to the best people†(Kim, K. R. 2005.). LG created these specialized products with vast research and development infrastructure, just like they had in South Korea. Local research and development teams were made to create product variations that were designed for the unique demands of India’s market. For example, they launched a cricket television set that had a built-in cricket game to take advantage of the millions of people who adored cricket in India. LGEIL’s Golden Eye technology used in TV’s allowed the brightness of the screen to be adjusted to the surrounding level of light., this proved to be an important feature because India is very prone to power supply imbalances that effect lighting intensity. Furthermore, they designed an air filtration system to keep it’s air conditioners working efficiently. This design was implemented because India’s metropolitan areas have high levels of particulate pollution. Its home appliance products were fitted with circuits able to handle the regular voltage fluctuations Indian households had. LG presented â€Å"an ‘Indianised’ face to its products but keeping the technology at global standards†(Mathur, U. C. 2010). These variations in products brought a refreshing taste to the Indian home appliance market. One problem LGEIL faced was the geographical diversity and India’s lack of infrastructure making distribution of it products difficult. To reach small towns and villages in India a solid distribution system needed to be adopted, their tiered approach allowed an anchoring regional distributor to supply cities and then complimented this system with offices in remote areas for the small towns. This system encompassed 4,000 access points to reach the masses to India’s giant population. A website called lgezbuy.com helped their distribution with online ordering as well as providing detailed information about their products and comparative pricing for different areas of the country. This was the first attempt by a major electronic goods manufacture and proved successful by creating another competitive advantage for LG. Customer Service was an important part of LGEIL’s strategy, just as they did in Brazil, they provided repair vehicles for reaching remote areas in short periods of time. Vans were fitted with electrical generators to ensure appliances could be fixed even in a country with regular blackouts. This was unseen to the Indian Market from any other competitor and became very favorable for customers. â€Å"This ‘walking-after sales service’ allowed traveling crews to cover ares that were previously unaccessible(Lee, D. W. 2005). This gave LG a competitive advantage over its Indian market competitors such as Onida or Whirlpool. In terms of marketing strategy, LGEIL decided to sponsor an Indian Cricket team. This proved such a success that LG decided to sponsor the Cricket World Cup in 2002(LG. 2009). LG became the largest sponsor of cricket in the world and this gained instant brand recognition for them across India, a country full of millions of cricket fanatics. A strong marketing campaign reaching customers all over India; LG’s localized product range and services provided with the products paid off rich dividends. LG’s â€Å"turnover for 2002 crossed Rs. 3000 Crore, that is a 37% increase on the previous year†(Mathur, U. C. 2010), that’s  £38million. LGEIL clearly beat their competitors, for example in the color television market LG had a market share of 26.4% and their nearest competitor, Onida, only had 10.8%. In the refrigerator market LG had a market share of 30.9%, Whirlpool, their nearest competitor only had 23.6%(Sinha, P. R. 2005)[1]. This was the same story with all their other home appliances. Clearly LG was making considerable profit and stood out from their competitors by providing quality products and services. But LG knew they had to do more to establish a strong foothold in India. LG had to demonstrate to India that they were not purely profit driven; they believed this would give LG a credible name in India and gain the loyalty from the Indian market. LG subsidized primary schools and gave educational books to children. They even built a village school close to manufacturing facilities. Local employees were staffed for most of the top managerial positions of LGEIL. This managerial tactic allowed a South Korean company to appear as an Indian business. These resulted in huge good-will from Indian customers which was the final tie in a successfully implemented Strategy. In 2006 Mr Nam Woo, President of LG Electronics (LG), unveiled LG’s ambitious plans to grow its presence in China. LG had leant many lessons from its early missions in emerging markets such as Brazil and India that would help LG stay a dominate global player. â€Å"We want to make China a strategic base for our business, so we must be a leader not only in sales, but also in research and development and in localization.†(Liu Baijia, 2006). LG took advantage of China’s cheap labour costs and soon where able to â€Å"leverage an entire manufacturing network to serve countries such as Russia and the USA† (Ramaswamy, K. 2007). This is evidence of LG looking elsewhere to export their products, this was an integral part to LG’s Global Strategy. Not every part of LG’s strategy was perfect though, many of their products were recalled, for example, in Australia 2009 some of LG’s refrigerators broke down due to faulty wiring â€Å"which resulted in reduced insulation from electricity passing through. It could cause minor electric shocks†(Global Data, 2009). Furthermore LG had to â€Å"recall it’s Spyder Cell Phones in the USA†¦over 30,000 cell phones of this type were in use† (Global Data, 2009). This adversely affected their brand name and shows lack for careful attention to product design which reflects a bad global strategy, this showed similar results to their efforts in the USA. LG started to look towards providing its products in the West, most notably the USA, an already challenging market. LG started supplying US stores with its home appliances such as microwave ovens and toasters. The conquest for shelf space was extremely difficult because of LG’s poor brand recognition as well as questions about LG’s product reliability and quality. The USA was not the place for LG to display its products. The products that the USA consumer electronic market wanted were the more fashionable European and Japanese home appliance products. LG failed to create a series of products the USA market wanted in comparison to its competitors. This clearly shows a weak strategy in LG selling its products global. Overall, the international strategy LG implemented shows a pattern, in emerging economies such as Brazil and India, LG thrived, however in developed economies such as Australia and the USA, LG was unsuccessful. LG’s successes derived from 3 key areas that created a useful and worth-while international strategy. Firstly, they invested heavily in research and development to create products that suited the needs of the local market. LG now has over â€Å"36 research and development activities worldwide† (Global Data, 2009). Secondly, they pursued a marketing strategy that targeted each country’s whole population. In both Brazil, and India we see LG sponsoring sports events and teams which was a great way to create instant brand recognition across each country. Thirdly, LG treated emerging markets seriously by providing quality products complimented with high caliber services, this was a worth-while decision because countries like Brazil and India hadn’t been subject to this kind of service. The content researched is very interesting and insightful and poses the question, ‘Can these three factors be applied as a international strategy for any multinational company?’. To fully evaluate LG’s international one must further research there operations in Russia and China. Whilst LG showed signs of weaknesses, their international strategy gave their products and services a competitive advantage over their competitors making them market leaders in specific countries. LG’s efforts created LG a net income of over $13.1 billion in 2011 due to their global presence and is ranked 47th in the Fortune 500 companies, these achievements derived from what was a successful International strategy. Bibliography W. R. Shin and A. Ho, 1997. Industrial transformation: Interactive decision-making process in creating a global industry. Public Administration Quarterly. Summer. Kannan Ramaswamy, 2007. LG Electronics: Global Strategy in Emerging Markets. Understanding Global Strategy. Kwang-Ro Kim, 2005. Premium Marketing to the Masses: An interview with LG Electronics Managing Director. The McKinsey Quarterly Special Edition: Fulfilling India’s Promise C. Mathur, 2010. Global Business Strategies. LG Group. Pg 290 Duk-Woo Lee, 2005. LG the No.1 company in India. LG News. february, Vol. 24 LG, 2009. Asia and Pacific Sponsorship, the Cricket World Cup. LG Press Website. (URL http://www.lg.com/global/about-lg/corporate-information/global-sports-sponsorship/cricket-world-cup.jsp) P. R. Sinha. 2005 Premium marketing to the masses: An interview with LG Electronics India’s Managing Director. McKinsey Quarterly. Liu Baijia, 2006. LG wants local managers to aid growth. China Daily. April 20, 2006 Global Data, 2009. SWOT Analysis of LG.

Dominos is a Leader in Pizza - 2092 Words

Executive Summary Domino’s is the second world leading pizza place and has been around for quite a while. The company’s success generated through top-notch recipes that created tasty pizzas that targeted many customers for the company. However, Taste wasn’t enough to keep the company successful and in the lead amongst their competitors. Good quality pizza and great customer service were two founding principles of Domino’s pizza, however, changes had to be made to maintain customer retention and interest in the business. After being internationally known and having opened 5000 stores by the end of the 80’s, Domino’s pizza started to lose customers and due to their complaints over bad pizza. This led the business to having a bad reputation globally. Nevertheless, the company had to create new pizza recipes to win back their customers with the remake of a new campaign and the launching of a new website. The new pizza campaign won over old and new customers with the addition of new items to the menu. Over the years, customers started to become more aware of their health, their daily income of specific ingredients, nutritional value and of course, calorie intake, the whole customer base was â€Å"going green† as it seems. Domino’s had to decide between charging more for organic ingredients such as vegetables on their pizza or remain the good old affordable pizza place. Nonetheless, the company’s strategic options had numerous ways to maintain its success rate. The company’sShow MoreRelatedDominos Pizza1166 Words   |  5 PagesS – Even after 54 years Domino’s greatest strength has been sticking to its original values, the very ones that have made it a top company since its founding: delivery speed, operational transparency, and responsiveness to customer wants and concerns. Since the beginning Domino’s top focus has been on the customer and his or her experience. 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